HomeMy WebLinkAboutContract 61242CSC No. 61242
AGREEMENT FOR COMMUNITY -BASED PROGRAMS
NEWDAY SERVICES FOR CHILDREN AND FAMILIES -PROGRAM GRANT
FISCAL YEARS 2024 - 2027
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 William
Johnson, its duly authorized Assistant City Manager, and NEWDAY SERVICES FOR
CHILDREN AND FAMILIES, a Texas non-profit corporation ("Contractor"), acting by and
through Bob Robinson, its duly authorized representative.
RECITALS
WHEREAS, City has determined that Community -Based Programs are necessary to
support crime prevention in the City during Fiscal Years 2024 — 2027 to meet one or more of the
Crime Control and Prevention District's ("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;
WHEREAS, Contractor has agreed to operate a Community -Based Program called
FOCUS+ (Families Offering Children Unfailing Support + Mentor Navigation) ("Program"),
which will support the police department's crime prevention efforts throughout the community;
WHEREAS, City desires to enter into an agreement with Contractor to operate the
Program; and
WHEREAS, as consideration for Contractor's performance and operation of the Program,
City has appropriated monies in the CCPD Budget in the amount of $300,000.00 ("Program
Funds") to provide to Contractor on a reimbursable basis, subject to and in accordance with this
agreement.
NOW, THEREFORE, in consideration of the mutual covenants herein expressed, the
parties agree as follows:
AGREEMENT DOCUMENTS
The Agreement documents shall include the following:
1. This Agreement between City and Contractor
2. Exhibit A
— Scope of Work: Project Plan and ZoomGrants Program Narrative
3. Exhibit B
— Budget Narrative Form
4. Exhibit C
— Request for Reimbursement (RFR)
5. Exhibit D
— Program Performance Report
6. Exhibit E —
Request for Budget Modification Form
7. Exhibit F —
Corrective Action Plan Form
OFFICIAL RECORD
CITY SECRETARY
FT. WORTH, TX
Exhibits "A" through "F", which are attached hereto and incorporated herein, are made a part of
this Agreement for all purposes. In the event of any conflict between the terms and conditions of
Exhibits A through F and the terms and conditions set forth in the body of this Agreement, the
terms and conditions of this Agreement control.
DEFINITIONS
The term "City" shall include City of Fort Worth and its officers, agents, employees, and
representatives.
The term "Contractor" shall include NewDay Services for Children and Families, and its
officers, agents, employees, representatives, servants, contractors, and subcontractors.
The term "Party" shall refer to either City or Contractor.
The term "Parties" shall refer to both City and Contractor.
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" — Scope of Work and Project
Plan. Contractor shall be responsible for the day-to-day administration of the Program. Contractor
agrees to expend the Program Funds in accordance with the Budget Narrative Form as described
in Exhibit `B". Program activities and quarter measures shall be reported in accordance with
Exhibit "D"- Performance Report.
2. Proeram Funds
2.1 In no event shall the total distribution from City made to the Contractor during the Term
of this Agreement exceed the total sum of $300,000.00 ("Program Funds").
2.2 Pavment Payment of the Program Funds from City to Contractor shall be made on a
quarterly and cost -reimbursement basis following receipt by City from Contractor of a signed
Request for Reimbursement (RFR) (Exhibit Q. The Exhibit C shall be submitted along with copies
of all receipts and other supporting documentation for expenses related to this Agreement. Exhibit
C reports shall be submitted to City as outlined in the report schedule in Section 2.4. Each RFR
should be sequentially numbered and labeled using the following format:
AGENCY NAME —INVOICE —QUARTER —YEAR
RFR submissions will include expense documentation that is legible, detailed, clear and
concise. The submitted RFR shall include the Exhibit D Performance Report, and be signed by the
Contractor or duly authorized officer of the Contractor. Submissions must be scanned and
submitted to the CCPD Partners Unit of the Fort Worth Police Department. Submissions should
be sent electronically to PSM(a,fortworthtexas.gov, or via mail addressed as such: ATTENTION:
CCPD Partners Unit, Financial Management Division, Bob Bolen Public Safety Complex,
505 W. Felix St., Fort Worth, Texas, 76115. Reimbursements will not be made until after receipt
of an acceptable and approved RFR and Exhibit D Program Performance report.
2.3 Reimbursements shall be made within 30 days of receipt of an acceptable and approved
RFR and Exhibit D Program Performance report. With exception of final reimbursements requests
as outlined in Section 2.5, incomplete or incorrect submissions shall be returned to the Contractor
for resubmission, restarting the 30-day reimbursement schedule.
2.4 Reauest for Reimbursement Reporting Schedule
Contractor agrees to submit all Exhibit C-Requests for Reimbursements (RFR) and Exhibit
D-Program Performance Reports on a quarterly basis. Reports shall be included in July, October,
January, and April's submission. Contractor agrees to provide Exhibit C—Request for
Reimbursement and Exhibit D—Performance Report per the following schedule:
Activity/Expenses
Report on
occurring in the following
5' of-
the 15 of:
months:
April — June
July
July — September
October
October — December
January
January — March
April
Contractor agrees Exhibit C and Exhibit D reports shall be submitted to City no later than the 15th
day after the end of each reporting month. If this deadline occurs on a weekend or a City holiday,
then reports shall be submitted to the City by the next City business day. Should the Contractor
not be able to meet these requirements in the given month, the Contractor shall provide written
notification prior to the deadline that details the justification and expected date of submission. If
no notification is received by the 151h of the reporting month, the City will document for future
corrective action. If, by the last day of the same month, Contractor has not submitted the required
reports, the City will send a Non -Compliance Letter notifying the Contractor's duly authorized
representative of a possible suspension of program funding. Submittal of Exhibit C and Exhibit
D is required even if expenses and/or activity does not occur.
2.5 No Revisions on Final Reports The last day for the City to receive RFRs and
supporting expense documentation from the Contractor for this agreement is April 15, 2027. No
corrections or additional documentation will be allowed after this date. Any discrepancies on the
final RFR or expense documentation will be adjusted from the final reimbursement amount.
2.6 Budget Modifications Contractor is authorized to modify up to five (5) percent of
any budgeted line -item in the original approved budget without prior written permission from City.
However, Contractor must submit the Request for Budget Modification Form (Exhibit ` E") to
City, with the RFR, during the month the modification took place. The request must include
justification for modification to the budget, and the new modified budget cannot exceed the total
amount of Program Funds.
2.7 Budget Modification Auurovals Any modifications of more than five (5) percent of
any budgeted line -item in the original approved budget must have prior written permission from
City before the modifications are made. The Budget Modification Form (Exhibit "E") must be
submitted, and request must be approved by City, before any money is moved to the line -item.
Once the Budget Modification is approved, the modified budget will take effect on the first day of
the following month. The new modified budget shall not exceed the total amount of Program
Funds.
2.8 Budget Modifications to Zero -Line Items Any modifications to zero line -items in the
original approved budget must have prior written permission from City before the modifications
are made. The Budget Modification Form (Exhibit "E") must be completed and approved by City
before money is transferred into the new line -item. Once the Budget Modification is approved, the
modified budget will take effect on the first day of the following month. The new modified budget
shall not exceed the total amount of Program Funds.
2.9 Budget Modifications to Direct and Indirect Line Items Budget modification can only
occur within the Direct and Indirect costs. Funds may not be moved from a Direct line -item into
an Indirect line -item, or vice versa. Modification of Direct and Indirect approved budgets must
follow the guidelines outlined in sections 2.6, 2.7, 2.8, 2.9.
2.10 Last Day to Approve Modifications The last day the City will approve a Budget
Modification for this agreement is February 1, 2027.
2.11 The City reserves the right to reject any budget modification that the City believes, in its
sole discretion, is not clearly aligned with the program activities and any requests for
reimbursement expenses that the City believes, in its sole discretion, are not specified in Exhibit
"B" of this Agreement or an approved budget modification form.
2.12 Budget Modifications shall be submitted to PSMWortworthtexas.aov, or via mail
addressed as such: ATTENTION: CCPD Partners Unit, Financial Management Division, Bob
Bolen Public Safety Complex, 505 W. Felix St., Fort Worth, Texas, 76115.
2.13 Contractor will document cost allocations for all budgeted expenses throughout the entirety
of the Agreement and will be responsible for having a policy and procedure in place for this
documentation. Specifically, Contractor will document how all shared costs, personnel time, or
equipment that was fully or partially paid for using CCPD funds, were used in furtherance of the
program activities described in this Agreement. Documentation of these cost allocations, as well
as a copy of the Contractor's policy and procedures for the documentation of the cost allocations
shall be made available to the City upon request.
3. Term
This Agreement shall commence upon April 1, 2024 ("Effective Date"), and shall end on
March 31, 2027 ("End Date"). All of Contractor's expenditures under this Agreement must be
completed no later than March 31, 2027. The City reserves the right to withhold the final Request
for Reimbursement until all required documents have been received by the Contractor. All final
reports for this agreement must be received by April 15, 2027.
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 Program Performance Reporting Schedule
Contractor agrees to submit all Exhibit C-Requests for Reimbursements (RFR) and Exhibit
D-Program Performance Reports on a quarterly basis. Reports shall be included in July, October,
January, and April's submission. Contractor agrees to provide Exhibit C—Request for
Reimbursement and Exhibit D—Performance Report per the following schedule:
Activity/Expenses
Report on
occurring in the following
5' of-
the 15 of:
months:
April — June
July
July — September
October
October — December
January
January — March
April
Contractor agrees Exhibit C and Exhibit D reports shall be submitted to City no later than
the 151h day after the end of each reporting month. If this deadline occurs on a weekend or a City
holiday, then reports shall be submitted to the City on the next City business day. Should the
Contractor not be able to meet these requirements in the given month, the Contractor shall provide
written notification prior to the deadline that details the justification and expected date of
submission. If no notification is received by the 151h of the reporting month, the City will document
for future corrective action. If, by the last day of the same month, Contractor has not submitted the
required reports, the City will send a Non -Compliance Letter notifying the Contractor's duly
authorized representative of a possible suspension of program funding. Submittal of Exhibit C
and Exhibit D is required even if expenses and/or activity does not occur.
4.3 Program Performance Report Contractor agrees to provide a Program Performance
Report (Exhibit D) to document the performance of work as described in the Project Plan and
Scope of Work. The Exhibit D shall document details of the quarterly progress toward outcome
objectives achieved in support of the CCPD goals and zip code data for unduplicated participants.
The program reports shall be submitted to City as identified in the report schedule in Section 4.2.
4.4 Corrective Action Plan Contractor agrees to complete a Corrective Action Plan
("CAP") in the event of two (2) consecutive quarter submissions, or (6) consecutive errors in a
given quarter for incomplete or incorrect submissions of Exhibit C or Exhibit D reports. A
Corrective Action Plan may also be implemented in response to monitoring findings, recurring
late submissions of Exhibit C and Exhibit D reports, failure to take corrective actions, and
responding to audit reports by the City. The CAP will contain the identified issue found by the
City, how the Contractor will correct that issue, who the responsible person will be to ensure
completion, and a target completion date. An example of this form is attached as Exhibit "F".
4.5 Monitoring Visits Contractor agrees that the City may conduct a monitoring visit to
assess the risk of City funds and Contractor performance at any time during the duration of this
Agreement. The City will notify the Contractor of an upcoming monitoring visit and provide
instructions of what to prepare. The Contractor agrees to respond to any monitoring findings
identified by the City through a Corrective Action Plan.
4.6 Non -Responsiveness Contractor agrees to provide corrective action to all findings or
revisions identified by the City during the duration of this Agreement. If, by the last day of the
same month a corrective action is identified by the City, and a response is not provided by the
Contractor, the City will document further corrective action and send a Non -Compliance letter
notifying the Contractor's duly authorized representative of compliance issues, requested
resolution, or a possible suspension of program funding.
4.7 The final Exhibit D Program Performance reports will be due April 15, 2027.
4.8 A representative of the program from the Contractor shall attend quarterly meetings of the
Crime Control and Prevention District Board as requested.
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 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 In the event no funds or insufficient funds are appropriated by the City in any fiscal year
for any payments due hereunder, City will notify Contractor of such occurrence and this
Agreement shall terminate on the last day of the fiscal period for which appropriations were
received without penalty or expense to the City of any kind whatsoever, except as to the portions
of payments herein agreed upon for which funds have been appropriated.
5.3 The City may terminate this Agreement at any time and for any reason by providing the
other party with at least thirty (30) days' written notice of termination.
5.4 Termination will be effected by delivering to Contractor written notice of termination.
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 terminates 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. City will have no responsibility or liability
for Contractor's expenditures or actions occurring after the effective date of termination of the
Agreement.
6. Equiment and Maintenance
All equipment purchased with Program Funds must meet all eligibility requirements of the
City. Contractor shall maintain all equipment used in the administration and execution of the
Program. Contractor shall maintain, replace, or repair any item of equipment used in support of
the Program, 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
Program and/or for use under the terms of this Agreement is the sole responsibility of Contractor.
Contractor shall not use Program Funds to repair or replace said equipment. Contractor shall use
any and all equipment purchased with Program Funds exclusively in support of the 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 CCPD Partners Unit at the
address set forth in paragraph 2.2 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
7.1 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 and to allow for reasonable audits of such records during regular
business hours, at the expense of the City or Contractor, with such audit to be performed by an
auditor selected by the City or the Board. All records shall be retained for a minimum of 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
Contractor's operations will be undertaken and may be conducted either by City (performed by
staff in the Police Department or the City's Internal Audit Department) or an independent auditor
approved by the City or Board. Contractor shall submit a copy of any audit performed by their
independent auditor within 30 days of receipt of the final audit report.
7.2 If any audit reveals a questioned practice or expenditure, City shall notify Contractor as
soon as reasonably practical. Contractor shall have up to fifteen (15) days to provide City with a
written explanation and any supporting documentation regarding practice or expenditure. If
Contractor fails to resolve or cure the questioned practice or expenditure to the City's satisfaction
within the fifteen (15) day period, City reserves the right to withhold further Program Funds under
this and/or future agreement(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 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.
The closeout requirements shall include, but are not limited to the following: providing final
Exhibit C and Exhibit D reports making final payments, and disposing of the Program assets as
appropriate, if deemed required by the City in its sole discretion.
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 Contractor, its officers,
members, agents, employees, and subcontractors for the purpose of such monitoring.
