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HomeMy WebLinkAboutC23-338 OMNI Institute AGREEMENT FOR PROFESSIONAL SERVICES BETWEEN EAGLE COUNTY, COLORADO AND OMNI INSTITUTE THIS AGREEMENT (“Agreement”) is effective as of _________________ by and between OMNI Institute, a Colorado nonprofit corporation (hereinafter “Consultant” or “Contractor”) and Eagle County, Colorado, a body corporate and politic (hereinafter “County”). RECITALS WHEREAS, this Agreement is entered in reference to opioid settlement dollars pursued by Colorado State Attorney General (the “Opioid Settlement”), disseminated to 19 settlement regions within the State of Colorado, of which Eagle County sits in Region 5 (the “Region”) in addition to Pitkin, Summit, Lake, and Garfield Counties. A Region 5 Opioid Abatement Council was formed in 2021 by the participating local governments within the Region, of which Eagle County, through its Department of Public Health and Environment (“ECPHE”) participates and serves as a fiduciary agent (“Fiscal Agent”) for the Abatement Council. All funds from the regional share of the Opioid Settlement shall be distributed to the Fiscal Agent for the benefit of the entire Region. Ultimate approval for use of the Opioid Settlement lies with the Region 5 Opioid Abatement Council consisting of Eagle, Garfield, Lake, Pitkin, and Summit Counties; and WHEREAS, the County currently serves as Fiscal Agent for the 2023 Opioid Settlement distribution amount of between $661,156.43-$825,130.43, with ongoing commitment for the 18- year period of fund dissemination, which includes the management of collection and disbursement of regional funds; and WHEREAS, the Region 5 Opioid Abatement Council has determined that it would be appropriate to utilize the Opioid Settlement in an amount not to exceed $100,000 to fund the services of a consultant to create a data dashboard presenting indicators and measurements which will assist community members and partners access information regarding opioid misuse throughout Region 5 (the “Project”), and the Council requested that the County to seek a consultant to perform the Services set forth in paragraph 1 below and to enter into an agreement with such consultant on behalf of the Region 5 Abatement Council; and WHEREAS, the County issued a Request for Proposal on June 30, 2023 on behalf of the Region 5 Abatement Council, seeking the services of a consultant to perform Services; and WHEREAS, Consultant submitted a proposal in response to the RFP, and was selected as the successful proposer for the Project. A copy of Consultant’s proposal dated July 21, 2023, is attached hereto as Exhibit A, and incorporated herein by this reference; and DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E 10/24/2023 2 Eagle County-Region 5 Data Dashboard WHEREAS, Consultant is authorized to do business in the State of Colorado and has the time, skill, expertise, and experience necessary to provide the Services; and WHEREAS, this Agreement shall govern the relationship between Consultant and County in connection with the Services. AGREEMENT NOW, THEREFORE, in consideration of the foregoing and the following promises, Consultant and County agree as follows: 1. Services. Consultant agrees to diligently provide all services, labor, personnel, and materials necessary to perform and complete the services described, as set forth in Exhibit B, which is attached hereto and incorporated herein by reference. a. Consultant agrees to furnish the Services on or before October 31, 2025 . By signing below, Consultant represents that it has the expertise and personnel necessary to properly and timely perform the Services. b. In the event of any conflict or inconsistency between the terms and conditions set forth in Exhibit A and Exhibit B and the terms and conditions set forth in this Agreement, the terms and conditions set forth in this Agreement shall prevail. c. Consultant agrees that it will not enter into any consulting or other arrangements with third parties that will conflict in any manner with the Services. 2. County’s Representative. The Public Health and Environment Department’s designee shall be the Consultant’s contact with respect to this Agreement and performance of the Services. 3. Term of the Agreement. This Agreement shall commence upon the date first written above, and subject to the provisions of paragraph 11 hereof, shall continue in full force and effect for a two-year period through October 31, 2025. 4. Extension or Modification. This Agreement may not be amended or supplemented, nor may any obligations hereunder be waived, except by agreement signed by both parties. No additional services or work performed by Consultant shall be the basis for additional compensation unless and until Consultant has obtained written authorization and acknowledgement by County for such additional services in accordance with County’s internal policies. Accordingly, no course of conduct or dealings between the parties, nor verbal change orders, express or implied acceptance of alterations, or additions to the Services, and no claim that County has been unjustly enriched by any additional services, whether or not there is in fact DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E 3 Eagle County-Region 5 Data Dashboard any such unjust enrichment, shall be the basis of any increase in the compensation payable hereunder. In the event that written authorization and acknowledgment by County for such additional services is not timely executed and issued in strict accordance with this Agreement, Consultant’s rights with respect to such additional services shall be deemed waived and such failure shall result in non-payment for such additional services or work performed. 5. Compensation. County shall compensate Consultant for the performance of the Services in a sum computed and payable as set forth in Exhibit B. The performance of the Services under this Agreement shall not exceed $100,000.00 for the extent of the Term of this Agreement. Consultant shall not be entitled to bill at overtime and/or double time rates for work done outside of normal business hours unless specifically authorized in writing by County. Consultant understands and agrees that the compensation for the Services shall be paid solely from the Opioid Settlement s and that the County shall not be responsible for payment of the compensation under this Agreement. a. For reimbursement, Consultant must submit invoices no later than quarterly, with permission to submit monthly. Invoices shall include a description of Services performed. If County is not satisfied with the completeness of a submitted invoice, County may request Consultant to either revise the invoice or provide additional information. Payment will be made for Services satisfactorily performed within thirty (30) days of receipt of a proper and accurate invoice. All invoices shall include detail regarding the hours spent, tasks performed, who performed each task and such other detail as County may request. The County will disburse funds to the Consultant within thirty (30) days of receipt of a proper and accurate invoice. All invoices must be emailed to phinvoices@eaglecounty.us to ensure proper payment. b. Any out-of-pocket expenses to be incurred by Consultant and reimbursed by County shall be identified in Exhibit A. Out-of-pocket expenses will be reimbursed without any additional mark-up thereon and are included in the not to exceed contract amount set forth above. Out-of-pocket expenses shall not include any payment of salaries, bonuses, or other compensation to personnel of Consultant. Consultant shall not be reimbursed for expenses that are not set forth on Exhibit A unless specifically approved in writing by County. c. If, prior to payment of compensation or reimbursement for Services but after submission to County of a request therefore by Consultant, County reasonably determines that payment as requested would be improper because the Services were not performed as prescribed by the provisions of this Agreement, County shall have no obligation to make such payment. If, at any time after or during the term or after termination or expiration of this Agreement, County reasonably determines that any payment theretofore paid by County to Consultant was improper because the Services for which payment was made were not performed as set forth in this Agreement, then upon written notice of such determination and request for reimbursement from DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E 4 Eagle County-Region 5 Data Dashboard County, Consultant shall forthwith return such payment(s) to County. Upon termination or expiration of this Agreement, unexpended funds advanced by County, if any, shall forthwith be returned to County. d. All funds received by Consultant under this Agreement shall be or have been expended solely for the purpose for which granted, and any funds not so expended, including funds lost or diverted for other purposes, shall be returned to County. Consultant shall provide the County with progress reports upon County’s request; or Consultant shall furnish progress reports as more specifically set forth in the attached Exhibit B. e. County will not withhold any taxes from monies paid to the Consultant hereunder and Consultant agrees to be solely responsible for the accurate reporting and payment of any taxes related to payments made pursuant to the terms of this Agreement. f. Notwithstanding anything to the contrary contained in this Agreement, County shall have no obligations under this Agreement after, nor shall any payments be made to Consultant in respect of any period after December 31 of any year, without an appropriation therefor by County in accordance with a budget adopted by the Board of County Commissioners in compliance with Article 25, title 30 of the Colorado Revised Statutes, the Local Government Budget Law (C.R.S. 29-1-101 et. seq.) and the TABOR Amendment (Colorado Constitution, Article X, Sec. 20). Consultant understands and agrees that the compensation for the Services shall be paid solely from the Opioid Settlement and that the County shall not be responsible for payment of the compensation under this Agreement. 