HomeMy WebLinkAboutContract 44050 (2)CUYSERE?JStT
coNiRACT
AGREEMENT FOR COMMUNITY BASED PROGRAM
In consideration of the mutual covenants, promises and agreements contained herein,
THIS AGREEMENT ("Agreement") is made and entered into between CITY OF
FORT WORTH, a home rule municipal corporation of the State of Texas, ("City")
acting by and through Charles W. Daniels, its duly authorized Assistant City Manager,
and LENA POPE HOME, INC. a Texas non-profit corporation ("Contractor") acting by
and through Todd A. Landry, Executive Director, its duly authorized representative.
RECITALS
WHEREAS, City has determined that Community Based Programs are necessary
to support crime prevention in City during FY 2013 to meet one or more of the Crime
Control and Prevention District ("CCPD") goals, which are (1) to support efforts to
reduce violent crime and gang -related activities through enhanced enforcement activities
and crime prevention programs, (2) to support efforts to increase the safety of residents
and to decrease crime throughout Fort Worth neighborhoods and (3) to support efforts to
increase the safety of youth and reduce juvenile crime through crime prevention and
intervention programs; and
WHEREAS, Contractor has agreed to operate a Community Based Program
called "Second Opportunity for Success" which will support the adoption of a prevention
focus by the police department and the community; and
WHEREAS, City desires to contract with Contractor to operate the Second
Opportunity for Success program; and
WHEREAS, City, as consideration for the performance of Contractor, has
appropriated monies in the CCPD Budget as reimbursed by the CCPD in the amount of
$50,000.00 ("Program Funds") to provide to the Contractor for the operation of the
Second Opportunity for Success program;
NOW, THEREFORE, in consideration of the mutual covenants herein
expressed, the parties agree as follows:
AGREEMENT
1. Responsibilities of Contractor
Contractor covenants and agrees to fully perform, or cause to be performed, with
good faith and due diligence, all work and services described in Exhibit "A" — Program
Proposal, attached, and incorporated herein for all purposes incident to this Agreement.
Contractor shall be responsible for day-to-day administration of the Second Opportunity
for Success program. Contractor agrees to expend the Program Funds in accordance with
its Second Opportunity for Success program budget, described in Exhibit "B", attached.
Program activities shall be reported in accordance with Exhibit "D", attached and
effectiveness measures shall be reported in accordance with Exhibit "E", attached.
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2. Program Funds
2.1 In no event shall the total distribution of Program Funds from City made to the
Contractor during the teiiu of this Agreement exceed the total sum of $50,000.00.
2.2 Payment of the Program Funds from City to Contractor shall be made on a cost -
reimbursement basis following receipt by City from Contractor of a signed Request for
Reimbursement (RFR) and copies of all receipts. Contractor shall deliver to City a
written detailed Program Activities Report and Program Effectiveness Measures Report
as described in Section 4 2 below with each RFR to support expenditure of Program
Funds. Such reports shall be signed by the Contractor or duly authorized officer of the
Contractor. The RFR, as described in Exhibit "C", attached, and monthly Program
Activities Report shall be submitted to City no later than the 15th day following the end of
the month Submittal of a monthly RFR and Program Activities Report is required even
if services are not provided.
Submit the monthly RFR with an original signature by an authorized representative to the
Grants and Contracts Management Section of the Fort Worth Police Department
ATTENTION: SASHA KANE, 350 W. Belknap, Fort Worth, Texas 76102.
Reimbursements will not be made until after receipt of an acceptable and approved RFR
and a monthly Program Activities Report from the Contractor. Reimbursements shall be
made within 30 days receipt of said documents
2.3 Contractor is authorized to adjust any categories in the budget in an amount not to
exceed 5% of those particular categories without prior approval of City, as long as the
total sum does not exceed the amount of the Program Funds; however, Contractor must
notify City in writing of any such adjustments. Any adjustment of more than 5% of each
category must have written permission from City prior to any budget adjustment being
made. Budget adjustments shall be submitted to the Grants and Contracts Management
Section of the Fort Worth Police Department, ATTENTION: SASHA KANE, 350 W.
Belknap, Fort Worth, Texas, 76102.
3. Term
This Agreement shall commence upon the date that both the City and Contractor
have executed this Agreement ("Effective Date') and shall end on September 30, 2013.
All of Contractor's expenditures under this Agreement must be completed prior to
September 30, 2013.
4. Program Performance
4.1 Contractor agrees to maintain full documentation supporting the performance of
the work and fulfillment of the objectives set forth in Exhibit "A".
4.2 Contractor agrees to provide a monthly Program Activities and Effectiveness
Measures Report to document the performance of the work described in Exhibit "D" and
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Exhibit "E". The Program Activities and Effectiveness Measures shall document the
program activity names, numbers of participants attending, details of the activities, and a
description of the goals achieved in support of the CCPD goals. Program Effectiveness
Measures shall be reported on a quarterly basis and included in the January, April, July
and October RFR and Program Activities Report submittals. Additionally, the Project
Effectiveness Measurement Report must include any successes realized in descriptive
detail. The monthly Program Activities and quarterly Program Effectiveness
Measurement Reports shall be submitted to City no later than the 15th day after the end of
each month
5. Default and Termination
5.1 This Agreement is wholly conditioned upon the actual receipt by City of Program
Funds from the CCPD. All monies distributed to Contractor hereunder shall be
exclusively from monies received from the CCPD, and not from any other monies of
City. In the event that funds from the CCPD are not timely received in whole or in part,
City may, at its sole discretion, terminate this Agreement and City shall not be liable for
payment for any work or services performed by Contractor under or in connection with
this Agreement
5.2 If for any reason at any time during any teller of this Agreement, City Council of
City fails to appropriate funds sufficient for City to fulfill its obligations under this
Agreement, City may terminate this Agreement to be effective on the later of (i) thirty (30)
days following delivery by City to Contractor of written notice of City's intention to
terminate or (ii) the last date for which funding has been appropriated by City Council for
the purposes set forth in this Agreement
5.3 This Agreement may be terminated by City, in whole or in part, whenever such
termination is determined by City to be in the best interest of City; in event of Contractor
default, inability to perfoiin or to comply with the terms herein; or for other good cause.
5.4 Termination will be effected by delivering to Contractor a notice of termination,
specifying the portion of the Agreement affected and the effective date of teinuination.
Upon Contractor's receipt of notice of termination, Contractor shall:
(a) Stop work under the Agreement on the date and to the extent specified in
the notice of termination;
(b) Place no further order or subcontracts, except as may be necessary for
completion of the work not terminated;
(c) Terminate all orders and contracts to the extent that they relate to the
performance of the work terminated by the notice of termination; and
(d) Cease expenditures of Program Funds, except as may be necessary for
completion of the work not terminated.
5.5 In the event City suspends or tennuinates this Agreement for cause, and the cause
for such suspension or termination is determined to be invalid, the Contractor's sole
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remedy shall be reinstatement of this Agreement. Contractor expressly waives any and
all rights to monetary damages, including but not limited to actual, consequential, and
punitive damages, court costs and attorney's fees.
5.6 Within thirty (30) days following the date of termination of this Agreement,
Contractor shall return to City any property provided hereunder or as so directed by the
Contract Administrator (see paragraph 13.3). City will have no responsibility or liability
for Contractor's expenditures or actions occurring after the effective date of termination
of the Agreement
6. Equipment and Maintenance
All equipment purchased with Program Funds must meet all eligibility
requirements of City. Contractor shall maintain all equipment used in the administration
and execution of the Second Opportunity for Success program. Contractor shall
maintain, replace or repair any item of equipment used in support of the Second
Opportunity for Success program and/or for use under the terms of this Agreement that
no longer functions or is lost or stolen. The cost for maintenance, replacement or repair
of any equipment used in support of the Second Opportunity for Success program and/or
for use under the terms of this Agreement is the sole responsibility of Contractor.
Contractor shall not use Program Funds or City funds to repair or replace said equipment
Contractor shall use any and all equipment purchased with Program Funds exclusively in
support of the Second Opportunity for Success program. Within 10 days following the
purchase of equipment, Contractor shall submit to City a detailed inventory of all
equipment purchased with Program Funds to the Grants and Contracts Management
Section at the address set forth in paragraph 2.3 above. The equipment inventory shall
include an itemized description of each piece of equipment, the date each piece of
equipment was purchased the cost of purchase for each piece of equipment, and the
location of each piece of equipment.
7. Administrative Requirements
71 Contractor agrees to keep sufficient records to document its adherence to
applicable local, state and federal regulations, along with documentation and records of
all receipts and expenditures of Program Funds. All records shall be retained for three (3)
years following the termination or completion of this Agreement. City or its
representatives shall have the right to investigate, examine and audit at any time any and
all such records relating to operations of Contractor under this Agreement Contractor its
officers, members, agents, employees, and subcontractors, upon demand by City shall
make such records readily available for investigation, examination, and audit. In the
event of such audit by City, a single audit of all Contractors' operations will be
undertaken and may be conducted either by City of an independent auditor of City's
choice. Contractor shall submit a copy of any audit performed by their independent
auditor within 30 days of receipt of the final audit report.
