HomeMy WebLinkAboutContract 64094CSC No. 64094
AGREEMENT FOR EMERGING PARTNERS PROGRAM
HELPING OTHERS PRIORITIZE EDUCATION (HOPE) INITIATIVE, INC.
PROGRAM GRANT
FISCAL YEARS 2025 -2028
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 Helping Others Prioritize Education
(HOPE) Initative, Inc., a Texas non-profit corporation ("Contractor"), acting by and through
Dr. Robert C. K. Harper, its duly authorized Chief Executive Officer.
RECITALS
WHEREAS, City has determined that Emerging Partners Programs are necessary to
support crime prevention in the City during Fiscal Years 2025 -2028 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 Emerging Partners Program called
Beyond Change: Building Safer Communities ("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 -Budget Modification Form
7. E�iibit F— Corrective Action Plan Form
The exhibits, 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 Helping Others Prioritize Education (HOPE) Initative,
Inc., 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. Resnonsibilities 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 E�iibit "B". Program activities and quarter measures shall be reported in accordance with
Exhibit "D"- Program Performance Report.
2. Pro�ram 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 C). The E�iibit 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:
AgencyName_InvoiceNumber ReportingQuarter-Year
RFR submissions will include expense documentation that is legible, detailed, clear and
concise. The submitted RFR shall include the Exhibit D Program 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 PSMn,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 the 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 Renortin� 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— Program Performance Report per the following schedule:
Activity/Expenses Report is Due on
occurring in the following the 15th of:
months:
October — December Janua
Janua — March A ril
A ril — June Jul
Jul — Se tember October
Contractor agrees Exhibit C and E�iibit D reports shall be submitted to City no later than the 15tn
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 15th 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 July 15, 2028. 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 Bud�et Modification Approvals 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 Bud�et 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 Dav to Approve Modifications The last day the City will approve a Budget
Modification for this agreement is May O1, 2028.
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 PSM cr,fortworthtexas.�ov, 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.
2.14 Match Repuirement If applicable, Contractor agrees that for any amount awarded in
excess of $300,000 in CCPD funds will be required to contribute matching funds which shall be
25% of the total Program Funds as outlined in Section 2.1. Matching funds must be for the sole
purpose of paying or reimbursing costs associated with the program scope as outlined in Exhibit
B. Contractor agrees to report matching funds along with request for reimbursement
documentation as outlined in Section 2.
3. Term
3.1 This Agreement shall commence upon July 1, 2025 ("Effective Date"), and shall end on
September 30, 2028 ("End Date").
With the exception of an extension, as outlined in Section 3.2, all of Contractor's expenditures and
program services under this Agreement must be completed during the project term period July O1,
2025 — June 30, 2028. The City reserves the right to withhold the final Request for Reimbursement
until all required documents have been provided by the Contractor to the City. All final reports for
this agreement must be received by July 15, 2028.
3.2 Request for Extension The City in its sole and exclusive discretion may extend the End
Date of this Agreement for any reason, including but not limited to an extension in order for the
Contractor to conclude all work and fulfill objectives set forth in Exhibit A. The Contractor agrees
that this is not an increase of funds. To request an extension, Contractor must provide written
justification for the request no later than April 15, 2028. The City reserves the right to decline any
eXtension request that is not in the best interest of the City.
3.3 Liquidation Period Contractor agrees that no additional costs can be incurred after June
30, 2028. Contractor has until August 31, 2028 to liquidate accrued expenditures that occurred
during the project term period July O1, 2025 — June 30, 2028. To receive reimbursement,
Contractor agrees to report liquidated expenses using the Exhibit C form and provide backup
documentation by August 31, 2028.
4. Program Performance Renort
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 Report Contractor agrees to provide a Program Performance
Report (E�iibit D) in Excel format 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 2.4.
4.3 Corrective Action Plan Contractor agrees to complete a Corrective Action Plan
("CAP") in the event of two (Z) consecutive failed quarterly 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 E�iibit C and E�iibit 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".
4.4 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.
4.5 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.
4.6 The final E�iibit D- Program Performance Report will be due July 15, 2028.
4.7 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 affected 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. Equipment 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 cos�
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
E�iibit 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. Liabilitv and Indemnification
CONTRACTOR SHALL BE LIABLEAND 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 THEEXTENT CAUSED BYTHENEGLIGENTACT(S) OR OMISSION(S),
MALFEASANCE OR INTENTIONAL MISCOND UCT 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,
INCL UDING, 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 A�ainst 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 NON-
DISCRIMINATION 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, 100 Fort Worth
Trail, 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.
179 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
100 Fort Worth Trail
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
100 Fort Worth Trail
Fort Worth, TX 76102
CONTRACTOR: Helping Others Prioritize Education (HOPE) Initative, Inc.
Dr. Robert Harper, Chief Executive Officer
539 W. Commerce St #602
Dallas, TX 75208
19. Counterparts: Electronicallv Transmitted Si�nature
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 (pd� or similar image) shall be deemed to be an original signature hereto.
20. Immi�ration 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 2271 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 Chapter 2271 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.
22. Prohibition on Discrimination A�ainst 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.
23. Prohibition on Bovcotting Ener�v Comnanies
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.
24. Electronic Signatures
This Agreement may be executed by electronic signature, which will be considered as an original
signature for all purposes and have the same force and effect as an original signature. For these
purposes, "electronic signature" means electronically scanned and transmitted versions (e.g. via
pdf file or facsimile transmission) of an original signature, or signatures electronically inserted via
software such as Adobe Sign.
[SIGNATURE PAGE FOLLOWS]
[REMAINDER OF THIS PAGE IS INTENTIONALLY LEFT BLANK]
Effective as of the date signed by the Assistant City Manager below.
City:
By:
Name: William Johnson
Title: Assistant City Manager
Date: 10/06/2025
CONTRACTOR:
Helping Others Prioritize Education (HOPE)
Initative, Inc.
'R.tfbe-rt--HA,rper By: Robert Harper (Oct 2, 202510:31':38 CDT)
Name: Dr. Robert Harper
Title: Chief Executive Officer
Date: 10/02/2025
CITY OF FORT WORTH INTERNAL ROUTING PROCESS:
Approval Recommended:
By: Ro�ct 6, 2025 09:57:48 CDT)
Name: Robert A. Alldredge Jr.
Title: Executive Assistant Chief of Police
Date: 10/06/2025
Approved as to Form and Legality:
By:
Name: Amama Muhammad
Title: Assistant City Attorney
Date: 10/02/2025
Contract Authorization:
M&C: 25-0760
1295: 2025-1301575
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: Jaycee Shane
Title: CCPD Partners Manager
Date: 10/03/2025
City Secretary:
By:
Name: Jannette S. Goodall
Title: City Secretary
Date: 10/07/2025
FORTWORTHo
Powered bv ZoomGrantsT"' and
Fort Worth Police Department
CCPD Partners - Program Grants
Deadline: 3/5/2025
Helping Others Prioritize Education (HOPE) Initiative, Inc.
