HomeMy WebLinkAbout11/08/2023 - Human Services And Housing Funding Board - Agenda - Regular Meeting11/08/2023 Agenda Page 1
HUMAN SERVICES & HOUSING FUNDING BOARD
SUMMARY AGENDA REGULAR MEETING
November 8, 2023 5:30PM – 7:00PM
Online via Zoom
This Human Services & Housing Funding Board meeting will be available online via Zoom, or by phone. The
meeting will be available to join beginning at 5:15pm. Participants should join at least 15 minutes prior to the
5:30pm start time.
ONLINE PUBLIC PARTICIPATION:
You will need an internet connection on a laptop, computer, or smartphone, and may join the meeting through
Zoom at https://fcgov.zoom.us/j/97662045806?pwd=T0I4aDNNU0FuVDY4SUVSM2hyMllyQT09
Webinar ID: 976 6204 5806
(Using earphones with a microphone will greatly improve your audio). Keep yourself on muted status.
For public comments, the Chairperson will ask participants to click the “Raise Hand” button to indicate you would
like to speak at that time. Staff will moderate the Zoom session to ensure all participants have an opportunity to
comment.
PUBLIC PARTICIPATION BY PHONE:
Please dial +1 720 928 9299 and enter Webinar ID 976 6204 5806
Keep yourself on muted status.
For public comments, when the Chair asks participants to click the “Raise Hand” button if they wish to speak,
phone participants will need to press *9 to do this. Staff will be moderating the Zoom session to ensure all
participants have an opportunity to address the Human Services & Housing Funding Board. When you are
called, press *6 to unmute yourself.
PUBLIC PARTICIPATION IN PERSON:
To participate in person, individuals should join the Zoom meeting online and the chairperson will call upon each
participant to speak. There is no physical location for public participation at this meeting.
Documents to Share: Any document or presentation a member of the public wishes to provide to the Human
Services & Housing Funding Board for its consideration must be emailed to amolzer@fcgov.com at least 24
hours before the meeting.
Provide Comments via Email: Individuals who are uncomfortable or unable to access the Zoom platform or
participate by phone are encouraged to participate by emailing comments to amolzer@fcgov.com at least 24
hours prior to the meeting. If your comments are specific to any of the discussion items on the agenda, please
indicate that in the subject line of your email. Staff will ensure your comments are provided to the Human
Services & Housing Funding Board.
Individuals uncomfortable or unable to access the Zoom platform or unable to participate by phone are
encouraged to participate by emailing general public comments you may have to amolzer@fcgov.com. The
Staff Liaison will ensure the Human Services & Housing Funding Board receives your comments. If you have
specific comments on any of the discussion items scheduled, please make that clear in the subject line of the
email and send at least 24 hours prior to the meeting.
HUMAN SERVICES & HOUSING FUNDING BOARD
SUMMARY AGENDA REGULAR MEETING
November 8, 2023, 5:30PM – 7:00PM
Online via Zoom
11/08/2023 Agenda Page 2
1. CALL TO ORDER & ROLL CALL
2. AGENDA REVIEW
3. COMMUNITY PARTICIPATION (3 MINUTES PER INDIVIDUAL)
4. APPROVAL OF MINUTES: October 11, 2023 Regular Meeting
5. UNFINISHED BUSINESS
a. 2024 Work Plan
b. December Meeting
6. NEW BUSINESS
a. 2024 Meeting Calendar
b. Board Recruitment & Term Expiration
c. HOME-ARP Supportive Services Deliberations – early 2024
d. Council Liaison Invitation
e. Scorecard Criteria and Weights
7. BOARD MEMBER REPORTS
(Committees, Event attendance, etc.)
8. STAFF REPORTS
a. FY22 Human Services Grant Results
b. Funding Scenarios
9. OTHER BUSINESS (Board member concerns, Announcements)
a. Grantee Client Story
10. NEXT MEETING
a. TENTATIVE: Wednesday, December 13, 2023 | 5:30pm | Location – TBD
11. ADJOURNMENT
Human Services & Housing Funding Board
REGULAR MEETING
October 11, 2023 at 5:30 PM
Remote/ZOOM DRAFT
10/11/2023 – MINUTES Page 1
1. CALL TO ORDER
• At 5:29 PM the meeting was called to order by Josh Johnson.
2. ROLL CALL
• Board Members Present
o Josh Johnson, Chair
o Olga Duvall, Vice Chair
o Christine Koepnick
o Erma Woodfin
o Lori Kempter
o Michaela Ruppert
o Mike Nielsen
o Pat Hastings
• Staff Members Present
o Adam Molzer, Staff Liaison, Social Sustainability – City of Fort Collins
o Tamra Leavenworth, Social Sustainability – City of Fort Collins
• Guests Present
o Mike Kulisheck
For further information, details and insight, and audio recording, resources are available by contacting the
HSHF-Board staff liaison.
3. AGENDA REVIEW
Josh Johnson read remote session instructions for the Human Services & Housing Funding Board and public
attendees. Adam Molzer reviewed the agenda. The Board accepted the agenda without modification.
4. COMMUNITY PARTICIPATION
None.
5. INTRODUCTIONS
Board members introduced themselves, including Lori Kempter, the newest member who was attending a
regular board meeting for the first time.
6. APPROVAL OF MINUTES – September 13, 2023 Regular Meeting
Pat Hastings motioned to approve the September 13, 2023 meeting minutes as presented. Olga Duvall
seconded. Lori Kempter and Michaela Ruppert abstained due to absence at the September 13 meeting.
Approved 6-0.
Human Services & Housing Funding Board
REGULAR BOARD MEETING
10/11 /2023 – MINUTES Page 2
7. UNFINISHED BUSINESS
None.
8. NEW BUSINESS
a. City Council Ordinance – B&C Terms, Manual & Code of Conduct
• Due to City elections moving to November, Board terms will be shifting. Most Board terms used to
end on December 31 and will now end on March 31. For the Human Services & Housing Funding
Board and Affordable Housing Board, board terms will end on June 30 to accommodate the annual
competitive funding process held in the spring.
• HSHF Board members whose term was set to expire on December 31, 2023 will receive a one-time
extension and their term will be extended through June 30, 2024.
• The City Clerk’s Office has also added a new Boards and Commissions manual, anti-discrimination
and anti-harassment policy, and code of conduct. Board members are expected to sign that they
have read and agree to these new terms and submit this documentation to the Clerk’s Office.
b. City Strategic Plan Inputs
• Adam Molzer explained that the Budget Office is asking for each board’s insight on their specific
strategic outcome area. The Human Services & Housing Funding Board’s outcome area is
Neighborhood Livability and Social Health.
• The Board provided feedback that included but was not limited to, creating networks with
neighbors, access to services and transportation to those services, equitable and diverse
programming, budgeting more funds to support human services and affordable housing, and
supporting true homeownership efforts (not just rental housing).
c. Ex Officio Member Interest
• Adam Molzer explained that the City Clerk’s Office asked each staff liaison to gauge interest in
adding an Ex Officio member to their respective board. An Ex Officio member is a non-voting
member who offers specific expertise and insight.
• After discussion, the HSHF Board decided this was not necessary at the present time. Adam Molzer
reminded board members that this idea could be explored again in the future if a need arose.
d. 2024 Work Plan
• Adam Molzer reminded the Board that the annual Work Plan for 2024 is due in November. Adam
provided a draft for them to review and modify at the November meeting.
9. BOARD MEMBER REPORTS
Erma Woodfin shared that she attended the ground-breaking event for Heartside Hill and the Neighbor to
Neighbor Coachlight Renovation Reception event. She found both events to be informative and
advantageous.
10. STAFF REPORTS
a. Recruitment Open House – November 6
• The City Clerk’s Office is hosting an open house on November 6 as they prepare for Boards and
Commissions recruitment. It will be a full information session for any community member
Human Services & Housing Funding Board
REGULAR BOARD MEETING
10/11 /2023 – MINUTES Page 3
interested in serving on a City Board or Commission.
• Adam Molzer asked board members to share the opportunity with anyone in their network that
they think would be interested.
b. Summer Site Visits Summary
• Adam Molzer and Tamra Leavenworth conducted 28 in-person and 4 virtual grant monitoring visits
over the summer. These visits functioned as a way to check-in with the organizations that the City
provides funding to and to verify compliance. There were no significant findings and programs are
performing well.