6. Sub-consultants. Consultant acknowledges that County has entered into this Agreement in reliance upon the particular reputation and expertise of Consultant. Consultant shall not enter into any sub-consultant agreements for the performance of any of the Services or additional services without County’s prior written consent, which may be withheld in County’s sole discretion. County shall have the right in its reasonable discretion to approve all personnel assigned to the subject project during the performance of this Agreement and no personnel to whom County has an objection, in its reasonable discretion, shall be assigned to the project. Consultant shall require each sub-consultant, as approved by County and to the extent of the Services to be performed by the sub-consultant, to be bound to Consultant by the terms of this Agreement, and to assume toward Consultant all the obligations and responsibilities which Consultant, by this Agreement, assumes toward County. County shall have the right (but not the obligation) to enforce the provisions of this Agreement against any sub-consultant hired by Consultant and Consultant shall cooperate in such process. Consultant shall be responsible for the acts and omissions of its agents, employees, and sub-consultants or sub-contractors. DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E 5 Eagle County-Region 5 Data Dashboard 7. Insurance. Consultant agrees to provide and maintain at Consultant’s sole cost and expense, the following insurance coverage with limits of liability not less than those stated below: a. Types of Insurance. i. Workers’ Compensation insurance as required by law. ii. Auto coverage with limits of liability not less than $1,000,000 each accident combined bodily injury and property damage liability insurance, including coverage for owned, hired, and non-owned vehicles. iii. Commercial General Liability coverage to include premises and operations, personal/advertising injury, products/completed operations, broad form property damage with limits of liability not less than $1,000,000 per occurrence and $2,000,000 aggregate limits. This policy shall be endorsed to include coverage for physical/sexual abuse and molestation. iv. Professional liability insurance with prior acts coverage for all Services required hereunder, in a form and with an insurer or insurers satisfactory to County, with limits of liability of not less than $1,000,000 per claim and $2,000,000 in the aggregate. In the event the professional liability insurance is on a claims-made basis, Consultant warrants that any retroactive date under the policy shall precede the effective date of this Agreement. Continuous coverage will be maintained during any applicable statute of limitations for the Services. b. Other Requirements. i. The automobile and commercial general liability coverage and such other coverage as indicated above shall be endorsed to include Eagle County, its associated or affiliated entities, its successors and assigns, elected officials, employees, agents and volunteers as additional insureds. ii. Consultant’s certificates of insurance shall include sub-consultants as additional insureds under its policies or Consultant shall furnish to County separate certificates and endorsements for each sub-consultant. All coverage(s) for sub-consultants shall be subject to the same minimum requirements identified above. Consultant and sub-consultants, if any, shall maintain the foregoing coverage in effect until the Services are completed. In addition, all such policies shall be kept in force by Consultant and its sub-consultants until the applicable statute of limitations for the Services has expired. DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E 6 Eagle County-Region 5 Data Dashboard iii. Insurance shall be placed with insurers duly licensed or authorized to do business in the State of Colorado and with an “A.M. Best” rating of not less than A-VII. iv. Consultant’s insurance coverage shall be primary and non-contributory with respect to all other available sources. Consultant’s policy shall contain a waiver of subrogation against Eagle County. v. All policies must contain an endorsement affording an unqualified thirty (30) days notice of cancellation to County in the event of cancellation of coverage. vi. All insurers must be licensed or approved to do business within the State of Colorado and all policies must be written on a per occurrence basis unless otherwise provided herein. vii. Consultant’s certificate of insurance evidencing all required coverage(s) is attached hereto as Exhibit C. Upon request, Consultant shall provide a copy of the actual insurance policy and/or required endorsements required under this Agreement within five (5) business days of a written request from County, and hereby authorizes Consultant’s broker, without further notice and authorization by Consultant, to immediately comply with any written request of County for a complete copy of the policy. viii. Consultant shall advise County in the event the general aggregate or other aggregate limits are reduced below the required per occurrence limit. Consultant, at its own expense, will reinstate the aggregate limits to comply with the minimum limits and shall furnish County a new certificate of insurance showing such coverage. ix. If Consultant fails to secure and maintain the insurance required by this Agreement and provide satisfactory evidence thereof to County, County shall be entitled to immediately terminate this Agreement. x. The insurance provisions of this Agreement shall survive expiration or termination hereof. xi. The parties hereto understand and agree that the County is relying on, and does not waive or intend to waive by any provision of this Agreement, the monetary limitations or rights, immunities and protections provided by the Colorado Governmental Immunity Act, as from time to time amended, or otherwise available to County, its affiliated entities, successors or assigns, its elected officials, employees, agents, and volunteers. DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E 7 Eagle County-Region 5 Data Dashboard xii. Consultant is not entitled to workers’ compensation benefits except as provided by the Consultant, nor to unemployment insurance benefits unless unemployment compensation coverage is provided by Consultant or some other entity. The Consultant is obligated to pay all federal and state income tax on any monies paid pursuant to this Agreement. 8. Indemnification. The Consultant shall indemnify and hold harmless County, and any of its officers, agents, and employees against any losses, claims, damages, or liabilities for which County may become subject to insofar as any such losses, claims, damages, or liabilities arise out of, directly or indirectly, this Agreement, or are based upon any performance or nonperformance by Consultant or any of its sub-consultants hereunder including claims for bodily injury or personal injury including death, or loss or damage to tangible or intangible property; and Consultant shall reimburse County for reasonable attorney fees and costs, legal, and other expenses incurred by County in connection with investigating or defending any such loss, claim, damage, liability or action. This indemnification shall not apply to claims by third parties against the County to the extent that County is liable to such third party for such claims without regard to the involvement of Consultant. This paragraph shall survive expiration or termination hereof. 9. Ownership of Documents. All documents prepared by Consultant in connection with the Services shall become property of County. Consultant shall execute written assignments to County of all rights (including common law, statutory, and other rights, including copyrights) to the same as County shall from time to time request. For purposes of this paragraph, the term “documents” shall mean and include all reports, plans, studies, tape or other electronic recordings, drawings, sketches, estimates, data sheets, maps, and work sheets produced, or prepared by or for Consultant (including any employee or subcontractor in connection with the performance of the Services and additional services under this Agreement). 10. Notice. Any notice required by this Agreement shall be deemed properly delivered when (i) personally delivered, or (ii) when mailed in the United States mail, first class postage prepaid, or (iii) when delivered by FedEx or other comparable courier service, charges prepaid, to the parties at their respective addresses listed below, or (iv) when transmitted via e-mail with confirmation of receipt. Either party may change its address for purposes of this paragraph by giving five (5) days prior written notice of such change to the other party. COUNTY: Eagle County Public Health & Environment Attention: Heath Harmon 551 Broadway P.O. Box 660 Eagle, CO. 81631 Phone: (970) 328-8819 DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E 8 Eagle County-Region 5 Data Dashboard E-Mail: heath.harmon@eaglecounty.us With a copy to: Eagle County Attorney 500 Broadway Post Office Box 850 Eagle, Co 81631 Telephone: 970-328-8685 Facsimile: 970-328-8699 E-Mail: atty@eaglecounty.us CONSULTANT: OMNI Institute Attn: Katie Gelman Senior Vice President 899 Logan Street Suite 600 Denver, CO 80203 Phone: 303-839-9422 E-Mail: kgelman@omni.org 11. Accessibility. a. Consultant shall ensure that accessibility and usability are addressed at every stage of the Project, including but not limited to any implementation, configuration, or documentation provided or licensed by Contractor and delivered to the County. Consultant is responsible for ensuring that OIT web content must conform with the most recent published W3C, Web Content Accessibility Guidelines (“WCAG”), including but not limited to text, links, images, forms, PDFs, documents and embedded third-party applications. b. Contractor is required to provide a platform that is compliant with the most recently published WCAG, as well as the Governor’s Office of Information Technology’s Technology Accessibility for Persons with Disabilities Standards and Consultant shall update the platform in the event of updates to the State’s standards. If the Contractor has agreed to perform maintenance as part of the Services for the County, Contractor’s obligations apply to its performance of maintenance. c. Consultant shall provide a third-party attestation of product accessibility compliance for any software or platform with which users will interact when requested by County. Such attestation shall include a summary of the software’s or platform’s ADA compliance as well as any outstanding accessibility issues identified in the software or platform, and an explanation as to how Consultant intends to make the software or platform fully DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E 9 Eagle County-Region 5 Data Dashboard compliant. Remediation of accessibility issues which pose a very minor inconvenience to disabled users but do not prevent them from using the software may be waived by the County in its sole discretion. Correction of accessibility issues may require, among other things, writing new core code, turning off inaccessible features, providing users with third party software in addition to their assistive technology, or providing disabled users with an alternative pathway to the inaccessible feature or the business process that it automates. Consultant shall collaborate with the County to prioritize accessibility defects based on severity. If the County determines that accessibility issues exist but cannot be resolved or mitigated, the Consultant may terminate this Agreement. 