7.6 Throughout the term of this Agreement and for up to three months after its expiration, the
City may periodically request, and the Contractor will be required to provide, information for the
purposes of evaluating the overall effectiveness of Crime Control and Prevention District (CCPD)
funding. This information will include, but may not be limited to, the zip -codes of participating
individuals of the program(s) receiving CCPD funding. Requested information will consist solely
of aggregated data without any personal identifiers. Further, any information requested will not
be used in a way that would violate local, state, or federal statutes, regulations, or policies.
7.7 If the Contractor maintains the information the City is requesting, the Contractor shall
provide the requested information to the City within 30 days of receipt of the request. If the
Contractor does not maintain the requested information as of the date it receives the City's request,
the Contractor shall begin collecting such information as of that date, shall provide an initial
response regarding that information within sixty days, and shall thereafter update that information
on request.
7.8 If necessary, an amendment may be brought forward to identify additional specific metrics
that Contractor will be required to maintain and provide to the City to evaluate the effectiveness
of the Crime Control and Prevention District Funding.
Section 7 shall survive the expiration or termination of this Agreement.
8. Independent Contractor
8.1 Contractor shall operate hereunder as an independent contractor and not as an officer,
agent, 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. No federal, state, or local income tax, nor any payroll tax of any kind, shall be withheld
or paid by City on behalf of Contractor. Contractor shall not be treated as an employee with respect
to the services performed pursuant to this Agreement for federal or state tax purposes. It is
expressly understood and agreed that officers, members, agents, employees, subcontractors,
licensees, or invitees of Contractor, and any program participants hereunder are not eligible for,
and shall not participate in any employer pension, health, or other fringe benefit plan provided by
City. It is expressly understood and agreed 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.
9. Liability and Indemnification
CONTRACTOR SHALL BE LIABLE AND RESPONSIBLE FOR ANYAND ALL PROPERTY
LOSS, PROPERTY DAMAGE AND/OR PERSONAL INJURY, INCLUDING DEATH, TO
ANY AND ALL PERSONS, OF ANY KIND OR CHARACTER, WHETHER REAL OR
ASSERTED, TO THE EXTENT CAUSED BY THE NEGLIGENT ACTS) OR OMISSION(S),
MALFEASANCE OR INTENTIONAL MISCONDUCT OF CONTRACTOR, ITS OFFICERS,
AGENTS, SERVANTS OR EMPLOYEES.
CONTRACTOR AGREES TO DEFEND, INDEMNIFY, AND HOLD THE CITY, ITS
OFFICERS, AGENTS, SERVANTS, AND EMPLOYEES HARMLESS AGAINST ANYAND
ALL CLAIMS, LAWSUITS, ACTIONS, COSTS, AND EXPENSES OF ANY KIND,
INCLUDING, BUT NOT LIMITED TO, THOSE FOR PROPERTY DAMAGE OR LOSS
(INCLUDING ALLEGED DAMAGE OR LOSS TO OWNER'S BUSINESS AND ANY
RESULTING LOST PROFITS) AND/OR PERSONAL INJURY (INCLUDING DEATH)
THAT MAYRELATE TO, ARISE OUT OF, OR BE OCCASIONED BY (I) CONTRACTOR'S
BREACH OF ANY OF THE TERMS OR PROVISIONS OF THIS AGREEMENT OR (II)
ANY NEGLIGENT ACT OR OMISSION OR INTENTIONAL MISCONDUCT OF
CONTRACTOR, ITS OFFICERS, AGENTS, ASSOCIATES, EMPLOYEES, CONTRACTORS
(OTHER THAN THE CITY), OR SUBCONTRACTORS RELATED TO THE
PERFORMANCE OF THISAGREEMENT; EXCEPT THAT THEINDEMNITYPROVIDED
FOR IN THIS SECTION SHALL NOT APPLY TO ANY LIABILITY RESULTING FROM
THE SOLE NEGLIGENCE OF THE CITY OR ITS OFFICERS, AGENTS, EMPLOYEES,
OR SEPARATE CONTRACTORS, AND IN THE EVENT OF JOINT AND CONCURRENT
NEGLIGENCE OF BOTH CONTRACTOR AND CITY, RESPONSIBILITY, IFANY, SHALL
BE APPORTIONED COMPARATIVELY IN ACCORDANCE WITH THE LAWS OF THE
STATE OF TEXAS. NOTHING HEREIN SHALL BE CONSTR UED AS A WAIVER OF THE
CITY'S GOVERNMENTAL IMMUNITY AS FURTHER PROVIDED BY THE LAWS OF
TEXAS.
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 above.
Section 9 shall survive the expiration or termination of this Agreement.
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
11.1 No member, officer, or employee of the City, or its designees or agents; no member of the
governing body of the locality in which the Program is situated; and no other public official of
such locality or localities who exercises any functions or responsibilities with respect to the
Program during this 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, or 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.
IF ANY CLAIM ARISES FROM AN ALLEGED VIOLATION OF THIS
NONDISCRIMINATION COVENANT BY CONTRACTOR, ITS PERSONAL
REPRESENTATIVES, ASSIGNS, SUBCONTRACTORS OR SUCCESSORS IN
INTEREST, CONTRACTOR AGREES TO ASSUME SUCH LIABILITY AND TO
INDEMNIFY AND DEFEND THE CITY AND HOLD THE CITY HARMLESS FROM
SUCH CLAIM.
Section 12 shall survive the expiration or termination of this Agreement.
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 in writing to
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 in writing to
any such violations on the part of Contractor or any of its officers, members, agents, employees,
program participants, or subcontractors, then Contractor shall immediately desist from and correct
such violation.
14. Governmental Powers
It is understood that be execution of this Agreement, the City does not waive or surrender
any of its governmental powers.
15. Waiver of Immunitv
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.
16. Insurance Requirement
16.1 Coverages and Limits — Contractor shall provide the City with certificate(s) of insurance
documenting policies of the following minimum coverage limits that are to be in effect prior to
commencement of any work pursuant to this Agreement:
(a) Commercial General Liability (CGL): Contractor is self -insured. Contractor will furnish
a Certificate of Self -Insurance in lieu of the required general liability insurance certificate.
(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: (If Contractor owns or operates vehicles under Scope of Services)
$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.
(d) Any other insurance the City may reasonably require to protect the interest of the City.
16.2 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. All insurers must have minimum rating of A-VII in
the current A.M. Best Key Rating Guide, or have reasonably equivalent financial strength and
solvency to the satisfaction of Risk Management. If the rating is below that required, written
approval of Risk Management is required.
16.3 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.
16.4 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. Contractor will furnish a Certificate of Self -Insurance in lieu of the required
Worker's Compensation insurance certificate.
16.5 A minimum of thirty (30) days' notice of cancellation or reduction in limits of coverage
shall be provided to the City. At least ten (10) days' notice shall be acceptable in the event of non-
payment of premium. Notice shall be sent to the Risk Manager, City of Fort Worth, 200 Texas
Street, Fort Worth, Texas 76102, with copies to the City Attorney at the same address.
16.6 Any failure on the part of the City to request required insurance documentation shall not
constitute a waiver of the insurance requirement.
16.7 Certificates of Insurance evidencing that the Contractor has obtained all required insurance
shall be delivered to the City prior to Contractor proceeding with any work pursuant to this
Agreement.
17. Miscellaneous Provisions
17.1 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.
17.2 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.
17.3 Should any action, whether real or asserted, at law or in equity, arise out of the execution,
performance, attempted performance or non-performance of this Agreement, venue for said action
shall lie in state courts located in Tarrant County, Texas or the United States District Court for the
Northern District of Texas, Fort Worth Division.
17.4 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.
17.5 This written instrument and Exhibits "A" through "F" 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 terms hereof shall be
void.
17.6 Any amendments to the terms of this Agreement must be in writing and must be signed by
authorized representatives of each Party.
17.7 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.
17.8 The parties acknowledge that each party and its counsel have had the opportunity to review
this Agreement and that the normal rules of construction to the effect that any ambiguities are to
be resolved against the drafting party shall not be employed in the interpretation of this Agreement
or exhibits hereto.
17.9 Captions and headings used in this Agreement are for reference purposes only and shall
not be deemed a part of this Agreement.
17.10 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.
17.11 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.
17.12 Contractors are required to ensure criminal background screenings are conducted for all
volunteers or employees who will be working with children under the proposed program. All
criminal background checks shall be compliant with Texas Department to Family and Protective
Services standard, the Texas Administrative Code and all other applicable law. Contractors will
be responsible for ensuring criminal background screening is conducted and maintain appropriate
records, which will be subject to review by the City. CONTRACTORS SHALL INDEMNIFY,
DEFEND, AND HOLD CITY HARMLESS FROM ANY PENALTIES, LIABILITIES, OR
LOSSES DUE TO VIOLATIONS OF THIS PARAGRAPH BY CONTRACTOR,
CONTRACTOR'S EMPLOYEES, SUBCONTRACTORS, AGENTS, OR LICENSEES.
18. Notice
Notices to be provided hereunder shall be sufficient if forwarded to the other party by hand -
delivery or via U.S. Postal Service certified mail, postage prepaid, to the address of the other party
shown below:
CITY: William Johnson, Assistant City Manager
City Manager's Office
City of Fort Worth
200 Texas Street
Fort Worth, TX 76102
Copies To: CCPD Partners Unit
Financial Management Division
Bob Bolen Public Safety Complex
505 West Felix St.
Fort Worth, TX 76115
City Attorney's Office
Attn: Police Contracts
200 Texas Street
Fort Worth, TX 76102
CONTRACTOR: NewDay Services for Children and Families
Bob Robinson, President and CEO
6816 Camp Bowie Blvd W. Suite 112
Fort Worth TX 76116
19. Counterparts: Electronically Transmitted Signature
This Agreement, as well as any associated exhibits or documents, including RFR's and Requests
for Budget Modifications may be executed in one or more counterparts, each of which when so
executed and delivered shall be considered an original, but such counterparts shall together
constitute one and the same instrument and agreement. Any signature delivered by a party by
facsimile or other electronic transmission (including email transmission of a portable document
file (pdf) or similar image) shall be deemed to be an original signature hereto.
20. Immigration and Nationalitv Act
Contractor shall verify the identity and employment eligibility of its employees who perform work
under this Agreement, including completing the Employment Eligibility Verification Form (I-9).
Upon request by City, Contractor shall provide City with copies of all I-9 forms and supporting
eligibility documentation for each employee who performs work under this Agreement. Contractor
shall adhere to all Federal and State laws as well as establish appropriate procedures and controls
so that no services will be performed by any Contractor employee who is not legally eligible to
perform such services. CONTRACTOR SHALL INDEMNIFY, DEFEND, AND HOLD CITY
HARMLESS FROM ANY PENALTIES, LIABILITIES, OR LOSSES DUE TO VIOLATIONS
OF THIS PARAGRAPH BY CONTRACTOR, CONTRACTOR'S EMPLOYEES,
SUBCONTRACTORS, AGENTS, OR LICENSEES. City, upon written notice to Contractor, shall
have the right to immediately terminate this Agreement for violations of this provision by
Contractor.
21. No Bovcott of Israel.
If Contractor has fewer than 10 employees or the Agreement is for less than $100,000, this section
does not apply. Contractor acknowledges that in accordance with Chapter 2270 of the Texas
Government Code, City is prohibited from entering into a contract with a company for goods or
services unless the contract contains a written verification from the company that it: (1) does not
boycott Israel; and (2) will not boycott Israel during the term of the contract. The terms "boycott
Israel" and "company" shall have the meanings ascribed to those terms in Section 808.001 of the
Texas Government Code. By signing this Addendum, Contractor certifies that Contractor's
signature provides written verification to City that Contractor: (1) does not boycott Israel; and (2)
will not boycott Israel during the term of the Agreement.
Contractor acknowledges that in accordance with Chapter 2274 of the Texas Government Code,
as added by Acts 2021, 87th Leg., R.S., S.B. 13, § 2, the City is prohibited from entering into a
contract for goods or services that has a value of $100,000 or more that is to be paid wholly or
partly from public funds of the City with a company with 10 or more full-time employees unless
the contract contains a written verification from the company that it: (1) does not boycott energy
companies; and (2) will not boycott energy companies during the term of the contract. The terms
"boycott energy company" and "company" have the meaning ascribed to those terms by Chapter
2274 of the Texas Government Code, as added by Acts 2021, 87th Leg., R.S., S.B. 13, § 2. To the
extent that Chapter 2274 of the Government Code is applicable to this Agreement, by signing this
Agreement, Contractor certifies that Contractor's signature provides written verification to the
City that Contractor: (1) does not boycott energy companies; and (2) will not boycott energy
companies during the term of this Agreement.
23. Prohibition on Discrimination Against Firearm and Ammunition Industries.
Contractor acknowledges that except as otherwise provided by Chapter 2274 of the Texas
Government Code, the City is prohibited from entering into a contract for goods or services that
has a value of $100,000 or more that is to be paid wholly or partly from public funds of the City
with a company with 10 or more full-time employees unless the contract contains a written
verification from the company that it: (1) does not have a practice, policy, guidance, or directive
that discriminates against a firearm entity or firearm trade association; and (2) will not discriminate
during the term of the contract against a firearm entity or firearm trade association. To the extent
that Chapter 2274 of the Government Code is applicable to this Agreement, by signing this
Agreement, Contractor certifies that Contractor's signature provides written verification to the
City that Contractor: (1) does not have a practice, policy, guidance, or directive that discriminates
against a firearm entity or firearm trade association; and (2) will not discriminate against a firearm
entity or firearm trade association during the term of this Agreement.
24. Prohibition on Bovcotting EnerLv Companies
Contractor acknowledges that in accordance with Chapter 2276 of the Texas Government Code,
the City is prohibited from entering into a contract for goods or services that has a value of
$100,000 or more that is to be paid wholly or partly from public funds of the City with a company
with 10 or more full-time employees unless the contract contains a written verification from the
company that it: (1) does not boycott energy companies; and (2) will not boycott energy companies
during the term of the contract. To the extent that Chapter 2276 of the Government Code is
applicable to this Agreement, by signing this Agreement, Contractor certifies that Contractor's
signature provides written verification to the City that Contractor: (1) does not boycott energy
companies; and (2) will not boycott energy companies during the term of this Agreement.