• During the visits, Adam and Tamra gathered feedback from organizations. They expressed gratitude
for grant support from the City and Human Services program and appreciation for the time the
HSHF Board invests in the grant review process.
• Several organizations raised concern about the trend of partial funding and wanted to know how
they could perform better or make the case for full funding. Organizations wanted staff and the
HSHF Board to know that partial funding creates additional responsibility to find unfunded amounts
elsewhere.
• Adam Molzer has begun analyzing funding trends from the last 18 years and hopes to share more
about his findings at the November meeting.
• The Board engaged in discussion about potential ideas and strategies that could be implemented in
the competitive process going forward.
c. Human Services Priorities Platform Engagement
• Adam Molzer explained that the Human Services department within Social Sustainability has begun
examining existing data, reports, and historical funding to identify what current and emerging needs
exist in the community and what Social Sustainability’s role is within human services in the
community. Currently, the City has a multitude of funding priorities under the human services
umbrella.
• The Human Services staff will be coming to the HSHF Board in the next couple of months to gather
opinions and gain insight into what they think the City’s role may look like in the future.
11. OTHER BUSINESS
Grantee Client Story: Adam Molzer shared brief impact stories submitted by SAVA (Sexual Assault Victim
Advocates) and Meals on Wheels.
12. NEXT MEETING
Wednesday, November 8, 2023 | 5:30pm | Location: Zoom
13. ADJOURNMENT
Josh Johnson adjourned meeting at 7:00 PM.
Minutes were finalized and approved by the Human Services & Housing Funding Board on ____________________.
Work Plan
City of Fort Collins
Human Services & Housing Funding Board
2024 Work Plan
The Human Services and Housing Funding (HSHF) Board is responsible for advising City Council and City
staff on matters pertaining to the following: federal Housing and Urban Development (HUD)
Community Development Block Grant (CDBG) and Home Investment Partnership (HOME) Programs;
human services issues of concern to the City; and community development needs of low- and
moderate-income individuals and families, and suggesting programs to meet those needs. The HSHF
Board also provides recommendations to the City Council and City staff concerning expenditure of
federal and City funds for human services and affordable housing, in accordance with the Competitive
Process framework developed by City staff. The following items are included in the HSHF Board’s 2024
Work Plan:
1. Competitive Funding Process: Process Improvement Support
The HSHF Board will continue to work with City staff to improve the Competitive Process for
federal CDBG and HOME programs, the Affordable Housing Fund (AHF), and the Human
Services Program (HSP).
2. CDBG FY 2024: Funding Recommendations
CDBG Program funding recommendations involve the review and endorsement to City Council
of project/program proposals eligible to receive the City’s federally funded CDBG program
dollars for activities such as affordable housing, public facilities, economic development and
public services.
3. HOME FY 2024: Funding Recommendations
HOME Program funding recommendations involve the review and endorsement to City Council
of project/program proposals eligible to receive the City’s federally funded HOME program
dollars for affordable housing.
4. Human Services Program and Affordable Housing Fund: Funding Recommendations
HSP and AHF funding recommendations involve the review and endorsement to City Council of
project/program proposals eligible to receive the City’s general fund dollars for human services
and affordable housing.
5. American Rescue Plan Act (ARPA): Funding Recommendations
ARPA funding recommendations involve the review and endorsement to either City Council
and/or the City’s ARPA Leadership Team of certain project/program proposals which are: a)
eligible to receive the City’s federally funded ARPA recovery dollars and
b) have been determined by the City as necessary for evaluation and recommendation by the
HSHF Board.
6. City’s Social Sustainability Programs and Community Initiatives
The HSHF Board will continue to play a stakeholder role for review and input as work continues
both within the City organization and in the community regarding issues surrounding poverty,
human services, affordable housing, community development and social sustainability.
11.03.2023
HSHF Board 2024 Schedule of Meetings and Activities
Date Meeting/Activity Location Time
Wednesday, January 10 Regular Board Meeting
Remote - Zoom
5:30pm
Wednesday, February 14 Regular Board Meeting Colorado River Room
222 Laporte
5:30pm
Friday, March 1 +/- Application Materials
Available
ZoomGrants and
Workbook
—
Wednesday, March 13 Regular Board Meeting
Remote - Zoom
5:30pm
Wednesday, March 27 Housing Presentations &
Work Session with AHB
Remote - Zoom
5:30pm
Wednesday, April 10 Human Services Review
Meeting & Housing Rankings
Colorado River Room
222 Laporte
5:30pm
Sunday, April 28 +/- Scorecards Due Online Submission —
Tuesday, April 30 Deliberation & Funding
Meeting - Housing
Colorado River Room
222 Laporte
5:30pm
Wednesday, May 1 Deliberation & Funding
Meeting – Human Services
Colorado River Room
222 Laporte
4:00pm
Wednesday, May 8 Regular Board Meeting
TBD
5:30pm
Wednesday, June 12 Regular Board Meeting
TBD
5:30pm
Tuesday, June 18 * City Council Meeting –
funding adoption (optional)
City Hall –
Council Chambers
6:00pm
Wednesday, July 10 Regular Board Meeting
TBD
5:30pm
Wednesday, August 14 Regular Board Meeting
TBD
5:30pm
Wednesday, September 11 Regular Board Meeting
TBD
5:30pm
Wednesday, October 9 Regular Board Meeting
TBD
5:30pm
Wednesday, November 13 Regular Board Meeting
TBD
5:30pm
Wednesday, December 11 Regular Board Meeting
TBD
5:30pm
• Locations and times may change, and you will be notified via email prior to the meeting.
* City Council meeting calendar may be modified at a later date and the funding adoption
process will then be realigned
2024 Competitive Grant Process - Human Services
Scorecard Criteria & Weight DRAFT
0-1-2-3 points per criteria assigned by each reviewer
EVALUATION CRITERIA WEIGHT POTENTIAL POINTS
Advances the City’s Human Services Priorities
detailed in the Social Sustainability Strategic Plan
• Evaluate advancement of the SSD Strategic
Concentrations and Priorities
5
15
Measured Outcomes Result in Consequential
Benefit to the Clients and/or the Community
• Evaluate the long- and short-term impacts, the
ability to gain self-sufficiency or maintain
independence
• Evaluate if the measurable outcomes are relevant
and related to the program
5
15
Responsive to a Documented Need or Relevant
Problem in the Fort Collins Community
• Evaluate the scope of the community issue and
this program’s ability to address it
5
15
Extent to which the Program Serves Low-Income
and Vulnerable Clients
• Evaluate the vulnerability of the population
served and extent that the program serves
residents below 80% AMI.
• Presumed Benefit programs recognized for fully
serving very low-income clients, below 80% AMI.
5
15
Advances the City’s Strategic Objective Related to
Diversity, Equity and Inclusion
• Evaluate the extent that the program or
organization directly or indirectly advances
equitable community outcomes for persons of all
identities, with an emphasis on racial justice.