12. Termination. County may terminate this Agreement, in whole or in part, at any time and for any reason, with or without cause, and without penalty therefor with seven (7) calendar days’ prior written notice to the Consultant. Upon termination of this Agreement, Consultant shall immediately provide County with all documents as defined in paragraph 9 hereof, in such format as County shall direct and shall return all County owned materials and documents. County shall pay Consultant for Services satisfactorily performed to the date of termination. 13. Venue, Jurisdiction and Applicable Law. Any and all claims, disputes or controversies related to this Agreement, or breach thereof, shall be litigated in the District Court for Eagle County, Colorado, which shall be the sole and exclusive forum for such litigation. This Agreement shall be construed and interpreted under, and governed by the laws of the State of Colorado. 14. Execution by Counterparts; Electronic Signatures. This Agreement may be executed in two or more counterparts, each of which shall be deemed an original, but all of which shall constitute one and the same instrument. The parties approve the use of electronic signatures for execution of this Agreement. Only the following two forms of electronic signatures shall be permitted to bind the parties to this Agreement: (i) Electronic or facsimile delivery of a fully executed copy of the signature page; (ii) the image of the signature of an authorized signer inserted onto PDF format documents. All documents must be properly notarized, if applicable. All use of electronic signatures shall be governed by the Uniform Electronic Transactions Act, C.R.S. 24-71.3-101 to 121. 15. Other Contract Requirements. a. In rendering the Services hereunder, Consultant shall comply with the highest standards of customer service to the public. Consultant shall provide appropriate supervision of its employees to ensure the maintenance of these high standards of customer service and professionalism are maintained. The performance of such obligation shall be determined at the sole discretion of County. In the event County finds these standards of customer service are not DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E 10 Eagle County-Region 5 Data Dashboard being met by Consultant, County may terminate this Agreement, in whole or in part, upon seven (7) days’ notice to Consultant. b. Consultant shall be responsible for the completeness and accuracy of the Services, including all supporting data or other documents prepared or compiled in performance of the Services, and shall correct, at its sole expense, all significant errors and omissions therein. The fact that the County has accepted or approved the Services shall not relieve Consultant of any of its responsibilities. Consultant shall perform the Services in a skillful, professional, and competent manner and in accordance with the standard of care, skill, and diligence applicable to consultants performing similar services. This paragraph shall survive termination of this Agreement. c. Consultant represents and warrants that it has the expertise and personnel necessary to properly perform the Services and covenants that its professional personnel are duly licensed to perform the Services within Colorado. d. Consultant agrees to work in an expeditious manner, within the sound exercise of its judgment and professional standards, in the performance of this Agreement. Time is of the essence with respect to this Agreement. e. This Agreement constitutes an agreement for performance of the Services by Consultant as an independent contractor and not as an employee of County. Nothing contained in this Agreement shall be deemed to create a relationship of employer-employee, master- servant, partnership, joint venture, or any other relationship between County and Consultant except that of independent contractor. Consultant shall have no authority to bind County. f. Consultant represents and warrants that at all times in the performance of the Services, Consultant shall comply with any and all applicable federal and state laws, codes, rules, and regulations. g. Consultant shall comply with the Civil Rights Act of 1964 and Section 504, Rehabilitation Act of 1973, concerning discrimination on the basis of race, color, sex, age, religion, political beliefs, national origin, or handicap. h. This Agreement contains the entire agreement between the parties with respect to the subject matter hereof and supersedes all other agreements or understanding between the parties with respect thereto. DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E 11 Eagle County-Region 5 Data Dashboard i. Consultant shall not assign any portion of this Agreement without the prior written consent of the County. Any attempt to assign this Agreement without such consent shall be void. j. This Agreement shall be binding upon and shall inure to the benefit of the parties hereto and their respective permitted assigns and successors in interest. Enforcement of this Agreement and all rights and obligations hereunder are reserved solely for the parties, and not to any third party. k. No failure or delay by either party in the exercise of any right hereunder shall constitute a waiver thereof. No waiver of any breach shall be deemed a waiver of any preceding or succeeding breach. l. The invalidity, illegality, or unenforceability of any provision of this Agreement shall not affect the validity or enforceability of any other provision hereof. m. Consultant shall maintain for a minimum of three years, adequate financial and other records for reporting to County. Consultant shall be subject to financial audit by federal, state, or county auditors or their designees. Consultant authorizes such audits and inspections of records during normal business hours, upon 48 hours’ notice to Consultant. Consultant shall fully cooperate during such audit or inspections. n. The signatories to this Agreement aver to their knowledge, no employee of the County has any personal or beneficial interest whatsoever in the Services or Property described in this Agreement. The Consultant has no beneficial interest, direct or indirect, that would conflict in any manner or degree with the performance of the Services and Consultant shall not employ any person having such known interests. o. The Consultant, if a natural person eighteen (18) years of age or older, hereby swears and affirms under penalty of perjury that he or she (i) is a citizen or otherwise lawfully present in the United States pursuant to federal law, (ii) to the extent applicable shall comply with C.R.S. 24-76.5-103 prior to the effective date of this Agreement. 15. Data Security. a. Definitions: i. “County Data” means all data created by or in any way originating with County and End Users, and all information that is the output of any computer processing, or other electronic manipulation, of any information that was created by or in any way originating with County and End Users, in the course of using and configuring the Services provided under DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E 12 Eagle County-Region 5 Data Dashboard this Agreement, and includes all records relating to County’s use of Consultant Services and Protected Information. ii. “End User” means the individuals (including, but not limited to employees, authorized agents, students and volunteers of County; Third Party consultants, auditors and other independent Consultants performing services for County; any governmental, accrediting or regulatory bodies lawfully requesting or requiring access to any Services; customers of County provided services; and any external users collaborating with County) authorized by County to access and use the Services provided by Consultant under this Agreement. iii. “Protected Information” includes, but is not limited to, personally- identifiable information, student records, protected health information, criminal justice information or individual financial information and other data defined under C.R.S. §§ 24-72- 101 et seq., and personal information that is subject to local, state or federal statute, regulatory oversight or industry standard restricting the use and disclosure of such information. The loss of such Protected Information would constitute a direct damage to the County. iv. “Security Incident” means the potentially unauthorized access by non- authorized persons to personal data or non-public data the Consultant believes could reasonably result in the use, disclosure or theft of County Data within the possession or control of the vendor. A Security Incident may or may not turn into a data breach. b. During the course of Consultant's performance of the Work, the Consultant may be required to maintain, store, process or control County Data. The Consultant represents and warrants that: i. Consultant will take all reasonable precautions to maintain all County Data in a secure environment to prevent unauthorized access, use, or disclosure, including industry-accepted firewalls, up-to-date anti-virus software, and controlled access to the physical location of the hardware containing County Data; ii. Consultant’s collection, access, use, storage, disposal and disclosure of County Data shall comply with all applicable data protection laws, as well as all other applicable regulations and directives; iii. Consultant will notify County of any Security Incident as soon as practicable, but no later than 24 hours after Consultant becomes aware of it; iv. Consultant will provide information sufficient to satisfy County’s legal and regulatory notice obligations. Upon notice of a Security Incident, County shall have the authority to direct Consultant to provide notice to any potentially impacted individual or entity, at Consultant’s expense, and Consultant shall be liable for any resulting damages to County. v. Where Consultant has been contracted to maintain, store or process personal information on behalf of the County, it shall be deemed a “Third-Party Service Provider as defined in C.R.S. § 24-73-103(1)(i), and Consultant shall maintain security procedures and practices consistent with C.R.S §§ 24-73-101 et seq.; and DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E 13 Eagle County-Region 5 Data Dashboard vi. Consultant will promptly return or destroy any County Data upon request from the County Representative. c. Consultant’s indemnification obligations identified elsewhere in