[SIGNATURE PAGE FOLLOWS]
[REMAINDER OF THIS PAGE IS INTENTIONALLY LEFT BLANK]
IN WITNESS WHEREOF, the parties here o have executed this agreement in multiples.
ACCEPTED AND AGREED:
City:
By: William Johnson (H 8, 202415:27 CDT)
Name: William Johnson
Title: Assistant City Manager
Date: Apr 8, 2024
NewDay Services for Children and
Families:
By: Bob Robinson (Apr 4, 202413:49 CDT)
Name: Bob Robinson
Title: President and CEO
Date: Apr 4, 2024
CITY OF FORT WORTH INTERNAL ROUTING PROCESS:
Approval Recommended:
By. Robert'A116 ge (Apr 8, 202411:41 CDT)
Name: Robert A. Alldredge Jr.
Title: Executive Assistant Chief of Police
Approved as to Form and Legality:
By:
Name: Andrea Phillips
Title: Assistant City Attorney
Contract Authorization:
M&C: 24-0252
1295: 2024-1123862
Contract Compliance Manager:
By signing I acknowledge that I am the
person responsible for the monitoring and
administration of this contract, including
ensuring all performance and reporting
requirements.
By:
Name: Elizabeth Garza
Title: CCPD Partners Manager
City Secretary: aFF�A>°�
e0 A��Ada
aa4nnften 9g64
By.
Name: Jannette S. Goodall
Title: City Secretary
OFFICIAL RECORD
CITY SECRETARY
FT. WORTH, TX
FORTWORTH®
Powered by ZoomGrantsT"^ and
Fort Worth Police Department
FY24 CCPD RFP Program Grants
Deadline: 7/8/2024
Exhibit A - ZoomGrants Program Narrative
Email This Preview Save as PDF Print Close Window A♦
NewDay Services for Children & Families
FOCUS+ (Families Offering Children Unfailing Support + Mentor Navigation)
Jump to: Concept Paper Narrative Proiect Plan & Budaet Uploaded Documents
$ 300,000.00 Requested
Submitted: 11/9/2023 6:25:22 PM (Pacific)
Project Contact
Betsy Holland
betsvaa newdayservices.ora
Tel: 817-926-9499
Additional Contacts
none entered
Concept Paper
1. Agency Legal Name
NewDay Services for Children and Families
NewDay Services for Children &
Families
6816 Camp Bowie Blvd W, Ste 112
Fort Worth, TX 76116, TX 76116-
7109
President & CEO
Bob Robinson
boba newdayservices.ora
2. Contact Person Name, Phone, Email
Betsy Holland, 817-716-4954, betsy@newdayservices.org
3. Agency's Annual Non-CCPD Revenue
$1,397,695
4. What Districts will this project serve?
Check all that apply.
0 District 2
1 District 3
0 District 4
0 District 5
0 District 6
0 District 7
0 District 8
0 District 9
LJ District 10
FJ District 11
Telephone 817-92 6-9499
Fax 817-332-1119
Web www.newdayservices.org
5. What is the mission of your agency?
NewDay walks alongside parents, through classes and coaching in support of mothers and fathers involved with Child Welfare.
Our FOCUS+ program increases responsible parent involvement to keep children in loving, safe homes.
6. What is the target group for this project?
NewDay works with parents referred from CPS Region 3 and from Community Based Care - Our Community Our Kids (OCOK
— conservatorship cases) involved with Child Welfare due to abuse/neglect. Referrals also come from the Tarrant County child
welfare, child support, domestic violence, and family courts.
Of the 650 mothers/fathers served in Tarrant by NewDay FOCUS+ in 2022, 67% made less than $30,000 with, on average, 2.4
children to support. Housing insecurity, high fuel prices, decreased purchasing power, minimum or no access to legal
assistance and difficulty affording day-care for children are just a few of the challenges faced by parents in FOCUS+. More
than half of them were either Hispanic or African American. According to current research, in times of economic crisis, these
vulnerabilities are more pronounced for marginal groups —identified by race, gender, and immigration.
In 2022, CPS Region3 - Tarrant had 2,251 confirmed abuse/neglect victims and 13 fatalities. Furthermore, 555 children were
removed from homes. Texas ranks 47th in Family and Community (Annie E. Casey Foundation, 2023) and has a reunification
rate below the national average (39% of children in Texas, compared with approximately 50% nationally) indicating a need for
programs that can serve families involved in child welfare. We also have a diverse child welfare system, with approximately
46% of substantiated cases involving Latino children and over 21 % involving Black/African American children.
7. What is the crime/safety problem you are addressing?
The children of our referred parents with CPS involvement have been removed or are at risk of removal from their families. They
have already experienced multiple Adverse Childhood Experiences (ACES), i.e., abuse, neglect, parent's incarceration,
divorce, or domestic violence in the home leading to high -risk behaviors including juvenile arrest or involvement in violent crime.
Of the more than 25% of children that have experienced two or more ACEs in early childhood, they were 8X more likely to
demonstrate behavioral problems in school. According to the U.S. Attorney General, "90% of juvenile offenders in the U.S
have experienced some sort of traumatic event in childhood, and up to 30% of justice -involved American youth meet the
criteria for post -traumatic stress disorder due to trauma experienced during childhood." They have experienced chronic (toxic)
stress throughout most of their lives, and if/when removed and placed into substitute care, the stress increases.
The complicated/overlapping nature of the criminal and welfare systems means that involvement in one likely causes
involvement in the other. Children involved in neglect cases have likely been touched by the criminal system, in some way,
and are more likely to be justice -involved through the foster care system.
Parents referred to NewDay Services have mental health, substance abuse and domestic violence issues and are likely to
have been incarcerated at some point in time during the reunification process.
8. What are the causes of the crime/safety problem identified in the previous question?
About 15% of children entering foster care systems have an incarcerated parent and the children are more likely than their
peers to be incarcerated. Children with corrections -involved parents are at the highest risk of becoming involved in either the
child welfare or criminal justice systems.
Moreover, the incarceration of women is driving even more children into the linked foster care/carceral systems. When fathers
are incarcerated, 90% of children live with the mother. But, when mother is incarcerated, only 25% live with the fathers. Even
a short-term removal has a lasting effect on children.
Approximately 25% of foster children will become involved in the criminal justice system within two years of leaving care. The
risk is even higher if they have had multiple placements or in group homes. The poverty and instability correlate with high risks
of incarceration -they are likely to be charged with harsher crimes and receive a longer sentence.
Finally, the racial disparity in both systems means children of color are more likely to have an incarcerated parent and
therefore overrepresented in the foster care system.
Overall, law enforcement investigates 28% of child welfare cases. Criminal investigations differ by the type of maltreatment.
Investigations occurred in 54% of cases in which sexual abuse was alleged, 24% for physical abuse, 11 % for neglect, and
16% for other types of maltreatment.
9. How does your strategy address those causes?
FOCUS+ is an interactive in -person or online class. It is comprised of our FOCUS program (10-week, 2 hours per week
course) and a mentor -navigator who accompanies them for up to 6 months. It is a prevention/early intervention program that
fosters resiliency in these families, their children, and the neighborhoods in which they live. (Resiliency is the ability to
withstand adversity and bounce back from difficult life events.)
The Mentor Navigator is a dedicated point of contact who helps mothers/fathers by training them to identify the
personal/systemic barriers to their improvement. They help navigate resources - employment, housing, legal, education,
medical, and community connections. They provide the initial/ongoing engagement of parents throughout the classes.
FOCUS+ activities promote economic stability, self-sufficiency, foster responsible parenting, healthy marriage, and co -
parenting skills. Self-sufficient parents 1) obtain/retain employment; 2) use problem -solving skills to take responsibility for their
own problems; 3) identify/use the resources in their community; 4) make informed decisions by weighing
options/consequences; and 5) develop/implement plans that will help them set and achieve goals.
We strengthen their parenting by impacting attitudes, knowledge, and behavior. The process includes a variety of strategies
designed to build on participants' strengths and overcome barriers improving the odds of reunification with their children.
10. What measurable impact will your strategy have related to crime and safety?
NewDay will serve 500 Fort Worth mothers/fathers each year of this grant. Seventy percent of participants will graduate by
attending 8/10 classes. Mothers/fathers will show retrospective improvement from pre- versus post-test measured on a 7-point
Likert Scale on the following:
• Fathers will show 50% improvement in ability to control their attitudes and actions rather than controlling things and other
people outside their control.
• Fathers will show 40% improvement in ability to teach/model behaviors to help their children become healthy and self-
sufficient adults.
• Mothers will show 75% improvement in their ability to set healthy coping skills such as: decision making, problem solving
and boundary setting.
• Mothers will show 50% improvement in ability to understand the effects of physical, emotional, verbal and sexual abuse on
them and their children.
In a 7/7/2023 letter to NewDay from the DFPS: "FOCUS+ is a program which can meet those needs and has a history of
effectively doing so across several counties in Texas. The department has been collaborating with New Day to provide
services to our parents. We have had great success with parents completing New Day Services and making the necessary
changes to ensure the safety of the children."
Narrative top
1. Please select the CCPD Goal(s) your project addresses.
Reduce crime through prevention projects
Yi Reduce crime through intervention projects
❑ Increase safety through Direct Neighborhood Projects
LJ Increase safety through youth crime prevention projects
LJ Increase safety through youth crime intervention projects
2. Select entity type
*!: Private Non -Profit 501c3
❑ Public Non -Profit
3. Does your project address the Special Emphasis: <I>Police/Community Relations</i> or <i>Violent Crime
Prevention</i>?
❑ Yes
No
4. Which Council Districts will this project serve?
Mark all that apply.
'.
District 2
District 3
.:
District 4
District 5
District 6
: District 7
District 8
.: District 9
District 10
.*! District 11
5. Provide a brief summary of your project's activities and objectives (up to 375 characters).
NewDay will provide our FOCUS+ program for 500 FTW mothers/fathers involved in CPS, Family, IV-D or Diversion Courts with
children in foster care or at risk of removal from the home. When parents are empowered to protect and nurture their children
well, children, families, and our communities are stronger and safer. Our goal is reunification in a safe, loving home.
6. What is the crime/safety situation the target group faces? Please explain the extent of the problem and what
causes it to persist. Support your description with good sources.
The children of our referred parents with CPS/Court involvement have been removed or are at risk of removal from their families.
They have already experienced multiple Adverse Childhood Experiences (ACEs), i.e., abuse, neglect, parent's incarceration,
divorce, or domestic violence in the home leading to high -risk behaviors including juvenile arrest or involvement in violent crime.
"Child maltreatment roughly doubles the probability that an individual engages in many types of crime and the effects are
worst for children from low socio-economic backgrounds. They start engaging in crime earlier and arrested as both juveniles
and adults".1
Of the 25+% of children that have experienced two or more ACEs in early childhood, they were 8X more likely to demonstrate
behavioral problems in school. According to the U.S. Attorney General, "90% of juvenile offenders in the United States [have
experienced] some sort of traumatic event in childhood, and up to 30% of justice -involved American youth... meet the criteria
for post -traumatic stress disorder due to trauma experienced during childhood." 2 They have experienced chronic (toxic)
stress throughout most of their lives, and if/when removed and placed into substitute care, the stress increases.
The complicated and overlapping nature of the criminal system and welfare system means that involvement in one likely
causes involvement in the other. Children involved in neglect cases have likely been touched by the criminal system, in some
way, and are more likely to be justice -involved through the foster care system.
Parents referred to NewDay Services have mental health, substance abuse and domestic violence issues and are likely to
have been incarcerated (up to 40%) at some point in time during the reunification process with their children making it difficult
if not impossible.3
According to the DFPS 2022 Data Book, CPS Region 3 - Tarrant County had 2,251 confirmed abuse/neglect victims and 13
fatalities. Furthermore, 555 children were removed from homes. Texas ranks 47th in Family and Community (Annie E. Casey
Foundation, 2023) and has a reunification rate below the national average (39% of children in Texas, compared with
approximately 47% nationally) indicating a need for programs that can serve families involved in child welfare. We also have a
diverse child welfare system, with approximately 46 percent of substantiated cases involving Latino children and over 21
percent involving Black/African American children.4
1. Curie, Janet; Tekin, Erdal; NBER Working Paper#12171; Jan 2007; Does Child Abuse Cause Crime?
2. ibid
3. D'Andrade, Amy C., PhD; Criminal Justice Involvement of Families in Child Welfare (Spring 2018), How Does Incarceration
Affect the Likelihood of Reunification?
4. www.dfps.texas.gov/DFPS_Data_Book, 2022
5. www.familypreservationfoundation.org. ; Foster Care Outcome and Stati
7. What is the target population? Please include characteristics to describe their circumstances and how the crime
or safety situation affects them.
NewDay works with parents referred from CPS Region 3, and Community Based Care - Our Community Our Kids (OCOK)
involved with Child Welfare due to abuse/neglect. Referrals also come from the Tarrant County Family, IV-D, and Diversion
courts.
Of the 650 mothers/fathers served in Tarrant County by FOCUS+ programs in 2022, 67% of mothers/fathers served by
NewDay made less than $30,000 with, on average, 2.4 children to support. Housing insecurity, high fuel prices, decreased
purchasing power, minimum or no access to legal assistance and difficulty affording day-care for children are just a few of the
challenges faced by parents in FOCUS+. More than half of them were either Hispanic, African American, indigenous, or
Asian, of which 39% were Hispanic or Black. According to current research, in times of economic crisis, these vulnerabilities
are more pronounced for marginal groups —identified by race, gender, and immigration.
In terms of income: 66.7% of our parents fall in the range of $0-$29,999, 17.88% $30039,999, 2.65% $40k-$49,999, 3.97%
$50k-$59,999, and 9.93% $60k or more.
Our clients have a history of military Service (6.44%) and 30.27% currently have a history of incarceration. The ultimate
beneficiary (we make an intergenerational impact) of the program are the children of the parents served. The placement of
these children in foster care and the removal from their families can traumatize them for life.
We have identified that crime is a complex issue influenced by a combination of social, economic, psychological, and
environmental factors, including... Poverty & Unemployment, Family Dysfunction, Lack of Parental Supervision, Incarceration,
Low Educational Attainment & Literacy, Substance Abuse, Peer Influence, Mental Health issues, Cultural Norms & Values,
and High -Crime neighborhoods.