Beyond Change: Building Safer Communities
Jump to: Concept Paper Narrative Project Plan Uploaded Documents
$ 300,000.00 Requested
Submitted: 1/24/2025 5:19:47 AM
(Pacific)
Project Contact
Dr. Robert Harper
robertckharper amail.com
Tel: 214.259.6060
Additional Contacts
none entered
Concept Paper t�
Helping Others Prioritize
Education (HOPE)
Initiative, Inc.
Telephone214.259.6060
Fax
539 W. Commerce St #602 �/eb
Dallas, TX 75208
United States
CEO
Dr. Robert Harper
drharper e_the-hope-
initiative.ora
1. Agency Legal Name
Helping Others Prioritize Education (HOPE) Initiative, Inc.
2. Contact Person Name, Phone, Email
Dr. Robert Harper, 214.259.6060, drharper@the-hope-initiative.org
3. Agency's Annual Non-CCPD Revenue
$140,267
4. What Districts will this project serve?
Check all that apply.
'�S District 2
'�S District 3
Ir.� District 4
'�: District 5
'��E District 6
I_! District 7
'�S District 8
'�S District 9
I�.� District 10
www.the-hope-
initiative.org
District 11
5. What is the mission of your agency?
To provide equal access to educational and workforce opportunities for individuals living in under-
resourced communities. Through strategic partnerships, we improve educational equality and address
issues of national concern regarding community safety.
6. What is the target group for this project?
The target group for this project is youth and young adults ages 13-19 who live near one of Fort Worth's
community centers in Areas of Concentrated Poverty (ACP) located in Ft. Worth Council District 2,
District 3, District 5, District 6, District 8 and District 9.
For decades, community centers have served as a thriving hub of activities for transition-age youth and
their families. Throughout the years, they have been symbolically known as a safe space where community
members can access a variety of programs. Community centers create the perfect setting for life
readiness and police/community relations programs, providing positive development and fostering trust
with youth and young adults of the community.
The role of community centers is especially crucial for communities that lack programming to build safer
communities. This project is designed to provide nonenforcement activities to build rapport with officers,
create youth-focused strategies for violence prevention and promote workforce readiness to reduce
interaction with the criminal justice system. In targeting teenagers, program offerings will be an effective
conduit in building relationships with law enforcement, preventing youth from committing crimes, and
increasing school-to-employment opportunities.
7. What is the crime/safety problem you are addressing?
The issue being addressed is the rising involvement of youth in criminal activity within Fort Worth's Areas
of Concentrated Poverty (ACP), particularly in Council Districts 2, 3, 5, 6, 8, and 9. These areas
consistently report elevated rates of juvenile offenses, including theft, vandalism, drug-related crimes, and
violent incidents. Data from Fort Worth's Juvenile Services reveals that a significant number of these
offenses are committed by youth between the ages of 13 and 19, with recidivism rates also on the rise.
Contributing factors include economic deprivation, limited access to recreational spaces, and weakened
trust between youth and law enforcement. Fort Worth Police data indicates that juvenile arrests in ACP
areas have increased by 12% in the last three years, further substantiating the urgency of addressing this
issue.
8. What are the causes of the crime/safety problem identified in the previous question?
Several interrelated factors contribute to this issue:
• Economic Hardship: Many families in ACP districts struggle with poverty, unemployment, and housing
instability, creating environments where crime becomes a coping mechanism or means of survival for
youth. These challenges limit access to educational and workforce opportunities.
• Limited Youth Engagement: ACP areas have a shortage of structured, affordable programs that provide
youth with life and career readiness, positive role models, and productive ways to spend their free time.
Without these, youth are more likely to engage in delinquent behavior.
• Lack of Trust in Law Enforcement: Historical tensions between law enforcement and residents,
particularly in ACP neighborhoods, have led to strained police-community relations. Youth in these areas
often see police as adversaries rather than partners in creating safer communities.
• High School Dropout Rates: These districts also see disproportionately high dropout rates, with nearly
30% of students in some areas failing to complete high school. Dropping out significantly raises the
likelihood of youth becoming involved in criminal activity, as they lack both education and job prospects.
9. How does your strategy address those causes?
This project will utilize a comprehensive, community-centered approach to address these causes. By
partnering with local centers—trusted institutions in these neighborhoods—we will create safe spaces for
teens to engage in positive development and life readiness programs. Specific strategies include:
• Workforce Readiness Programs: Our initiative will offer work-based experiences, internships, and
workshops that focus on college and career preparedness. By aligning these opportunities with real-world
job market needs, youth will have a direct pathway to gainful employment, reducing their likelihood of
engaging in criminal behavior.
• Police-Community Collaboration: We will establish programs in partnership with local law enforcement
where officers serve as mentors, not just enforcers. Activities like joint community service projects,
dialogue sessions and team-building exercises will work to build trust, humanize law enforcement and
foster constructive relationships between police and youth.
• Expanded Safe Space Programs: Community centers will host extended hours for after-school
programs, sports, and mentorship initiatives that provide structured, supervised environments for youth,
minimizing their exposure to risky behaviors.
• School Support & Engagement: We will collaborate with local schools to identify at-risk students and
provide them with educational support services, character development and pathways to alternative
education and post-secondary options.
10. What measurable impact will your strategy have related to crime and safety?
Our program design will lead to the following measurable outcomes:
• Reduce Youth Crime: We aim to reduce youth crime by at least 10% in participating districts over 3
years. This will be measured through collaboration with FWPD, tracking arrests among program
participants and overall juvenile crime rates in targeted districts.
• Increased Trust in Police: We expect a 25% increase in youth participation in police-community
activities, which will be measured through pre/post surveys capturing shifts in attitudes toward officers, as
well as tracking attendance at police-sponsored events. These surveys will assess changes in perception
of police and increased pro-social behavior.
• Workforce Readiness: At least 30% of program participants will secure employment or enroll in post-
secondary education within 6 months of completing program and high school graduation. This will be
measured by tracking participant progress through demographic information, program attendance and
retention records, as well as post-program follow-ups.
• Positive Skill Development: Pre/post surveys will also assess changes in skills such as conflict
resolution, teamwork, and communication. These skills will be evaluated through self-reporting by
participants, parents and mentors, alongside observations by program staff.
By using diverse measuring tools, we will ensure a comprehensive assessment of the program's
effectiveness in reducing youth crime and improving overall community safety.
Narrative t�
1. Please select the CCPD Goal(s) your project addresses.
Ir.� Reduce crime through prevention projects
I..�! Reduce crime through intervention projects
I_! Increase safety through Direct Neighborhood Projects
'_�� Increase safety through youth crime prevention projects
'�S Increase safety through youth crime intervention projects
2. Select entity type
'�S Public Non-Profit
3. Please select the Funding Priority your project addresses
'��� Emerging Priorities - Police Community Relations, Violent Crime Prevention, Foster Care,
Adjudicated Youth & Adults
IJ Mission Priorities - After School programs, Gang intervention, Victim Services
4. Which Council Districts will this project serve?
Mark all that apply.