this Contract shall apply to any breach of the provisions of this Paragraph. [Remainder of Page Intentionally Left Blank] DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E 14 Eagle County-Region 5 Data Dashboard IN WITNESS WHEREOF, the parties have executed this Agreement the day and year first set forth above. COUNTY OF EAGLE, STATE OF COLORADO, By and Through Its COUNTY MANAGER By: ______________________________ Jeff Shroll, County Manager CONSULTANT: OMNI Institute, a Colorado nonprofit corporation By: _____________________________________ Print Name: ______________________________ Title: ___________________________________ DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E Vice President Katie Gelman 15 Eagle County-Region 5 Data Dashboard EXHIBIT A Contractor’s Proposal DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E Opioid Abatement Data Dashboard OMNI Institute Proposal for Services July 21, 2023 DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E Opioid Abatement Data Dashboard OMNI Institute Proposal for Services Submitted to: Region 5 Opioid Abatement Council (Fiscal Agent: Eagle County Government, Eagle County, Colorado) For more information, please contact: Julia Simhai (she/her) Director jsimhai@omni.org (303) 839-9422 ext. 137 Meredith Smith (she/her) Proposal Manager proposals@omni.org (303) 839-9422 ext. 148 DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E REQUEST FOR PROPOSALS: PROPOSAL FORM THIS PROPOSAL FORM MUST BE SUBMITTED WITH YOUR PROPOSAL Electronic Copies Email Address: chelsea.carnoali@eaglecounty.us Re: Region 5 Opioid Abatement Data Dashboard The undersigned, having examined the Instructions to Proposers and any and all documents related to the above referenced RFP: A.Agree to comply with all conditions, requirements, and instructions of the Request for Proposal as stated or implied therein; B.Acknowledges the right of Eagle County, and/or the Council in its sole discretion to reject any or all proposals submitted, and that an award may be made to a proposer even though not the lowest cost; C.Acknowledges and agrees that the discretion of Eagle County and/or the Council in selection of the successful proposers shall be final, not subject to review or attack; and D.Acknowledges that this proposal is made with full knowledge of the foregoing and full agreement thereto. By submission of this proposal, and signature below, the respondent acknowledges that he has the authority to sign this Proposal Form and bind the company named below. The proposer further acknowledges that Eagle County and/or the Council has the right to make any inquiry or investigation it deems appropriate to substantiate or supplement information contained in the proposal and related documents, and authorizes release to Eagle County and/or the Council of any and all information sought in such inquiry or investigation. Company Name: _____OMNI Institute_______________________ Title of Proposer: ____Senior Vice President__________________ Signature of Proposer: _______________________________________ 5 RFP General Services Eagle County Final 7/5/2022 Doc ID: 2ef88235ef23e1d8e1493add187bd31e2c8e70a1 DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E 1 Cover Letter July 21, 2023 Dear Region 5 Opioid Abatement Council, OMNI Institute (OMNI) appreciates the opportunity to submit a response to the request for proposal issued by the Region 5 Opioid Abatement Council for Data Dashboard Creation Related to Opioid Abatement Services. In the proposal below, we outline our organizational qualifications and services offered, and our specific experience working with opioid-related indicators, facilitating data sharing agreements, developing user- friendly dashboards, and working with numerous partners in Region 5. This cover letter is followed by the technical response with the summary sheet, financial and other attachments; our proposed project schedule; budget and pricing; references who can speak to our ability to execute the services requested in the RFP; and the evaluation criteria, per the RFP specifications. OMNI is a nonprofit social science consultancy that provides integrated research, evaluation, and capacity- building services to foster understanding, guide collaboration, and inform action to accelerate positive social change. Our primary areas of expertise are Behavioral Health, Community Health, Economic Security, Justice, and Children & Families. Founded in 1982, OMNI has honed a nationally recognized service delivery model that is focused on rigorous research and application of best practices, authentic engagement with our clients and their stakeholders, and the cross-systems expertise and insights needed to address complex social issues. We operate by four core values: Inquiry to uncover the best possible solutions to challenges, Agility in our approach, Accountability for our work, and a true Connection to our clients and the communities they serve. OMNI has both the technical and conceptual design skills to develop dashboards that effectively communicate key information, allow for discovery and exploration of data, and are intuitive and user-friendly to navigate. Our deep understanding of data visualization and data storytelling principles, coupled with extensive knowledge of Tableau's features and functionalities, allow us to craft visually engaging and interactive dashboards that deliver valuable insights to stakeholders. We are adept at merging multiple data sources and translating findings to actionable information that supports identification of next steps, and identifying opportunities for innovation in incorporating non-traditional data and pages that facilitate user engagement. We view dashboards as a tool that can empower organizations to make informed decisions that benefit the communities they serve, and keep this goal in mind in each dashboard we create. Our team also brings expertise in collaborating with partners and facilitating data access and data sharing, and are familiar with best practices in developing data sharing agreements that protect confidentiality and appropriately guide data use. We have strong working relationships with numerous organizations in Region 5, allowing us to leverage our network to identify and access local data sources. Our staff are experts in behavioral health data and strategies, and we have structured our approach to include facilitation sessions with Region 5 to ensure that the dashboard indicators selected align with the overall goals of the Council and provide a comprehensive picture of opioid trends in Region 5. We hold equity at the forefront of the work that we do and will infuse equitable evaluation best practices throughout our approach. We would be honored to be selected as the partner to accomplish the development of this dashboard and support Region 5 in advancing the goals in its Two-Year Abatement Plan. Sincerely, Katie Gelman (Authorized Representative) Senior Vice President, OMNI Institute kgelman@omni.org, (303) 839-9422 ext. 143 DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E 2 Summary Sheet Basic Organization Information: Section I Legal Name of Organization: OMNI Institute DBA (if applicable): N/A Federal Tax Identification/EIN: 84-1307563 Mailing Address: 899 Logan St. Suite 600 Denver, CO 80203 Physical Address: (if separate and non- confidential) Same as above Organization Phone Number: (303) 839-9422 Organization Fax: (720) 597-7288 Organization Website: www.omni.org Organization Email Address: proposals@omni.org Name CEO or Executive Director: Phone: Email: Jean Denious (303) 839-9422 ext. 121 jdenious@omni.org Applicant Name (if separate): Phone: Email: Julia Simhai (303) 839-9422 ext. 137 jsimhai@omni.org Organization Background: Section II Year Founded/Years in Operation: 41 Mission Statement: OMNI’s mission is to provide integrated research, evaluation, and capacity- building services to foster understanding, guide collaboration, and inform action that accelerates change toward a more equitable society. We believe in the power of data to inspire and support individuals and organizations in changing their world by finding solutions to complex social questions. Geographic Area Served: (specific to this proposal) Nationwide. Headquartered in Colorado, OMNI brings statewide reach plus multiple evaluation efforts in Region 5. Tax Exemption Status: 501(c)(3): Using a fiscal agent/fiscal sponsor: 501(c)(3) Name of fiscal agent/sponsor: (if other than 501(c)(3), describe) N/A DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E 3 Number of employees: Full-time: Part-time: Full-time: 48 Part-time: 7 Proposal Information: Section III Cost to Provide Services: $99,983 General Operating Cost: N/A Program or Project Specific Cost (please include projected ongoing maintenance cost): $99,983 Describe use of funds: Please see the budget and justification provided on page 28. Financial Information: Section IV Organization’s Current FY Budget: See OMNI's most recent Audited Financial Statements, beginning on page 31 of this proposal. Organization’s Income: See OMNI's most recent Audited Financial Statements, beginning on page 31 of this proposal. Organization’s Expenses: See OMNI's most recent Audited Financial Statements, beginning on page 31 of this proposal. Name of Current Coinciding Program (if applicable): OMNI is engaged in numerous evaluation and capacity building efforts related to opioid abatement. We developed the Two-Year Abatement Plan for Region 4 (Northeast Colorado) and continue to facilitate their opioid abatement council, as well as provide evaluation services. We are also facilitating regional opioid abatement assessment and strategic planning in the states of North Carolina and Virginia funded by opioid settlement dollars. Further, we evaluate the Virginia State Opioid Response prevention, treatment, harm reduction and recovery funding through SAMHSA. Related to dashboards, OMNI’s portfolio includes developing the infrastructure and first iteration of the Colorado Consortium for Prescription Drug Abuse Opioid Data Dashboard. In addition, we built and maintain a large indicator dashboard for the Commonwealth of Virginia that encompasses numerous substance misuse indicators and utilize data dashboards on multiple other evaluation projects. Current Coinciding Program Budget (if applicable): Project budgets vary across efforts described above, $20,000-900,000+/year. Current Coinciding Program Income (if applicable): N/A Current Coinciding Program Expenses (if applicable): N/A DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E 4 Organization Vision and Goals: Section V ORGANIZATION BACKGROUND Discuss the founding and development of the organization. Explain the original issue and/or opportunity the organization was founded to