NewDay's low-income parents have fewer resources for effective parenting. Poverty can place severe strains on parent —child
relationships, due to the highly stressful conditions caused by financial problems and material deprivation, thereby generating
negative psychological effects and family dysfunction. The overrepresentation of minority children in the child welfare system
is also well -documented.
In Texas, only 39% of children in substitute care ever return to their families and home. Powerful statistics from the US
Administration for Children, Casey Foundation, and National Foster Care Coalition follow: 55% of girls in foster care are
pregnant by age 19, 50% do not get a high school diploma, 40% are either homeless or dead within one year of "aging
out" (18 years old), 20% are immediately homeless after "aging out", and only 3% attend college after "aging out", 50% are
incarcerated within two years of "aging out"; 74% of U.S. prisoners are former foster children; and 80% of those on death row
are former foster children .
5.www.familypreservationfoudation.org
8. What action will you take to resolve the situation? Discuss how you will address the causes of the crime/safety
problem described in Question 6. Please include: 1) What are the major activities; 2) How many will benefit; 3)
How your project is unique & similar to other efforts; and 4) What sources were used to develop and inform your
project.
Historically, the child welfare system has worked reactively to child abuse/neglect but, in 2019, the federal government
recognized the need to provide enhanced support to children/families and prevent foster care placements remodeling the
system to bolster "child and family wellbeing" (prevention and early intervention) instead of reacting to incidents of child
abuse/neglect with removal of the children. This changing landscape (Family First Prevention Services Act FFPSA) opened
the door for prevention programs like FOCUS+.
MAJOR ACTIVITIES: The FOCUS+ program includes the following: Outreach, Engagement, Classes, and Mentor -Navigation
OUTREACH: Program Coordinators establish a relationship with CPS, OCOK, Family, IV-D, and Diversion Courts,
caseworkers, and judges, raising awareness of the program and working to get referrals for parents in need.
RELATIONAL ENGAGEMENT: Engagement Specialists build trust with parents referred to FOCUS+, providing information,
resolving concerns, encouraging participation, and scheduling parents for an upcoming class.
PARENTING CLASSES: Ten weekly, 2-hour classes offering curriculum based on an experiential learning model. Classes are
facilitated by a trained para-professional covering core competencies - self -regulation, conflict management, positive
discipline, ACEs, co -parenting, stress management, communication, character development, parenting roles, and CPS
navigation.
MENTOR -NAVIGATION: Our mentors are non -judgmental, assess needs and offer referrals to connect parents to resources.
We decrease risk factors that lead to abuse/neglect and increase protective factors by building/strengthening personal
resources for families to address difficult situations keeping children safe.
HOW MANY WILL BENEFIT: 500 mothers and fathers with Child Welfare involvement that reside within the Fort Worth Police
Service zip codes.
DEVELOPMENT SOURCES: The FOCUS curriculum was developed for fathers in 2001 for the IV-D Child Support courts
grant (2001-2021) with the Office of the Attorney General OAG) and added to CPS in 2008. In 2013 CPS asked for a mother's
program replicating the successful father's curriculum. We added Mentor -Navigation to both programs in 2015.
A paper showcasing NewDay's work with Texas CPS Fathers was shared at a National Child Welfare Convention and Annie
E. Casey Foundation (Casey), well known nationally for their work in that arena, recognized FOCUS+ as the premier
parenting program they had encountered. In October 2020, Casey offered their assistance to prepare FOCUS+ for further
development/evaluation. Casey has been funding (2.5 years) the services of James Ball Associates (JBA) to get FOCUS+
evaluated/approved by the FFPSA Clearinghouse
This evaluation will provide us with invaluable insights into the impact of our program on parents/children and will use this data
to inform program improvements to ensure we are meeting evolving needs.
9. What are your anticipated results? Please include how the crime/safety situation will change and how you will
measure success.
Outcomes & Objectives
Outcome Obiective #1 Improvement in ability to control parents' actions and attitudes instead of controllinq other people and
situations outside their control. Trying to control people and situations, especially in times of crisis, often leads to violence
and crimes against people in neighborhoods and/or their own children. By understanding their personal Circle of Control, they
are less likely to try to force people or situations. Parents who co -parent without fighting reduce toxic stress on their children
and violence in the neighborhood/home. They also learn to respond calmly to conflict between/with other caregivers of their
children in a healthy, cooperative manner for the children's benefit.
Outcome Objective #2 Improvement in ability to understand the need to provide positive experiences for their children that will
help children develop into healthy, Independent, self-sufficient, well-rounded adults. Proper discipline, appropriate expectations
and communication skills reduce conflict/violence and toxic stress in the home. Many parents relate they grew up in
dysfunctional homes, and therefore have no frame of reference as to what makes a home functional.
Outcome Objective #3. Improvement in ability to set healthy coping skills, such as: decision -making, problem solving, and
boundary setting. We stress to parents how they must improve the way they view themselves since their self-esteem affects
their relationships and influences nearly every decision they make. Safe/non-violent relationships with others and their families
(children) are dependent on parents having a healthy self-worth.
Outcome Objective #4 Improvement in the ability to understand the effects of physical, emotional, verbal, and sexual abuse on
them and their children. Learning to deal with Domestic Violence (DV) and trauma helps the mother/father prevent violence in
her own life, as well as the lives of her children.
Outcome Objective #5. Reunification with children in substitute care or permitting their children to remain (not removed) in the
safe and loving home that children need and want.
We have identified key measures of impact that we will use to evaluate the effectiveness of our program, including the
Curriculum Retrospective Survey Protective Factors Survey and Father's Challenges Survey.
Curriculum Retrospective Survey: Pre- and Post- Retrospective Survey measured on a 7-point Likert Scale.
Protective Factors Survey: Every parent arrives at FOCUS+ with a unique set of protective factors and challenges; therefore,
we expect 30% improvement across multiple domains. This is a pre -post evaluation tool for use with caregivers receiving child
maltreatment prevention services.
Father's Challenges Survey: This is used to gather feedback and evaluate the effectiveness of the program in decreasing risk
factors.
10. Why is your agency suited to lead this project? Please include your agency's experience, mission,
partnerships, and nature of your services.
NewDay has a long-standing (2008) partnership with CPS, which has enabled us to serve thousands of parents at risk for the
removal of their children. This collaboration has been essential in helping us reach parents in crisis and providing them with
the resources and support they need to build stronger families.
We have an even longer connection to the Family Court (2004) with which we have worked closely to help parents in crisis.
We provide staff and office in the Family Court.
NewDay has worked with CCPD to provide services to this targeted population for multiple years. In February 2022, we
completed our final RFR for provision of FOCUS+ for Mothers. Accomplishments from the 4th Q Narrative Report: Overall
improvement in all areas of the Pre- and Post- retrospective survey was 83%; mothers showed a 102% improvement in ability
to control attitudes and actions; graduates a 142% improvement in setting healthy boundaries; a 156% improvement in ability
to control anger; they grew 83% in willingness to co -parent; improved by 70% in ability to provide age appropriate guidance
and discipline; improved 72% in ability to teach/model behaviors that help children develop into healthy, self-sufficient adults;
and graduates rated overall program effectiveness 96%.
In 2015, NewDay was evaluated by CPS comparing fathers graduating from FOCUS to non-grads/non-attendees finding:
• Fathers were 3X less likely to have a Termination of Parental Rights (TPR) and 4.75X Less likely to relinquish those rights
when graduating from FOCUS+. They were 3.5X more likely to be in the final placement.
• Mothers were 2.8X less likely to have a TPR and 2.3X less likely to relinquish their rights when Fathers graduated from
FOCUS+.
NewDay began adding the mentor -navigation module to FOCUS for parent classes in Tarrant County in 2016. We explored
what worked, what did not, how to capture the case management data, began a resource directory, and learned how to
engage clients and refine the process. Since then, NewDay has continued to provide mentor -navigation as a module added to
FOCUS programs, creating the FOCUS+ program. The use of a mentor -navigator was also used successfully by NewDay
(2016-2020) with the Nurturing Father's Curricula in a 4-year, PEI funded grant, (EFFECT).
In October 2020, Annie E. Casey Foundation presented a PowerPoint, "FOCUS+ Mentor Navigator, Casey's Perspective on a
Partnership". Aspects that aligned with Casey priority/national interest in Child Welfare
• Age: 25% of clients are under 25 yrs. (Getting younger)
• Location: Southwest/South-counties include urban, rural, and suburban locales.
• Diversity: 1/2 White, 1/4 Latino, and 1/4 Black
• Early and positive evaluation evidence
• Serve mothers/fathers in both child welfare and child support.
• FOCUS curriculum available in English/Spanish; facilitators and navigators speak English/Spanish
• Mentor Navigators address prevention side more
11. What is your agency's mission? Please include how this project fits and how this project was developed.
NewDay Services walks alongside parents, through classes and coaching, on their journeys to becoming the role models their
children need. We envision all children grow and thrive because parents work courageously to provide a safe, loving home.
Investing in keeping parents and children together in safe, loving homes is critical. Research shows that when parents are
supported in the parenting journey, children thrive. Sometime parents find themselves in painful situations. Overpowered by
fear and confusion, they feel alone and don't know where to turn. Without support in the toughest times, parents' choices can
lead to devastating long-term effects for their children, future generations, and ultimately, society.
In 1997, NewDay's founder, Randy Thomas went to the Tarrant County Family Law Center to support a friend and left
determined to alleviate some of the suffering he witnessed. He subsequently created NewDay Services, a 501(c)(3) public
charity that has supported a Family Advocate/Chaplain at the Tarrant County Family Law Center for 25 years. NewDay Has
grown since then: providing a chaplain at the Juvenile Justice Center since 2001; providing the Fathers Offering Children
Unfailing Support (FOCUS) to men delinquent on child support since 2002; and serving fathers involved with CPS since 2008.
In 2011, NewDay Services became part of the collaborative, Fathers and Children Together (FACT) Program offering a
comprehensive approach to responsible parenting. In 2011, NewDay contracted with CPS for providing the FOCUS for Fathers
program throughout Dallas, Collin, Denton, and Tarrant counties. Beginning in 2020, we contracted to provide FOCUS for
Fathers across all 19 counties of CPS Region 3.
Due to the success of the FOCUS for Fathers Program and CPS' request for mothers, NewDay began offering FOCUS for
Mothers in 2013. From 2016-2020, NewDay offered prevention/early intervention programs for clients on a voluntary basis
through the Fatherhood: EFFECT Program funded by DFPS. In 2016 we added Mentor -Navigation (M-N) to all classes
(FOCUS+).
NewDay renewed their contract with DFPS/CPS (2020-2024). The grant was for both FOCUS Fathers & Mothers equitably,
but mentor navigation was not included in the funding. We privately fund M-N.
SMU Law Review, "Rethinking Foster Care: Why Our Current Approach to Child Welfare has Failed" supports NewDay's
FOCUS+ Program stating- Since child welfare seeks to reunify families even after children are removed from their parents, it is
crucial to engage families (NewDay's Relational Engagement is our "secret sauce"). Research shows that by ensuring that
parents 1.) have an opportunity to be heard (mentor -navigation, 2.) Understand the proceedings (CPS navigation in class), 3.)
are made certain that decisions are without bias (one-on-one support from staff and facilitators), and 4.) decision -makers are
respectful, we can support the family and help ensure reunification.
12. What geographic area will you serve? Please include the relevant council districts, zip codes, or
neighborhoods that will be served by your project.
NewDay will serve all Fort Worth Council Districts using zip code data to include mothers/fathers in this grant, if awarded.
In 2021, Our mothers' program had referrals from most all Council Districts. Upon a zip code search of our Fort Worth
mothers that have received services, the majority of clients lived (in order of most clients served in 2021-22): in 76116 Western
Hills (Lower Middle Class, Median income $44,727, 66% of children eligible for free lunch, 54% individuals of color) 76119
Forest Hill (Median income $28,660, 70% individuals of color, 61% live in single families) 76108 White Settlement (Median
income $58,528, 82% white, 48% are households with singles, 39% have children), 76112 Handley Area (47% Hispanic, 38%
white, Median income $38,000, 65% single, 34% with children), 76114 Sansom Park (77% white, Median income $37,752,
Large # single parents and young adults), 76107 Polytechnic (55.64 Hispanic, 37.88% Black, Median income $24,526, Large
# of families of color with children).
13. What other funding have you secured (or requested) on behalf of this project? Please include a description of
how you intend to continue these services after funding expires.
NewDay has a contract with DFPS/CPS 2020-2024 and a contract with OCOK. The portion allocated to the FTW geographic
area served by this grant:
DFPS/CPS $71,200
OCOK $27,175
United Way Tarrant $3,663
NewDay will continue to research and fund the program with private foundation resources and individual donations and are in
negotiations with DFPS/CPS to renew our grant beginning in 2025 and beyond. We will also continue to work with OCOK to
maintain our contract.
14. If applicable, how will your project address a CCPD Special Emphasis?
To receive points for Special Emphasis, agency must include a Special Emphasis outcome or activity in the Project Plan
section..
N/A
15. If your project relies on FWPD personnel, please provide the name of a contact in the Department that is able
to answer questions about your project.
N/A
Project Plan & Budget top
Project Plan Outcomes
How is it measured?
Outcome
Measurable Outcome Objective
State what tool is
Objective
used to track the
outcome.
Outcome
Outcome Objective #1 Improvement in ability to control parents' actions and
Tool: Curriculum
Objective 1
attitudes instead of controlling other people and situations outside their control.
Retrospective Survey:
Trying to control people and situations, especially in times of crisis, often leads to
Pre- and Post -
violence and crimes against people in neighborhoods and/or their own children. By
Retrospective Survey
understanding their personal Circle of Control, they are less likely to try to force
measured on a 7-point
people or situations. Parents who co -parent without fighting reduce toxic stress on
Likert Scale.
their children and violence in the neighborhood/home. They also learn to respond
calmly to conflict between/with other caregivers of their children in a healthy,
cooperative manner for the children's benefit.
Outcome Outcome Objective #2 Improvement in ability to understand the need to provide Tool: Curriculum
Objective 2 positive experiences for their children that will help children develop into healthy, Retrospective Survey:
Independent, self-sufficient, well-rounded adults. Proper discipline, appropriate Pre- and Post -
expectations and communication skills reduce conflict/violence and toxic stress in Retrospective Survey
the home. Many parents relate they grew up in dysfunctional homes, and therefore measured on a 7-point
have no frame of reference as to what makes a home functional Likert Scale.