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7.2 If any audit reveals a questioned practice or expenditure, such questions must be
resolved within fifteen (15) days after notice to Contractor by City. If questions are not
resolved within this period City reserves the right to withhold further funding under this
and/or future contract(s) with Contractor.
7.3 If as a result of any audit, it is determined that Contractor misused, misapplied or
misappropriated all or any part of the Program Funds, Contractor agrees to reimburse
City the amount of such monies so misused, misapplied or misappropriated, plus the
amount of any sanction, penalty or other charge levied against City because of such
misuse, misapplication or misappropriation.
7.4 Contractor's obligation to City shall not end until all closeout requirements are
completed. Activities during this closeout period shall include, but are not limited to:
providing final Program Activities Report and Program Effectiveness Measurement
Reports, making final payments, disposing of Second Opportunity for Success program
assets as appropriate and as directed by City's Contract Administrator (see paragraph
13.3.).
7.5 Contractor covenants and agrees to fully cooperate with City in monitoring the
effectiveness of the services and work to be performed by Contractor under this
Agreement and City shall have access at all reasonable hours to offices and records of the
Contractor, its officers, members, agents, employees, and subcontractors for the purpose
of such monitoring.
8. Independent Contractor
8.1 Contractor shall operate hereunder as an independent contractor and not as an
officer, agent, or servant or employee of City Contractor shall have exclusive control of,
and the exclusive right to control, the details of the work and services performed
hereunder, and all persons performing same, and shall be solely responsible for the acts
and omissions of its officers, members, agents, servants, employees, subcontractors,
program participants, licensees or invitees. The doctrine of respondeat superior shall not
apply as between City and Contractor, its officers, members, agents, servants, employees,
subcontractors, program participants, licensees or invitees, and nothing herein shall be
construed as creating a partnership or joint enterprise between City and Contractor. It is
expressly understood and agreed that no officer, member, agent, employee,
subcontractor, licensee or invitee of the Contractor, nor any program participant
hereunder is in the paid service of City and that City does not have the legal right to
control the details of the tasks performed hereunder by Contractor, its officers, members,
agents, employees, subcontractors, program participants, licensees or invitees.
8.2 City shall in no way nor under any circumstances be responsible for any property
belonging to Contractor, its officers, members, agents, employees, subcontractors,
program participants, licensees or invitees, which may be lost, stolen, destroyed or in any
way damaged.
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9. Indemnification
9.1 Contractor covenants and agrees to indemnify, hold harmless and defend, at its
own expense, City and its officers, agents, servants and employees from and against any
and all claims or suits for property loss or damage and/or personal injury, including death,
to any and all persons, of whatsoever kind or character, whether real or asserted, arising
out of or in connection with the execution, performance, attempted performance or
nonperformance of this agreement and/or the operations, activities and services of the
program described herein, WHETHER OR NOT CAUSED, IN WHOLE OR IN PART,
BY ALLEGED NEGLIGENCE OF OFFICERS, AGENTS, SERVANTS, EMPLOYEES,
CONTRACTORS OR SUBCONTRACTORS OF CITY; and Contractor hereby assumes
all liability and responsibility of City and its officers, agents, servants, and employees for
any and all claims or suits for property loss or damage and/or personal injury, including
death, to any and all persons, of whatsoever kinds or character, whether real or asserted,
arising out of or in connection with the execution, performance, attempted performance
or non-peifomiance of this contract and agreement and/or the operations activities and
services of the programs described herein, WHETHER OR NOT CAUSED IN WHOLE
OR IN PART, BY ALLEGED NEGLIGENCE OF OFFICERS, AGENTS, SERVANTS,
EMPLOYEES, CONTRACTORS OR SUBCONTRACTORS OF CITY. Contractor
likewise covenants and agrees to and does hereby indemnify and hold harmless City from
and against any and all injury, damage or destruction of property of City, arising out of or
in connection with all acts or omissions of Contractor, its officers, members, agents,
employees, subcontractors invitees, licensees, or program participants, WHETHER OR
NOT CAUSED, IN WHOLE OR IN PART BY ALLEGED NEGLIGENCE OF
OFFICERS, AGENTS SERVANTS, EMPLOYEES, CONTRACTORS OR
SUBCONTRACTORS OF CITY.
9.2 Contractor agrees to and shall release City, its agents, employees, officers and
legal representatives from all liability for injury, death, damage or loss to persons or
property sustained in connection with or incidental to performance under this agreement,
even if the injury, death, damage or loss is caused by City's sole or concurrent
negligence.
9.3 Contractor shall require all of its subcontractors to include in their subcontracts a
release and indemnity in favor of City in substantially the same form as set forth in
Paragraphs 9.1 and 9.2 above.
10. Non -Assignment
No assignment or delegation of duties under this Agreement by Contractor shall be
effective without City's prior written approval.
11. Prohibition Against Interest
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11.1 No member, officer or employee of City, or its designees or agents; no member of
the governing body of the locality in which the Second Opportunity for Success program
is situated; and no other public official of such locality or localities who exercises any
functions or responsibilities with respect to the Second Opportunity for Success program
during his tenure or for one year thereafter, shall have any interest, direct or indirect in
any contract or subcontract, or the proceeds thereof, for work to be performed hereunder.
Contractor shall incorporate, of cause to be incorporated, like language prohibiting such
interest, in all contracts and subcontracts hereunder.
11.2 No officer, employee, member or program participant of Contractor shall have a
financial interest, direct or indirect, in this Agreement or the monies transferred
hereunder, or be financially interested, directly or indirectly, in the sale to Contractor of
any land, materials, supplies, or services purchased with any funds transferred hereunder,
except on behalf of Contractor, as an officer employee, member or program participant.
Any willful violation of this paragraph with the knowledge expressed or implied, of
Contractor or its subcontractors, shall render this Agreement voidable by City of Fort
Worth.
12. Nondiscrimination
12.1 In accordance with the federal, state and local laws and ordinances, Contractor
covenants that neither it nor any of its officers, members, agents, employees, program
participants, or subcontractors, while engaged in performing this Agreement shall in
connection with the employment, advancement, or discharge of employees, in connection
with the terms, conditions or privileges of their employment, discriminate against persons
because of their age, except on the basis of a bona fide occupational qualification,
retirement plan, statutory requirement, or statutory or ordinance exception.
12.2 Contractor will not unlawfully discriminate against any person or persons because
of age, race color, religion, sex, disability, national origin, or sexual orientation, nor will
Contractor permit its officers, members agents, employees, subcontractors or program
participants to engage in such discrimination.
13. Compliance
13.1 Contractor, its officers, members, agents employees, program participants, and
subcontractors, shall abide by and comply with all laws, federal state and local including
all ordinances, rules and regulations of City. If City calls to the attention of Contractor
any such violation on the part of Contractor or any of its officers, members, agents,
employees, subcontractors or program participants, then Contractor shall immediately
desist from and correct such violation
13.2 Contractor shall utilize Program Funds strictly for those purposes and goals
intended under the terms and conditions of this Agreement. If City calls the attention of
Contractor to any such violations on the part of Contractor or any of its officers,
FY 2013 Community Based Program 7 Lena Pope Home, Inc
members, agents, employees, program participants or subcontractors, then Contractor
shall immediately desist from and correct such violation.
13.3 City designates Sasha Kane, Senior Contract Compliance Specialist 817-392-
4243, to act as Contract Administrator and delegates to this individual authority for
Agreement administration, compliance, and monitoring
14. Waiver of Immunity
If Contractor is a charitable or nonprofit organization and has or claims an immunity or
exemption (statutory or otherwise) from and against liability for damages or injury,
including death, to persons or property; Contractor hereby expressly waives its rights to
plead defensively such immunity or exemption as against City. This section shall not be
construed to affect a governmental entity's immunities under constitutional, statutory or
common law.
15. Insurance Requirement
15.1 Contractor shall procure and shall maintain during the term of this Agreement the
following insurance coverage:
a. Commercial General Liability (CGL)' $1,000,000 per occurrence,
with a $2,000 000.00 annual aggregate limit, in a foiui that is acceptable to
the City's Risk Manager.
b. Non -Profit Organization Liability or Directors & Officers Liability:
$1,000,000 per occurrence, with a $1,000,000 annual aggregate limit, in a
form that is acceptable to the City s Risk Manager.
c. Automobile Liability $1,000,000 each accident on a combined
single limit basis OR split limits are acceptable if limits are at least
$250,000 Bodily Injury per person, $500,000 Bodily Injury per accident
and $100,000 Property Damage.
15.2 Contractor's insurer(s) must be authorized to do business in the State of Texas for
the lines of insurance coverage provided and be currently rated in terms of financial
strength and solvency to the satisfaction of the City's Risk Manager.