address and how that may have changed over time: Founded in 1982, OMNI Research and Training began as a for-profit research, evaluation, and capacity building organization with 3 staff members. In 1996, to better align with our mission and values, OMNI Research and Training opened a nonprofit arm called OMNI Institute. OMNI has operated under this nonprofit structure since. Since then, the organization has grown to be a national consultancy with staff based throughout the country. OMNI was founded to provide research, evaluation, and capacity building services, and that remains our service offering today. Since our founding, our client service model has been rooted in rigorous research and application of best practices, authentic engagement and deep connection with our clients and their communities, and a cross-systems expertise needed to help clients tackle some of the biggest issues facing the nation, from the opioid epidemic to criminal justice reform. ORGANIZATION GOALS Describe the organization’s current goals: OMNI is a nonprofit social science consultancy that provides integrated research, evaluation, and capacity-building services to foster understanding, guide collaboration, and inform action to accelerate positive social change (with primary areas of expertise being Behavioral Health, Community Health, Children & Families, Economic Security, and Justice). Our goals are to leverage data within each of these areas to support our clients in driving positive social change. CURRENT PROGRAMS Provide a brief description of the organization’s current programs. Include population and numbers served, as well as expected results. If this request is for a specific program, describe the organization’s other programs here. Describe the program for which you are seeking funding in question: At any given time, OMNI manages 60-80 projects focused on the content areas described above. Our services span needs assessment, strategic planning, mixed-method (qualitative and quantitative) research and evaluation, data communication, including data dashboards and data visualizations, facilitation, and capacity building. Substance misuse is a primary focus for a majority of our projects, spanning prevention, treatment, harm reduction and recovery, as well as intersections of behavioral health with the criminal justice system, family support services, and social determinants of health. We have numerous projects funded through opioid settlement funds, including assessment, strategic planning, facilitation of opioid councils, and evaluation of opioid abatement efforts with regional partners in Colorado, North Carolina, and Virginia. We also evaluate numerous SAMHSA-funded prevention, treatment, and recovery grants focused on substance misuse (such as the prevention and treatment block grant), as well as funding targeted specifically to opioids (State Opioid Response and Strategic Prevention Framework for Prescription Drugs and Opioids). We are engaged in these evaluation efforts in the states of Virginia, DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E 5 Alabama, New Hampshire, Wyoming, and Colorado. Through these efforts, we bring a depth of expertise in facilitating opioid abatement workgroups and utilizing opioid related indicator data, including “non-traditional” indicators in intersecting areas, such as housing stability, criminal justice, and education. We also bring expertise in using data-driven decision making to identify opioid- related needs, and to facilitate the selection of strategies, as well as the evaluation of implementation. We use data dashboards in service of our evaluation efforts, including to centralize key indicator data in easily accessible formats for communities and stakeholders to use for various purposes, such as education and awareness, needs assessment, strategic planning, monitoring of trends, tracking evaluation progress, and serving as a centralized repository for data to streamline data utilization for grant development and other efforts. OMNI built the first opioid indicator dashboard in Colorado, in partnership with the Colorado Consortium for Drug Abuse Prevention and the Colorado Department of Public Health and Environment. Sample dashboards are included in our project portfolio section. Finally, we have numerous projects located in Region 5, and many strong partnerships in place that will help to facilitate data access and broad implementation and utilization of the dashboard. These projects are further described in the Qualifications and Experience section on page 19. Sample Projects: The Commonwealth of Virginia, Department of Behavioral Health and Developmental Services (DBHDS) (Various projects, 2014 – Present) Since 2014, OMNI has provided evaluation and capacity building services for the Commonwealth of Virginia’s DBHDS across SAMHSA-funded prevention block grant, Partnership for Success (PFS), and State Opioid Response (SOR) grants. As a part of this work, OMNI provides leadership and facilitation of the State Epidemiological Outcomes Workgroup (SEOW) (www.virginiaseow.org), with a goal to bring together individuals from a variety of sectors to contribute data and ideas to identify health disparities and analyze indicator data at state and local levels to assess progress toward system-level outcomes.The first phase of this work consisted of cultivating relationships and recruiting SEOW members from across Virginia's state agencies (Juvenile Justice, Social Services, Health, etc.) and other organizations. This resulted in the execution of multiple data sharing and data use agreements between SEOW members and OMNI to allow OMNI to build the Virginia Social Indicator dashboard, which serves as a central resource for state and local behavioral health data. The dashboard is designed to bring together data sources from several agencies and topics to break down data silos and support data-driven prevention planning. OMNI continues to maintain the dashboard and has adapted it as users’ preferences and needs have changed, including adding community snapshot reports that make local assessment activities more efficient. We are currently in the process of transitioning the dashboard to Tableau, and the new site will be launched in August 2023. DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E 6 OMNI’s collaborative partnership has also enabled Virginia to pursue innovative strategies that are positively impacting outcomes across the continuum of prevention, harm reduction, treatment, and recovery. There has been significant change in the capacity of the state-funded behavioral health providers to address opioid use disorder and stimulant use disorder, and the evaluation has captured the ongoing successes and challenges of this growth. Associated work samples include: • Virginia Social Indicator Study Dashboard (VASIS): www.omni.org/vasis (Note: OMNI is in the process of transferring this dashboard from its existing platform to Tableau. The new Tableau dashboard will be launched in August 2023; screenshots of the new design are available in our dashboard portfolio: https://www.omni.org/tableau-dashboard- projects.) • Virginia SEOW Website: www.virginiaseow.org • Virginia SOR Annual Reports (2018-2022): https://omni.org/va-sor- annual-reports. Region 4 Colorado Two-Year Opioid Abatement Plan Development Since February 2022, OMNI has supported Northeast Colorado Region 4, made up of Elbert, Lincoln, Cheyenne, Kit Carson, Yuma, Washington, Morgan, Logan, Sedgwick, and Phillips counties, with the development and implementation of their Two-Year Opioid Abatement Plan through facilitation of assessment, planning, and implementation sessions with the Region 4 Council. OMNI initially worked with the Region 4 Council to identify, collect, and organize current, relevant opioid related data that was available to utilize for a needs assessment process. In addition to pulling together key secondary data, OMNI conducted key informant interviews with partners affiliated with the behavioral health systems serving the area to gather additional data on the Opioid crisis in the region. OMNI then facilitated several sessions with the Region 4 Council to review the data to determine areas of need and home in on potential priorities for the region aligned with allowable uses from the Opioid Settlement Funding MOU. OMNI has continued to support Region 4 in 2023 to help them implement the first year of their plan through ongoing support in council facilitation, support of an RFP process to select funding recipients in prioritized areas, and other research and evaluation activities as identified by the Council. State of Alabama, Department of Mental Health (ADMH) (2020 – Present) OMNI has worked with ADMH since 2020 and currently holds the role of evaluator for the SAMHSA block grant prevention set-aside and SPF-Rx grant. In these roles, OMNI has designed and implemented multisite and statewide process and outcome evaluations that include mixed-methods data collection, evaluation technical assistance, and capacity building with substance use prevention providers serving Alabama’s 67 counties. We have also partnered with ADMH in the design and administration of a statewide survey of young adults to assess substance use, mental health, and associated risk and protective factors. To support implementation of the survey, OMNI built a Tableau DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E 7 dashboard that showed response rates by county across Alabama to demonstrate where additional recruiting efforts were needed to obtain representation from all areas of the state: • Young Adult Survey Response and Recruitment Dashboard: https://www.omni.org/alsurvey • Block Grant Annual Evaluation Report (FY22): https://omni.org/al- bg-annual-report-2022-22. Northeast Colorado Health Department (NCHD) In 2020, OMNI conducted a needs assessment in collaboration with NCHD to assess opioid-related needs, resources, and priorities in NCHD’s six-county catchment area. This work began with a scan of available secondary data, which was then prioritized based on NCHD’s chosen areas of focus. OMNI produced a summary report of secondary data that integrated information from a variety of sources, with the aim to view data at the region and county level as much as possible and present it in accessible formats suitable for presentation to community members for input. To complement the summary report of secondary data, OMNI also collected input from community partners via a survey of healthcare providers, law enforcement officials, and other key stakeholders to identify where to focus efforts. The resulting report and slides summarized the findings and priorities for NCHD to address opioid misuse with the community: • Final Report: https://omni.org/nchd-needs-assessment. PROJECT REQUESTS Provide a summary of the plan for visual development. Include the format/platform which the organization anticipates utilizing, the visual components in displaying the information/data, program maintenance, and any other applicable information (please include pertinent links to other work): We propose five phases of work to complete the desired activities that the Region 5 Opioid Abatement Council (the Council) has requested. We will work closely with the Data Dashboard Contract Workgroup (DDCW) to carry out this work and ensure that the final product meets the needs of the region. Each of these phases is described in detail throughout this section. 