Outcome Outcome Objective #3. Improvement in ability to set healthy coping skills, such as: Tool: Curriculum
Objective 3 decision -making, problem solving, and boundary setting. We stress to parents how Retrospective Survey:
they must improve the way they view themselves since their self-esteem affects Pre- and Post -
their relationships and influences nearly every decision they make. Safe/non-violent Retrospective Survey
relationships with others and their families (children) are dependent on parents measured on a 7-point
having a healthy self-worth. Likert Scale.
Outcome Outcome Objective #4 Improvement in the ability to understand the effects of
Objective 4 physical, emotional, verbal, and sexual abuse on them and their children. Learning
to deal with Domestic Violence (DV) and trauma helps the mother/father prevent
violence in her own life, as well as the lives of her children.
Tool: Curriculum
Retrospective Survey:
Pre- and Post -
Retrospective Survey
measured on a 7-point
Likert Scale.
Outcome Outcome Objective #5. Reunification with children in substitute care or permitting Protective Factors
Objective 5 their children to remain (not removed) in the safe and loving home that children need Survey. Father's
and want. Challenges Survey
The ultimate beneficiary of our program is the children. Foster children have
staggering statistics including prison, death or incarceration, lack of High School
degree, and pregnancy.
Total
Project Plan Activities
Project Activity Summary
Plan Describe what will be
Activities done.
Outcome
1
Activity 1 Circle of Control -
Mothers/Fathers (M/F)
experience a practical
application to direct,
indirect, and no control
situations and take
responsibility for their
actions and attitudes.
Activity 2 Mothers learn to recognize
personality traits, attitudes,
the way their brain
functions, and how they
tend to be attracted to other
personality traits.
Activity 3 M/F taught effective
solutions to control their
thoughts and actions
realizing they don't control
the rules that other people
live by.
Activity Goals &
Tools
Provide a Timeline
auantifiable goal for People Involved/Responsible provide dates to
the activity. list who will carry out activity complete activity
State how it will be
tracked.
M/F will show 50%
Bob Robinson-Men's Director,
Classes are
improvement in ability
CEO, Don Mansfield -Courts,
staggered every 10
to control their
Clayton Dunning Coordinator,
weeks with
attitudes and actions
Gabe McClain engagement, Rod
overlapping starts so
rather than trying to
Dewitt -Court facilitator, Greg
that referrals do not
control people or
Bunch -facilitator, Richie Sherrod-
have to wait more
things outside their
facilitator, Eric Romero Spanish
than 5 weeks.
control. Tool: pre- vs
facilitator. Fathers. Diane Davis-
Retrospective pre -
post -retrospective test
Director Mothers, Marie Luong -
test Post-test is given
(7-pt Likert)
coordinator, Tina Crawford-
on week 10. Fathers
facilitator& engagement, Teonna
Challenges is given
Wade engagement, Gloria
on Weeks 3-10 and
Neafus-facilitator, Kassie Rivas-
Protective Factors on
facilitator
week 3 and 10..
(M/F classes staff)
Mothers will show
Diane Davis -Director Mothers,
Classes are
50% improvement in
Marie Luong -coordinator, Tina
staggered every 10
ability to control their
Crawford -facilitator, Gloria Neafus weeks with
attitudes and actions
- facilitator, Kassie Rivas-
overlapping starts so
rather than trying to
facilitator (Mothers classes staff)
that referrals do not
control people or
have to wait more
things outside their
than 5 weeks.
control. Tool: pre- vs
Retrospective pre -
post -retrospective test
test Post-test is given
(7-pt Likert)
on week 10.
Protective Factors is
given on weeks 3 and
10..
M/F will show 50%
improvement in ability
to control their
attitudes and actions
rather than trying to
control people or
things outside their
control. Tool: pre- vs
post -retrospective test
(7-pt Likert)
(M/F classes staff)
Classes are
staggered every 10
weeks with
overlapping starts so
that referrals do not
have to wait more
than 5 weeks.
Retrospective pre-
test Post-test is given
on week 10. Fathers
Challenges is qiven
on Weeks 3-10 and
Protective Factors on
week 3 and 10..
Activity 4 M/F develop co -parenting
M/F will show 50% (M/F classes staff)
Classes are
strategies and
improvement in ability
staggered every 10
communication methods to
to control their
weeks with
effectively conduct their
attitudes and actions
overlapping starts so
actions with dignity, making
rather than trying to
that referrals do not
children the focal point of
control people or
have to wait more
every discussion.
things outside their
than 5 weeks.
control. Tool: pre- vs
Retrospective pre -
post -retrospective test
test Post-test is given
(7-pt Likert)
on week 10. Fathers
Challenges is given
on Weeks 3-10 and
Protective Factors on
week 3 and 10..
Activity 5 M/F create a plan to
M/F will show 50% (M/F classes staff)
Classes are
continuously model
improvement in ability
staggered every 10
fundamental morals and
to control their
weeks with
values like honesty,
attitudes and actions
overlapping starts so
patience, empathy, etc. so
rather than trying to
that referrals do not
they don't lapse into
control people or
have to wait more
negative behaviors.
things outside their
than 5 weeks.
control. Tool: pre- vs
Retrospective pre -
post -retrospective test
test Post-test is given
(7-pt Likert)
on week 10. Fathers
Challenges is given
on Weeks 3-10 and
Protective Factors on
week 3 and 10..
Outcome
2
Activity 1 M/F explore the
M/F will show a 45% (M/F classes staff)
Classes are
characteristics of a healthy
improvement in ability
staggered every 10
family, including effective
to teach/model
weeks with
communication, support,
behaviors to help
overlapping starts so
respect, and shared values.
children become
that referrals do not
healthy and sufficient
have to wait more
adults. Tool: pre- vs
than 5 weeks.
post -retrospective test
Retrospective pre-
(7-pt Likert)
test Post-test is given
on week 10. Fathers
Challenges is given
on Weeks 3-10 and
Protective Factors on
week 3 and 10..
Activity 2 M/F learn to address
M/F will show a 45% (M/F classes staff)
Classes are
effective co -parenting for
improvement in ability
staggered every 10
children's well-being.
to teach/model
weeks with
Prioritizing the emotional
behaviors to help
overlapping starts so
and psychological health of
children become
that referrals do not
their children.
healthy and sufficient
have to wait more
adults. Tool: pre- vs
than 5 weeks.
post -retrospective test
Retrospective pre-
(7-pt Likert)
test Post-test is given
on week 10. Fathers
Challenges is given
on Weeks 3-10 and
Protective Factors on
week 3 and 10..
Activity 3 M/F learn to recognize that
M/F will show a 45% (M/F classes staff)
Classes are
parenting is not part-time,
improvement in ability
staggered every 10
and children require
to teach/model
weeks with
continually encouragement,
behaviors to help
overlapping starts so
support and optimism.
children become
that referrals do not
healthy and sufficient
have to wait more
adults. Tool: pre- vs
than 5 weeks.
post -retrospective test
Retrospective pre-
(7-pt Likert)
test Post-test is given
on week 10. Fathers
Challenges is given
on Weeks 3-10 and
Protective Factors on
week 3 and 10..
Activity 4 M/F taught to understand
M/F will show a 45% (M/F classes staff)
Classes are
childhood development, the
improvement in ability
staggered every 10
emotional needs of children
to teach/model
weeks with
at various stages of
behaviors to help
overlapping starts so
development and ways to
children become
that referrals do not
connect.
healthy and sufficient
have to wait more
adults. Tool: pre- vs
than 5 weeks.
post -retrospective test
Retrospective pre-
(7-pt Likert)
test Post-test is given
on week 10. Fathers
Challenges is given
on Weeks 3-10 and
Protective Factors on
week 3 and 10..
Activity 5 M/F are taught to develop a
M/F will show a 45% (M/F classes staff)
Classes are
clear vision and plan for the
improvement in ability
staggered every 10
kind of adult they want their
to teach/model
weeks with
child to become.
behaviors to help
overlapping starts so
children become
that referrals do not
healthy and sufficient
have to wait more
adults. Tool: pre- vs
than 5 weeks.
post -retrospective test
Retrospective pre-
(7-pt Likert)
test Post-test is given
on week 10. Fathers
Challenges is given
on Weeks 3-10 and
Protective Factors on
week 3 and 10..
Outcome
3
Activity 1 M/F learn to identify healthy M/F will show 55% (M/F classes staff)
Classes are
coping mechanisms and improvement in their
staggered every 10
conflict resolution strategies ability to set healthy
weeks with
within the family. coping skills such as
overlapping starts so
decision making,
that referrals do not
problem solving and
have to wait more
boundary setting.
than 5 weeks.
Tool: pre- vs post-
Retrospective pre -
retrospective test (7-pt
test Post-test is given
Likert)
on week 10. Fathers
Challenges is given
on Weeks 3-10 and
Protective Factors on
week 3 and 10..
Activity 2
M/F identify and discuss
M/F will show 55%
(M/F classes staff)
Classes are
extreme risk factors that
improvement in their
staggered every 10
contribute to family violence,
ability to set healthy
weeks with
i.e. substance abuse,
coping skills such as
overlapping starts so
untreated mental health
decision making,
that referrals do not
issues, and financial stress.
problem solving and
have to wait more
boundary setting.
than 5 weeks.
Tool: pre- vs post-
Retrospective pre -
retrospective test (7-pt
test Post-test is given
Likert)
on week 10. Fathers
Challenges is given
on Weeks 3-10 and
Protective Factors on
week 3 and 10..
Activity 3
M/F are taught how healthy
M/F will show 55%
(M/F classes staff)
Classes are
boundaries promote self-
improvement in their
staggered every 10
respect, clear
ability to set healthy
weeks with
communication, and mutual
coping skills such as
overlapping starts so
respect in relationships.
decision making,
that referrals do not
problem solving and
have to wait more
boundary setting.
than 5 weeks.
Tool: pre- vs post-
Retrospective pre -
retrospective test (7-pt
test Post-test is given
Likert)
on week 10. Fathers
Challenges is given
on Weeks 3-10 and
Protective Factors on
week 3 and 10..
Activity 4
M/F explore different types
M/F will show 55%
(M/F classes staff)
Classes are
of boundaries including
improvement in their
staggered every 10
physical, emotional, and
ability to set healthy
weeks with
interpersonal relationships.
coping skills such as
overlapping starts so
decision making,
that referrals do not
problem solving and
have to wait more
boundary setting.
than 5 weeks.
Tool: pre- vs post-
Retrospective pre -
retrospective test (7-pt
test Post-test is given
Likert)
on week 10. Fathers
Challenges is given
on Weeks 3-10 and
Protective Factors on
week 3 and 10..
Activity 5
M/F learn proper discipline
M/F will show 55%
(M/F classes staff)
Classes are
skills that provide coaching
improvement in their
staggered every 10
and instruction instead of
ability to set healthy
weeks with
punishment.
coping skills such as
overlapping starts so
decision making,
that referrals do not
problem solving and
have to wait more
boundary setting.
than 5 weeks.
Tool: pre- vs post-
Retrospective pre -
retrospective test (7-pt
test Post-test is given
Likert)
on week 10. Fathers
Challenges is given
on Weeks 3-10 and
Protective Factors on
week 3 and 10..
Outcome
4
Activity 1 M/F focus on mindful
awareness and emotional
regulation to manage their
emotions, reducing stress,
better decision making and
more control over emotional
responses.
M/F will show 50%
improvement in ability
to understand the
effects of physical,
emotional, verbal, and
sexual abuse on them
and their children.
Tool: pre- vs post -
retrospective test (7-pt
Likert)
Activity 2 M/F Address the effects and M/F will show 50%
trauma of domestic violence improvement in ability
and are provided with the to understand the
knowledge to offer support effects of physical,
and seek help when needed. emotional, verbal, and
sexual abuse on them
and their children.
Tool: pre- vs post -
retrospective test (7-pt
Likert)
Activity 3 M/F learn the effects of
trauma on the brain and
nervous system, including
complex trauma from
prolonged or repeated
exposure to trauma like
domestic violence.
Activity 4 M/F are taught the definition
and explanation of domestic
abuse, including physical,
emotional, verbal, and
financial abuse. Discussion
of the cycle of violence and
the power dynamics that
often underlie abusive
relationships
M/F will show 50%
improvement in ability
to understand the
effects of physical,
emotional, verbal, and
sexual abuse on them
and their children.
Tool: pre- vs post -
retrospective test (7-pt
Likert)
M/F will show 50%
improvement in ability
to understand the
effects of physical,
emotional, verbal, and
sexual abuse on them
and their children.
Tool: pre- vs post -
retrospective test (7-pt
Likert)
(M/F classes staff)
(M/F classes staff)
(M/F classes staff)
(M/F classes staff)
Classes are
staggered every 10
weeks with
overlapping starts so
that referrals do not
have to wait more
than 5 weeks.
Retrospective pre-
test Post-test is given
on week 10. Fathers
Challenges is given
on Weeks 3-10 and
Protective Factors on
week 3 and 10..
Classes are
staggered every 10
weeks with
overlapping starts so
that referrals do not
have to wait more
than 5 weeks.
Retrospective pre-
test Post-test is given
on week 10. Fathers
Challenges is given
on Weeks 3-10 and
Protective Factors on
week 3 and 10..
Classes are
staggered every 10
weeks with
overlapping starts so
that referrals do not
have to wait more
than 5 weeks.
Retrospective pre-
test Post-test is given
on week 10. Fathers
Challenges is given
on Weeks 3-10 and
Protective Factors on
week 3 and 10..
Classes are
staggered every 10
weeks with
overlapping starts so
that referrals do not
have to wait more
than 5 weeks.
Retrospective pre-
test Post-test is given
on week 10. Fathers
Challenges is given
on Weeks 3-10 and
Protective Factors on
week 3 and 10..
Activity 5 M/F are taught the Duluth M/F will show 50% (M/F classes staff) Classes are
Wheel of Violence and non- improvement in ability staggered every 10
violence to reveal alternative
to understand the
weeks with
ways of being in a
effects of physical,
overlapping starts so
relationship free of violence
emotional, verbal, and
that referrals do not
and controlling behavior.
sexual abuse on them
have to wait more
and their children.
than 5 weeks.
Tool: pre- vs post-
Retrospective pre -
retrospective test (7-pt
test Post-test is given
Likert)
on week 10. Fathers
Challenges is given
on Weeks 3-10 and
Protective Factors on
week 3 and 10..