'��` District 2
':�: District 3
I! District 4
':�: District 5
':�: District 6
I_� District 7
':�: District 8
'�S District 9
I_� District 10
Ir.� District 11
5. Provide a brief summary of your project's activities and objectives (up to 375 characters).
Beyond Change: Building Safer Communities combines key components of Youth & Officer Interaction,
Mentoring & Life Readiness, College & Workforce Readiness and Community Engagement to deter
juvenile criminal behavior. Through workshops and community events, this project aims to reduce youth
crimes, increase public safety and trust, and enhance college/workforce readiness.
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 latest released U.S. Census numbers show that Ft. Worth had the second-largest population gain
nationwide in 2023, adding 21,365 new residents. This population boom has inched the city closer to
overtaking Austin as the fourth largest Texas city and this surge has moved the city closer to the one
million population mark. Policed by nearly 1,900 peace officers (2024), the Ft. Worth community has
experienced an uptick in violent crime in the past few years. According to the FBI's National Incident-
Based Reporting System, in 2022, Ft. Worth had 502 violent crimes per 100,000 residents, compared to
higher rates in other Texas cities. In 2023, the number of violent crimes per 100,000 residents increased
slightly to 506. Furthermore, the National Incident-Based Reporting System reported that the third quarter
crime data report from 2024 indicates a 3.5% increase in overall offenses from July-September. In
comparison to the third quarter data from 2023 which shows a 0.2% increase in Crimes Against Persons,
5.3% in Crimes Against Property, and 0.8% in Crimes Against Society.
The most recent data from the US Census Bureau shows that the poverty rate in Ft. Worth is slightly higher
than the national rate. It was reported that 12.9% of Ft. Worth residents lived in Areas of Concentrated
Poverty (ACP) in 2019-2023. In addition, data shows that high crime rate disproportionately affects ACP
by impacting public safety, quality of education, employment opportunities, youth development, and
participation in community capacity building. According to the National Vital Statistics System-Mortality
data, youth violence (threats with weapons, bullying and gang-related aggression) has increased and is a
leading cause of death and injuries of young people (ages 12-19).
The crime and safety problem being addressed is the increasing involvement of youth in criminal activity
within Ft. Worth's ACP, particularly in Council Districts 2, 3, 5, 6, 8, and 9. These areas consistently
experience higher rates of juvenile offenses, including theft, vandalism, drug-related crimes, and violent
incidents. According to data from Fort Worth Juvenile Services, a significant proportion of these offenses
are committed by youth aged 13 to 19, with recidivism rates steadily climbing.
Key contributing factors include economic deprivation, lack of access to structured recreational
opportunities, and diminished trust between youth and law enforcement. The scarcity of safe and
engaging spaces exacerbates feelings of disengagement and vulnerability among at-risk youth, leading
many to seek connection through harmful activities. Additionally, socio-economic challenges in these
districts further limit access to positive role models and support systems.
7. What is the target population? Please include characteristics to describe their circumstances
and how the crime or safety situation affects them.
The target group for this project is youth and young adults ages 13-19 who live in Areas of Concentrated
Poverty (ACP) located in Ft. Worth Council Districts 2, 3, 5, 6, 8 and 9. Fort Worth Police Department
(FWPD) statistics highlight a 12% increase in juvenile arrests within ACP areas over the past three years,
underscoring the urgency of intervention. This troubling trend is compounded by anecdotal reports from
community organizations and schools, which frequently cite an increase in youth disengagement,
absenteeism, and behavioral issues as precursors to criminal involvement. Addressing these
interconnected factors is critical in fostering safety and reducing youth crime in Ft. Worth.
Furthermore, juvenile crime in Ft. Worth reflects broader trends seen in larger cities across the country.
Various factors contribute to juvenile crime rates, including socio-economic conditions, access to quality
education, family dynamics, and community resources. Far too often, this population becomes involved in
offenses such as theft, vandalism, drug-related crimes, and violent offenses. The recent crime statistics in
the targeted Council Districts highlight high risk areas, which can foster collaborative programming to
address the safety and wellbeing of Ft. Worth residents. Therefore, the Beyond Change project and its
prevention and innovative programs can play an integral part in supporting Partners with a Shared
Mission safety goals.
Understanding and addressing risk factors can help identify various opportunities for prevention programs
catered to the target population. Many families in ACP districts struggle with severe deprivation,
unemployment, single parenting, and housing instability. This creates an environment where crime
becomes a coping mechanism or means of survival for youth. When there's a lack of resources and over
exposure to risk factors, this vulnerable population is at a high risk of engaging in delinquent behavior.
Recent evidence showed that this age group is responsible for a substantial proportion of offenses in Ft.
Worth and to keep it from escalating, effective prevention is imperative. For that reason, the Beyond
Change project is designed to assist at-risk youth, law enforcement, and community organizations in
promoting positive change through preventing youth from committing crimes and increasing school-to-
employment opportunities. Its model combines the key components of Youth & Law Enforcement
Interaction, Mentoring & Life Readiness, College & Workforce Development and Community Engagement
to deter criminal behavior in Areas of Concentrated Poverty. This broad approach allows for these
collaborations to positively impact transition-age youth and their families which works towards helping Ft.
Worth to become one of the safest major cities in the United States.
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.
The Beyond Change project focuses on moving the community safety needle towards influencing positive
behaviors on public safety, increasing trust with officers, and impacting youth crime. This is accomplished
by implementing strategies such as education, employment, social skills development, and mentorship. In
partnering with FWPD and local community centers, this project will work to resolve crime and safety
problems with youth ages 13-19. It will have multiple touch points, both in-person and virtually, which
increases its scalability. Also, with the flexibility of this project and its adaptability to audiences of all ages,
over the next three years we aim to impact at least 1,000 teenagers. A byproduct of targeting this
population is parents and community members will also benefit, and during this timeframe we estimate
that at least 250 adults will participate in police-community relations activities.
Several contributing factors helped inform and shape the uniqueness of this project. For instance, funds
from the NFL Foundation and NBA Foundation allowed HOPE Initiative to work in concert with former
professional athletes to impact systemic social and civic change. From this work, an evidence-based
model was created with measurable outcomes. Program data revealed positive results and influenced
this project design to include social connectivity, prevention strategies, and college and workforce
preparedness. Another factor is the diverse team and partners which include thought leaders who have
varied life experiences and professional backgrounds, understand 21 st century policing, know how to
create safe environments, and use data to drive decisions and create solution-based programming.
What makes this project like other funded CCPD initiatives is that it aligns with the mission and vision of
Partners with a Shared Mission. We all have an intent to address CCPD's emerging priorities and
through our collective action, we can contribute to FWPD's goal to reduce crime and create a safe
environment for all residents.