1. Project Kickoff and Context Building 2. Strategic Planning 3. Data Gathering 4. Dashboard Build and Testing 5. Dashboard Maintenance Phase 1: Project Kickoff and Context Building The first phase of work is designed to create a strong foundation that fosters buy-in and sets the stage for a successful process. We request that the DDCW appoint 1-2 main contacts who will serve as liaisons between the workgroup and the OMNI team to streamline communication and ensure adherence to the project workplan. To begin the project, we propose a kick-off meeting with the main contacts from the DDCW who will be involved in steering this project to: DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E 8 • Identify project partners (e.g., DDCW members, data holders, and potential dashboard reviewers) and ways to engage them to ensure the dashboard resonates with the intended user groups; • Agree on project approach and sequencing of the process in a way that fosters engagement with the DDCW and relevant partners at opportune times; • Establish communication methods that will best meet needs throughout the project to ensure that the project stays on-track; and • Discuss the project plan, including responsibilities for OMNI and the DDCW and due dates for each deliverable. Following the kickoff meeting, we will establish a regular meeting schedule with the DDCW main contacts throughout the life of the project. We will also use this phase of the project to build context to maximize success. We expect this context will include background information on what prompted the Council to prioritize this project, what specific outcomes are desired to deem it a success, and how this work fits into other opioid abatement initiatives across Region 5. We will also use the context building phase to understand the status of the two other projects that will be happening concurrently as part of the Region 5 opioid abatement plan (Anti-stigma and Education Campaign and Harm Reduction Services and Supports). We will communicate with the contractors leading these efforts to ensure that we are not duplicating efforts, to understand the potential process and outcome data from their efforts that might be integrated into the dashboard, to stay informed of their activities and keep them informed of our dashboard work, and to ensure that the projects are collectively working toward the goals identified in Region 5’s two-year plan. Phase 2: Strategic Planning The second phase of work will be focused on strategic planning for the dashboard, which will give us an opportunity to dive deeper into the context of the project and effectively approach dashboard development. We recommend this step because coming to a clear consensus on the desired outcomes of the dashboard is important in influencing how we will approach the dashboard build and what partners are involved in the data request phase. We will leverage the entire DDCW and any other partners identified in Phase 1 to provide input throughout the strategic planning process. Our years of work on projects within Region 5 communities position us well to facilitate the committee effectively and in a way that focuses on the key issues at hand in the region and the unique perspectives of rural and resort communities across the five counties. We propose a 2-hour virtual or in-person meeting to discuss questions such as: • How does this dashboard fit into Region 5’s opioid abatement plan and what objectives the dashboard should seek to accomplish? • How does the DDCW define and operationalize success on the objectives that have been previously identified for the dashboard (listed on page 6 of the RFP)? DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E 9 • How does this dashboard relate to other existing dashboards with opioid or substance-related data? Will some of the information overlap with what exists? Does this seek to reach a different audience than other dashboards? Does this bring together information that exists in several disparate dashboards, and/or does it present new information that is not currently publicly available elsewhere? • Who will use the dashboard and what information will they be seeking when they go to the dashboard? Will the dashboard include resource data for the general public seeking information on substance use issues? Will it include indicator data at the community level for service providers, local governments, and others planning for community needs? • What indicators are the highest priority for inclusion in the dashboard? Why are these indicators a priority? How do they advance the region’s opioid abatement work or help to address inequities? • What “non-traditional” or local/real time data might we include? For example, resources to support education and awareness; process (reach)/outcome data from the Anti-stigma and Education Campaigns; information on local service providers/resources in Region 5; qualitative/narrative data on community successes or needs? • What types of complementary data (existing reports, narratives, qualitative data, etc.) are available for inclusion in the dashboard? Who are the data owners of this information? • What relationships or connections do DDCW members have to the entities who can provide the prioritized indicators? How can OMNI efficiently collect this data to facilitate a smooth dashboard build process and limit burden to community partners who will be asked to supply the data? Following this meeting, OMNI will create a draft strategic plan which includes a summary of the discussions and decisions made. This summary will serve as the strategic plan for the project, including the purpose and goals for the dashboard, along with a list of prioritized indicators to pursue for inclusion on the dashboard. We will prioritize indicators based on several criteria, including the DDCW’s desire to have the data on the dashboard, the relevance of the data to achieving the stated goals of the dashboard, the geographic coverage of the data (does it include all Region 5 counties, or only some areas?), and the feasibility of collecting such information given our experience working with partners managing these datasets. For example, medical services data can be challenging to receive and is often housed in several disparate provider networks and hospital systems’ data portals, which may result in a limited picture of the true service volume and characteristics. In cases where we expect that it will not be cost-efficient or feasible to seek data, we will seek to identify proxy measures that are correlated or indicative of the measures that will not be collected. DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E 10 We will circulate the strategic plan draft, including the indicator prioritization list, to the DDCW via email and solicit feedback on it in a 1-hour virtual meeting to ensure that we accurately captured the committee’s vision and priorities. Then we will work with the DDCW main contacts to finalize the document based on the group’s feedback and move into the data collection phase. Phase 3: Data Gathering The third phase of work will be focused on gathering data that will be used for the dashboard. The summary document from Phase 2 will include a comprehensive list of indicators that we intend to include on the dashboard, pending data availability. We will start by gathering data from all public sources where available. Then we will ask the DDCW for warm handoffs to data owners or other agencies so that OMNI can request non-public data as needed. Our experience is that this warm handoff approach facilitates faster data sharing and allows us as external consultants to accumulate the most comprehensive set of data possible. We will provide a draft outreach message for DDCW members to use that explains what we are trying to accomplish and what type of data we are requesting. Once DDCW members make an initial introduction to partners, OMNI will continue conversations with them to discuss data details and request the appropriate information. For all sources, we will attempt to get data at the state and other geographic levels (for example, county, zip code, or city) whenever possible. We will also seek subpopulation data wherever available (for example, to identify differences between demographic groups). Further details on the data gathering process, data sharing agreements, and planned indicators are provided in the next question of the proposal on page 13. Phase 4: Dashboard Build and Testing Once all available data is collected, we will begin the dashboard build process. The first step in this process will be to create a dashboard planning brief in collaboration with the DDCW that will guide the development of the dashboard. The brief will be based heavily on the strategic planning results from Phase 2 and will include technical information (such as layout or colors that should be used to align with existing dashboards), as well as the intended audience(s) for the dashboard and example use cases for how those audiences will interact with the dashboard and what information they will be seeking in each of these cases (for example, filtering for a specific geographic area or population, pulling information for a grant proposal, or downloading a PDF of the dashboard to share with community members). We view the dashboard planning brief as an important step to ensure that the DDCW and OMNI have shared expectations for how the dashboard will be used and can design the dashboard to best fit those expectations. Once we have the dashboard planning brief, we will draft mock-ups of the dashboard layout and flow. The exact design and flow of the dashboard will depend on the dashboard planning brief and the final set of data to be included. We will work with the DDCW to ensure a design that supports easy navigation of the dashboard while keeping the project within the project budget. Depending DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E 11 on the volume and types of complementary data available, we will integrate this information into the visual dashboard tabs or include it on a Resources webpage