Outcome
5
Activity 1 M/F learn how to navigate 30% of M/F will show M/F Classes Staff, Francisco Mentor Navigation is
the CPS/Family Court
improvement in
Hernandez, Reggie Moss &
available to M/F in
system. This includes
Protective Factors,
Sheri Leyva mentor -navigators.
FOCUS+ for 6
learning how to
across multiple
months in conjunction
communicate effectively with
domains, including
with classes. Classes
stakeholders (Caseworkers,
enhanced parent
are staggered every
judges, attorneys, CASA
skills and efficacy,
10 weeks with
volunteers, foster
increased self-
overlapping starts so
pare nts).Applying best
sufficiency, improved
that referrals do not
practices for child visitation.
personal well-being,
have to wait more
Scheduling, attending, and
healthier relationships
than 5 weeks.
completing all services
and expanded access
Retrospective pre -
outlined in their family plan.
to vital resources.
test Post-test is given
Court room etiquette.
Tool: Protective
on week 10. Fathers
Attending all scheduled
Factors Survey. 3.
Challenges is given
meetings and court
Fathers will show a
on Weeks 3-10 and
hearings. Achieving or
70% decrease in risk
Protective Factors on
maintaining stable
factors. Tool: Father's
week 3 and 10..
employment and housing.
Challenges Survey "
Activity 2 M/F decrease imminent
30% of M/F will show
M/F Classes Staff, Francisco
Mentor Navigation is
safety risks to their children.
improvement in
Hernandez, Reggie Moss &
available to M/F in
This includes assessment of Protective Factors,
Sheri Leyva mentor -navigators.
FOCUS+ for 6
challenges and risks that
across multiple
months in conjunction
can lead to child
domains, including
with classes. Classes
abuse/neglect. SMART goal
enhanced parent
are staggered every
planning to address
skills and efficacy,
10 weeks with
challenges, behavior skills
increased self-
overlapping starts so
training, crisis intervention,
sufficiency, improved
that referrals do not
and mentoring.
personal well-being,
have to wait more
healthier relationships
than 5 weeks.
and expanded access
Retrospective Pre-
to vital resources.
test Post-test is given
Tool: Protective
on week 10. Fathers
Factors Survey. 3.
Challenges is given
Fathers will show a
on Weeks 3-10 and
70% decrease in risk
Protective Factors on
factors. Tool: Father's
week 3 and 10..
Challenges Survey
Activity 3 M/F increase Protective
30% of M/F will show
M/F Classes Staff, Francisco
Mentor Navigation is
Factors to decrease
improvement in
Hernandez, Reggie Moss &
available to M/F in
probability of child
Protective Factors
Sheri Leyva mentor -navigators.
FOCUS+ for 6
abuse/neglect. This includes
across multiple
months in conjunction
assessment. Training M/F
domains, including
with classes. Classes
to increase resilience,
enhanced parent
are staggered every
develop social connections,
skills and efficacy,
10 weeks with
increase access to concrete
increased self-
overlapping starts so
support, increase knowledge
sufficiency, improved
that referrals do not
of parenting and child
personal well-being,
have to wait more
development, increase
healthier relationships
than 5 weeks.
nurturing and attachment to
and expanded access
Retrospective pre -
children.
to vital resources.
test Post-test is given
Tool: Protective
on week 10. Fathers
Factors Survey. 3.
Challenges is given
Fathers will show a
on Weeks 3-10 and
70% decrease in risk
Protective Factors on
factors. Tool: Father's
week 3 and 10..
Challenges Survey
Activity 4 M/F get an overview of the 30% of M/F will show M/F Classes Staff, Francisco Mentor Navigation is
reunification process,
improvement in Hernandez, Reggie Moss &
available to M/F in
including what to expect
Protective Factors, Sheri Leyva mentor -navigators.
FOCUS+ for 6
while children are in foster
across multiple
months in conjunction
care, what they can do to
domains, including
with classes. Classes
get the children to return
enhanced parent
are staggered every
home and what to expect
skills and efficacy,
10 weeks with
after they return home.
increased self-
overlapping starts so
sufficiency, improved
that referrals do not
personal well-being,
have to wait more
healthier relationships
than 5 weeks.
and expanded access
Retrospective Pre-
to vital resources.
test Post-test is given
Tool: Protective
on week 10. Fathers
Factors Survey. 3.
Challenges is given
Fathers will show a
on Weeks 3-10 and
70% decrease in risk
Protective Factors on
factors. Tool: Father's
week 3 and 10..
Challenges Survey "
Activity 5 Work with the M/F mentor- 30% of M/F will show M/F Classes Staff, Francisco Mentor Navigation is
navigators to assess needs
improvement in Hernandez, Reggie Moss &
available to M/F in
and offer referrals to connect Protective Factors, Sheri Leyva mentor -navigators.
FOCUS+ for 6
parents to resources
across multiple
months in conjunction
necessary for reunification
domains, including
with classes. Classes
such as transportation,
enhanced parent
are staggered every
employment, housing, drug
skills and efficacy,
10 weeks with
counseling, mental health
increased self-
overlapping starts so
services, etc.
sufficiency, improved
that referrals do not
personal well-being,
have to wait more
healthier relationships
than 5 weeks.
and expanded access
Retrospective Pre-
to vital resources.
test Post-test is given
Tool: Protective
on week 10. Fathers
Factors Survey. 3.
Challenges is given
Fathers will show a
on Weeks 3-10 and
70% decrease in risk
Protective Factors on
factors. Tool: Father's
week 3 and 10..
Challenges Survey
Total
Budget Narrative
Budget
Description
Quantity
Category
What is the
Measure/Unit
Use only
expense?
approved
Describe the
(Hours, FTE,
budget
expense and
supplies,
categories
why it is needed
etc.)
B. Salary
Bob Robinson -
30% FTE
Pres/CEO,
Quantity Cost/Rate Year 1
(How CCPD
many are (cost per Requested
needed?) item) Amount
Total Year
Year 2 Year 3
1-3
CCPD CCPD
CCPD
Requested Requested
Expenses
Amount Amount
Requested
1.00 $ $ $ $ $
27,000.00 27,000.00 27,000.00 27,000.00 81,000.00
Program
Oversight,
Funding and
contract
management,
reporting,
Management of
FOCUS+ Fathers
staff
B. Salary
Don Mansfield -
Sr. Chaplain
Family Law
Center. Liaison to
Family IV-D, and
Diversion Courts -
Responsible for
outreach and
scheduling for
referrals from
Courts. Also
teaches classes.
Offices in Family
Courts.
B. Salary
Clayton Dunning -
Fort Worth
(West)
Coordinator
FOCUS+
Fathers -
responsible for
day-to-day
program classes
and outreach to
caseworkers
B. Salary
Francisco
Hernandez -
Mentor Navigator
FOCUS+
Francisco
Hernandez -
Mentor -Navigator.
Fathers lead
FTW. Assess
needs, offer
referrals to
connect fathers to
resources.
Increase
protective and
decrease risk
factors.
B. Salary
Reggie Moss -
Mentor -Navigator
- FTW - Assess
needs, offer
referrals to
connect fathers to
resources.
Increase
protective and
decrease risk
factors.
B. Salary
Eric Romero -
Spanish class
30% FTE
30% FTE
30% FTE
1.00 $ $ $ $ $
20,506.00 20,506.00 20,506.00 20,506.00 61,518.00
1.00 $ $ $ $ $
14,400.00 14,400.00 14,400.00 14,400.00 43,200.00
1.00 $ $ 0.00 $ 0.00 $ 0.00 $ 0.00
15,167.00
30% FTE 1.00 $ $ 0.00 $ 0.00 $ 0.00 $ 0.00
14,832.00
10% FTE 1.00 $ 690.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00
facilitator,
engagement and
classes.
B. Salary
Greg Bunch -
20% .5 FTE
FOCUS+ Fathers
Class Facilitator -
Leads discussion
in weekly
classes. makes
weekly wellness
calls to fathers
between classes
refer to Mentor -
Navigation as
needed..
B. Salary
Gabe McLane -
20% .5 FTE
engagement
specialist - builds
trust with parents
referred to
FOCUS+ Fathers
FTW, provides
info, resolve
concerns,
encourage
participation,
schedules fathers
for classes.
B. Salary
Diane M. Davis -
30% FTE
Women's
Program Director -
responsible for
reporting, delivery
of classes and
scheduling,
management of
FOCUS+ for
Mother's staff.
B. Salary
Marie Luong -
30% FTE
FOCUS+ Mothers
Program
Coordinator.
FOCUS+ Mothers
- responsible for
day-to-day
program classes
and ou treach
B. Salary
Tina Crawford -
30%1/2 FTE
FOCUS+ for
Mothers Mentor-
Navigator -
Assess needs,
Offer referrals to
connect Mothers
to resources,
increase
protective factors
for Mothers.
B. Salary
Sheri Leyva -
48.9% FT E
Mentor Navigator
FOCUS+ Mothers
- Assess needs,
offer referrals to
connect mothers
1.00 $ $ 0.00 $ 0.00 $ 0.00 $ 0.00
1,656.00
1.00 $ $ 0.00 $ 0.00 $ 0.00 $ 0.00
1,403.00
1.00 $ $ $ $ $
16,067.00 16,067.00 16,067.00 16,067.00 48,201.00
1.00 $ $ 0.00 $ 0.00 $ 0.00 $ 0.00
14,025.00
1.00 $ $ 0.00 $ 0.00 $ 0.00 $ 0.00
6,000.00
1.00 $ $ $ $ $
22,028.00 22,028.00 22,028.00 22,028.00 66,084.00
to resources.
Increase
protective and
decrease risk
factors.
B. Salary Gloria Neafus-
75% .25 FT
1.00
$
$ 0.00
$
0.00
$ 0.00
$
0.00
Class facilitator
4,140.00
FTW - FOCUS+
Mothers -
facilitates weekly
classes, makes
weekly wellness
calls, and refers
mothers to
mentor -navigation
as needed.
B. Salary Teonna Wade -
30% FTE
1.00
$
$ 0.00
$
0.00
$ 0.00
$
0.00
Engagement
7,800.00
Specialist - build
trust with Mothers
referred ,
providing info,
resolving
concerns,
encouraging
participation and
scheduling for
classes.
D. Travel 500 miles per
miles
6000
$
$ 0.00
$
0.00
$ 0.00
$
0.00
month X 12 mos
miles
3,000.00
= 6000 miles x
$.50 Travel to
classes,
meetings, court
with clients
F. Supplies Equipment rental,
supplies
30%
$
$ 0.00
$
0.00
$ 0.00
$
0.00
maintenance,
26,339.00
utilities and IT
services
J. Indirect all operations,
indirect
10%
$
$ 0.00
$
0.00
$ 0.00
$
0.00
facilities and
19,505.00
administration -
Intake
specialists -
process referrals -
gather data and
input into Social
Solutions
Database
A Revenue DFPS/CPS
Revenue
20%
$
$
$
$
$
0.00
portion of contract
71,200.00
funding for FTW
parents served
A. Revenue OCOK portion of
Revenue
20%
$
$
$
$
$
0.00
contract for FTW
27,175.00
parents
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EXHIBIT A: SCOPE OF WORK — PROJECT PLAN
Agency Name: NewDay Services for Children & Family
Project Type: Program Grant
Project Title: FOCUS+ (Families Offering Children Unfailing Support + Mentor Navigation)
CCPD Goal Reduce crime through intervention nroiects.
Outcome 1 80% out of 500 (annual) Focus+ FFM/FFF participants will show improvement in one of 9 domains as demonstrated by
the retrospective pre and post -survey.
1. Fathers/Mothers will show improvement in their ability to control attitudes/actions rather than controlling other
people outside their control.
2. Fathers/Mothers will show improvement in their ability to teach/model behaviors to help their children become
healthy and self-sufficient.
3. Fathers/Mothers will show improvement in their ability to set healthy coping skills such as: decision making,
problem solving, and boundary setting.
4. Mothers will show improvement in their ability to understand the effects of physical, emotional, verbal, and
sexual abuse on them and their children.
5. Fathers/Mothers will show improvement in ability to Co -Parent with other caregivers in a healthy way.
6. Fathers/Mothers will show improvement in their ability to connect and communicate with their children at
different stages of development.
7. Fathers/Mothers will show improvement in their ability to respond calmly to conflict between each other.
8. Fathers/Mothers will show improvement in ability to provide age -appropriate discipline that provides coaching
and instruction instead of harsh punishment.
9. Fathers/Mothers will show improvement in their ability to model proper behavior and character traits that they
want their children to exhibit.
77% out of 175 (annual) (525 over 3-year grant) Mentor Navigator participants will show improvement in Protective
Outcome 2 factors (Parent skills and efficacy, self-sufficiency, improved personal well-being, healthy relationships, and access to
resources.)
Focus+ Program (FFM/FFF)
Participants will attend FFM/FFF
class sessions for 2 hours/sessions for
10 weeks and receive one-on-one
assistance as needed, and will reflect
improvement in their abilities to
control actions and attitudes, set
healthy coping skills, understand and
1. 500 Unduplicated Participants in
FFM/FFF program each year or
1500 for the 3-year grant.
[500 unduplicated participants per
year or total of 1,500 over 3 years
that reside in Fort Worth Zip
Codes and enroll in cohort
Facilitators
Contract Term: April 1, 2024 —
March 31, 2027
Recruitment is ongoing throughout
the program year.
Referrals are ongoing, during the
year.
recognize physical, verbal and sexual
abuse, set boundaries, and respond
calmly to conflict with other
caregivers or co -parents.
FFM/ FFF Facilitators will identify
needs of participants, collaborate and
network with organizations in the
community that provide resources
and services and working with
participants requesting additional
resources and services. Facilitators
will also contact participants that drop
out of class, work with the case
manager when necessary to reengage
participants for makeup classes.
Mentor Navigators
Clients are referred following
motivational interviewing or self -
refer when in crisis
Tasks are completed as determined by
needs. Mentor -navigators will
uncover any obstacles that will keep
mothers from being successful in
their program. I.e: housing,
transportation, substance abuse, food
insecurity, etc.
classes. Enrollment report
(Apricot)]
50% out of 500 Pre and Post
surveys collected annually or
1500 over 3-years will show
improvement in ability to control
their attitudes and actions rather
than trying to control people or
things outside their control.