(NLSH 1.4)
5
15
Maximizes the Requested Funding as an Effective
and Efficient Share of the Overall Program Budget
• Evaluate the appropriateness of the requested
funding, the clarity of the program budget, and
the relative need for funding from the City
4
12
Leverages Funding, Resources or Synergies from
Other Partners
• Evaluate how well the program collaborates with
others to achieve mutual goals
2
6
Demonstrates the organization’s ability to deliver
the proposed programming and steward the funds
responsibly
• Evaluate the organization’s financial health,
operational stability, history of success and
accountability to the City’s grant process
2
6
Innate Score
• Evaluate your internal validation & importance of
the program’s request for funding
1
3
102 Total Points
Board Member Favor / Disfavor for Funding: YES NO
Board Member Proposed Funding Amount: $___________________
Scoring Key
0 – No Evidence; does not respond to the criteria at all
1 – Below Average Strength; acceptable attainment of the criteria
2 – Medium Strength; effective attainment of the criteria
3 – High Strength; exceptional attainment of the criteria
** Final scores submitted by the Board will be analyzed for statistical consistency and may be
standardized/normalized to improve the score ranking and comparison process, if deemed
appropriate by City staff. **
FY22 Human Service
Grant Funding Results
A Little Help: A Little Help for Older Adults in Fort Collins $45,000 $20,000 $20,000 $0 Salaries & Program Costs 160 141
Boys and Girls Clubs of Larimer County: Now More Than
Ever $50,000 $32,500 $32,500 $0 Salaries 775 894
CASA Program: Court Appointed Special Advocates $70,977 $37,500 $37,500 $0 Salaries & Program Costs 175 179
CASA Program: Family Connections at Harmony House $66,690 $40,000 $40,000 $0 Salaries 175 305
Catholic Charities: Samaritan House Shelter $80,000 $53,476 $53,476 $0 Salaries & Program Costs 400 699
Catholic Charities: Senior Services $46,000 $27,500 $27,500 $0 Salaries 75 40
ChildSafe Colorado: Child Abuse Treatment Program $46,900 $36,000 $36,000 $0 Salaries 635 555
Crossroads Safehouse: Domestic Violence Emergency
Shelter Advocacy $65,432 $44,851 $44,851 $0 Salaries 120 526
Crossroads Safehouse: Road to home Housing Case
Management $40,320 $22,000 $22,000 $0 Salaries 35 28
Disabled Resource Services: Access to Independence $32,014 $20,000 $20,000 $0 Salaries 124 125
Easterseals Colorado: Employment Services for
Residents with Disabilities $20,000 $15,000 $15,000 $0
Salaries
44 40
Elderhaus Adult Day Program: Elderhaus Adult Day
Program $60,000 $20,000 $20,000 $0
Salaries
40 75
Family Housing Network: Shelter Programs $30,000 $18,975 $18,975 $0
Salaries
160 194
Family Housing Network: Bridge Housing – Sherwood
House $20,000 $15,000 $15,000 $0
Salaries
25 75
Food Bank for Larimer County: Kids Café $35,000 $28,000 $28,000 $0
Salaries
1,500 1,478
Homeward Alliance: Family Services Programs $40,000 $32,000 $32,000 $0
Salaries & Program Costs
1,000 1,608
Homeward Alliance: Murphy Center Programs $40,000 $32,008 $32,008 $0
Salaries & Program Costs
2,000 2,373
La Cocina: ¡Tomate Tu Pausa! Un encuentro a la vez...$49,000 $20,000 $20,000 $0
Salaries & Program Costs
50 39
McBackpack: McBackpack Program $30,000 $15,000 $15,000 $0
Food & Distribution
1,587 1,328
Meals on Wheels for Fort Collins: Meal Delivery Program $50,000 $27,500 $27,500 $0
Salaries & Food
400 533
Neighbor to Neighbor: Homelessness Prevention
Assistance $70,000 $55,201 $55,201 $0
Rent Assistance
74 94
Neighbor to Neighbor: Homelessness Prevention
Coordination $70,000 $50,000 $50,000 $0
Salaries
75 96
Project Self-Sufficiency: Project Self-Sufficiency $50,000 $30,000 $30,000 $0
Salaries & Direct Client
Assistance 112 168
Respite Care: Childcare Scholarships $35,000 $22,000 $22,000 $0
Childcare Scholarships
30 54
SAVA Center: Sexual Assault Victim Services $50,000 $27,000 $27,000 $0
Salaries
650 420
Teaching Tree Early Childhood Learning Center:
Childcare Scholarships $85,000 $75,000 $75,000 $0
Childcare Scholarships
55 53
The Crawford Child Advocacy Center: Services for
Physically & Sexually Abused Children $26,204 $17,000 $17,000 $0
Salaries & Facility Rent &
Utilities 325 296
The Family Center/La Familia: Childcare Scholarships &
Family Support $80,000 $70,000 $70,000 $0
Childcare Scholarships &
Salaries 45 36
The Growing Project: Kids Feeding Kids/Growing Civic
Leaders $32,748 $15,000 $15,000 $0
Salaries & Program Costs
200 221
The Matthews House: Youth and Family Center $50,668 $25,000 $25,000 $0
Salaries
40 49
The Quarter Project: The Quarter Project of Northern
Colorado $21,000 $15,000 $15,000 $0
Salaries & Program Costs
75 108
The Salvation Army: Rent and Utility Assistance $20,000 $15,000 $15,000 $0
Rent & Utility Assistance
140 114
United Way of Larimer County: Childcare Scholarship
Fund $30,000 $20,000 $20,000 $0
Childcare Scholarships &
Program Costs 4 3
United Way of Weld County: Coordinated Assessment
and Housing Placement System (CAHPS)$25,000 $20,000 $20,000 $0
Salaries, Scholarships &
Program Costs 200 614
Vindeket Foods: Vindeket Market $45,000 $21,000 $21,000 $0
Salaries, Mileage, Training &
Shared Occupancy 3,100 7,353
Volunteers of America: Handyman Program $22,000 $15,000 $15,000 $0
Salaries
250 110
Volunteers of America: Home Delivered Meal Service $44,000 $25,000 $25,000 $0
Home-Delivered Meals &
Salaries 120 91
TOTAL: $1,673,953 $1,074,511 $1,074,511 $0 14,975 21,115
* Client numbers in Red reflect that program's reporting after 9-months. We are still waiting for their final
report submission.
Human Services Projects Request
Actual #
ServedTotal Funded Funds Support Goal To
Serve$$$ Expended $$$ Unspent
** Numbers served represent unduplicated clients receiving services from the funded
agency. It is possible that a client may have received services from more than one
organization, thus counted more than once in the total number served for the grant
portfolio, but addressing a different need. An unduplicated client is defined as an
individual who resides in Fort Collins, receives service directly supported by the
grant funds, and has not already been counted during the grant term.
FY22 Human Services Program
Measurable Outcomes: Final Self-Reporting from Grantees
A Little Help: A Little Help in Fort Collins
During the grant cycle, ALH achieved the following outcomes through its work in Fort Collins:
1. Anticipated: At least 85% of older adult respondents will indicate that they are more able to remain
independently in their homes due to the services provided by ALH as measured by the bi-annual older
adult survey.
Actual: Preliminary survey analysis demonstrates that 89% of Fort Collins respondents indicated that A
Little Help has enabled them to continue to live in their home longer, for an estimated average of more
than five years.
2. Anticipated: At least 75% of older adult respondents will indicate that their quality of life has
improved due to engagement with ALH programs as measured by the bi-annual older adult survey.
Actual: Preliminary survey analysis demonstrates that 79% indicated that their quality of life has
improved with A Little Help.
3. Anticipated: At least 50% of older adult respondents will indicate feeling more connected to the
community, as measured by the bi-annual older adult survey.
Actual: Preliminary survey analysis demonstrates that 47% indicated that they have connected to more
people outside their own age group through A Little Help, with 61% indicating they have had more
opportunities to engage socially.
4. Anticipated: At least 50% of older adult respondents will indicate feeling less lonely, as measured by
the UCLA Loneliness Scale measure in the bi-annual older adult survey (as seen by a lower score year-
over-year).
Actual: While ALH has not yet been able to tabulate the longitudinal loneliness scale scores per
individual year-over-year due to the timing of survey results, preliminary results show that 53% of
respondents in Fort Collins had loneliness scale scores indicating they are not lonely. Future analysis will
help understand if scores are affected by length of membership and ‘activeness’ with ALH.
ALH increases the number of older adults who can age well on their own terms and builds stronger,
more integrated communities. Long-term impacts include:
-Increased quality of life
-Increased independence
-Decreased isolation
-Improved health outcomes
-Increased ability to age in community
-Increased intergenerational connections
-Increased length of time older adults can remain safely in their own homes
-Increased awareness of older adults’ needs and capacities
-Increased celebration of older adults in communities
Boys & Girls Clubs of Larimer County: Now More Than Ever Boys & Girls Clubs of Larimer County
Outcome 1: At least 5% more families (compared to the previous year) will receive out-of-school
programming.
For FY22 we served a total of 894 youth in our Fort Collins Clubs which is a 6% increase over FY21 (838)
Outcome 2: Clients served at Fort Collins sites will receive additional social-emotional support, including
weekly discussion groups.