within the site that lists documents or links to external sites. We will leverage our experience building dashboards to develop mock-ups and the subsequent dashboard that take into consideration several elements, including: • An information hierarchy that prominently displays the most important information that intended dashboard users will be seeking; • A clear user experience that balances the benefits of interactive features (such as filters that allow users to explore the data and gain deeper insights) with the need to succinctly communicate key information and effectively provide users the information they are seeking; • Data visualization principles and best practices that are specific to interactive dashboards, as opposed to static written reports and leverage capabilities, such as hover-over tooltips and the ability to filter data on-demand; • Adherence to accessibility standards, such as color contrast and descriptive text compatible with assistive technologies to ensure that the dashboard is accessible to all users; and • Sustainability of the design that allows for updates and growth as new years of data or new data sources become available. We will provide the draft mock-ups to the DDCW and incorporate their feedback before beginning the dashboard build. We will build the dashboard in Tableau, which is a dashboard platform that enables users to analyze and explore data in a visually intuitive and interactive way. OMNI has built several Tableau dashboards (see our current portfolio of dashboard projects here: https://www.omni.org/tableau-dashboard-projects) and is familiar with the capabilities and considerations that are important for an effective dashboard. We propose embedding the dashboard within a website that we will build using Squarespace that will have a unique URL that will be independent of the entities in Region 5. This format allows for flexibility in displaying both the indicator data on the dashboard as well as complementary data that may be more narrative in structure. In addition, the use of a Squarespace website provides the option to add local resource data or other relevant information over time if the scope of the dashboard changes and grows. For an example of a Tableau dashboard embedded in a Squarespace website, please see www.vasis.org/yas. Once the dashboard is drafted, we will have a dedicated period for testing and quality assurance. The OMNI team will conduct internal testing of the draft dashboard before sharing with the DDCW. We engage in two types of testing to ensure a comprehensive review. First, functionality testing which focuses on verifying the functionality and operability of the technical aspects of the dashboard. This involves checking that the dashboard is performing as intended and that all the features are working correctly, that the data is displaying DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E 12 correctly, and that the dashboard is responsive when tested on different types of devices. Second, usability testing, which focuses on the content and user experience of the dashboard. This involves reviewing language and layout, ensuring the dashboard is user-friendly and easy to navigate, and checking the dashboard against the intended goals outlined in the dashboard planning brief. After OMNI’s initial testing period, we will share a link to the dashboard for the DDCW to review and test. Because we will have completed both functionality and usability testing before sharing the dashboard link, this group should not need to engage in functionality testing (although we welcome any requests or edits should the team find any issues) and instead can focus their time on usability testing and ensuring the dashboard conveys information effectively. We will provide a guide for testing that outlines areas of the dashboard and ways to document feedback or edits to the dashboard, along with priority level for the edits. Once all testers have completed their review, we will utilize the testing guide to document next steps for finalizing the dashboard and will engage in conversation with the main contacts from the DDCW to review the priority level for all requested edits and determine what edits are feasible within the project budget and timeline before the dashboard launch. The OMNI team will complete the prioritized edits and update the shared testing document so that the review team can see what changes were made. When the English version of the dashboard is ready for launch, we will publish it to the website for public access. At that time, we will begin translation of the dashboard to Spanish. We propose waiting until after the English version is launched to ensure that the translation is as cost-efficient as possible and does not require multiple rounds of edits as tweaks are being made to the dashboard. We recognize the importance of making this dashboard accessible in multiple languages and value providing translations in service of equity. Because of the complexity of dashboard translation and the variability in cost depending on the final structure and size of the dashboard, these costs will be budgeted at a later date and will be in addition to the budget amount in this proposal. Phase 5: Dashboard Maintenance After the initial dashboard build and launch, we will work with the DDCW main contacts to determine a schedule for updates and/or upgrades to the dashboard during the remaining months of the contract. This may include enhancements requested during the testing phase that were not prioritized before launch, the addition of new sources of data, or updates as new batches of data are released. We will maintain a dashboard update queue that will be a shared document with the DDCW in which we will list all pending data updates and requested feature enhancements. In our regular check-ins with the DDCW main contacts, we will review the list and (re-)prioritize the items as needed based on available resources and budget. Throughout this time, we will also be maintaining a transfer of knowledge document that will document all pertinent information for the sustainability of DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E 13 the dashboard after the contract. For more information on the transfer of knowledge document and dashboard sustainability, please see page 16. Provide a summary of the plan for data collection. Include the specific indicators and measurements, data sources, the establishment of data sharing agreements, and considerations in data equity when presenting information: Indicators, Measurements, and Data Sources The DDCW strategic planning meetings (Phase 2 described above) will surface potential data sources for inclusion in the dashboard and the priorities for where to focus on data collection. We expect that the indicator data involved in this assessment will fall into three main areas of focus: epidemiological indicators, services and community resources, and environmental factors. Below are example datasets that we anticipate will be important to each area of focus. These lists will be expanded based on feedback from the DDCW. • Epidemiological Indicators o Opioid prescribing information from the Colorado Prescription Drug Monitoring Program o Fatal and non-fatal opioid overdose rates (including types of opioids involved in overdoses) o Opioid-related hospitalizations and emergency department visits o Prevalence rates of adult and youth opioid use, other illicit drug use, and related risk and protective factors o Overdose surveillance data, including episodes of overdose clusters and geographic distribution • Services and Community Resources o Prevention services (e.g., community education activities, media campaigns, coalitions) o Harm reduction services (e.g., naloxone distribution and administration patterns, fentanyl test strip distribution, harm reduction hub process/reach data) o Treatment services (e.g., inpatient services, outpatient services, availability of buprenorphine prescribers) o Recovery services (e.g., peer recovery specialists, recovery community organizations, housing, and alternative court programs) o Intersecting services (e.g., justice-related programs, employment, transportation) • Environmental Factors o Policies that impact opioid use or services (e.g., Good Samaritan laws for reporting an overdose, PDMP use guidelines) o Existing organizations or advocacy groups working to address opioid or other substance use disorders o Capacity and readiness to address opioid issues across Region 5 o Federal, state, and local funding streams and associated planned opioid-related initiatives DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E 14 In addition to the indicator datasets, we will seek complementary data that provides additional context to the indicator data, such as existing reports with qualitative data or other initiatives in the region that are relevant for consideration. We will specifically seek to integrate data from the two other funded partners to ensure comprehensive representation of data from funded abatement activities. We recommend that the initial build and launch of the dashboard be completed without local community resource data (e.g., a directory of service providers) so that the core functions of the dashboard can be built and sustainability for those components is established first. However, the structure that we propose for the dashboard website will be easily adaptable for the inclusion of this data at a later date if deemed appropriate by the Council. Additional fees would apply for the sourcing, posting, and maintenance of this information. Establishment of Data Sharing Agreements OMNI has a wealth of experience developing data sharing and confidentiality agreements to support access and management of sensitive data, including with local governments, law enforcement agencies, and health systems. OMNI regularly enters into Memoranda of Understanding (MOUs), Data Sharing Agreements (DSAs), Business Associates Agreements (BAAs), and multi-site data sharing agreements, depending on the nature of the partnerships and legal requirements. We have standard versions of these documents to utilize for data sharing that adhere to the specific regulations around sharing substance use- related data. Alternatively, we have streamlined internal processes to review MOUs, DSAs, and BAAs that originate from other organizations to ensure that they meet our standards for data security and confidentiality, and we can proceed with those versions to facilitate quicker data sharing processes with each partner organization. We recognize that requesting data from several entities can be time-consuming and requires a significant amount of management to ensure that proper agreements are in place and that we receive the appropriate data files. We