15.3 Each insurance policy required herein shall be endorsed with a waiver of
subrogation in favor of the City. Each insurance policy required by this Agreement,
except for policies of worker's compensation or accident/medical insurance shall list the
City as an additional insured. City shall have the right to revise insurance coverage
requirements under this Agreement.
15.4 Contractor further agrees that it shall comply with the Worker's Compensation
Act of Texas and shall provide sufficient compensation insurance to protect Contractor
and City from and against any and all Worker's Compensation claims arising from the
work and services provided under this Agreement.
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16. Miscellaneous Provisions
16.1 The provisions of this Agreement are severable, and if for any reason a clause,
sentence, paragraph or other part of this Agreement shall be determined to be invalid by a
court or Federal or state agency, board or commission having jurisdiction over the subject
matter thereof, such invalidity shall not affect other provisions which can be given effect
without the invalid provision.
16.2 City's failure to insist upon the performance of any term or provision of this
Agreement or to exercise any right herein conferred shall not be construed as a waiver or
relinquishment to any extent of City's right to assert or rely upon any such term or right
on any future occasion.
16.3 Should any action, whether real or asserted, at law or in equity, arise out of the
execution, perfon nance, attempted performance or non-performance of this Agreement,
venue for said action shall he in Tarrant County, Texas.
16.4 Contractor represents that it possesses the legal authority, pursuant to any proper,
appropriate and official motion, resolution or action passed or taken, to enter into this
Agreement and to perform the responsibilities herein required.
16.5 This written instrument and the exhibits attached hereto, which are incorporated
by reference and made a part of this Agreement for all purposes, constitute the entire
agreement between the parties concerning the work and services to be performed
hereunder and any prior or contemporaneous oral or written agreement which purports
to vary from the ten us hereof shall be void. Any amendments to the terms of this
Agreement must be in writing and must be signed by authorized representatives of each
party.
16.6 All notices required or peimitted by this Agreement must be in writing and are
deemed delivered on the earlier of the date actually received or the third day following
(i) deposit in a United States Postal Service post office or receptacle; (ii) with proper
postage (certified mail, return receipt requested); and (iii) addressed to the other party at
the address as follows or at such other address as the receiving party designates by proper
notice to the sending party.
1. CITY: Charles W. Daniels, Assistant City Manager
City Manager's Office
City of Fort Worth
1000 Throckmorton Street
Fort Worth, TX 76102
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Copies To:
Sasha Kane, Contract Administrator
Fort Worth Police Department
350 W. Belknap Street
Fort Worth, TX 76102
Charlene Sanders, Assistant City Attorney
Law Department
1000 Throckmorton Street
Fort Worth, TX 76102
2. CONTRACTOR: Todd A Landry, Executive Director
LENA POPE HOME, INC.
3131 Sanguinet Street
Fort Worth, TX 76107
16.7 None of the performance rendered under this Agreement shall involve, and no
portion of the Program Funds received hereunder shall be used, directly or indirectly, for
the construction, operations, maintenance or administration of any sectarian or religious
facility or activity, nor shall said performance rendered or funds received be utilized so as
to benefit, directly or indirectly, any such sectarian or religious facility or activity.
16.8 Contractor certifies that it has obtained a 501 (c) (3) Certificate from the Internal
Revenue Service. Contractor shall notify City in writing of any changes to its 501 (c) (3)
tax-exempt status during the term of this Agreement
16.9 Captions and headings used in this Agreement are for reference purposes only and
shall not be deemed a part of this Agreement.
16.10 The provisions and conditions of this Agreement are solely for the benefit of City
and Contractor and are not intended to create any rights, contractual or otherwise, to any
other person or entity.
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IN WITNESS WHEREOF, the parties hereto have executed this agreem t in multiples
in Fort Worth, Tarrant County, Texas, to be effective this y of .444 .�
20
CITY OF FORT WORTH
ate: 0/. M/3
C arles W. Daniels
Assistant City Manager
4.4/ ate: Fi/3
W Jeffreyl. Ha stead
Chief of Police
APPROVED AS TO FORM AND
LEGALITY:
ge, Date: / /el/
Charlene Sanders
Assistant City Attorney
M&c P/iyint
ATTEST:
Mary Kayser
City Secretar
iL-re
LENA POPE HOME, INC., a Texas
Non -Profit Corporation
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Todd A. Landry
Director
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Lena Pope Home, Inc.
Exhibit A
FY2013 CRIME CONTROL AND PREVENTION DISTRICT
PROPOSAL COVER SHEET
AGENCY: Lena Pope Home, Inc.
DIRECTOR: Todd A. Landry
P HONE NUMBER: 817-255-2501
P HYSICAL ADDRESS: 3131 Sanguinet St., Fort Worth, Texas 76107
CONTACT PERSON: Margaret Cohenour EMAIL ADDRESS: mcohenour@Ienapopehome.org
P HONE NUMBER• 817-255-2636 FAX NUMBER• 817=255-2637
P ROGRAM TITLE• Second Opportunity for Success (SOS)
CCPD FUNDS REQUESTED• $50,000
AGENCY STATUS:
XX Private Nonprofit
■
Public Nonprofit
Mark the goal(s) that your project addresses.
■
Support efforts to reduce violent crime and gang -related activities through enhanced
enforcement activities and crime prevention programs
❑ Support efforts to increase the safety of residents and to decrease crime throughout Fort
Worth neighborhoods; and
XX Support efforts to increase the safety of youth and reduce juvenile crime through
crime prevention and intervention programs
Additionally, does program address the priority consideration listed below. YES
XX Project is a prevention or intervention program for youth and/or family violence.
CERTIFICATION:
certify that the information contained in this proposal fairly represents the above -named
agency's operating plans and budget for the proposed program. I acknowledge that I have
read and understand the requirements and provisions of the Request For Proposal and that the
above -named agency will comply with all applicable rules and regulations relating to the
procurement process. I certify that I am authorized to sign this proposal and to enter into and
execute a contract with the City of Fort Worth to provide the services authorized.
TYPED NAME• Todd A. Landry
TITLE: Executive Director
SIGNATURE•
DATE• O/'/
PROGRAM ABSTRACT
Provide a short description of your program to be funded. Please summarize the
problem and what your program will do the address it. (Roughly 2 paragraphs in
length)
Research indicates that juvenile offenders face many barriers to leading a life free of future crime including
truancy, family instability, and substance abuse or mental health issues. Further, juvenile detention facilities
may not be the best rehabilitation option for many youth, especially first offenders and has significant
costs The Second Opportunity for Success (SOS) program (formerly the First Offender Program) at Lena
Pope Home works to rehabilitate first offending youth in the community, which research and previous
SOS results suggest produces better, more cost-effective outcomes for these youth. In this program, police
or fire departments within the community refer youth who have committed class A or B misdemeanors or
state jail felonies to the program. The SOS program has two phases which use research -tested strategies to
address each of the barriers that juvenile offenders face to live without recidivism. The first phase is seven
weeks of skill building groups for both youth and their parents Parents are required to accompany their
children to each weekly class and attend a separate parenting class. Both parents and youth learn to
effectively express concerns and solve problems. This intensive family involvement is one of the aspects
that sets Lena Pope Home's SOS apart, and according to research, is crucial to an effective diversionary
program. The group facilitators utilize a set curriculum developed by Lena Pope Home based on research -
tested strategies. The second phase of the program is a 90-day follow-up period. Over these three months,
a Family Specialist will monitor the student on three occasions-30 45 days, 60 days, and 90 days. During
the three visits, staff will talk with the student about progress and/or regression since completing the
classes. After the 90-day probation period has expired three visits have been completed, and the youth has
not re -offended, the Family Specialist will recommend to the referring party that the youth be successfully
discharged. The participant is then eligible to have their offense dropped and will not enter the juvenile
justice system.
SOS successes have been recognized nationally. Urban Solutions, as an expansion to previous work done
by Public/Private Ventures, did an assessment of youth reentry programs in the Midwest, South/Southwest
and the West in 2004. Programs were evaluated and ranked based on an extensive review of the juvenile
justice literature interviews, printed material and site visits Lena Pope Home's SOS program was identified
as one of the top ten diversionary programs in this region. Further, SOS has had outstanding success since
it began in 2000, with a recidivism tate of only 6%. This success is based on the intensiveness of the
program, the involvement of families, the relationship building with staff, and the creation of lasting
supports for the youth and their families.
4
PROPOSAL NARRATIVE
Provide a 4=5 page description of your program to be funded. In this narrative, please
respond to each of the following questions:
1) Describe in detail the problem that your program addresses.