A member from our BHT is able to visit each site one time weekly to provide SEL programming, offer
one-on-one counseling and support members with behaviors and emotions. They are able to serve 30-
35 youth weekly, so we are on track to meet this goal.
Outcome 3: A minimum of 10 outreach events will be implemented or attended by program staff and
focused on low-income neighborhoods in Fort Collins.
Though we exceeded this goal last quarter, we have more outreach events to report for this quarter.
7/18- CSU Field Day: 50 Fort Collins youth were present as well as 2 Fort Collins staff in addition to youth
and staff from other Clubs as well.
7/23 Foco Fondo Youth Ride: Two staff joined 10 Fort Collins Youth
8/8 Back to School Event with Fort Collins Housing Catalyst: Two staff tabling at event with outreach
materials.
CASA Program: Court Appointed Special Advocates
As of the close of the grant period, our progress toward our stated programmatic outcome targets are
as follows:
Target 1. Coach 100 trainees to become effective advocates through high-quality training, with 85 of
CASAs completing their initial case commitment.
For fiscal year 22-23 (Oct 2022 – Sep 2023), the CASA team coached more than 200 CASA Volunteers.
During the period, 48 community members were trained and sworn in as new CASA volunteers.
However, an additional 13 were trained September '23 and will be sworn in in October. Statewide,
volunteer recruitment was down, including in Larimer County. 70 CASAs completed their initial case
commitment during the reporting period. Many cases remain open with CASAs still assigned and active
on their case. Very few CASAs do not complete their case commitment.
Additionally, the retention rate for CASA Volunteers who complete their first case and taken another
case has increased over 25% during the past three years. Currently, approximately 55% of CASAs take an
additional case after a case closes. We see this increase as primarily due to increased staff support of
volunteers, more peer social and learning opportunities, and the affirmation of the value of the role by
the Magistrate when the CASA report is regularly mentioned during hearings. So, while the number of
new volunteers is down, CLC is still able to serve more children.
Target 2. 90% of CASAs will provide educational advocacy to support their school-aged youth to meet
their academic, attendance, behavioral, or social needs.
99% of CASA volunteers complete a quarterly court report where educational advocacy areas are
documented and submitted to the court and to all the parties on the case, attorneys, parents and
Department of Human services. CASA volunteers report on attendance, grades, concerns and
social/emotional progress and needs.
Based on our quarterly Well-being assessments averaged across the grant period, 79% of respondents
stated they provided educational advocacy during the review period.
Target 3. 25 volunteer advocates will be trained in the Fostering Futures curriculum to improve
outcomes for teenaged and transition-aged youth and with their assigned youth will participate in the
annual Teen Challenge Event.
18 CASA volunteers completed Fostering Futures training in spring 2023. Our next class is scheduled for
December 2023 and we expect to fully meet the goal of 25 advocates to be trained. An additional 22
CASA volunteers participated with the teens they support at CASAs annual Teen Challenge event. In
2023, 34 teens completed the Youth Life Skills Assessment, a measure of life skill awareness areas.
CASA Program: Family Connections at Harmony House
As of the close of the grant period, our progress toward our stated programmatic outcome targets are
as follows:
Outcome Target 1: Coach parents through 250 NPP lessons, which increase parenting skills and reduce
the likelihood of the recurrence of abuse.
CASA of Larimer County’s parent education offerings have expanded substantially since these efforts
began in 2019. During this grant period CLC staff continued to coach parents through the Nurturing
Parenting Program in one-on-one and group classes. This year CLC also increased offerings of Trust Base
Relational Intervention® (TBRI®). For the first time, parents participating in the Family Connections
program (supervised visits and safe exchanges) had the opportunity to choose which curriculum they
preferred. Some parents chose to participate in both. Additionally, CLC expanded the offerings to
parents who were involved with the Department of Human Services though not involved in Family
Connections.
CLC met the goals of providing the Adult Adolescent Parenting Inventory (AAPI) to almost 100% of
visiting parents and 90% of those parents completing more than 8 NPP lessons demonstrating an
increase in their AAPI score. Family Case Manager and staff have delivered 120 NPP lessons, 49
individual TBRI lessons, and 56 group lessons (with 3-23 attendees each). Additionally, we have
completed six series of the TBRI Caregiver Package (24 hours each) and four TBRI Intro & Overviews (6
hours each). Though we did try to schedule group NPP classes, there was limited interest, and no one
attended. Feedback from parents and staff shows a strong preference for TBRI over NPP. In all, 75
parents participated in parent education sessions with CLC during the grant period.
Outcome Target 2: 85% of parents completing 8 or more NPP lessons will demonstrate an increased
AAPI score.
Over the course of the grant period, Family Connections served 530 child and adult clients. In this time,
over 90% of visiting parents and their children improved or maintained a strong bond during services.
This was measured by the Bonding Assessment which tracks observable and objective behaviors during
the first and last visits. Over the same period, 100% of families served by Family Connections received
supportive case management, with 70% of those being connected to victim services and community
resources. Additionally, 100% of clients served across the grant period received individual orientations–
this allowed Family Connections staff to build rapport with each client and gain an understanding of
each client’s individual strengths, needs, and goals for service.
Of caregivers who received TBRI® training in 2022, most participants reported increased familiarity with
trauma, development, and tools at the end of their training compared to the start per a pre/post
assessment distributed at each end of the training. More anecdotally, the Family Connections program
witnessed a dedicated father embrace his parenting plan earlier this year. This dad actively utilized
parent coaching services and has successfully graduated to unsupervised Family Time, accompanied by
the lifting of protection orders. Another bio parent participant in TBRI® said, “I was having a hard time
hanging in there without my son in my life. The services you provide brought us back together.” Another
parent reflecting on the curriculum said, “I have heard these things all my life, but I have never been
able to relate it to my life until I started taking this class. The way you deliver it and talk about it, I feel
like I can relate and actually use it...”
Outcome Target 3: 85% of visiting parents and their children will maintain or improve their bond
through the course of services as measured by bonding assessments administered at the beginning and
end of services.
Our goal was to achieve a minimum of 85% maintenance or improvement in the bond between visiting
parents and their children, as assessed before and after the program. Families demonstrate consistent
or strengthened bonds throughout services, with 90% of participating families showing improved or
sustained bonding based on data from a pre and post services bonding assessment which tracks
observable and objective behaviors including appropriate parental expectations, parent-child
communication and adequate care and supervision during the first and last visits. These outcomes
affirm the effectiveness and significance of our approach utilizing evidence based parenting curriculums
for parent coaching during visitation.
Catholic Charities: Senior Services
• 95% of participating seniors will increase their knowledge of available benefits, community services, and
supportive networks by personal and warm referral to partner agencies.
Needs of clients are assessed at every case management meeting. All referrals to meet client needs are
tracked through case notes in a data management system.
• 90% of seniors receiving case management services will remain living independently
Housed seniors are visited by their case manager on site to assess how successful they are living
independently. At least one site visit for every client is required per quarter. All site visits are tracked
through case notes in a data management system to confirm housed status.
ChildSafe Colorado: Child Abuse Treatment Program
GOAL 1: 80% of clients will report a reduction in the problems that brought them to treatment, as
reported on the Client Satisfaction Survey.
Results: 89% of respondents reported a reduction in symptoms as reported on Client satisfaction
Surveys during the grant period.
GOAL 2: 70% of clients will see a reduction in trauma symptoms over the course of the grant period, as
measured by standardized assessments.
Results: 76% of clients assessed, saw a reduction in trauma symptoms, as measured by standardized
assessments.
Crossroads Safehouse: Road to Home
Throughout the granting period, Crossroads continued to make strides relative to our goals of supporting survivors
individually and as a community. Relative to our first goal regarding safe independent housing, a Road to Home
(RTH) case manager is assigned immediately following a survivor’s program intake and starts to work on their unique
goals to gain a better understanding of the barriers that the client has and how to properly navigate through those
barriers. Then the RTH team works to support the client using a housing first framework, create a safety plan,
and identify what other resources from our community partners they can be connected with. Of the 28 clients
served through this grant the RTH team housed 21 individuals and supported 3 in exiting to be closer to family; four
survivors are still in the housing search process.