The following include major activities offered through the project:
•Community Mobilization: Provides a framework for promoting safety awareness and prevention
strategies aimed at preventing and responding to risks that may impact community safety.
•Mirror Development: A train-the-trainer model where youth will be trained as practitioners by subject
matter experts and officers to educate the community about safety awareness and prevention strategies.
•Self-Discovery: Participants go through a series of self-discovery and career assessments to better
understand their attributes, interests, and preferences.
•Life Readiness: Provides youth with strategies to promote community wellbeing and tools for ongoing
pro-social behavior development.
•Community Action Project: Offers opportunities to participate in public safety discussions, evaluate
community risks and develop a solution-focused community project.
9. What are your anticipated results? Please include how the crime/safety situation will change
and how you will measure success.
The Beyond Change project is designed to create a measurable and lasting impact on youth crime
prevention and community safety. We aim to achieve the following outcomes:
1. Reduce Youth Crime: Our goal is to decrease youth crime by 10% in participating districts over three
years. Collaborating with FWPD, we will track juvenile crime rates and participant arrests, focusing on
offenses like theft, vandalism, and violent crimes. This reduction will be driven by structured interventions
such as mentorship programs, skill-building workshops, work-based experiences, and recreational
activities.
2. Increase Trust in Law Enforcement: We anticipate a 25% increase in youth participation in police-
community activities. Through events such as sports tournaments, community mobilization engagements,
and mentorship interactions with officers, we aim to strengthen relationships. Pre & post-surveys and
attendance records will measure shifts in youth attitudes and engagement with law enforcement, fostering
trust and pro-social behavior.
3. Enhance Workforce Readiness: At least 30% of program participants will secure employment or enroll
in post-secondary education within six months of completing the program. This will be achieved through
job-readiness workshops, partnerships with local businesses, and continued participant tracking post-
graduation.
4. Develop Positive Life Skills: Participants will gain critical competencies in conflict resolution, teamwork,
and communication, measured through self-assessments, visual documentation, and staff observations
during workshops.
By reducing youth crime, fostering trust, and building skills, we aim to create safer communities and
empowered individuals, with measurable results ensuring program accountability and success.
Furthermore, in determining overall impact, all programming will be evaluated using a four-step process.
First, goals and outcomes are defined for each engagement and activity. This is used to guide program
design and reporting. The second step is where information is collected using qualitative, quantitative,
and anecdotal data to measure the goals and objectives. By utilizing a variety of ineasurements, the focus
is on what data is needed to assess impact. Step three includes the analysis and interpretation of the
data. In this step, the information collected in step two is then applied to the desired outcomes. In step
four, the focus is on communication of the results, which allows for reflection, learning, and adjusting. From
this step, the effectiveness of each engagement can determine as well as the overall impact on public
safety and productive citizenship.
10. Why is your agency suited to lead this project? Please include your agency's experience,
mission, partnerships, and nature of your services.
Founded in 2019, HOPE Initiative is dedicated to increasing school-to-employment opportunities and
building safer communities where youth live, work and learn. The nonprofit values community-based
programs and as a result, it brings together partners and supporters to assist in delivering programs and
services. Through comprehensive college, career, and life readiness programs, it has a unique approach
to creating positive change in traditionally underserved neighborhoods. From high-impact workshops to
community-wide engagement programs, HOPE Initiative strives to build trust and foster positive
relationships between law enforcement and citizens, particularly transition-age youth. In creating
meaningful relationships and sustainability, this allows for HOPE Initiative to propel youth and young adults
into gainful employment which in turn has a positive impact on community safety.
The mission of HOPE Initiative aligns with CCPD's mission in that it utilizes partnerships to deliver
innovative programs to prevent youth crimes and increase safety in vulnerable communities. As a
strategic partner of several youth-serving organizations and law enforcement agencies, our nonprofit has
a proven track record of delivering successful programs in the areas of college readiness, workforce
development, mental health, civic engagement, youth-officer interactions, and public safety. In the past five
years, HOPE Initiative has partnered with several school districts including Fort Worth ISD, Atlanta ISD,
Daingerfield-Lone Star ISD, DeKalb ISD, Jefferson ISD, Liberty-Eylau ISD, and IDEA Southeast (Ft.
Worth). Our organization has provided programming for after-school programs and community
organizations such as Tarrant To and Through Partnership, Boys and Girls Club of Tarrant County, ACE,
4-H, NBRPA Dallas-Ft. Worth Chapter, and NFL Alumni Dallas-Ft. Worth Chapter. Our nonprofit has also
worked alongside higher-education institutions including Texas Christian University, Prairie View A&M
University, Texas A&M University Texarkana, and Texas College. In addition, HOPE Initiative has
collaborated with the City of Linden, TX and the City of Daingerfield, TX to enhance police-community
relations, and has received endorsements from the following police departments: Fort Worth Police
Department, Arlington Police Department, Dallas Police Department, Mansfield Police Department
(Louisiana), Shreveport Police Department, and Texarkana Arkansas Police Department.
The HOPE Initiative team members are culturally competent, hold advanced degrees and credentials, and
have over 80 years of combined experience working with at-risk populations, school districts, community
organizations, and police agencies. Through this vast array of experiences, HOPE Initiative is positioned
to have maximum impact through this funding opportunity.
11. What is your agency's mission? Please include how this project fits and how this project
was developed.
HOPE Initiative is a Texas-based nonprofit organization whose mission is to provide equal access to
educational and workforce opportunities for individuals living in under-resourced communities. Through
strategic partnerships, we improve educational equality and address issues of national concern regarding
community safety. HOPE Initiative uses its platForm to empower all partners to engage in discussions and
find solutions to community challenges. Whether it's strengthening college readiness, developing impact
programs, or enhancing community police relations, we help people and communities to become the best
version of themselves. We firmly believe that the formula for providing effective and impactful support
consists of collaborating with knowledgeable staff, committed stakeholders, and community partners to
help youth successfully transition into adulthood. Therefore, our overarching goal is to help by providing a
comprehensive collection of innovative programs and engaging activities that communities, organizations
and law enforcement agencies can use to align resources and actions with their goals.
During the 2020 civil unrest, HOPE Initiative's team of subject matter experts developed a program to
address challenges regarding social justice and racial understanding with communities of color and law
enforcement. This program, named Beyond Change, focused on bridging the gap between police and
youth to build trust, improve police community relations, and enhance public safety. Program offerings
included a series of workshops and engagements with an emphasis on 1) Community-based activities for
youth and officers to engage on a regular basis, 2) Learning prevention-based strategies and establishing
allies to build capacity, 3) Building partnerships with stakeholders and community organizations that
address issues related to public safety and wellbeing, and 4) Increasing school-to-employment
opportunities. As a result of non-enforcement programming in Ft. Worth, data show that 73% of students
and 88% of officers either agreed or strongly agreed with the statement that the Beyond Change project
increased trust among participants.