Tarrant County's current population projection indicates that there are 170,485 youth between ages 10 and
16 comprising the juvenile age population in Tarrant County An estimated 4,000 of them interacted with
the juvenile justice system in 2011. With such significant numbers of children entering the juvenile system,
it is mote important than eves to look at diversion programs that provide more effective and less costly
approaches to reducing delinquency and recidivism According to the Tarrant County Criminal Justice
Community Plan report FY 2011, the `problem contributors" that significantly challenge the juvenile
justice system in Tarrant County include continued disproportionality of minorities, school dropout and
truancy, family dysfunction, instability, gang involvement, mental health and substance abuse issues. The
Plan further shows the following tick factors for increased delinquency in Tarrant County:
➢ Between 2004 and 2008, the proportion of minority juveniles has gradually increased while the
proportion of the Caucasian juvenile has gradually decreased.
➢ The Hispanic juvenile population has increased 25% between 2004 — 2008.
➢ Of the 2009 Tarrant County graduation class of 20,276, 17% did not graduate. There is a high
correlation between student drop -out rate and juvenile clime. Various studies place the cost at
$200,000-$300,000 per drop out including costs in the welfare system and for criminal behavior
and incarceration.
➢ Youth who do not complete high school in 4 years are at higher risk of poverty, unemployment,
and futute involvement with the criminal justice system.
➢ Identifying risk and protective factors remains essential to developing interventions that prevent
child delinquency fiom escalating into chronic criminality Inadequate child rearing practices, child
maltreatment, and home discord are associated with early onset of child delinquency
Addressing these contributing factors to delinquency through deeper end juvenile programs can cost
communities millions of dollars pet year unless there ate prevention and early intervention programs to
divest offending youth from more costly options. On any given day, an average of 58 youth ate housed in
the Tarrant County Juvenile Detention Center, costing $14,694 per day. Incarceration in a state juvenile
facility costs appioxirnately $270 per day while diversion or supervision programs range from $7 to $73 per
day. Further, while some youths need to be in a residential setting, research has found unnecessary
incarceration may actually make lower-tisk youths more likely to re -offend, as it co -mingles them with more
serious offenders and flays ties to their family and community. Lena Pope Home's Second Opportunity for
Success (SOS), a First Offendei Program, provides an alternative approach to referring a first offender for
entry into the Juvenile Justice system SOS is able to effectively reduce recidivism for these youth and save
the community money by rehabilitating these youth and their families in the community.
2) Describe what your program does to 1) support efforts to reduce violent crime and gang -
related activities through enhanced enforcement activities and crime prevention programs,
2) support efforts to increase the safety of residents and to decrease crime throughout
Fort Worth neighborhoods, and 3) support efforts to increase the safety of youth and
reduce juvenile crime through crime prevention and intervention programs.
Since there are such significant numbers of children entering into the juvenile system, it is mote important
than ever to look at diversionary programs that provide nioie effective and less costly approaches to
reducing delinquency and recidivism. Consequently, Lena Pope Horne has developed Second Opportunity
for Success to seduce juvenile crime.
5
Lena Pope Home's SOS program is a community based program that provides an opportunity to redirect
youth from further penetration into the Juvenile Justice System. This program demonstrates the value of
working with local police departments to diveit appropriate youth from detention, adjudication and
probation when they make an arrest. As reported in the Texas Public Policy Foundation s Policy Brief,
Texas Counties Can Unlock Kids and Savings (December 2009), the First Offender Program operated by
Lena Pope Home, had demonstrated successful outcomes. The most recent recidivism report was
conducted in October 2011, and included 344 clients served from January 2009 until September 2010.
These clients were matched against the Tarrant County Juvenile Services database. According to this
database, only 12 clients of the 344 were adjudicated, demonstrating a 97% success rate.
Through Second Opportunity for Success, youth are provided services addressing risk factors identified in
the Community Plan, including disproportionality of minority youth, school dropout, truancy rates and
family instability Additionally, though assessment and referral, services are coordinated to meet the
needs of youth who exhibit mental health and substance abuse problems. Since September 1, 2011, SOS
has served a total of 168 youths throughout Tarrant County, with a 94% success rate.
Further, the Second Opportunity for Success program provided by Lena Pope Horne has been built on
strategies that are proven by research to reduce recidivism, including:
® Intensive involvement of parents and the family,
® Emphasis on addressing truancy, substance abuse, and mental health issues,
Relationships formed between the youth, families, and staff, and a
* Curriculum that focuses on problem solving, cognitive skills, tangible rewards, family
communication and parental monitoring.
These components are identified as best practices from a variety of recidivism prevention models in
Practice Wise, a database that condenses research on best practices.
Cost-effective interventions that leverage the strengths of families to reform troubled youths, like SOS, are
critical to a successful juvenile justice system. Youths who "slip through the cracks" may remain in the
criminal justice system throughout their lives even though some could have been saved by effective
policies during pivotal developmental stages Lena Pope Horne has been collaborating with Tarrant
County Juvenile Services to prevent these youth from "slipping through the cracks" since 2000. The
program has experienced success rates consistently over 90% since its inception
3) Does your program address the CCPD priority/special emphasis of the prevention or
intervention of youth violence and/or family violence? Describe how your program
addresses this priority?
Lena Pope Home's SOS is specially designed to address the CCPD's priority of prevention and early
intervention in youth and family violence. As a diversionary program, SOS catches youth in their first
offense, before their violence escalates. Additionally, the program's required inclusion of parents in
parenting classes helps to address issues of family violence For both youth and families, SOS reduces
violent activities by teaching social and parenting skills, addressing mental health and substance abuse
issues through Lena Pope's other programs, and helping the client to de-escalate anger and make positive
decisions The complete SOS process, as described below, works to seduce youth violence and
delinquency
Law enforcement agencies refer youth who have committed class A or class B misdemeanors or state jail
felonies to the program. The program has two phases: seven weeks of classes and three months of follow-
ups.
After being referred to the prograrn, and before their first class, youth and their parent/guardian
participate in a brief assessment completed by Lena Pope Home staff. This assessment provides the
opportunity to gather information about the family, discuss the group process, and discover if the youth or
6
patent/guardian has additional needs that may need to be addressed (i.e. family problems, school
problems, truancy, mental -health issues). If the family is experiencing difficulties or struggling with any
needs, the Lena Pope Home staff will provide additional in-house services or referrals.
Youth and parents then begin the seven weeks of group classes. These are open groups so that a youth
and their patent can enter the classes immediately, instead of waiting for Class 1 to roll around again The
classes for youths and parents are separated initially, but at the end of each session the groups come
together for discussion All youths and their guardians are mandated to attend all seven group sessions.
Both groups are taught in an open discussion format, which allows the youth and parents/guardian to
express concerns and difficulties in a non -threatening environment. Small group activities are utilized in
the youth sessions to help participants practice the skills they ate learning. This seven week program
utilizes a curriculum developed by Lena Pope Home which is based on curl ent research in building
protective factors and reducing risk factors associated with juvenile delinquency. Furthermore, supporting
data provided by Bruce Chorpita, Ph D , in his 2009 Bienniel Report, Effective PychosocialInterventions for Youth
with Behavioral and Emotional Needs, indicates that the most effective interventions in addressing delinquent
behaviors, including violence, are problem solving, cognitive skills, tangible rewards, family
communication and parental monitoring. These are all practice elements contained throughout the SOS
curriculum.
Lena Pope Home utilizes a strengths -based approach in working with clients Groups emphasize youth
empowerment, self determination, innovation, and the importance of family. The specific topics included
in the group classes and their research base are described below.
® Family involvement: B, ilding family relationships is supported in the research as a critical
aspect of an effective diversionary program.
• Self —Esteem: There is a research -confirmed relationship between positive self-esteem and
decreased delinquency.
Peer pressure: Peer group influence is far more of a factor in continuing delinquent behavior
as compared to beginning delinquent behavior.
® Social Skills: Many at -risk youth lack social skills. Fi ffective diversionary programs address this
issue. When a youth improves his or her social skills, then their decision -making ability and
ability to build relationships will also improve. This is important given that pro -social bonds ate
a protective factor against delinquency. Developing social skills and improving self-esteem can
be powerful tools in the battle against peer pressure.
® Decision Making: Teaching youth to make wise decisions is a goal of most good diversionary
programs.
® Class 6 is devoted to a panel presentation/speaker team from the Texas Youth Commission
Youth who ate currently incarcerated in the juvenile rehabilitation system come to share their
life stories with both the youth and their parents This class, which is not a "Scared Straight"
approach, is often the most powerful for the group as a whole, as the incarcerated youth talk
about how their delinquent behavior patterns started, often with small incidents, similar to the
youth in. SOS.
® Refusal Skills: Refusal skills are essential to helping youth overcome peer pressure and make
good decisions.
Once the family completes the seven class requirement, a Family Specialist will visit with the youth a
minimum of three times within a 90 day period. Visits typically occur at 30-45 days post group, 60 days
post group, and 90 days post group. Follow-up visits take place in the school setting; however, home
visits are provided at the family's request Follow up visits will monitor progress on how the youth is
doing with their family, school, and staying crime -free At the conclusion of the third visit, if the youth is
actively participating in his/her education and has not committed another offense, the Family Specialist
will recommend to the referring department that the student be successfully discharged. The SOS
participant is then eligible to have their offense dropped Fach family is involved with Lena Pope Horne
for approximately five months. Additional services are available for the family upon their request.