Relative to our second goal, Crossroads RTH team has also continued to strengthen relationships with community
partners to create a stronger network of support for survivors. This was done in numerous ways including, weekly
Continuum of Care case conferencing attendance, cross-training with Crossroads’ shelter staff, training with
community partners like Homeward Alliance, partnership meetings with local landlords, and our Housing Navigator’s
ability to assist other organizations and be used as a tool to help find housing and resources for survivors accessing
resources at other local agencies.
Disabled Resource Services: Access to Independence
Did not respond.
Easterseals Colorado: Employment Services
Easterseals Colorado’s Employment Services program measures success by the number of clients that
gain employment and reach a level of stability where they will no longer need the program’s support.
There are no surveys or exit interviews, but the job coaches maintain contact with the clients until all
parties agree that the client can independently maintain successful employment. This independence is
one of the hallmarks of the program. Until they reach that goal, all clients receive the pre-employment
support, training, and preparation they need to find gainful employment with local businesses.
To sum up the measurable program outcome targets for the past year:
- 100% of clients utilize ongoing job coaching.
- 100% of clients receive pre-employment training before they gain a job.
- 45% of clients (18 of 40) found competitive integrated employment.
Elderhaus Adult Day Program: Community Based Therapeutic Care
We are on track for completing surveys, and results so far exceed projections. Surveys will be finalized
over the next 4-6 weeks.
Family Housing Network: Bridge Housing
1. Provision of services to Fort Collins most vulnerable families
a. Reduce the number of families with chronic conditions in emergency shelters
b. Establish a home base for them to stop future trauma of homelessness
b. Address underlying issues to decrease future homelessness
Fourteen families were referred to Sherwood House, making space for 14 other families to be served by
FHN's Overnight Program and Catholic Charities Samaritan House. While at Sherwood house, guests
secured employment, paid back debt, developed a network of support, i.e parenting support,
educational support and gained access to mental health and physical health providers to increase their
capital if they ever face homelessness again.
2. Improve client stabilization
A. Improve safety, and health outcomes
B. Reduce utilization of emergency and health care systems
Clients have managed their health better and decreased their reliance on emergency care and all have
primary care established. All of the children are fully vaccinated and have annual physicals and dental
appointments. Adults are enrolled in benefits and given similar support for primary care. Dental
appointments are not as up to date as the children's visits. There were no calls to 911 in the past year.
3. Fill the gap between emergency shelter and permanent housing
a. Expedite efficient use of permanent housing resources (subsidies or vouchers)
b. Ensure households are easy to locate and document ready
c. Overcome challenges which may delay housing
d. Assist with location of housing
The families at Sherwood have needed the stability of Sherwood House. They have not succeeded in
other programs. In the past year, 14 families were served at Sherwood. Three were still there as of
September 30, 2023. 10 out of 11 who left the program moved into housing.
herwood House had a 90.9% success rate.
Food Bank for Larimer County: Kids Café
Our Kids Cafe program had a very busy year, with a total of 78,023 meals and 79,350 snacks delivered to
Fort Collins sites. That is nearly double the number of meals projected and 44% more snacks than
anticipated. This was possible in part because the USDA waived certain requirements during the COVID
public health emergency, such as the rule that children had to eat their food on site. That allowed us to
provide takeout meals at locations without dining facilities, such as our Fresh Food Share pantry on Blue
Spruce Drive in north Fort Collins. Unfortunately, those waivers ended in May 2023, so we are once
again restricted to providing meals only at locations where children are able to eat them on site.
Meals and snacks at each site are tracked using the Record of Meals Served methodology required by
the USDA for child feeding sites.
Homeward Alliance: Family Services Programs
Outcome #1: At least 50 families at imminent risk of homelessness will be empowered to maintain
housing and prevent homelessness.
Progress Outcome #1: During this quarter, 1 family maintained or was diverted from homelessness. To-
date (October 1, 2022 – September 30, 2023), 48 families maintained or were diverted from
homelessness. Objectives are tracked on program specific spreadsheet and activities are recorded in
HMIS.
Outcome #2: At least 30 families will be empowered to secure and maintain affordable, permanent
housing.
Progress Outcome #2: During this quarter, 3 families secured permanent housing. To-date (October 1,
2022 – September 30, 2023), 18 families secured permanent housing. Objectives are tracked on
program specific spreadsheet and activities are recorded in HMIS.
Outcome #3: At least 150 families will be provided with bilingual resource navigation support and
referrals, resulting in increased housing stability.
Progress Outcome #3: During this quarter, 100 families were provided with resource navigation support.
To-date (October 1, 2022 – September 30, 2023), 267 families were provided with resource navigation
support. Objectives are tracked on program specific spreadsheet and activities are recorded in HMIS.
Outcome #4: At least 500 direct supply transactions will be recorded for families needing supplies and
resources needed to survive and meet basic physical and emotional needs; and 800 direct supply
transactions will be recorded to families through the Family Food and Children/Teen Clothing Closet
programming at events.
Progress Outcome #4: During this quarter, 112 direct supply transactions to families were recorded. To-
date (October 1, 2022 – September 30, 2023), 956 direct supply transactions to families were recorded.
Objectives are tracked on program specific spreadsheet and activities are recorded in HMIS.
Homeward Alliance: Murphy Center Programs
Outcome #1: 150 active participants in the Hand Up program will secure employment.
Progress Outcome #1: During this contract year, 201 program participants secured employment. The
program defines “secured” as either new jobs obtained or current jobs retained (when the program
provided critical services/intervention to program participants, and without the support, the participant
would have lost their employment). Program activities and outcomes are recorded in HMIS. Please note
that we now call the Hand Up program EARN (Employment and Resource Navigation).
Outcome #2: 275 transactions will be recorded in the Career Closet.
Progress Outcome #2: During this contract year, 234 program participants received necessary work gear
and supplies (i.e., tools) through the Career Closet. Career Closet transactions (date, type of
gear/supplies provided, etc.) are recorded in HMIS.
Outcome #3: 60% of Hand Up participants who secure employment will retain their job after 6 months.
Progress Outcome #3: We continue to face difficulty tracking job retention rates. This contract year,
between 35 - 50% of program participants who reached the 6-month mark were able to be confirmed as
retaining their employment. However, we do not believe this to be accurate data in that over 60% of
people who obtained jobs could not be contacted. Most of the people we were able to contact were still
engaged with Murphy Center services--a sub-population that still requires day shelter and resource
center services. This suggests this group may be more likely to be unemployed. We believe that those
program participants who obtained jobs but no longer engage with the Murphy Center for services and
were unable to be contacted, are more likely to be working.
Without the support of the Larimer County Workforce Center (who prior to the pandemic were able to
track job retention numbers using program participants' Social Security numbers) we unfortunately can
no longer accurately track this data. We will remove it as a outcome in future applications.
Outcome #4: At least $250,000 worth of survival supplies will be distributed to people experiencing
homelessness, with prioritization for Distribution activities at the Murphy Center: the Gear Room, Food
Pantry, and hygiene items.
Progress Outcome #4: This contract year, over $435,000 worth of survival supplies were distributed.
Distribution activities are recorded in HMIS. Specific to the Gear Room, items distributed are recorded
for each individual to curtail abuse and waste (clients must be registered guests of the Murphy Center
and limits are set on how much each guest can access per month).
La Cocina: ¡Tomate Tu Pausa!
Report extension until mid-November
McBackpack, Inc.
Because the grant covers October thru September, Q4 of the grant includes the new school year. We
don't get names, so in order to get as close to avoiding duplicates as I could, I only counted Kindergarten
and Early Childhood Learners in the Q4 numbers (vs all grades that may have been duplicated from the
previous school year).
Our cost per bag is higher this quarter as we go from a completely empty storeroom to "stocked" - as
well as the fact that the student numbers increase over the first few weeks.
We continue to provide bags of groceries to 100% of those that request them, and with the new
students, we reached 1306 total students YTD.
Meals on Wheels for Fort Collins: Meal Delivery Program
We have surpassed our goal of recruiting and training new volunteers for the year. We currently have
276 volunteers made up of regular and substitute drivers allowing for 26 routes to be fully operational.