Outcomes from the Beyond Change project led HOPE Initiative to seek new grant opportunities to expand
its reach to get more transition-age youth and police access to positive non-enforcement programming.
Previous funding allowed for the development of a more comprehensive model which has been
implemented at numerous high schools and on college campuses. Specifically in Ft. Worth, and in
collaboration with FWPD, Beyond Change programming has been delivered at two middle schools, four
high schools, and one college. With a proven track record, Beyond Change has a solid foundation and fits
within the scope of CCPD Partners with a Shared Mission. Therefore, CCPD funding will tremendously
help the nonprofit to build on existing programs and lead efforts for wide-spread impact to build safer
communities in Ft. Worth.
12. What geographic area will you serve? Please include the relevant council districts, zip
codes, or neighborhoods that will be served by your project.
The Beyond Change: Building Safer Communities project will serve Ft. Worth communities in Areas of
Concentrated Property to reduce juvenile crime, foster constructive relationships between police and
youth, increase pro-social behavior, and address underlying conditions of FWPD's Violent Crime
Reduction Plan. The program already has a working relationship with FWPD through programming at high
schools in District 2, District 3, and District 4. With the goal of implementing the Beyond Change project in
12 community centers in three years, programming in specific districts will be strategically selected by
high crime areas. This process helps facilitate strategic growth, direction and long term `roll out' of
community center locations.
For this project, programming will be delivered in a total of six council districts which includes District 2,
District 3, District 5, District 6, District 8 and District 9. These districts were selected because of the high
number of juvenile offenses. According to 2023 data from Fort Worth Juvenile Services, there were over
1,800 youth arrested between the ages of 10 and 17. Specifically, there were 100 in District 2, 181 in
District 3, 175 in District 5, 156 in District 6, 121 in District 8 and 182 in District 9. This means that
teenagers living in these districts are at a higher risk of being exposed to and/or participating in criminal
activity. With such high crime rates, it is important to provide access to youth crime prevention and
community safety programs.
In addition, our ongoing partnerships with local high schools, churches, and community organizations, will
allows us to reach more residents through programming offerings at local community centers. IYs
imperative that this project includes multiple touch points with youth and their families to enhance
community-police relations. HOPE Initiative will track longitudinal data for Districts served by the project
and present findings and solution-based recommendations to FWPD and community stakeholders.
To ensure effective implementation across 12 community centers, there will be a three-tiered onboarding
process. This tiered approach consists of adding 4 community centers each year during the project
period. The following project timeline will be used during this 3-year project:
•Year 1: Program Implementation at 4 community centers in District 3 and District 9.
•Year 2: Program Implementation at 4 community centers in District 5 and District 6.
•Year 3: Program Implementation at 4 community centers in District 2 and District 8.
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.
The Beyond Change: Building Safer Communities project is one of HOPE Initiative's police-community
relations programs that provide non-enforcement activities to build rapport with officers, create youth-
focused strategies for violence prevention, and promote workforce readiness to reduce interaction with
the criminal justice system. The nonprofit has other comprehensive programs, such as Character and
Career Academy, Project G.A.M.E., and Higher Education Ministry, so fundraising for this project will be
program specific and supported by HOPE Initiative's comprehensive marketing efforts. Grants are either
donor directed or, if no program is specified, funds are allocated towards the unrestricted fund account
and distributed to a program based on need. Fundraising efforts come from a variety of revenue sources:
individual donors, corporations, faith-based institutions, campaigns like North Texas Giving Day, seasonal
requests (year-end giving), and state/government grants.
The program has been in partnership with FWPD since 2019 and previously had youth-officer
programming at four high schools in FWISD. Funding includes a$25,000 gift from Harbourview
Foundation and $5,000 from a local business owner. In 2024, holiday contributions of gift cards totaling
$21,500 was received from Walmart, Cardinal Glass Industries, churches and individuals. These
relationships and committed supporters ensure sustainability and the continuation of programming after
CCPD funding expires.
The following are previous funders who have contributed to Beyond Change initiatives:
•Players Coalition -$25,000 (Community Safety for Student Athletes)
•NFL Foundation - $50,000 (Youth-Officer Programs)
•NBA Foundation -$25,000 (School-to-Employment for High School Students)
•Hogg Foundation - $54,000 (Mental Health and Wellness)
Beyond Change programing funds are supported by a myriad of in-kind volunteers. These volunteers
include former NBA and NFL players, police officers, community members, content experts, business and
industry leaders, the faith-based community, and other nonprofits. Based on all in-kind and volunteer hours
tracked in current Beyond Change programming, we project an estimated monthly in-kind officer and
citizen volunteer hours for this project to be 30-50 hours per month.
14. How will your project address a CCPD Funding Priority?
Please refer to Funding Priorities (Emerging Priority and Mission Priority) in RFP for more information.
HOPE Initiative's diverse team and partners understand the power of partnership and thrive on cultivating
meaningful and sustainable relationships with youth, community stakeholders, business leaders, and law
enforcement. This unique system of collaboration builds trust, helps reduce crime, addresses education
disparities, improves quality of life, and promotes positive change in disadvantaged communities. By
addressing city-wide issues surrounding juvenile crime and community safety, the Beyond Change project
delivers innovative programming to support crime prevention and improve youth and police interactions.
In alignment with CCPD's vision, the scope of services offered through this project enables HOPE
Initiative to address both emerging priorities and mission priorities. For example, there will be a series of
community engagement activities to include law enforcement personnel that will assist in strengthening the
police community relations priority. The Expanded Safe Space programming will be designed for youth to
engage in positive development and violence prevention programs. In addition, by partnering with Ft.
Worth's local community centers, this project will address the mission priority regarding afterschool
program through exposing youth to self-discovery assessments, work-based experiences, and pro-social
behavior workshops.
The following are engagements that address CCPD funding priorities:
Emerging Priorities
•Police Community Relations: Co-Produced Community Service Projects, Youth-Officer Panel
Discussions, Trust Building Exercises, Dialogue-to-Change Conversations
•Violent Crime Prevention: Police Mentors, Summer Youth Employment, Conflict Resolution & Coping
Skills, Mental Health & Wellness, Sports-Based Life Skills
Mission Priorities
•Afterschool Programs: Career Exploration, ACT Test Prep, College Readiness, Soft Skills Development
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.
Police officers will play a vital role in reaching the desired outcomes of this project. Learning from past
programs, it's imperative that an officer is part of the planning process. That said, the contact person for
this project is Officer Tracey Carter.
16. Agency Video Link (optional)
This question is not scored. Agencies that wish to submit a video to describe their program may do so
by uploading it to their preferred video hosting site (ex. YouTube, Vimeo, etc.) and providing the link.
https://youtu.be/Wd3XaN_rXfO
Project Plan t�
Project Plan Outcomes
Outcome Measurable Outcome Objective
Objective
How is it measured?