7
Throughout the process, Lena Pope Home utilizes pro -social activities as an incentive for youth
participating m SOS. The purpose of the program is to increase the youth's protective factors or
characteristics that help to reduce or prevent delinquency. Lena Pope Home has discovered that linking
youth to more natural and informal resources such as service clubs, the faith community, parent
organizations, local sporting leagues, scouting troops and other community supports, are important steps
towards increasing protective factors. For several years, Lena Pope Home has developed strategies that
enable the agency to successfully connect youth and families with additional resources and supports.
4) How will you measure the effectiveness of the program? Please describe evaluation tools
and the method of data collection that you will use You must include specific performance
measures on the Activities and Outcomes Summary.
Lena Pope Home's SOS program staff generate monthly reports to the referring police municipalities and
agencies. These reports include the number of parents served, the number of youth served, the number of
service hours completed, the percent of youth that complete the program, the percent of families that report
improved relationships, the percent of youth with successful school attendance rates, and the percent of youth
that do not reoffend. This information is collected by staff from the agency's client management system, client
records, the client satisfaction survey, staff verification of school attendance record, and information from
Tarrant County Juvenile Services.
Additionally the census is provided to Tarrant County Juvenile Services on a monthly basis. Agencies receive
updates via fax about each youth they referred to the program. The different municipalities are notified when
the youth begins SOS and when they complete SOS successfully. The referring police municipalities and
agencies are also notified if the youth is not able to complete the SOS successfully.
5) Who will the program benefit? How many people? What age group? What geographic
area will it serve?
Youth ages 10-17 who are identified as fit st time offenders committing A or B Misdemeanors or State Jail
Felonies and hve within the Fort Worth city limits are eligible for services. $50,000 will serve 41 youth and
their families Lena Pope Home can adjust for more or less individuals based on the amount of funding.
What makes this program unique from any other crime prevention programs in Fort Worth?
The SOS addresses all of the risk factors for continued delinquency in youth, including family instability,
mental health and substance abuse issues, and truancy. This is a strengths based program that works with
the entire family unit, not just the first time offenders. The program offers five months of services to the
families as opposed to other programs that may last only a few weeks or less. The program also offers
Spanish-speaking groups. One of the program's greatest strengths is that it allows for community policing
The arresting officer has the ability to send the offender to the program prior to and in lieu of an initial
referral to juvenile services.
Further, SOS has had outstanding success since it began in 2000, with a recidivism rate of only 6%, and
was named as one of the top 10 diversion programs in 2004 by Urban Solutions. This success is based on
the intensiveness of the program, the involvement of families, the relationship building with staff, and the
creation of lasting supports for the youth and their families
6) Is the program already in operation? If so, how long have you operated the program?
What resources are currently used to operate the program? Why are CCPD funds
necessary at this time?
Lena Pope Home's SOS program was begun in 2000 in collaboration with Tarrant County Juvenile Services
8
and continues through today Juvenile Services was unable to secure funding for the SOS this past year.
Lena Pope Home and Tarrant County Juvenile Services are committed to continuing this program and
Lena Pope Home elected to not disrupt services while pursuing new funding opportunities.
7) Is this a new program? If so, what other funds have you applied for? Also, please describe
the sequence of steps needed to implement your project and the timeframe in which this
will occur. N/A
8) Briefly describe the specific expenditures planned for CCPD funding. You MUST fully
complete attached budget forms.
The majority of the expenses are for the degreed and licensed professional staff implementing the
program. The curriculum has already been developed and is updated as new research becomes available.
Staff is needed to facilitate the parent group, the youth group and a Spanish speaking parent group. Lena
Pope Home serves several youth who have families that do not speak English. If the youth group is larger
than 20, a second co-facihtatoi is provided This is usually filled by an intern therefore not increasing the
cost of the program. Please see the attached budget for a complete listing of expenses.
9) If funds are awarded, will this program continue beyond the CCPD funding period? YES
Please explain your plan to sustain this program.
Lena Pope Home knows this is an exceptionally successful program based on the track record of 94% or
higher success rate over 12 years. The SOS program has been equally effective with a wide range of
presenting problems and this has opened up additional funding possibilities Lena Pope Home is
committed to seeking new funding in all areas to sustain this program.
9
PROGRAM ACTIVITIES & SCHEDULE
Organization: Lena Pope Home, Inc. Program Title: Second Opportunity for Success
C
E
F
G
Please indicate onth(s) when each program activity will occur by placing an "X" in the month column.
ACTIVITY OCT NOV DEC JAN FEB MAR APR MAY JUN JULY AUG SEPT
Parent and child classes are held
simultaneously once a week for 7 weeks. X X X X X X X X X X X X
Classes last 1.5 hours.
3 months follow up provided after 7 X X X X X X X X X X X X
classes have been completed
successfully.
10
B.
C.
D.
E.
Organization: Lena Pope Home
List Specific
Program Activities
Weekly Classes
1.5 hours each
1 for parents
1 for youth
1 for Spanish-speaking participants
3 months of follow-up services
PROGRAM ACTIVITIES SUMMARY
Number of
Unduplicated
Participants
Served by this
Activity
41 youth and
their parents and
guardians
41 youth and
their parents and
guardians
Duration:
Hours/Days/
Weeks
7 weeks of
classes held
each
Wednesday
evening for 1.5
hours
Minimum of 3
school or home
visits and
multiple phone
calls
Program Title: Second Opportunity for Success
How does this activity relate to one of the three
CCPD goals?
Classes help youth and parents to develop skills to
decrease youth and family violence and youth
delinquency. Each class is based on research -
identified factors that reduces delinquency in youth.
Follow-up ensures that youth are attending school
successfully, the family is intact, and that no
additional offenses have been committed. Follow up
also allows the Family Specialist to address any new
problems that may lead to future violence or
delinquency by the youth.
* The CCPD Board and/or scoring committee may request modifications or additions to the activities measured as a condition of award.
PROGRAM EFFECTIVENESS MEASURE SUMMARY
Effectiveness easures are to assess whether or not an activity is achieving its desired goals. The program's activities, identified on
page 7, will be measured for their effectiveness in achieving the CCPD goal(s) the program is set to address. In the space below,
provie three 6• r more effectiveness measures for the program.
Organization: Lena Pope Home Program Title: Second Opportunity for Success
A.
Effectiveness Measure
90% of participants will complete
the program.
90% of clients and their families
B. will report improved family
relationships.
85% of youth will have
C. successful school attendance
rates.
D. 90% of youth will not re -offend.
List the activity (activities)
that relate to the effectiveness
measure.
Staff building relationships with
the youth and family, Spanish
speaking groups, Consequence
of being referred to Juvenile
Services
Parents being required to
participate in classes, Classes
build on parenting, social, and
communication skills
Classes that emphasize
decision making skills, saying no
to peer pressure, and self-
esteem will help youth choose to
attend school
Seven weeks of skills classes
and three months of follow-up.
How will data for the
effectiveness measure be
collected?
Staff use program records to
determine the percent of clients
that complete the program
Client Satisfaction Survey that is
collected by staff at the end of
the program
Staff will verify attendance
records with each youth's school
Tarrant County Juvenile Services
records provided to Lena Pope
Home
How does the effectiveness
measure achieve the CCPD goal(s)
the program is set to address?
Completing the program is essential
to reducing violence in youth and
families and recidivism in youth.
An unstable family is a leading factor
in juvenile delinquency. Stable
families are a leading factor in crime -
free life. Family relationships will help
youth to avoid recidivism.
Truancy is a leading risk factor in
juvenile delinquency. Having more
youth regularly attend school will
reduce their risk of delinquency.
One CCPD goal is to reduce youth
recidivism.
12
LEVERAGE OF FUNDS
S lease identify other sources of funding that have been secured for the proposed project. Please
indicate the source of funding, dollar amount of each source, and describe in detail how these funds
support the project.
S ource 1: $1,530 will be used as in -kind donation from Lena Pope Home general funds to
supplement this program.
S ource 2:
S ource 3:
S ource 4:
S ource 5:
13
BUDGET SUMMARY
A. Personnel
B. Fringe Benefits
C. Travel
D Equipment
E Supplies
F. Contracts/Consultants
G. Other Costs
TOTAL
A. Personnel
Name
Stacey Lewis
Allie Delgado
Kristi Ballard
Trey Webster
Nick Damon
TOTAL Personnel
B. Fringe Benefits
Name/Position
All benefit from this.
All benefit from this.
All benefit from this.
All benefit from this.
All benefit from this.
All benefit from this.
All benefit from this.
All benefit from this.