3. 75% out of 500 (annual or 1500
for 3-years) of FFM/FFF
participants graduated.
[Graduation rate determined by
attending 8 out of 10 classes —
Case notes (Apricot)]
Number of Facilitator Weekly
Check Ins: Once per person per
week minimum. Tracked in
facilitator notes and checked by
Coordinator. Tied to facilitator
pay. Must make calls.
4. 35% of 175 (per year or 525 for
3-years) Participants will
complete a Protective Factor's
survey and will ask for additional
support each year to find
resources, and request help with
completing service plan.
(525 over the 3-year grant).
Tracked in Apricot database.]
[Based on number of MN
Referrals.
Mentor Navigators
Weekly/weekly minimum
Contract Term: April 1, 2024 —
March 31, 2027
Ongoing referrals
Service plans completed within 6-
month period
Motivational Interviews conducted at
the initial engagement and then on a
frequent basis based on client needs
and progress
5. 100% out of 500 participants will
complete a Service Plan.
[Service plans completed for all
clients.]
6. _100% of 500 participants will
receive a Motivational Interview.
[Interviews are done with initial
engagement and then weekly or
more frequently as needed and
client progresses.]
7. NewDay will complete at least 2
check -ins per month totaling 24
yearly check -ins.
Mentor Navigation activities will
be tracked in Apricot.
Mentor Check -Ins will occur as
needed, if additional obstacles are
discovered.
Crime Control and Prevention District
Program Grants
EXHIBIT B - Budget Narrative
New Day
DESCRIPTION/JUSTIFICATION
IR"FNU,resents
QUANTITY QUANTITY MEASURE
RATE
LYEAR 1
YEAR 2
YEAR 3
•
total revenue for programs across our organization)
A. SALARY
I I I
Chaplain Family Law Center. Liaison to Family IV-D, and Diversion Courts -
Responsible for outreach and scheduling for referrals from Courts. Also teaches
0.30
FTE
$20,506.00
$20,506.00
$20,506.00
$20,506.00
11
classes. Offices in Family Courts.
Fort Worth (West) Coordinator FOCUS+ Fathers -responsible for day-to-day program
0.30
FTE
$14,400.00
$14,400.00
$14,400.00
$14,400.00
1111
classes and outreach to caseworkers
VP of Programs- responsible for reporting, delivery of classes and scheduling,
0.30
FTE
$19,500.00
$19,500.00
$19,500.00
$19,500.00
11 11
management of FOCUS+ Mother's/Father's staff.
Mentor Navigator FOCUS+ Mothers - Assess needs, offer referrals to connect mothers
0.35
FTE
$15,750.00
$15,750.00
$15,750.00
$15,750.00
1 11
to resources. Increase protective and decrease risk factors.
FOCUS+ Mothers Engagement Specialist -responsible for initial engagement referrals
0.31
FTE
$13,044.00
$13,044.00
$13,044.00
$13,044.00
1 1
engaged and placed in classes. Followup on participants that drop out.
FOCUS+Mothers Coordinator - responsible for day-to-day program classes and
0.35
FTE
$16,800.00
$16,800.00
$16,800.00
$16,800.00
1 11 11
outreach to caseworkers.
1
' II III II
B. FRINGE
1 11
1 11
1 11
uILkyj Do ILIA•11
'.I 11
C. TRAVEL & TRAINING
1 11
1 11
1 11
•
I I 1
'. I I I
D. EQUIPMENT
1 11
1 11
1 11
• I'
1
', I I I
E. SUPPLIES
1 11
1 11
1 11
F. CONSULTING/CONTRACTING
1 11
1 11
1 11
1
1'• 1 ' Y
I'• 1 •1
'.I II
G. SUB -GRANTS
1 11
1 11
1 11
1
I I I
H.00CUPANCY
1 11
1 11
1 11
1
1
I I I
INDIRECT
1 11
1 11
1 11
1 1
111
Total Program Expenses
$300,000.00
Total Requested from CCPD
$300,000.00
FORT WORTH®
CRIME CONTROL
AND PREVENTION DISTRICT
Submit To:
By Email:
PSM@fortworthtexas.gov
Mail:
Bob Bolen Public Safety Complex
Attn: Contract Compliance Specialist
Financial Management Division
505 West Felix St.
Fort Worth, TX 76115
Budget Category
A
Budget Amount
Exhibit C
Request for Reimbursement (RFR)
FY 2024
Submitting Agency: NewDay Services for Childen & Families
Contact Name:
Betsy Holland
Phone Number:
817-926-9499
Email:
betsv(a)newdayservices.ora
Remit Address:
6816 Camp Bowie Blvd W. Ste 112 Fort Worth TX 76116
Invoice Number:
Month of Request:
DIRECT COSTS (90 % Minimum)
B C
Total of Previous This Month's
Reimbursements
Requested Request
D
(B+C)
Total Requested
To -Date
E
(A-D)
Remaining Balance
Available
A Personnel
$300,000.00
$
$ 300,000.00
B Fringe Benefits
$ -
$ -
C Travel & Training
$ -
$ -
D Equipment
$
$
E Supplies
$
$
F Contracts/Consultants
$ -
$ -
G Sub -Awards
$
$
H Occupancy
$ -
$ -
Total Direct Costs
$ 300,000.00
$ $
$
S 300,000.00
INDIRECT COSTS (10 % Maximum)
A B C D E
Total of Previous This Month's
Budget Category Budget Amount Reimbursements Request Total Requested Remaining Balance
Requested To -Date Available
Total InDirect Coats $ - $ - $ -
Supporting documents required with monthly requests. Summary:
See Requestfor Reimbursement Instructions for reference Total Budget: $ 300,000.00
Previous Requests: $ -
This Request: $ -
Total Requested To -Date $ -
Remaining Funds $ 300,000.00
I have reviewed this request and certify that these listed expenses and support documentation are accurate.
Authorized Signatory Signatory Title Date
Fiscal Agent Use Only
7 Purchase Order # Fund Dept ID Account
= RFR Approved For Payment (Forth Worth Police Department CCPD Staff Use Only)
Reviewed by: Approved by:
Grant Staff Signature Date Grant Staff Signature Date
Finance Received Stamp Placed Below
Agency Name:
Person to Contact for Corrections:
Contact Phone Number for Corrections:
Email Address for Corrections:
Contract Term:
EXHIBIT D - PERFORMANCE REPORT
Section I. Agency Information
NewDay Services for Children & Families
Betsy Holland
817-926-9499
betsvCo)newdayservices.orq
TERM
Authorized Executive Signor: CONTACT
Section II. Program Information
CCPD Goal (s): Reduce crime through prevention projects
Reduce crime through intervention projects
Project Description NewDay will provide our FOCUS+ program for 500 FTW mothers/fathers involved in CPS, Family,
IV-D or Diversion Courts with children in foster care or at risk of removal from the home. When
parents are empowered to protect and nurture their children well, children, families, and our
communities are stronger and safer. Our goal is reunification in a safe, loving home.
Section II. Quarterly Outcomes - Overall Performance
Annual
1st Qtr
2nd Qtr
3rd Qtr
4th Qtr
Year -to-
Percentage
Outcome Measure and Description
Performance
Total
Total
Total
Total
Date
Complete (%)
Goal
80% out of 500 (annual) Focus+ FFM/FFF
participants will show improvement in one of 9
domains as demonstrated by the retrospective pre
0 0 0 0 0
400
0.00%
and post -survey.
77% out of 175 (annual) Mentor Navigator
participants will show improvement in Protective
factors (Parent skills and efficacy, self-sufficiency,
improved personal well-being, healthy relationships,
0 0 0 0 0
134
0.00%
and access to resources.) (525 over 3-year grant)
Section II. Participant Activity - Overall Performance
Annual
1st Qtr
2nd Qtr
3rd Qtr
4th Qtr
Year -to-
Percentage
Project Plan Activities
Performance
Total
Total
Total
Total
Date
Complete (%)
Goal
500 Unduplicated Participants in FFM/FFF program
each year (1500 for the 3-year grant)
0 0 0 0 0
500
0.00%
50% out of 500 Pre and Post surveys collected
annually will show improvement in ability to control
their attitudes and actions rather than trying to
0 0 0 0 0
250
0.00%
control people or things outside their control. (1500
over 3-years)
75% out of 500 of FFM/FFF participants graduated.
(1500 for 3-years)
0 0 0 0 0
375
0.00%
35% of 175 per year Participants will complete a
Protective Factor's survey and will ask for additional
support each year to find resources, and request
0 0 0 0 0
61
0.00%
help with completing service plan. (525 for 3-years)
500 participants will complete a Service Plan
0 0 0 0 0
500
0.00%
500 participants will receive a Motivational
Interview
0 0 0 0 0
500
0.00%
NewDay will complete at least 2 check -ins per
month totaling 24 yearly check -ins.
0 0 0 0 0
24
0.00%
Section I. Agency Information
Agency Name: NewDay Services for Children & Families
Person to Contact for Corrections: Betsy Holland
Contact Phone Number for Corrections: 817-926-9499
Email Address for Corrections: betsy@newdayservices.org
Reporting Period:
Contract Term TERM
rized Executive Signor: CONTACT
W
Section II. Program Information
CCPD Goal (s): Reduce crime through prevention projects
(Reduce crime through intervention projects
Project Description
NewDay will provide our FOCUS+ program for 500 FTW mothers/fathers involved in CPS, Family, IV-
D or Diversion Courts with children in foster care or at risk of removal from the home. When
parents are empowered to protect and nurture their children well, children, families, and our
communities are stronger and safer. Our goal is reunification in a safe, loving home.
Section II. Quarterly Outcomes - Overall Performance
Annual
Percentage
Outcome Measure and Description
APR
MAY
JUN
Q1 Totals
Performance Goal
Complete (%)
80% out of 500 (annual) Focus+ FFM/FFF
participants will show improvement in one of 9
0
400
0.00%
domains as demonstrated by the retrospective
pre and post -survey.
77% out of 175 (annual) Mentor Navigator
participants will show improvement in
Protective factors (Parent skills and efficacy,
self-sufficiency, improved personal well-being,
0
134
0.00%
healthy relationships, and access to resources.)
(525 over 3-year grant)
Section II. Participant Activity - Overall Performance
Annual
Percentage
Project Plan Activities
APR
MAY
JUN
Q1 Totals
Performance Goal
Complete (%)
900 Unduplicated Participants in FFM/FFF
program each year (1500 for the 3-year grant)
0
500
0.00%
90% out of 500 Pre and Post surveys collected
annually will show improvement in ability to
control their attitudes and actions rather than
0
250
0.00%
trying to control people or things outside their
control. (1500 over 3-years)
Quarterly Narrative Questions
Please provide detailed commentary on your projects progress for this quarter. If needed, you
Instructions: may attach a separate page for responses.
Describe major accomplishments achieved in
implementing the project. Highlight specific
aspects of the project contributing to its
success.
Describe any challenges (i.e. frustrations,
barriers, disappointments) in implementing the
project and how they were addressed or
resolved.
What has the project revealed about the
organization's capacity to address the
identified CCPD goals outlined in the contract?
On the tab labeled "Zip Codes", please provide
zip code data for program participants for this
Certification : I have reviewed the above financial and program performance for this quarter. I verify that the enclosed report materials accurately
reflect the status of the aforementioned program/project.
Name:
Title
Date:
Section I. Agency Information
Agency Name: NewDay Services for Children & Families
Person to Contact for Corrections: Betsy Holland
Contact Phone Number for Corrections: 817-926-9499
Email Address for Corrections: betsy@newdayservices.org
Reporting Period:
Contract Term TERM
rized Executive Signor: CONTACT
W
Section II. Program Information
CCPD Goal (s): Reduce crime through prevention projects
(Reduce crime through intervention projects
Project Description
NewDay will provide our FOCUS+ program for 500 FTW mothers/fathers involved in CPS, Family, IV-
D or Diversion Courts with children in foster care or at risk of removal from the home. When
parents are empowered to protect and nurture their children well, children, families, and our
communities are stronger and safer. Our goal is reunification in a safe, loving home.
Section II. Quarterly Outcomes - Overall Performance
Annual
Percentage
Outcome Measure and Description
JULY
AUG
SEPT
Q2 Totals
Performance Goal
Complete (%)
80% out of 500 (annual) Focus+ FFM/FFF
participants will show improvement in one of 9
0
400
0.00%
domains as demonstrated by the retrospective
pre and post -survey.
77% out of 175 (annual) Mentor Navigator
participants will show improvement in
Protective factors (Parent skills and efficacy,
self-sufficiency, improved personal well-being,
0
134
0.00%
healthy relationships, and access to resources.)
(525 over 3-year grant)
Section II. Participant Activity - Overall Performance
Annual
Percentage
Project Plan Activities
IULY
AUG
SEPT
Q2 Totals
Performance Goal
Complete (%)
900 Unduplicated Participants in FFM/FFF
program each year (1500 for the 3-year grant)
0
500
0.00%
1910% out of 500 Pre and Post surveys collected
annually will show improvement in ability to
control their attitudes and actions rather than
0
250
0.00%
trying to control people or things outside their
control. (1500 over 3-years)
75% out of 500 of FFM/FFF participants
graduated. (1500 for 3-years)
0
375
0.00%
35% of 175 per year Participants will
complete a Protective Factor's survey and will
ask for additional support each year to find
0
61
0.00%
resources, and request help with completing
service plan. (525 for 3-years)
500 participants will complete a Service Plan
0
500
0.00%
500 participants will receive a Motivational
0
500
0.00%
Interview
NewDay will complete at least 2 check -ins per
month totaling 24 yearly check -ins.
0
24
0.00%
Quarterly Narrative Questions
7Instructions:
Please provide detailed commentary on your projects progress for this quarter. If needed, you
-
I may attach a separate page for responses.
Describe major accomplishments achieved in
implementing the project. Highlight specific
aspects of the project contributing to its
success.
Describe any challenges (i.e. frustrations,
barriers, disappointments) in implementing the
project and how they were addressed or
resolved.
What has the project revealed about the
organization's capacity to address the
identified CCPD goals outlined in the contract?
On the tab labeled "Zip Codes", please provide
zip code data for program participants for this
reporting period.
Certification : I have reviewed the above financial and program performance for this quarter. I verify that the enclosed report materials accurately
reflect the status of the aforementioned program/project.