State what tool is used to track the
outcome.
Outcome Reduce Youth Crime: The project aims
Objective 1 to reduce youth crime by at least 10%
in participating districts over a 3-year
period.
Outcome Increase Trust in Police: The project
Objective 2 expects a 25% increase in youth
participation in police-community
activities.
Outcome Improve Public Safety: At least 70% of
Objective 3 program participants will identify and
explain their roles and responsibilities
in relation to public safety.
Outcome Enhance College Readiness: At least
Objective 4 70% of program participants will be
able to describe their educational
goals and enroll in post-secondary
education within 6 months of high
school graduation.
This will be measured through collaboration with
FWPD, tracking arrests among program
participants and overall juvenile crime rates in
targeted districts.
This will be measured through pre/post surveys
capturing shifts in attitudes toward officers, as
well as tracking attendance at co-produced
events with police officers. These surveys will
assess changes in perception of police and
increased pro-social behavior.
This will be measured by visual documentation
of facilitated discussions, reflection activities,
and youth-led teach-back activities.
This will be measured by self-exploration
software reports, academic performance and 6-
week report cards, high school transcripts, and
college acceptance letters.
Outcome Strengthen Workforce Pathways: At This will be measured by tracking service
Objective 5 least 30% of program participants will learning, job shadowing opportunities,
actively participate in work-based internships, apprenticeships, and paid
earning experiences.
Total
Project Plan Activities
Project Activity Summary
Plan Describe what will be
Activities done.
Outcome
Activity 1
Community Mobilization
Summits
•Safety Awareness—
youth collaborate with
police and community
organizations to explore
risks that may impact
community safety and
actively contribute to the
well-being of their
communities
Train-the-Trainer Model
•Mirror Development—
youth will be trained as
practitioners by subject
matter experts and
officers to educate the
community about safety
awareness and
prevention strategies
em
Activity Goals & Tools
Provide a quantifiable
goal for the activity.
State how it will be
People
Involved/Responsible
list who will carry out
activity
Timeline
provide
dates to
complete
activity
tracked.
A minimum of 80% of
participants will
understand effective
prevention strategies to
strengthen public safety
•Program Director
•Program Coordinator
•Subject Matter Experts
•FWPD Officers
•Community Volunteers
7/1 /2025—
6/30/2028
Activity 2
Activity 3
Activity 4
Activity 5
Outcome
2
Activity 1
Police-Youth Forums
• Town Hall
Discussions—Frank
and respectful dialog
that highlights
perspectives on
relationships between
police and youth
Activity 2 Trust Building
Engagements
Measurement Tool:
Pre/Post-Surveys
A minimum of 80% of
youth will present
information effectively,
respond to questions,
and lead activities that
reinforce public safety
strategies
•Program Director
•Program Coordinator
•Subject Matter Experts
•FWPD Officers
•Community Volunteers
7/ 1 /2025—
6/30/2028
Measurement Tool:
Teach-Back
Observation Rubric and
Visual Documentation
A minimum of 80% of
participants will
understand the
importance of dialogue-
to-change discussions
between youth and
police
•Program Director
•Program Coordinator
•Subject Matter Experts
•FWPD Officers
•Community Volunteers
7/1 /2025—
6/30/2028
Measurement Tool:
Pre/Post-Surveys
A minimum of 80% of •Program Director
youth and officers will •Program Coordinator
7/1 /2025—
6/30/2028
rs
Activity 3
Activity 4
Activity 5
Outcome
3
Activity 1
Activity 2
Activity 3
Activity 4
Activity 5
Outcome
4
Activity 1
Interactions—guided
trust building activities,
community policing
discussions, and mock
traffic stop activities
Community Service
Project
•Community Action—a
collaboration with youth,
officers, and community
leaders to address a
pressing community
issue
Mental Health &
Wellness Sessions
•Mental Strength
Seminar—introduce
strategies to build
mental toughness and
provide resources to
manage mental health
effectively
Intervention &
Prevention Workshops
•Positive Youth
Development —help
youth develop new
behavior skills and
provide strategies to
avoid conflict, redirect
energy and positive
decision making
College Readiness
Assessment Workshop
Series
•Self-Assessments—
help youth understand
their personality type,
demonstrate an
increase in trust on
post-survey data
•FWPD Officers
•Community Volunteers
Measurement Tool:
Pre/Post-Surveys
A minimum of 80% of
participants will
understand community
issues and participate
in a community service
project
•Program Director
•Program
Coordinator/Tracking
software administrator
•Subject Matter Experts
•FWPD Officers
•Community Volunteers
7/1 /2025—
6/30/2028
Measurement Tool:
Pre/Post-Surveys &
Attendance Records
A minimum of 30% of
youth will understand the
importance of inental
wellness and
demonstrate positive
attitudes towards
seeking mental health
support
•Program Director
•Program Coordinator
•Subject Matter Experts
•FWPD Officers
•Community Volunteers
7/1 /2025—
6/30/2028
Measurement Tool:
Pre/Post-Surveys
A minimum of 70% of
youth will identify
assertive behaviors and
understand effective
problem-solving
solutions
•Program Director
•Program Coordinator
•Subject Matter Experts
•FWPD Officers
•Community Volunteers
7/1 /2025—
6/30/2028
Measurement Tool:
Pre/Post-Surveys
A minimum of 70% of
youth will identify and
understand their
strengths and learning
preferences, and
connect them to
•Program Director
•Program
Coordinator/Tracking
software administrator
•Subject Matter Experts
•FWPD Officers
7/1 /2025—
6/30/2028
learning styles, & non- pathways •Community Volunteers
cognitive strengths.
Activity 2 ACT Diagnostic
Workshops
•Test Prep—help youth
identify their strengths
and weaknesses and
give them tools to
enhance their test
taking skills
Measurement Tool:
Self-Discovery Tracking
Software Reports
A minimum of 70% of
youth will understand
their ACT testing
strengths and
weaknesses and
identify strategies to
boost their scores
Measurement Tool:
ACT Testing Software
Reports
•Program Director
•Program
Coordinator/Tracking
software administrator
Activity 3 College Planning A minimum of 70% of
Workshop Series youth will be able to
•College Knowledge— describe various
help youth understand methods available to
education pathways and pay for college, how
the steps it take to enroll entrance test impact
in college academic goals, and
the process to develop
strong admissions
application
Activity 4
Activity 5
Outcome
5
Activity 1
Activity 2
Career Exploration
Workshop Series
•Career
Assessments—help
youth identify careers &
college majors that
match their interests,
skills, & abilities.