TOTAL Fringe Benefits
C. Travel
Purpose of Ti Location
Face to Face
client visit School /Home
TOTAL Travel
BUDGET DETAIL
S osition
S upervisor
Admn Asstnt
Family
S pecialist KB
Family
S pecialist TW
Family
S pecialist ND
Calculation
6.60%
7.65%
5.00%
1.09%
0.82 %
0.45%
3.50%
7,560
Rate of Pay
25 63
15.79
18.51
18 92
20 40
Amt. Requested
$ 20,699
7,766
451
656
1,354
1,500
17,574
$ 50,000 I $
X # of Hours
250
109
109
250
286
Description of Benefits
Texas unemployment
FICA/Medicare
Retirement
Workers Comp
Life/AD&D//LTD
Dental
Other employee Benefits/backgrou
Health insurance
Item/Description
2 visits with average of 10 miles
each per 41 clients• reimbursed at
Federal mileage rate $0.55
Amt. In -Kind
1,530
1,530
Cost
6,396
1,724
2,021
4,723
5,833
20,699
Cost
287
1,584
1,035
226
170
93
724
3,647
7,766
Cost
451
451
D. Equipment
Item Cost per Item Quantity
Copier/Fax lease 697.00 0.48 FTE
Copier/Fax maintenance 360.00 0.48 FTE
Other Equipment expense 302.00 0.48 FTE
TOTAL Equipment
E. Supplies
Item
Office Supplies
Client enrichment/pro-social
activities
TOTAL Supplies
F. Contracts/Consultants
Cost per Item Quantity
258.00 0.48 FTE
$30 per client
Description of the Service
Interns - 3 semesters x 2 interns x $250 each
TOTAL Contracts/Consultants
G. Other Costs
Item
Connectivity (telephone,
Internet, networks)
Lease
Utilities
Care of Bldgs
Custodial
Other Occup expense
Professional/Commercial
Liability Insurance
Client Database System
Memberships: MHC/CRCG
Program Support
Agency Overhead Depts.:
Exec /HR /Acctg /MIS
TOTAL Other Costs
Cost per Item Quantity
1,060.00
12 03
3.00
0.60
0.10
2.00
1 2% of Salaries
3.67
4.17
6.8% of direct
costs
10.8% of direct
costs
41 clients
0.48 FTE
574 sq feet
574 sq feet
574 sq feet
574 sq feet
574 sq feet
20,698.61 Salaries
41 # of clients
41 # of clients
43,850 direct costs
43,850 direct costs
Cost
336
174
146
$ 656
Cost
124
1,230
$ 1,354
Cost
1,500
$ 1,500
Cost
511
6,906
1,722
344
57
1,148
414
150
171
2,962
4,718
$ 19,104
BUDGET NARRATIVE
Please attach a detailed budget narrative that explains the need for all proposed expenditures by individual item
The budget narrative should clearly explain how funds will be used and why expenditures are necessary for
successful implementation of your program. Please explain how costs are calculated.
A. Personnel
Total Full Time Equivalents (FTE) of full time staff charged to this project is 0.48,
12.00% Supervisor
5 25% Administrative Assistant/Program Support
5 25% Family Specialist KB
12.00% Family Specialist TW
13.75% Family Specialist ND
Supervisor - This full time salaried employee will be dedicated 12% of their time to this program. They
will be dedicated to this project for the entire time of the contract. Supervisor oversees all
referrals received from law enforcement officials within the City of Fort Worth. Supervisor will
handle referrals, assign classes, provide oversight to staff, attend meetings, provides data for
reports. Supervisor will supervise the Family Specialists. The Supervisor is responsible for the
curriculum, quality assurance and management of client information. The rate of pay is $25.63
and hours are approximately 250. Program is charged on a percentage of salary based on the
billable percent worked in each month. Total salary cost is $6,396.
Administrative Assistant - This full time salaried employee will be dedicated 5.25% of their time to this
program. They will be dedicated to this project for the entire time of the contract. The
Administrative Assistant creates the file, enters the client into the database, generates reports,
tracks attendance, closes files, and notifies law enforcement when youth has completed the
program or if they reoffend. The rate of pay is S 15.79 and hours are approximately 109.
Program is charged on a percentage of salary based on the billable percent worked in each
month. Total salary cost is $1,724.
Family Specialist #1 - This full time salaried employee will be dedicated 5.25% of their time to this
program. They will be dedicated to this project for the entire time of the contract. This Family
Specialist will facilitate the youth groups weekly. This includes preparing for each class,
making copies of materials needed, leading the group in activities to reinforce the specific skills
taught. Family Specialist will also provide the follow up visits in youths schools and/or homes
to document progress. Family Specialist will provide information for report back to the
referring agency when the client has completed the program The rate of pay is $18.51 and
hours are approximately 109. Program is charged on a percentage of salary based on the
billable percent worked in each month. Total salary cost is $2,021.
Family Specialist #2 - This full time salaried employee will be dedicated 12% of their time to this
program. They will be dedicated to this project for the entire time of the contract. This Family
Specialist will provide groups as well as follow visits to schools and student's homes. The rate
of pay is $18.92 and hours are approximately 250. Program is charged on a. percentage of
salary based on the billable percent worked in each month. Total salary cost is $4 723.
Family Specialist #3 - This full time salaried employee will be dedicated 13.75% of their time to this
program. They will be dedicated to this project for the entire time of the contract This Family
Specialist will provide the groups for Spanish-speaking parents. This Family Specialist will
16
also provide all follow up for the youths with parents that do not speak English. The rate of pay
is $20.40 and hours are approximately 286. Program is charged on a percentage of salary
based on the billable percent worked in each month. Total salary cost is $5,835.
Total Personnel $20,699
D. Fringe
Salaries are subject to the following fringe benefits:
FICA - FICA (Federal Insurance Contributions Act - Social Security) is 7.65% of salary
TUCA - (Texas Unemployment Compensation Act) is 6.6% of salary, up to $9,000
Retirement — Plan is a defined contribution 401(3) b retirement benefit plan. Employer contribution is
5% of employee s salary, after completion of two year s employment
Worker's Compensation - Rate is 1.09% of salary
Life/AD&D/Long Term Disability Insurance — Life insurance fiinge benefit is equal to 0.33% of
employee salary, after completion of one year employment. Rate for total benefits is 0.82% of
salary
Dental insurance - Rate is 0.45% of salary
Other employee benefits — Average benefit per employee is 3.5% of salary. Such benefits include tuition
reimbursement for further education and advancement in their field of expertise, agency
wellness program, and license renewals to maintain credentialing and mandatory trainings.
Costs are also included for background checks
Health Insurance — Annual premium and estimated claims for each employee is $7,560 per yeas. This
amount includes self -insured insurance premiums, claims, prescriptions, and third party
administrator costs
Total Fringe $7,766.
C. Travel
Mileage reimbursement is for staff traveling to client's schools for face to face contact and follow up.
Average of 2 visits of 10 miles, using the federal personal vehicle reimbursement late of $0.55.
Using 41 clients, total miles are 820. In some instances, where the Lena Pope Home agency
vehicle is available, staff is encouraged to use it to conduct Lena Pope Home business. In these
cases, the lesser of the actual costs incurred or the equivalent miles per $0.55 rate will be
charged.
Total Travel $ 451.
D Equipment
Equipment expense - Costs include, but are not limited to fax machines, copier machines, printers,
postage machines with corresponding maintenance and lease costs.
Copier/Fax leases 697 00 x .48 FTE 336.
Copies/Fax maintenance 360.00 x .48 FTE 174.
Other Equipment Expense 302.00 x .48 FTE 146.
Total Equipment $656.
E. Supplies
17
Office supplies include, but are not limited to folders, paper, pens, copier and printer toner, notebooks,
etc. Costs ale estimated at $258 per FTE (.48) for total of $124.
Client enrichment/pro-social activities — average of $30 for 41 clients for total of $1,230.
Total Supplies $1,354.
Contracts/Consultants
Interns are used throughout the program. Two interns are used for three semesters and are each paid a
stipend of $250. Six intern stipends at $250 per stipend = $1500.
Total Contracts/Consultants $1,500
F. Other
Connectivity costs - Includes per FTE shale of agency telephone land lines, connectivity costs for
network, 24 hour hotline service, cell phone, and networks for an FTE cost of $1,060. With .48
FTE, total cost is $511.
Space rental and 'elated occupancy expenses - Budget is based on 574 square feet dedicated to the
program. Costs include, but are not limited to building lease payment, utilities, custodial care
of buildings, other occupancy expense. Average cost per square foot is $17.73 for a total cost
of $10,177.
Professional liability insurance for all staff is based on 2.0% of salaries - cost of $414.
Client Database System — Budget is based on $3.67 per client for 41 clients, cost is $150
Membe'ships to local collaborating organizations, including the Mental Health Connection and
Community Resource Coordination Groups - Budget is based on $4.17 pe' client, based on 41
clients, cost is $171.
Program Support fo' Clinical and other staff by the Department Director. This is charged at an indirect
cost rate of 6.8% based on the percentage of Department staff allocated to this program using
total direct costs of $43,850. Cost is $2,962.