We have been able to keep up with the demand for meals and with the capacity to provide an additional
25 daily meals we will be able to actively recruit new meal recipients.
Neighbor to Neighbor: Homelessness Prevention Coordination
N2N has served 94 unique individuals which exceeds the 75 requirement. Additionally, all those served
were below 80% AMI.
Project Self-Sufficiency: Project Self-Sufficiency
We had one Participant earn her Associates degree in August. She has now transferred to
CSU and her career goal is to .
Respite Care: Childcare Scholarships
Outcome 1: Families' stress levels are reduced. Target: 95%-98% of families will report having lower
stress levels as a result of using Respite Care.
Our 2023 Fall Survey Prior year: 100% of families reported using Respite Care decreased their stress
levels. Tool: Anonymous family survey administered each fall.
Outcome 2: Families are able to maintain or work toward self-sufficiency. Target: 90%-95% of families
will report they are able to work toward or maintain self-sufficiency. 100% of families reported that
Respite Care allows them to work. 93% reported that it helped them progress towards educational
goals. 100% reported that Respite Care helped them progress toward career goals. Tool: Anonymous
family survey administered each fall.
Outcome 3: Children progress toward greater independence. Target: 92%-98% of families will report
that Respite Care helped their child became more independent. 100% of families indicated that their
child's progress toward developmental milestones is encouraged/enhanced as a result of the care
and/or opportunities that the child received at Respite Care. Tool: Anonymous family survey
administered each fall.
SAVA Center: Sexual Assault Victim Services
1) Increase culturally competent services to victims of sexual assault. SAVA collects data on the number
of Spanish/Bilingual services provided. SAVA’s Bilingual Victim Services Coordinator tracks the number
of Spanish/Bilingual community outreach activities that are provided with the number of attendants to
assure we continue to connect with this community and increase our visibility. We know that there can
be many barriers to someone accessing resources after an assault and want to be intentional about
creating trust within marginalized populations.
SAVA's Bilingual Victim Service Coordinator served 14 clients this quarter. 6 presentations were
provided to the Spanish speaking community.
2) Provide comprehensive services to victims of sexual violence. SAVA staff will continue to offer all
advocacy and therapy services to both victims of sexual violence and their support system. SAVA uses
data collected through intake forms that document the number of clients served and demographic
information through hotline calls and in-person client meetings. SAVA attempts to always ensure
confidentiality, making all intake questions voluntarily.
SAVA was able to serve more than 108 Fort Collins residents this last quarter. There were several clients
that did not provide their location that are likely Fort Collins residents. All information collected for
advocacy services is voluntary, we do not need the information to provide support around an assault.
Clients utilizing clinical services are required to provide information.
3) The SAVA therapy team will aim to decrease client PTSD symptoms with a target of 70% decrease self-
reported by clients or caregivers. SAVA uses data collected through quarterly surveys that document the
level of trauma symptoms (increase/decrease) compared to their baseline assessment.
PTSD Symptoms - Adult Clients:
o Of the 61 adult clients we had, 43 completed assessments this quarter.
o Of the 43 adults who completed assessments, 8 started within the last 4-5 weeks and so we only have
their baseline scores. Therefore, we can report changes to symptoms of PTSD for a total of 35 adult
clients.
o Of the 35 adult clients we can report changes to PTSD symptoms for:
§ 68.57% reported a reduction in symptoms of PTSD since their last assessments.
§ 60.00% reported a reduction in symptoms of PTSD since their baseline assessments.
· PTSD Symptoms - Minor Clients:
o Of the 31 minor clients we had, 20 completed assessments this quarter.
o Of the 20 minor clients who completed assessments, 7 were clients who started within the last 4-5
weeks and so we only have their baseline scores. Therefore, we can report changes to symptoms of
PTSD for a total of 13 minor clients.
o Of the 13 minor clients we can report changes for:
§ 69.23% reported a reduction in symptoms of PTSD since their last assessments.
§ 69.23% reported a reduction in symptoms of PTSD since their baseline assessments.
We do break out clinical stats based on geographic location for integrity of the data.
Teaching Tree Early Childhood Learning Center: Childcare Scholarships
We continue to assist as many families as we can on our sliding fee program.
The Crawford Child Advocacy Center: Services for Physically & Sexually Abused Children
Objective One is to Identify 100 alleged perpetrators of child sexual abuse, physical abuse, or other child
maltreatment who have victimized Fort Collins children, youth, or developmentally delayed adults. This
review period, there were 33 perpetrators identified who are living in Fort Collins. That brings the total
number of individuals identified as perpetrators for this grant cycle to 107,surpassing the expected goal.
Objective Two is to provide forensic services, which include forensic interviews and advocacy services,
for 325 Fort Collins residents. As mentioned in the previous report, we have met and now surpassed our
goal of providing services to 325 residents of Fort Collins. To date, we have served 579 residents of Fort
Collins.
All numbers and client data were reported from our tracking database, NCATrak.
The Family Center/La Familia: Early Childhood Education & Family Support Services
During the grant year we assisted 457 households with basic resource and referral services, 24 families
with comprehensive case management, and 12 children with child care tuition scholarships.
The Growing Project: Kids Feeding Kids
1. All Growing Civic Leaders interns will show positive growth in measures of independence and
readiness for adulthood.
Unfortunately, we’ve had to adapt our plans for an internship program this year. Growing Civic Leaders
centers on our ability to pay stipends to participants, and we were not able to secure the full funding
needed to meet that cornerstone of the program this year. We no longer offer unpaid internships as a
matter of principle, because we believe that everyone deserves to be paid fairly for their labor,
especially in an internship program focused on marginalized and/or historically oppressed populations.
That financial need has been our biggest hurdle in getting this internship program up to scale in the way
we’d like, and we’re committed to figuring out ways to make it a sustainable line item in our budget in
future years.
In the meantime, for this year we’ve expanded our thinking of what a TGP internship program could
look like, and have begun building relationships with organizations that take that financial burden off of
our shoulders. We’ve established a new relationship with Larimer County’s Economic and Workforce
Development Department, and are available for placements (paid by the county) with people seeking
experience in agriculture, social justice, and/or nonprofit work. We are also expanding our existing
relationship with CSU’s social work department, and are hosting an MSW candidate, who is receiving an
outside stipend, for their field work practicum this fall.
2. Kids Feeding Kids pre-season outreach will shift to include participatory feedback from families that
helps shape program curriculum and plant selection in the garden.
We’ve completed this outcome, and included new participatory feedback into our program planning in a
variety of ways.
First, we introduced feedback forms for existing KFK attendees, asking them to share their favorite foods
and activities from last season’s program. We created a written feedback form as well as a drawing
worksheet so that attendees of all ages have a way to express their thoughts with us. To make the
process as accessible as possible, these feedback forms were available in both English and Spanish, and
in both printed and online varieties. While we’ve always conducted post-season program evaluation,
these updated forms are specifically designed to allow families more input into the foods, garden plants,
and activities that will be included into the program each year.
Second, we created a bilingual pre-season survey to help assess logistical changes to the program that
might increase accessibility for families. This survey was created in Google Forms and emailed to all
families who had participated in the program in previous years. We also promoted the survey on our
social media channels. Specifically, this survey assessed things like increasing the program from 3 days a
week to 5 days a week, hosting evening sessions for families that can’t participate due to daytime work
schedules, extending the length of the program each day, and changing the number of weeks the
program is offered each summer. The survey also asked families to share info about other summer
programs they participate in, so that we can try to minimize overlaps and reduce scheduling conflicts.
We have been able to implement some changes, such as extending the program length each day, for this
program season. Other changes, such as extending the program to 5 days a week and adding additional
weeks during the summer, are beyond our capacity this year, but are something we hope to make
happen in future seasons. This survey also asked some qualitative questions about why families
participate in the program, and we were pleased to see that everyone who took the survey reported
that they participate in KFK for both of its central goals: to share a meal with their family and other
families, and to engage in educational outdoor activities.