Guided Pathway
Engagements
•Career Development
and Workplace Skills—
expose youth to relevant
career clusters and help
them with resume
writing, interviewing,
•Program Director
•Program Coordinator
•Subject Matter Experts
•Project Volunteers
7/1 /2025—
6/30/2028
7/1 /2025—
6/30/2028
Measurement Tool:
College Application
Assessment Rubric and
Visual Documentation &
Observation
A minimum of 70% of
youth will engage in
career exploration
activities and identify
majors to support their
top career choice
Measurement Tool:
Career Exploration
Tracking Software
Reports
•Program Director
•Program
Coordinator/Tracking
software administrator
•Subject Matter Experts
•Business & Industry
Leaders
•Project Volunteers
7/1 /2025—
6/30/2028
A minimum of 70% of
youth will be able to
discuss the impact of
effective career
planning and
demonstrate the ability
to create professional
documents required for
•Program Director
•Program Coordinator
•Business & Industry
Leaders
•Project Volunteers
7/1 /2025—
6/30/2028
networking and
workplace behavior
Activity 3 Soft Skills Training
•Structured
Experiences—provide
youth with real-life
scenarios focusing on
communication,
leadership,
interpersonal skills &
collaboration
Activity 4
Activity 5
Uploaded Documents t�
e
Measurement Tool:
Career Portfolio
Assessment Rubric and
Visual Documentation &
Observation
A minimum of 70% of
youth will demonstrate
advancements in their
skills for
communicating,
teamwork, and
employability
Measurement Tool: Soft
Skills Assessment
Rubric and Visual
Documentation &
Observation
Documents Requested *
Letter of Commitment (if applicable) - If
agencies require contracted services
(including consultants), a Letter of
Commitment should be obtained. The letter
should reveal the extent to which the
individual or institution was involved in the
developm
IRS 990 - Form filed with the IRS required
for non-profits.
•Program Director
•Program Coordinator
•Subject Matter Experts
•Project Volunteers
Required?Attached Documents *
7/ 1 /2025—
6/30/2028
Letter of Commitment CCPD - Dream
Recruiter. Inc. & Empress Enterprises. LLC
�g I RS 990
Current Year Budget - The agency budget '�� Current Year Proposed Budget
for the current fiscal year.
Current Income Statement (unaudited) - A ��I Income Statement
statement of revenue and expense for the
agency. The income statement must have
been issued fewer than 90-days prior to the
date the application is submitted.
Current Balance Sheet (Current Statement
of Financial Position) - A statement of
assets, liabilities and capital for the agency.
The balance sheet must have been issued
fewer than 90-days prior to the date
application is submitted.
IRS Determinant Letter
Board of Directors List - Agencies must
submit a list of their governing Board of
Directors to include name, employer, and
phone number.
Exisiting Corrective Action Plan (if
�r:
�r:
�r!
Balance Sheet
IRS Determinant Letter
Board of Directors List
Budget Narrative - Please download the '�9 Budget Narrative for Beyond Change
Excel template and complete according to -
RFP instructions.
download template
Sub-Grant Budget (If Applicable) - please
use the provided Budget Narrative
spreadsheet, and complete a second
budget spreadsheet specific to your Sub-
Grant agency. Any sub-grants listed in the
budget require a Memorandum of
Understanding.
Memorandum of Understanding (if
applicable) - Agencies that wish to use sub-
grantee to perform (not support)
measurable activities or outcomes should
submit a memorandum of understanding
with these agencies.
Signed MOU Agreements for RISE. Inc &
We Are Urban Dreams, Inc
* ZoomGrantsT"" is not responsible for the content of uploaded documents.
Application ID: 482286
Become a fan of ZoomGrants"�' on Facebook
Problems7 Contact us at QuesGonsCaZoornG�ants.com
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FORT WORTH
CRIME CONTROL
AND PREVENTION DISTRICT
Submit To:
Bv Email:
PSM@fortworthtexas. gov
Mail:
Bob Bolen Public Safety Complex
Attn: Contract Compliance Specialist
Financial Management Division
505 WestFelix SL.
Fort Worth,'I'X 7611�
Exhibit C
Request for Reimbursement (RFR)
FY 2025
Submitting Agency:
Contact Name:
Phone Number:
Email:
Remit Address:
Invoice Number:
Month of Request:
Helping Others Prioritize Education (HOPE)
Initiative, Inc.
DIRECT COSTS (90 % Minimum)
A B C D E
Total of R�evious B+C 9-D
Budget Ca[egory Budget Amoun[ Reimbursemen[s This Month's Total Requested Remaining Balance
Requested Request To-Date Availahlc
Revenue (if applicable) $ - $ -
A Personnel $ - $ -
B Fringe Benefits $ - $ -
C Travel & Training $ 132,300.00 $ - $ 132,300.00
D Equipment $ I8,000.00 $ - $ I8,000.00
E Supplies $ 7,200.00 $ - $ 7,200.00
F Contracts/Consultants $ 6Q000.00 $ - $ 60,000.00
G Sub-A�a�ards � 52,500.00 $ - $ 52,500.00
H Occupancy $ - $ -
Total Dircct Costs � 270 000.00 R S $ $ 270 000.00
ISDIRECT COS7'S (IO'% Vlaximum)
A B C D E
"Ibtal of Previous (B+C) (A-D)
Bud et Cate ory Bud t Amount Reim6ursements This 1lonlh's Tolal Re
g g g� Request quesled Remaining Balance
Requested To-Da[e Available
Total InDirect Costs $ 30 000.00 $ $ $ 30 000.00
Supporting docwnen[s required �ri[h monthk reques[s.
SeeReguesrforReimbm�sementbestrvch'mzs Cor�eference
Summarv:
Total Budget: $ 300,000.00
Previous Requests: $
This Request- $ -
Total Requested To-Date $
Remaining Funds $ 300,000.00
I have revxewecl thfs reyuest cand certffy that these lxsted expenses and support clocumentatxon are accurate.