Agency Ove'head is charged at an indirect cost rate of 10.8% of total direct costs off $43,850. Cost is
$4,718. Costs include:
Fxecutive Leadership
Facilities support- maintenance and upkeep
Human Resources
Quality Assurance
Accounting/Financial Reporting
Management Information Systems
Total Other Costs $19,103
TOTAL COSTS FOR PROGRAM $51,530.
FUNDING REQUEST $50,000.
LEVERAGE FUNDING from LFNA POPE HOME
$1,530
COST PER CLIENT $1,257 for approximately 41 clients
Exhibit B
BUDGET SUMMARY
A. Personnel
B. Fringe Benefits
C. Travel
D Equipment
E Supplies
F. Contracts/Consultants
G. Other Costs
TOTAL
A. Personnel
Name
Stacey Lewis
Allie Delgado
Kristi Ballard
Trey Webster
Nick Damon
TOTAL Personnel
B. Fringe Benefits
BUDGET DETAIL
S osition
S upervisor
Admn Asstnt
Family
S pecialist KB
Family
S pecialist TW
Family
S pecialist ND
Name/Position Calculation
All benefit from this. 6.60%
All benefit from this. 7.65%
All benefit from this. 5.00%
All benefit from this. 1.09%
All benefit from this. 0 82%
All benefit from this. 0.45%
All benefit from this. 3.50%
All benefit from this. 7,560
TOTAL Fringe Benefits
C. Travel
Purpose of Ti Location
Face to Face
client visit School /Home
TTAL Travel
Rate of Pay
25 63
15.79
18.51
18.92
20 40
Amt. Requested
$ 20,699
7,766
451
656
1,354
1,500
17,574
$ 50,000 $
X # of Hours
250
109
109
250
286
Description of Benefits
Texas unemployment
FICA/Medicare
Retirement
Workers Comp
Life/AD&D//LTD
Dental
Other employee Benefits/backgrou
Health insurance
Item/Description
2 visits with average of 10 miles
each per 41 clients• reimbursed at
Federal mileage rate $0.55
$
Amt. In -Kind
MmEt
1,530
1,530
Cost
6,396
1,724
2,021
4,723
5,833
20,699
Cost
287
1,584
1,035
226
170
93
724
3,647
7,766
Cost
451
451
D. Equipment
Item Cost per Item Quantity
Copier/Fax lease 697.00 0.48 FTE
Copier/Fax maintenance 360.00 0.48 FTE
Other Equipment expense 302.00 0.48 FTE
TOTAL Equipment
E Supplies
Item Cost per Item Quantity
Office Supplies 258.00 0.48 FTE
Client enrichment/pro-social
activities $30 per client
TOTAL Supplies
F. Contracts/Consultants
Description of the Service
Interns - 3 semesters x 2 interns x $250 each
TOTAL Contracts/Consultants
G Other Costs
Item
Connectivity (telephone,
Internet, networks)
Lease
Utilities
Care of Bldgs
Custodial
Other Occup expense
Professional/Commercial
Liability Insurance
Client Database System
Memberships: MHC/CRCG
Program Support
Agency Overhead Depts.:
Exec /HR /Acctg /MIS
TOTAL Other Costs
Cost per Item Quantity
1,060.00
12 03
3.00
0.60
0.10
2.00
1.2% of Salaries
3.67
4.17
6.8% of direct
costs
10.8% of direct
costs
41 clients
0.48
574
574
574
574
574
FTE
sq feet
sq feet
sq feet
sq feet
sq feet
20,698.61 Salaries
41 # of clients
41 # of clients
43,850 direct costs
43,850 direct costs
Cost
336
174
146
$ 656
Cost
124
1,230
$ 1,354
Cost
1,500
$ 1,500
Cost
511
6,906
1,722
344
57
1,148
414
150
171
2,962
4,718
$ 19,104
BUDGET NARRATIVE
Please attach a detailed budget narrative that explains the need for all proposed expenditures by individual item
The budget narrative should clearly explain how funds will be used and why expenditures are necessary for
successful implementation of your program. Please explain how costs are calculated.
A. Personnel
Total Full Time Equivalents (FTE) of full time staff charged to this project is 0.48,
12.00% Supervisor
5.25% Administrative Assistant/Program Support
5.25% Family Specialist KB
12.00% Family Specialist TW
13.75% Family Specialist ND
Supervisor - This full time salaried employee will be dedicated 12% of their time to this program. They
will be dedicated to this project for the entire time of the contract. Supervisor oversees all
refenals received from law enforcement officials within the City of Fort Worth. Supervisor will
handle referrals, assign classes, provide oversight to staff attend meetings, provides data for
reports. Supervisor will supervise the Family Specialists. The Supervisor is responsible for the
cuiriculurn quality assurance and management of client information. The rate of pay is $25.63
and hours are approximately 250. Program is charged on a percentage of salary based on the
billable percent worked in each month. Total salary cost is $6,396.
Administrative Assistant - This full time salaried employee will be dedicated 5.25% of their time to this
program. They will be dedicated to this project for the entire time of the contract. The
Administrative Assistant creates the file, enters the client into the database, generates reports,
tracks attendance, closes files, and notifies law enforcement when youth has completed the
program or if they reoffend. The rate of pay is $15.79 and hours are approximately 109.
Program is charged on a percentage of salary based on the billable percent worked in each
month Total salary cost is $1,724.
Family Specialist #1 - This full time salaried employee will be dedicated 5.25% of their time to this
program. They will be dedicated to this project for the entire time of the contact. This Family
Specialist will facilitate the youth groups weekly. This includes preparing for each class,
making copies of materials needed, leading the group in activities to reinforce the specific skills
taught Family Specialist will also provide the follow up visits in youths' schools and/or homes
to document progress. Family Specialist will provide information for report back to the
referring agency when the client has completed the program. The rate of pay is $18.51 and
hours are approximately 109. Program is charged on a percentage of salary based on the
billable percent worked in each month. Total salary cost is $2,021.
Family Specialist #2 - This full time salaried employee will be dedicated 12% of their time to this
program. They will be dedicated to this project for the entire time of the contract. This Family
Specialist will provide groups as well as follow visits to schools and student s homes The rate
of pay is $18.92 and hours are approximately 250. Program is charged on a percentage of
salary based on the billable percent worked in each month. Total salary cost is $4 723.
Family Specialist #3 - This full time salaried employee will be dedicated 13.75% of their time to this
program. They will be dedicated to this project for the entire time of the contiact. This Family
Specialist will provide the groups for Spanish-speaking parents This Family Specialist will
16
also provide all follow up for the youths with parents that do not speak English. The rate of pay
is $20.40 and hours are appioximately 286. Program is charged on a percentage of salary
based on the billable percent worked in each month. Total salary cost is $5,835.
Total Personnel $20,699
B. Fringe
Salaries are subject to the following fringe benefits:
FICA - FICA (Federal Insurance Contributions Act - Social Security) is 7.65% of salary
TUCA - (Texas Unemployment Compensation Act) is 6.6% of salary, up to $9,000
Retirement — Plan is a defined contribution 401(3) b retirement benefit plan. Employer contribution is
5% of employee s salary after completion of two year s employment
Worker's Compensation - Rate is 1.09% of salary
Life/All&D/Long Tenn Disability Insurance — Life insurance fringe benefit is equal to 0 33% of
employee salary, after completion of one year employment Rate for total benefits is 0.82% of
salary
Dental insurance - Rate is 0.45% of salary
Other employee benefits — Average benefit per employee is 3.5% of salary. Such benefits include tuition
reimbursement for further education and advancement in their field of expertise, agency
wellness program, and license renewals to maintain credentialing and mandatory trainings.
Costs are also included for background checks.
Health Insurance — Annual premium and estimated claims for each employee is $7,560 per yeai. This
amount includes self -insured insurance premiums, claims, prescriptions, and third party
administrator costs
Total Fringe $7,766.
C. Travel
Mileage reimbursement is for staff traveling to client's schools for face to face contact and follow up.
Average of 2 visits of 10 miles, using the federal personal vehicle reimbursement late of $0.55.
Using 41 clients, total miles are 820. In some instances, where the Lena Pope Home agency
vehicle is available, staff is encouraged to use it to conduct Lena Pope Home business. In these
cases, the lesser of the actual costs incurred or the equivalent miles per $0.55 rate will be
charged.
Total Travel $ 451.
D. Equipment
Equipment expense - Costs include, but are not limited to fax machines, copier machines, printers,
postage machines with corresponding maintenance and lease costs.
Copier/Fax leases 697 00 x .48 FTE 336.
Copiei/Fax maintenance 360.00 x .48 FTE 174.
Other Equipment Expense 302.00 x .48 FTE 146.
Total Equipment $656.
E. Suplies
17
Office supplies include, but are not limited to folders, paper, pens, copier and printer toner, notebooks,
etc. Costs ale estimated at $258 per FTE (48) for total of $124.