Name: Date:
Title:
Section I. Agency Information
Agency Name: NewDay Services for Children & Families
Person to Contact for Corrections: Betsy Holland
Contact Phone Number for Corrections: 817-926-9499
Email Address for Corrections: betsy@newdayservices.org
Reporting Period:
Contract Term TERM
rized Executive Signor: CONTACT
Section II. Program Information
W
CCPD Goal (s): Reduce crime through prevention projects
(Reduce crime through intervention projects
Project Description
NewDay will provide our FOCUS+ program for 500 FTW mothers/fathers involved in CPS, Family, IV-
D or Diversion Courts with children in foster care or at risk of removal from the home. When
parents are empowered to protect and nurture their children well, children, families, and our
communities are stronger and safer. Our goal is reunification in a safe, loving home.
Section II. Quarterly Outcomes - Overall Performance
Outcome Measure and Description
OCT
NOV
DEC
Q3 Totals
Annual
Percentage
Performance Goal
Complete (%)
80% out of 500 (annual) Focus+ FFM/FFF
participants will show improvement in one of 9
domains as demonstrated by the retrospective
0
400
0.00%
pre and post -survey.
77% out of 175 (annual) Mentor Navigator
participants will show improvement in
Protective factors (Parent skills and efficacy,
self-sufficiency, improved personal well-being,
0
134
0.00%
healthy relationships, and access to resources.)
(525 over 3-year grant)
Section II. Participant Activity - Overall Performance
Project Plan Activities
OCT
NOV
DEC
Q3 Totals
Annual
Percentage
Performance Goal
Complete (%)
900 Unduplicated Participants in FFM/FFF
program each year (1500 for the 3-year grant)
0
500
0%
®0% out of 500 Pre and Post surveys collected
annually will show improvement in ability to
control their attitudes and actions rather than
0
250
0%
trying to control people or things outside their
control. (1500 over 3-years)
75% out of 500 of FFM/FFF participants
graduated. (1500 for 3-years)
0
375
0%
35% of 175 per year Participants will
complete a Protective Factor's survey and will
ask for additional support each year to find
resources, and request help with completing
service plan. (525 for 3-years)
500 participants will complete a Service Plan
500 participants will receive a Motivational
Interview
NewDay will complete at least 2 check -ins per
month totaling 24 yearly check -ins.
0
61
0%
0
500
0%
0
500
0%
0
24
0%
Quarterly Narrative Questions
Please provide detailed commentary on your projects progress for this quarter. If needed, you
Instructions: may attach a separate page for responses.
Describe major accomplishments achieved in
implementing the project. Highlight specific
aspects of the project contributing to its
success.
Describe any challenges (i.e. frustrations,
barriers, disappointments) in implementing the
project and how they were addressed or
resolved.
What has the project revealed about the
organization's capacity to address the
identified CCPD goals outlined in the contract?
On the tab labeled "Zip Codes", please provide
zip code data for program participants for this
Certification : I have reviewed the above financial and program performance for this quarter. I verify that the enclosed report materials accurately
reflect the status of the aforementioned program/project.
Name: Date:
Title:
Section I. Agency Information
Agency Name: NewDay Services for Children & Families
Person to Contact for Corrections: Betsy Holland
Contact Phone Number for Corrections: 817-926-9499
Email Address for Corrections: betsy@newdayservices.org
Reporting Period:
Contract Term TERM
rized Executive Signor: CONTACT
W
Section II. Program Information
CCPD Goal (s): Reduce crime through prevention projects
(Reduce crime through intervention projects
Project Description
NewDay will provide our FOCUS+ program for 500 FTW mothers/fathers involved in CPS, Family, IV-
D or Diversion Courts with children in foster care or at risk of removal from the home. When
parents are empowered to protect and nurture their children well, children, families, and our
communities are stronger and safer. Our goal is reunification in a safe, loving home.
Section II. Quarterly Outcomes - Overall Performance
Outcome Measure and Description
JAN
FEB
MAR
Q4 Totals
Annual
Percentage
Performance Goal
Complete (%)
80% out of 500 (annual) Focus+ FFM/FFF
participants will show improvement in one of 9
domains as demonstrated by the retrospective
0
400
0.00%
pre and post -survey.
77% out of 175 (annual) Mentor Navigator
participants will show improvement in
Protective factors (Parent skills and efficacy,
self-sufficiency, improved personal well-being,
0
134
0.00%
healthy relationships, and access to resources.)
(525 over 3-year grant)
Quarterly Narrative Questions
Project Plan Activities
JAN
FEB
MAR
Q4 Totals
Annual
Percentage
Performance Goal
Complete (%)
B00 Unduplicated Participants in FFM/FFF
program each year (1500 for the 3-year grant)
0
500
0%
SO% out of 500 Pre and Post surveys collected
annually will show improvement in ability to
control their attitudes and actions rather than
0
250
0%
trying to control people or things outside their
control. (1500 over 3-years)
75% out of 500 of FFM/FFF participants
graduated. (1500 for 3-years)
0
375
0%
35% of 175 per year Participants will
complete a Protective Factor's survey and will
ask for additional support each year to find
0
61
0%
resources, and request help with completing
service plan. (525 for 3-years)
500 participants will complete a Service Plan I 0 500 0%
500 participants will receive a Motivational
0 500 0%
Interview
NewDay will complete at least 2 check -ins per
0 24 0%
month totaling 24 yearly check -ins.
Quarterly Narrative Questions
Please provide detailed commentary on your projects progress for this quarter. If needed, you
Instructions: may attach a separate page for responses.
Describe major accomplishments achieved in
implementing the project. Highlight specific
aspects of the project contributing to its
success.
Describe any challenges (i.e. frustrations,
barriers, disappointments) in implementing the
project and how they were addressed or
resolved.
What has the project revealed about the
organization's capacity to address the
identified CCPD goals outlined in the contract?
On the tab labeled "Zip Codes", please provide
zip code data for program participants for this
reporting period.
Certification : I have reviewed the above financial and program performance for this quarter. I verify that the enclosed report materials accurately
reflect the status of the aforementioned program/project.
Name: Date:
Title:
Zip Code RepOF
;;Section I. Agency Information
W1.me:::::AM
I Project Title:
I
Contact Phone Number for Corrections:
I
Email Address for Corrections:
I
Number of Participants
Zip Code
Q1 Q2 Q3 Q4
Total
1 76101
01
1 76102
01
1 76103
01
1 76104
01
1 76105
01
1 76106
01
1 76107
01
1 76108
01
1 76109
01
1 76110
01
1 76111
01
1 76112
01
1 76113
01
1 76114
01
1 76115
01
1 76116
01
1 76118
01
1 76119
01
1 76120
01
1 76121
01
1 76122
01
1 76123
01
1 76124
01
1 76126
01
1 76129
01
1 76130
01
1 76131
01
1 76132
01
1 76133
01
1 76134
01
1 76135
01
1 76136
01
1 76137
01
1 76140
01
1 76148
01
1 76150
01
1 76155
01
1 76161
01
1 76162
01
1 76163
01
1 76164
01
1 76177
01
1 76178
01
1 76179
01
1 76181
01
1 76185
01
1 76191
01
1 76192
01
1 76193
01
1 76195
01
1 76196
01
1 76197
01
1 76198
01
1 76199
01
Initials (per
quarter)
(Oct -Nov -Dec) (Jan -Feb -Mar) (Apr -May -Jun) (Jul -Aug -Sept)
Certification: I have reviewed the above financial and program requirements. I verify that the enclosed report materials
accurately reflect the status of the aforementioned program/project.
Exhibit E:
Crime Control and Prevention District
REQUEST FOR BUDGET M IFICATION
Fiscal Year 2024
Date
Submitting Agency NewDay Services for Children & Families
Contact Name Betsy Holland
Phone Number and Email 817-926-9499
Remit Address 6816 Camp Bowie Blvd W. Ste 112 Fort Worth TX 76116
Budget Category
A.
Personnel
B.
Fringe Benefits
C.
Travel and Training
D.
Equipment
E.
Supplies
F.
Contracts/Consultants
G.
Sub -Awards
H.
Occupancy
Total
Direct Costs
DIRECT COSTS (90% minimum)
Approved Budget
Change Requested
Revised Budget
I INDIRECT COSTS 10% maximum)
Approved Budget Change Requested I Revised Budget
Modification Narrative (describe in detail what change is for)
I have reviewed this request and certify that the listed modifications are correct.
Authorized Signatory
Signatory Title
Date
FWPD STAFF USE ONLY
❑ Modification Approved ❑ Modification NOT Approved
FWPD Staff Signature Date
FY24 — CCPD Grants
Corrective Action Plan
Exhibit F:
Crime Control and Prevention District
CORRECTIVE ACTION PLAN
In order to complete this form, please pull out the finalized Monitoring Results. Please detail the intended actions and
timeline in which corrective action will be completed. It is advisable that all corrections to procedure be formalized by a
policy document approved by the governing board. Additional Instructions are below.
ITEM ID
MONITORING
FINDING
CORRECTIVE ACTION
RESPONSIBLE
PERSON
TARGET
COMPLETION
DATE
SECTION - #
FIN - 1
PERS - 2
ADM - 3
List the CCPD Improvemen
Comment here
Detail the corrective action to be
taken.
Designate a person to
ensure completion
Designate a target
date to complete the
action
Authorized Representative Signature
Name of Authorized Representative — Please Print
Date
City of Fort Worth, Texas
Mayor and Council Communication
DATE: 03/26/24 M&C FILE NUMBER: M&C 24-0252
LOG NAME: 35CCPD PROGRAM GRANTS Q1 2024
SUBJECT
(ALL) Authorize Execution of Contracts with Advocates for Community Transformation, Communities in Schools of Greater Tarrant County,
Journey4ward and NewDay Services for Children and Families from the Crime Control & Prevention District Community Based Programs Fund in
the Total Program Amount of $1,191,600.00 to Operate Crime Prevention Programming that Benefits Fort Worth Residents
RECOMMENDATION:
It is recommended that the City Council authorize the execution of contracts with Advocates for Community Transformation, Communities in
Schools of Greater Tarrant County, Journey4ward and NewDay Services for Children and Families from the Crime Control & Prevention District
Community Based Programs Fund in the total program amount of $1,191,600.00 to operate crime prevention programming that benefits Fort
Worth residents.
DISCUSSION:
Crime Control and Prevention District (CCPD) Community Based Programs provide funding to agencies that are recommended by a selection
panel and then approved by the CCPD Board of Directors (Board). This panel consisted of staff and community representatives who evaluated
the proposals to ensure minimum qualifications were met and that the proposed projects met one or more of the goals of the Board.
On February 27, 2024, the Board reviewed and approved the recommendation to fund four crime prevention programs. The following programs'
awards total up to $1,191,600.00 and are funded by the CCPD Community Based Fund. The four programs will have a contract term of April 1,
2024 through March 31, 2027 with no renewals.
Funding will be allocated as follows to each agency in Fiscal Year 2024 on a reimbursement basis:
Advocates for Community Transformation (ACT) ($300,000.00) will implement their program called "Collaborative Legal Advocacy Solution to
High Crime in Fort Worth". ACT uses the civil justice system to create neighborhood safety. The agency collaborates with both local community
partners and city stakeholders (police, city attorney, code). ACT will reach out to 1869 Fort Worth residents in Como, Northside, Highland Hills,
Stop Six, and East Side neighborhoods. By shutting down 200 active drug houses alongside residents, ACT will intervene in violent crime, prevent
future crime, and strengthen community/police relationships. Funding will be used to compensate an advocate manager and staff attorneys. This
program will serve participants from Council Districts 2, 3, 5, 6, 8, 9, 10 and 11.
Communities in Schools of Greater Tarrant County (CIS) ($300,000.00) will implement their program "Case Management and Crime
Prevention for At -Risk Students in Tarrant County". CIS works with contracted schools to provide case management services for at -risk students
dealing with barriers to academic success. Adverse Childhood Experiences in the home like abuse, neglect and violence are frequently carried
into the classroom. CIS is student -focused to create solutions that lead to a greater sense of belonging. CIS will serve Fort Worth ISD schools in
zip codes 76104, 76105, 76106, 76112, 76133 and 76119. Funding will be used to compensate three Vice Presidents, a Director, transportation
costs and project supplies. This program will serve participants from Council Districts 2, 3, 4, 5, 6, 7, 8, 9, and 11.
Journey4Ward ($291,600.00) will implement "Journey4Ward Counseling Program". The program aims to restructure at -risk youth's distorted
thinking and perception, significantly reducing crime by addressing underlying factors contributing to criminal behavior with the tools and support
they need to make positive choices and ultimately reduce crime. The agency will provide services to participants from all Districts, where most of
their client base is situated in zip codes 76112, 76119, 76140, 76105, 76115, 76103, 76104 and 76134. Funding will be used to compensate a
Counselor, Community Advocate/Outreach Coordinator, and computer and office supplies. This program will serve participants from ALL
COUNCIL DISTRICTS.
NewDay Services for Children & Families ($300,000.00) will implement FOCUS+ parenting program for 500 Fort Worth mothers and fathers
involved in Child Protective Services, Family, IV-D (Child Support) or Diversion Courts with children in foster care or at risk of removal from the
home. FOCUS+ teaches positive coping strategies to parents in order to create a safer home for children. The program will serve participants
from all Districts, with majority of clients coming from Western Hills (76116), White Settlement (76108), Handley Area (76112), Sansom Park
(76114), and Polytechnic (76107). The program's goal is reunification in a safe, loving home. Funding will be used to compensate personnel
responsible for the FOCUS program. This program will serve participants from Council Districts 2, 3, 4, 5, 6, 7, 8, and 9.
Funding is budgeted in the CCPD Community Based Fund for the CCPD Community Based Programs Department for the purpose of funding the
CCPD Community Base Program FY24 project, as appropriated.
FISCAL INFORMATION / CERTIFICATION:
The Director of Finance certifies that funds are available in the current capital budget, as previously appropriated, in the CCPD Community Based
Fund for the CCPD Community Based Prgm FY24 project to support the approval of the above recommendation and execution of the contract.
Prior to any expenditure being incurred, the Police Department has the responsibility to validate the availability of funds.
Submitted for Citv Manaaer's Office bv: William Johnson 5806
Oriainatina Business Unit Head: Neil Noakes 4212
Additional Information Contact: Elizabeth Garza 5571
Lily Alexandra Acosta 4236