Fiscal Agent Use Only
Purchnse Order# Fund Dept ID Account
RFRApproved For Pnymen� (Forth W rth Police Uepartment CCPU Smff U�e Only)
12cvic�ved by: Apyrwed 6y:
Grant Staff Signature Date Grant Staff Signatum Date
Finance Received Stam Placed Below
Crime Control and Prevention DistrictPartners with a Shared MissionAgency Name:Person to Contact for Corrections:Contact Phone Number for Corrections:Email Address for Corrections:Project TermAuthorized Executive Signor:1st Qtr Total2nd Qtr Total3rd Qtr Total4th Qtr Total1st Qtr Total2nd Qtr Total3rd Qtr Total4th Qtr Total1st Qtr Total2nd Qtr Total3rd Qtr Total4th Qtr Total0 0 0 0 0 0 0 0 0 0 0 0 0 0 #DIV/0!0 0 0 0 0 0 0 0 0 0 0 0 0 0 #DIV/0!0 0 0 0 0 0 0 0 0 0 0 0 0 0 #DIV/0!0 0 0 0 0 0 0 0 0 0 0 0 0 0 #DIV/0!0 0 0 0 0 0 0 0 0 0 0 0 0 0 #DIV/0!1st Qtr Total2nd Qtr Total3rd Qtr Total4th Qtr Total1st Qtr Total2nd Qtr Total3rd Qtr Total4th Qtr Total1st Qtr Total2nd Qtr Total3rd Qtr Total4th Qtr Total0 0 0 0 0 0 0 0 0 0 0 0 00#DIV/0!0 0 0 0 0 0 0 0 0 0 0 0 00#DIV/0!0 0 0 0 0 0 0 0 0 0 0 0 00#DIV/0!0 0 0 0 0 0 0 0 0 0 0 0 00#DIV/0!0 0 0 0 0 0 0 0 0 0 0 0 00#DIV/0!0 0 0 0 0 0 0 0 0 0 0 0 00#DIV/0!0 0 0 0 0 0 0 0 0 0 0 0 00#DIV/0!EXHIBIT D - PROGRAM PERFORMANCE REPORTBeyond Change: Building Safer Communities combines key components of Youth & Officer Interaction, Mentoring & Life Readiness, College & Workforce Readiness and Community Engagement to deter juvenile criminal behavior. Through workshops and community events, this project aims to reduce youth crimes, increase public safety and trust, and enhance college/workforce readiness.Section II. Quarterly Outcomes - Overall PerformanceSection II. Participant Activity - Overall PerformanceSection II. Program InformationIncrease safety through youth crime prevention and intervention projectsJuly 1, 2025 - June 30, 2028Section I. Agency InformationHelping Others Prioritize Education (HOPE) Initiative, Inc. Please fill in informationYear One 2025-2026Outcome Measure and DescriptionProject Plan ActivitiesYear-to-Date Performance GoalPercentage Complete (%)Year Two 2026-2027 Year Three 2027-2028Year One 2025-2026 Year Two 2026-2027 Year Three 2027-2028Project DescriptionCCPD Goal (s): Year-to-DatePerformance GoalPercentage Complete (%)
Exhibit E:
Crime Control and Prevention District
REQUEST FOR BUDGET MODIFICATION
Fiscal Year 2025
Date
Submittin A enc
Contact Name
Phone Number and Email
Remit Address
DIRECT COSTS 90% minimum
Bud et Cate or A roved Bud et Chan e Re uested Revised Bud et
A. Personnel
B. Frin e Benefits
C. Travel and Trainin
D. E ui ment
E. Su lies
F. Contracts/Consultants
G. Sub-Awards
H. Occu anc
Total Direct Costs
INDIRECT COSTS 10°/a maximum
A roved Bud et Chan e Re uested Revised Bud et
Modification Narrative (describe in detail what chan�e 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
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City of Fort Worth,
Mayor and
Texas
Council Communication
DATE: 08/26/25 M&C FILE NUMBER: M&C 25-0760
LOG NAME: 35FY25 CCPD EMERGING PARTNERS PROGRAM GRANTS Q3
SUBJECT
(ALL) Authorize Execution of Contracts with Building Pathways, Inc., Community Link Mission, Inc., Helping Others Prioritize Education (HOPE)
Initiative, Inc. and Jewel's Comfort Keeper for Fiscal Year 2025 Emerging Partners Program Grant Funding from the Crime Control and Prevention
District Community Based Fund in the Total Amount Up to $1,947,651.00 to Operate Crime Prevention Programming that Benefits Fort Worth
Residents
RECOMMENDATION:
It is recommended that the City Council authorize the execution of contracts with Building Pathways, Inc., Community Link Mission, Inc., Helping
Others Prioritize Education (HOPE) Initiative, Inc. and Jewel's Comfort Keeper for the Fiscal Year 2025 Emerging Partners Program funding from
the Crime Control and Prevention District Community Based Fund in the total amount up to $1,947,651.00 to operate crime prevention
programming that benefits Fort Worth residents.
DISCUSSION:
Crime Control and Prevention District (CCPD) Emerging Partners Programs provide funding to agencies that are recommended by a selection
panel and then approved by the CCPD Board of Directors (Board). This panel consisting of staff and community representatives evaluates the
proposals to ensure minimum qualifications are met and that proposed projects meet one or more of the goals of the Board.
On June 24, 2025, the Board reviewed and approved the recommendation to fund four crime prevention programs. The following programs'
awards total up to $1,947,651.00 and are funded by the CCPD Community Based Fund. The three Program grants will have a contract term of July
1, 2025 through September 30, 2028 with no renewals, and the one Development grant will have a contract term of July 1, 2025 through
September 30, 2026.
Funding will be allocated as follows in Fiscal Year 2025 on a reimbursement basis:
Program Grants:
Building Pathways, Inc. ($1,097,651.00) will implement their program to provide exemplary educational training, and employment services
designed to improve jobs and careers for individuals who need them. This 12-month mentorship program prepares high-risk youth for careers in
construction trades including in Aerospace, Welding, CNC Machining, Logistics (MSSC), Production (MSSC), and HVAC. It pairs hands-on
training with financial literacy and life skills education, aiming to improve employment outcomes and reduce recidivism. Funding will support
staffing, training, mileage, participant stipends, and program operations. The program will serve participants in all districts.
Community Link Mission, Inc. ($500,000.00) will implement their program "Link to Hope" to provide affordable, quality mental health services
through licensed counselors to individuals of all ages and backgrounds in North and West Fort Worth, especially at-risk youth with substance
abuse history, gang involvement, or in areas of high crime. They are reducing crime by addressing its root causes and providing compassionate,
communal solutions. The program will serve participants in district 2, 3, 4, 7, 9, 10, and 11.
Helping Others Prioritize Education (HOPE) Initiative, Inc. ($300,000.00) will implement their program "Beyond Change: Building Safer
Communities" which combines key components of Youth & Officer Interaction, Mentoring & Life Readiness, College & Workforce Readiness, and
Community Engagement to deter juvenile criminal behavior. Through workshops and community events, this project aims to reduce youth crimes,
increase public safety and trust, and enhance college/workforce readiness.The program will serve participants in district 2, 3, 5, 6, 8, and 9.
Development Grant:
Jewel's Comfort Keeper ($50,000.00) supports formerly incarcerated individuals through leadership development, conflict resolution, and reentry
support services. Funding will allow them to hire a consultant to assess staff competencies and deliver training in trauma-informed care, case
management, and workforce development. They will conduct a study on best practices by reviewing 25 successful national reentry models, and
partner with policy experts, academic institutions, and nonprofit leaders to strengthen future program design. The program will serve participants in
district 2, 3, and 4.
Funding is budgeted in the CCPD Community Based Fund for the CCPD Emerging Partners Programs Department for the purpose of funding the
CCPD Community Based FY25 project.
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 FY25 project to support the approval of the above recommendation and execution of the contracts.
Prior to any expenditure being incurred, the Police Department has the responsibility to validate the availability of funds.
Submitted for City Manager's Office b� William Johnson 5806
Originating Business Unit Head: Robert A. Alldredge Jr. 4212
Additional Information Contact: Keith Morris 4243