Client enrichment/pro-social activities — average of $30 for 41 clients for total of $1,230.
Total Supplies $1,354.
Contracts/Consultants
Interns are used throughout the program. Two interns are used for three semesters and are each paid a
stipend of $250. Six intern stipends at $250 per stipend = $1500.
Total Contracts/Consultants $1,500
F. Other
Connectivity costs - Includes per FTE share of agency telephone land lines, connectivity costs for
network, 24 hour hotline service, cell phone, and networks for an FTE cost of $1,060. With .48
FTE, total cost is $511.
Space rental and related occupancy expenses - Budget is based on 574 square feet dedicated to the
program. Costs include, but are not limited to building lease payment, utilities, custodial care
of buildings, other occupancy expense. Average cost per square foot is $17.73 for a total cost
of $10,177.
Professional liability insurance for all staff is based on 2.0% of salaries - cost of $414.
Client Database System — Budget is based on $3.67 per client for 41 clients, cost is $150
Memberships to local collaborating organizations, including the Mental Health Connection and
Comrnumty Resource Coordination Groups - Budget is based on $4.17 pei client, based on 41
clients, cost is $171.
Program Support for Clinical and other staff by the Department Director. This is charged at an indirect
cost rate of 6.8% based on the percentage of Department staff allocated to this program using
total direct costs of $43,850. Cost is $2,962.
Agency Overhead is charged at an indirect cost rate of 10.8% of total direct costs off $43,850. Cost is
$4,718. Costs include:
Executive Leadership
Facilities support- maintenance and upkeep
Human Resources
Quality Assurance
Accounting/Financial Reporting
Management Information Systems
Total Other Costs $19,103
TOTAL COSTS FOR PROGRAM $51,530.
FUNDING REQUEST $50,000.
LEVERAGE FUNDING from LENA POPE HOME
$1,530
COST PER CLIENT $1,257 for approximately 41 clients
18
Exhibit C
Monthly Request for Reimbursement (RFR)
FY 2013 Community -Based Programs
Program Period 10/01/12 to 09/30/13
Submit to: Fort Worth Police Department
Sasha Kane
350 West Belknap Street
2nd Floor
Fort Worth, TX 76102
Period covered by this request:
Budget Category
1 Personnel
2 Fringe
3 Travel
4 Equipment
5 Supplies
6 Construction
7 Consultants/Contracts
8 Other -Direct Cost
9 Indirect Costs
Total Programmatic Costs
A
Budget Amount
20,699.00 $
7,766.00 $
451.00 $
656.00 $
1,354.00 $
1,500.00 $
17,574.00 $
$
50,000.00 $
Submitting Agency: Lena Pope Home, Inc.
Agency Contact Name: Margaret Cohenour
Phone Number: 817.255.2636
Email. mcohenour(Wlenapopehome.ora
Invoice Number:
Address: 3131 Sanguinet St.
Fort Worth, TX 76107
10/01/12 to 09/30/13
mm/dd/yy mm/dd/yy
B
Total of Previous
Reimbursements
Requested
Please Attach:
1. Attach copies of invoices and the receipts on all expenditures
2. For Personnel Cost, include copies of signed times sheets
3. Attach a copy of Monthly Performance Report
I have reviewed this request and certify that the listed
expenses are accurate and are chargeable to the
CCPD Community Based Program approved budget
Grantee Authorized Official Date
Title
C
This
Request
$
Summary:
Total Budget: $
Previous Requests: $
This Request: $
Total Spent: $
Balance left in grant: $
Fund
D
(B+C)
Total
Requested
50,000.00
50,000.00
Fiscal Agent Use; Only
Account
E
(A-D)
Balance
Available
$ 20,699.00 I
7,766.00
451.00
656.00
1,354.00
1,500.00
17,574.00
50,000.00
Center
Exhibit D
Period covered:
Activities
FY 2013 Community -Based Programs
Program Activities Report
Program Period 10/01/12 to 09/30/13
Submit to: Fort Worth Police Department
Sasha Kane
350 West Belknap Street
2nd Floor
Fort Worth, TX 76102
10/01/12 to 09/30/13
1 Number of classes taught
2 Number of unduplicated program participants attending
3 Unduplicated number of parents attending classes
4 Number of follow-up visits conducted
5 Recidivism rate (number of participants who have re-
nffo.nrlo.rl rlurinn nr nftrr nrnnrntn)
Agency:
Name:
email:
Phone Number:
Address:
Monthly Total
Lena Pope Home, Inc.
Margaret Cohenour
mcohenour a(�,lenaDorehome.ora.
817.255.2636
3131 Sanguinet Street
Fort Worth, TX 76107
Cumulative Total
Oct 1st- Present
Year End Goal
41
41
Exhibit E
FY 2013 Community -Based Programs
Program Effectiveness Measurement Report
Program Period 10/01/12 to 09/30/13
Due Quarterly: Oct -Jan due Feb 15th, Feb -Apr due May 15th,
May -Jul due Aug 15th , and Aug -Sep due Oct 15th
Submit to: Fort Worth Police Department
Sasha Kane
350 West Belknap Street
2nd Floor
Fort Worth, TX 76102
Period covered: 10/01/12 to 09/30/13
Effectiveness Measurements
Agency:
Name:
email:
Phone Number:
Address:
Lena Pope Home, Inc.
Margaret Cohenour
mcohenour(ahlenapor ehome.orq
817.255.2636
3131 Sanguinet Street
Fort Worth, TX 76107
1 90% of participants will complete the program
Please include a narrative of events and accomplishment that occurred during the reporting period
2 90% of clients and their families will report improved family relationships
Please include a narrative of events and accomplishment that occurred during the reporting period
3 85% of youth will have successful school attendance rates
Please include a narrative of events and accomplishment that occurred during the reporting period
4 90% of youth will not re -offend
Please include a narrative of events and accomplishment that occurred during the reporting period.
Please include a narrative of any success stories during the reporting period.
M&C Review Page 1 of 2
CITY COUNCIL AGENDA
COUNCIL ACTION: Approved on 9/25/2012
DATE: 9/25/2012 REFERENCE
NO.:
CODE:
SUBJECT:
Official site of the City of Fort Worth, Texas
FORT WTI I
Thler
**C-25871 LOG NAME: 35FY13LE NAPOPEHOME
CONSENT PUBLIC NO
HEARING:
Authorize Execution of a Contract with Lena Pope Home, Inc., for Fiscal Year 2013
Community -Based Program Funding from the Crime Control and Prevention District Fund
in the Amount of $50,000.00 to Operate a Second Opportunity for Success Program (ALL
COUNCIL DISTRICTS)
C TYPE:
RECOMMENDATION:
It is recommended that the City Council authorize execution of a contract with Lena Pope Home, Inc.,
for the Fiscal Year 2013 Community -Based Program funding from the Crime Control and Prevention
District Fund in the amount of $50,000.00 to operate a Second Opportunity for Success Program.
DISCUSSION:
The Crime Control and Prevention District Board (Board) allocated the amount of $200,000.00 in its
Fiscal Year 2013 budget for Community -Based Crime Prevention Programs. Funding requests were
solicited through a Request for Proposal (RFP).
A panel consisting of Staff and community representatives was assembled to evaluate the proposals
to ensure that minimum qualifications were met and that the proposed projects met one or more of
the goals of the Board. On July 26, 2012, the Board reviewed and approved the panel's
recommendations to fund six of the crime prevention programs, including Lena Pope Home, Inc.
(Lena Pope). The term of the contract is October 1, 2012 through September 30, 2013.
Lena Pope will implement a Second Opportunity for Success Program for youth in Fort Worth.
Eligible youth are first time offenders that have committed Class A or B misdemeanors or state jail
felonies. This is a seven week program, which teaches one class a week to both youth and
parents/guardians; these classes are conducted at the same time. Once classes are completed, a 90-
day follow-up period begins. After the 90 day follow-up period, if the youth has not reoffended, a
recommendation for discharge will be sent to the referring agency. The participant is then eligible to
have their charges dismissed. If the charges are dismissed, the participant will not enter the Juvenile
Justice System.
FISCAL INFORMATION/CERTIFICATION:
The Financial Management Services Director certifies that funds are available in the Fiscal Year 2013
operating budget, as appropriated, of the Crime Control and Prevention District Fund.
TO Fund/Account/Centers FROM Fund/Account/Centers
GR79 539120 0359504 $50,000.00
Submitted for Citv Manauer's Office bv: Charles W. Daniels (6199)
Originaiina De[oartment Head: Jeffrey W. Halstead (4201)
http://apps.cfwnet.org/council_packet/mc review. asp?ID=173 3 8 &councildate=9/25/2012 1/3/2013
M&C Review Page 2 of 2
Additional Information Contact: Aya Ealy (4239)
ATTACHMENTS
http://apps.cfwnet.org/council_packet/mc_revi ew. asp?ID=17338 &council date=9/25/2012 1/3/2013