Third, we’ve improved our ability to communicate with families throughout the program, and have been
seeing increased engagement as a result. We now post a reminder of the week’s activities on social
media at the start of each week, and have created an email newsletter with reminders for families that
goes out each week. We’ve also offered families the ability to get program updates via What’s App or
text message. These methods have increased the channels available for families to communicate with us
throughout the program season, and for us to exchange information, disseminate program updates (like
alternate weather plans), and stay more connected with participants.
3. At the close of the program season, the majority of Kids Feeding Kids participant families will show an
increased knowledge of nutrition, gardening, and food-related self-sufficiency.
Just like our pre-season efforts, we’re also working to make our post-season feedback and evaluation
procedures more participatory and holistic. This year, we updated our post-season feedback survey to
gather a wider variety of information from participating families. Responses to our post-season survey
were gathered via Google Forms, with the survey and related outreach available in both English and
Spanish. We asked families what activities and foods they liked most, where they’d like to see
improvements, what food and/or activity ideas they have for next year, how the program could be more
accessible, and why they chose to participate.
Most relevant to our measurable outcomes for this grant, we also asked program participants a set of
questions about how this year’s Kids Feeding Kids program affected their family’s resiliency. This section
of our survey allows us to assess which specific elements of our program (free meals, socializing,
educational/learning opportunities, mentorship/leadership opportunities, and/or having fun) contribute
to families’ ongoing wellbeing and ability to adapt and meet their needs. 67% of respondents said that
access to free meals during the program increased or strongly increased their resiliency. 75% said that
outlets for socializing during the program increased or greatly increased their resiliency. 75% of
respondents said that the educational portions of the program increased or greatly increased their
resilience. 67% of respondents said that the mentorship or leadership elements of the program
increased or greatly increased their resilience. Finally, 70% of respondents felt that having fun during the
program increased or greatly increased their resiliency.
We also received qualitative feedback that mirrors the above findings, and confirms Kids Feeding Kids’
educational and/or food security value for families. The following comments have all been translated
from Spanish and shared with permission:
“My family and I like this program a lot, to go and share breakfast with friends de-stresses me and I feel
content while the kids enjoy themselves and learn. Also us adults learn a lot about distinct topics. The
supporting staff of the program is excellent and bilingual. They treat us with respect and sincerity
creating a very welcoming environment of trust.”
“I liked it a lot because the foods are healthy, the people are nice, and it helped me by my kids having a
good breakfast, something that at home we can't always provide.”
“This is the first year we participated and I loved it, I believe it is something healthy/wholesome, in order
to coexist and teach kids to do something in the summer in a good environment.”
The Matthews House: Youth & Family Center
Outcome 1: Accessing and maintaining appropriate community resources for mental and physical health
to support overall wellbeing.
Outcome: 80% of youth will identify that their mental health does not interfere with important events in
their lives.
Measurement Tool: Self Report and TuaPath - Currently, students are below this outcome due to mental
health access and the stressors that they are experiencing. We are continuing to identify areas of
support including increasing our experiential learning programming.
Outcome 2: Building and maintaining Healthy and Supportive Relationships contributing to a sense of
belonging.
Outcome Target: 80% of youth will identify being able to maintain healthy and supportive relationships.
Measurement Tool: Self-report and Documented through completion of milestones in the TuaPath
System. The majority of our youth are able to identify being able to maintain healthy supportive adults
in their lives.
The Quarter Project: The Quarter Project
Report not yet submitted.
The Salvation Army: Rent & Utility Assistance
Report not yet submitted.
United Way of Larimer County: Childcare Scholarship Fund
Report not yet submitted.
United Way of Weld County: Coordinated Assessment & Housing Placement System (CAHPS)
# of people who lose permanent housing—10 or less Fort Collins residents
During the reporting period, 11 households assessed in Fort Collins returned from housing to the
homeless system
# of local partners that have signed the CAHPS MOU—20 or more
As of the end of the reporting period, there are 23 Fort Collins-based organizations that have signed a
CAHPS MOU.
# of days on average that it takes to re-house people experiencing homelessness—135 days or less
During the reporting period, the average number of days it took from enrollment to housing for people
assessed in Fort Collins was 189 across all populations.
% of all households identified that have since secured permanent housing—50% or higher
32 of 165 new Ft Collins households identified during the reporting period were housed, a rate of 19%
Vindeket Market
In 2022, Vindeket committed to developing tools to learn from the community we serve, specifically as it
relates to well-being and a sense of ownership and belonging at Vindeket. To do so, our board member,
, developed a 19-item self-report instrument using Qualtrics (Qualtrics, Provo, UT). The
survey was available in Spanish and English. The Vindeket board assessed each item for importance,
relevance, clarity and time to complete. The survey was administered between August 30th and October
18th 2022. We encouraged participation in-person at the market with tablets, QR codes, and
Spanish/English signage, as well as via multiple email invites and social media campaigns. In total, we
had 226 responses. Data collected is designed to establish a baseline to build upon. There are several
notable limitations to this study, which we hope to improve upon moving forward. First, the cross-
sectional survey design limits the ability to assess causation and directionality of relationships (Grimes &
Schulz, 2002). While all Vindeket participants were approached, there is potential for self-selection bias.
The questionnaire was a self-reported measure which could have resulted in recall and other forms of
self-report biases (Grimes & Schulz, 2002).
Results from the initial survey are reported below. However, as we approach Q4 we plan to turn our
attention towards the next annual survey (to be administered in November 2023). Unfortunately, the
hiring of a second, full-time employee has not resulted in the additional capacity to address this
initiative. We hope that assigning these tasks to a specific board member will address this gap without
taking away from the time and attention required by full time staff members to run the market. Our
board member, , has agreed to review and refine our survey questions to a) increase
completion rate and self-selection bias and b) better target components of trust and belonging.
has also agreed to spearhead efforts to refine our Salesforce data collection during market hours. To do
so, we will:
- Conduct qualitative interviews and focus groups with service participants and shoppers. Respondents
to our second annual survey will be invited to participate in these interviews.
Special attention will be paid to our Hispanic/Latinx community members.
Special attention will be paid to participants' sense of belonging, community and social wellbeing.
Review Salesforce questions to assess for relevance. Adjust as necessary.
- Launch Salesforce data collection in Spanish. A number of individuals were recently interviewed as part
of our capital campaign efforts, with one community member stating that “Volunteering at Vindeket
helped me find a sense of purpose and happiness that I didn't think was possible after the year I’ve
had”. Another participant highlighted the duality of Vindeket’s mission: “Vindeket gives me a multi-
faceeted wonderful feeling. Not only does it relieve some financial stress, it makes me feel like I am
doing something good for the environment…”. We are hopeful that with the launch of our 2023 survey
we will be able to recruit respondents for a more structured set of qualitative interviews.
Volunteers of America: Handyman Program
Outcome #1: 97% Participants will feel safer in their homes.
-Actual: 89% of participants reported feeling safer in their homes.
- Tool: Responses are collected during a follow-up customer satisfaction survey administered by the
Handyman Program Support Volunteer.
Outcome #2: 95% of Participants will decrease fear of falling.
- Actual:90% of participants reported a decreased fear of falling.
- Tool: Responses are collected during a follow-up customer satisfaction survey conducted by phone or
mail correspondence
and administered by the Handyman Program Support Volunteer.
Outcome #3: 80% Participants will report that the Handyman Service was important to ensuring their
housing meets their physical needs.
- Actual: 98% of participants reported that their housing now fits their physical needs.
- Tool: Responses are collected during a follow-up customer satisfaction survey, administered by the
Handyman Program Support Volunteer.
Volunteers of America: Home Delivered Meal Service
Target- 90% of Participants will identify their nutrition improved after receiving Home Delivered Meals.
Result- 84% reported their nutrition improved; VOAC has since re-evaluated this question. For clients
that have been on the program for several years, they have reached a state of nutritional stability and
are less likely to report that their nutrition is improving as the state of nutrition decline was many years
ago.
Measurement Tool- Annual participant survey
Outcome #2:
Target- 90% of participants will identify gaining knowledge and/or skills through Nutrition Counseling
sessions that helped them make more well-informed decisions about food.
Result- 100% of respondents reported that they agree or strongly agree that they gained knowledge
and/or skills that helped them make more well-informed decisions about food.
Measurement Tool- Annual participant survey has not yet been conducted for the current fiscal year.
Hypothe�cal Funding Scenarios Nov.2023
What impact would full funding to top 5 ranked programs (and top 10 programs) have on the lower
ranked programs?
Note: services for programs that become Zero-Funded are likely to con�nue for those clients in some
capacity, but would not have City funds u�lized and may result in waitlists or overall service reduc�ons.
2023 Raise Top 5 Ranked to Full Request $115,00 Shi�
• 6 Lowest-Ranked Awards Would Be Zero-Funded:
o Catholic Chari�es ($32k), Qtr Project ($15k), RMYMNC ($15k), VOA ($15k), Ensight
($15k), HighPointe van($15k)
• Next Lowest-Ranked Award Reduced to $8,700 (from $16,700) McBackpack
• 559 Fewer Clients Supported with City Funding
• Total Grants Awarded Drops from 40 to 34
Raise Top 10 Ranked to Full Request $236,000 Shi�
• 12 Lowest-Ranked Awards Would Be Zero-Funded:
o Catholic Chari�es ($32k), Qtr Project ($15k), RMYMNC ($15k), VOA ($15k), Ensight
($15k), HighPointe van($15k), McBackpack ($16.7k), Partners ($15k), Elderhaus ($30k),
Crossroads ($15k), FHN Sherwood ($15k), A Litle Help ($24k)
• Next Lowest-Ranked Award Reduced to $$$$$ (from $26k) SAVA
• 2,679 Fewer Clients Supported with City Funding (1,300 from one program)
• Total Grants Awarded Drops from 40 to 28
Exis�ng Client Count Shi� from Par�al Funding Approach: 15,611 down to 14,706 (905 scale-down)
2022 Raise Top 5 Ranked to Full Request $43,000 Shi�
• 2 Lowest-Ranked Awards Would Be Zero-Funded:
o Easterseals ($15k), The Growing Project ($15k)
• Next Lowest-Ranked Award Reduced to $7,000 (from $20k) La Cocina
• 244 Fewer Clients Supported with City Funding
• Total Grants Awarded Drops from 37 to 35
Raise Top 10 Ranked to Full Request $109,000 Shi�
• 6 Lowest-Ranked Awards Would Be Zero-Funded:
o Easterseals ($15k), The Growing Project ($15k), La Cocina ($20k), Elderhaus ($20k),
Quarter Project ($15k), McBackpack ($15k)
• Next Lowest-Ranked Award Reduced to $18,500 (from $27,500) Meals on Wheels
• 1,996 Fewer Clients Supported with City Funding
• Total Grants Awarded Drops from 37 to 31
Exis�ng Client Count Shi� from Par�al Funding Approach: 16,734 down to 14,975 1,759 scale-down)
2021 Raise Top 5 Ranked to Full Request $87,344 Shi�
• 8 Lowest-Ranked Awards Would Be Zero-Funded:
o Ensight ($5k), Childrens Speech/Reading ($5k), SAVA Preven�on ($5k), Quarter Project
($5k), Turning Point ($14k), PSD ($32k), Partners Mentoring ($5k), Voices Carry ($10k)
• Next Lowest-Ranked Award Reduced to $24,000 (from $30,000) Elderhaus
• 5,335 Fewer Clients Supported with City Funding (4,000 from school outreach/educa�on project)
• Total Grants Awarded Drops from 39 to 31
Raise Top 10 Ranked to Full Request $149,000 Shi�
• 10 Lowest-Ranked Awards Would Be Zero-Funded:
o Ensight ($5k), Childrens Speech/Reading ($5k), SAVA Preven�on ($5k), Quarter Project
($5k), Turning Point ($14k), PSD ($32k), Partners Mentoring ($5k), Voices Carry ($10k),
Elderhaus ($30k), United Way Larimer Childcare Scholarships ($20k)
• Next Lowest-Ranked Award Reduced to $6K (from $25,000) SAVA Vic�m Services
• 5,394 Fewer Clients Supported with City Funding (4,000 from school outreach/educa�on project)
• Total Grants Awarded Drops from 39 to 29
Exis�ng Client Count Shi� from Par�al Funding Approach: 32,387 down to 31,150 (1,237 scale-down)
2020 Raise Top 5 Ranked to Full Request $24,400 Shi�
• 3 Lowest-Ranked Awards Would Be Zero-Funded:
o ECCLC ($10k), AFSP ($5k), Ensight ($5k)
• Next Lowest-Ranked Award Reduced to $6,000 (from $10k) Childrens Speech/Reading Center
• 110 Fewer Clients Supported with City Funding
• Total Grants Awarded Drops from 40 to 37
Raise Top 10 Ranked to Full Request $69,000 Shi�
• 6 Lowest-Ranked Awards Would Be Zero-Funded:
o ECCLC ($10k), AFSP ($5k), Ensight ($5k), Childrens Speech/Reading ($10k), SAVA
Preven�on ($14k), Partners Mentoring ($5k)
• Next Lowest-Ranked Award Reduced to $5,000 (from $13k) Center for Family Outreach
• 4,472 Fewer Clients Supported with City Funding (4,000 from school outreach/educa�on project)
• Total Grants Awarded Drops from 40 to 36
Exis�ng Client Count Shi� from Par�al Funding Approach: 40,526 down to 34,453 (6,073 scale-down)
2019 Raise Top 5 Ranked to Full Request $34,700 Shi�
• 5 Lowest-Ranked Awards Would Be Zero-Funded:
o AFSP School Outreach ($5k), ECCLC ($5,600), NCAP ($4k), A Litle Help ($17k), Easterseals ($3k)
• 2,683 Fewer Clients Supported with City Funding (2,500 from school outreach/educa�on project)
• Total Grants Awarded Drops from 41 to 36
Raise Top 10 Ranked to Full Request $66,000 Shi�
• 7 Lowest-Ranked Awards Would Be Zero-Funded:
o AFSP School Outreach ($5k), ECCLC ($5,600), NCAP ($4k), A Litle Help ($17k), Easterseals ($3k)
SAVA Preven�on ($20k), UW-Weld CAHPS ($11,250)
• 6,813 Fewer Clients Supported with City Funding (6,500 from school outreach/educa�on project)
• Total Grants Awarded Drops from 41 to 34
Exis�ng Client Count Shi� from Par�al Funding Approach: 20,344 down to 19,942 (402 scale-down)
Categorizing FY23 and FY22 HSP Requests into Hypothe�cal Standard $$ Amounts
** Request Amounts Were Rounded Up/Down to Nearest Level Rela�ve to the Original Request
Amount and Final Award Amount for Approxima�on Purposes **
** Does not include CDBG Public Service Awards which are calculated and awarded separately **
2023 43 HSP Requests / 36 Funded $908,000 Available
Median Award Amount: $23,500 Avg Award Amount: $25,200
$15,000 Request Amount
• 4 Requests $60,000 12 Actual Awards in this Range
$180,000
$25,000 Request Amount
• 12 Requests $300,000 11 Actual Awards in this Range
$275,000
$40,000 Request Amount
• 11 Requests $440,000 12 Actual Awards in this Range
$480,000
$55,000 Request Amount
• 10 Requests $550,000 1 Actual Awards in this Range
$55,000
$70,000 Request Amount
• 7 Requests $490,000 0 Actual Awards in this Range
$0
TOTAL REQUEST $1,840,000
ACTUAL 2023 HSP REQUEST $1,769,200 $990,000
DIFFERENCE + $70,800
2022 44 HSP Requests / 33 Funded $902,000 Available
Median Award Amount: $22,000 Avg Award Amount: $27,334
$15,000 Request Amount
• 2 Requests $30,000 8 Actual Awards in this Range
$120,000
$25,000 Request Amount
• 16 Requests $400,000 15 Actual Awards in this Range
$375,000
$40,000 Request Amount
• 13 Requests $520,000 7 Actual Awards in this Range
$280,000
$55,000 Request Amount
• 7 Requests $385,000 1 Actual Awards in this Range
$55,000
$70,000 Request Amount
• 6 Requests $420,000 2 Actual Awards in this Range
$140,000
TOTAL REQUEST $1,755,000
ACTUAL 2022 HSP REQUEST $1,755,271 $970,000
DIFFERENCE + $271