have built our budget and project timeline based on our experience with these activities, to allow for multiple requests and reminders, review and signature of the data sharing agreements, and time to determine appropriate formats for data extract and delivery. As mentioned previously, we plan to leverage the connections of the DDCW and/or Region 5 Council, in addition to OMNI’s own Region 5 relationships, to conduct warm handoffs and support us in reaching the right people who can provide data so that we minimize friction in this process. Throughout this process, OMNI will keep the DDCW main contacts informed in regular meetings on progress gathering data and communicating with partners, and where we need additional support to engage partners for data sharing. Considerations in Data Equity OMNI is fundamentally committed to the equitable and inclusive dissemination of data at all stages of our work. We know that the way data is presented can DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E 15 have broad implications for funding and policy change and can have unintended negative consequences if the interpretation, framing, and dissemination of data is not done carefully. When creating dashboards, our focus on data equity is operationalized in several ways, including: • We use language that is familiar to the target audience rather than overly technical terms. • We rely on data visualization in the service of equity: clearly and simply communicating data provides an opportunity for stakeholders of all backgrounds to be informed and understand data without having academic training or skills in statistical interpretation. • We ensure data is properly contextualized by historical and community information so that the conclusions drawn are understood within a larger narrative framework that places equity at the forefront. This can include the addition of social determinants of health or narrative explanations of how systems and policies led to the inequities that are present in today’s data. • We include language about considerations that should be heeded for each data source, such as limitations in who is included (or not included) in the dataset and how the methods for data collection may impact representation in the results. • We think critically about how the data is presented so that it best meets the needs of intended users but does not over-emphasize comparisons between groups so as to “blame” marginalized groups for disparities they experience. We are thoughtful about which sub-population data we present, how it is presented, and when it is not appropriate to present disaggregated data. We will also be attuned to the challenges and limitations that can occur when working with datasets that represent small populations. These challenges may include small sample sizes that limit generalizability, limited availability of data if local agencies do not have capacity to collect or export data, and privacy concerns for sensitive data among small populations. Several of the steps listed above for operationalizing data equity will also address these concerns. In addition, we will take the following steps and identify any others needed based on data we are able to collect: • Across all data sources, we will suppress data that is potentially identifying (typically when counts are less than 5 or 10, depending on the nature and source of the data). • We will structure the dashboard so that the five counties are not always compared to each other when county-level data is available. This will help avoid comparisons on metrics that are not comparable given the unique characteristics of each county’s population. • We will carefully consider the sub-population groupings that are available, and which socio-demographic and geographic characteristics present data in an equitable and clear way. DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E 16 Provide a summary of the plan for project longevity throughout and beyond the two-year contract. Include project management planning which outlines upkeep requirements, recommendations for ongoing use, etc.: OMNI deeply values the commitments that we make to our clients and the communities that they serve, as well as to our own project staff and teams. Our project team structure provides multiple layers of oversight and accountability. Each project is staffed with a project lead and project oversight, with additional team members to execute elements of project work. Our team-based approach ensures continuity over vacation or temporary/permanent leaves, and our deep bench of over 50 staff facilitates availability of relevant skills. Specific to this project, OMNI has several staff members with experience facilitating strategic planning and building Tableau dashboards. We have selected the Tableau platform because of its ability to effectively display data with visuals and other pieces of contextual information. In addition, it is a common platform among public and behavioral health entities and other industries. The dashboard will be easily transferrable from the account OMNI will use to build it to another Tableau host at the conclusion of the contract (if desired). In addition, the widespread use of Tableau ensures sustainability for Region 5 beyond the life of this contract. Throughout the dashboard build process, our team will document the structure of the dashboard elements, notes on how to update visuals, and which data sources feed which components of the dashboard. This will serve as the foundation of a transfer of knowledge document. This document will include a data dictionary describing the files and fields used in the dashboard; an overview of the functionality and interactivity of the dashboard, including settings for features that allow users to explore the data in more detail; and a description of the maintenance requirements for the dashboard, including how to update data sources and make changes to the dashboard design. At the end of the contract, we will complete a final update to the transfer of knowledge document to ensure that it corresponds with any changes that have been made to the dashboard since the initial launch. We will utilize a check-in meeting at the end of the contract to orient the DDCW to the key components of the transfer of knowledge document and the Squarespace and Tableau skills that are necessary to maintain the dashboard so that the Council is equipped to plan for continued maintenance. We will also transfer ownership of the Squarespace account and Tableau files to the designated party at the conclusion of the contract. If desired, OMNI is open to scoping a contract for annual hosting and maintenance of the dashboard beyond the two-year period covered in this proposal. We will still document and complete the transfer of knowledge document so that it is available for any future transition and will maintain updates to it for the duration that we host the dashboard. OMNI maintains other client dashboards beyond the initial build, and these services typically include updates to all data; ongoing site testing and maintenance; scoping of any DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E 17 changes or additions to data sources; scoping of any changes to function or appearance; and ongoing project management. EVALUATION/PLANNING & OUTCOMES Describe the organization’s overall approach to evaluation: OMNI utilizes a client-centered, collaborative approach in planning and implementing evaluation designs. Our staff bring expertise across qualitative and quantitative data collection and analysis, and we use these methods to design formative, process, outcome, and impact evaluations. Data communication and visualization, through reports as well as more interactive platforms, such as dashboards, are an important mechanism across these evaluation approaches and are used to support sharing of results, monitoring indicators, and building opportunities for engaging with data. Our team often pairs our evaluations with wraparound capacity building, which may include formal technical assistance and training on the evaluation and related topics, or more informal assessment and tailoring of our evaluation approaches to the readiness level and goals of our clients and their stakeholders. OMNI implements a range of strategies to ensure that our overarching approach and methodologies are fundamentally oriented toward equity and inclusivity, and we apply this lens at every stage of our work. We recognize that historical, cultural, structural, and social factors profoundly shape outcomes for communities inequitably and that evaluation can either serve to perpetuate the status quo or to promote equity. Importantly, we will work closely with the client team, the project stakeholders, and relevant partners to adjust this approach as needed to ensure that it meets Region 5’s evaluation and data dashboard goals. Describe how the organization measures impact, and how the proposed project will be included in this method: As an evaluation organization, OMNI also assesses our own impact, in part through the achievements that our clients are able to realize with our services. Often, this is determined through the usability of our deliverables, such as reports and dashboards, but also through increased capacity to execute on their work as a result of our evaluation, facilitation, or strategic planning processes. We seek feedback from clients throughout the duration of the project, both during client check-in meetings and also through brief surveys that assess satisfaction with OMNI’s communication, project management, and confidence that the project is on track. For this specific project, we may also evaluate our own performance through questions such as: • Did we successfully execute data sharing agreements with identified partners? • Does the dashboard meet the intended purpose? DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E 18 • Did we engage community partners and data holders effectively (e.g., contractors for the Anti-Stigma and Education campaigns and Harm Reduction services project) to ensure the dashboard provides a full picture of opioid indicators in the region? • Did we center equity in the data we selected and the ways that we presented it in the dashboard? • Was there meaningful engagement from the DDCW? • Did clients report high levels of satisfaction with our communication and project management? REGIONAL COLLABORATION Describe the organization’s most significant interactions with other organizations and efforts within Region 5 (Eagle, Garfield, Lake, Pitkin, and Summit Counties): OMNI brings significant experience collaborating with nonprofit organizations and government entities in the Mountain West/Region 5 who are focused on substance use prevention, harm reduction, treatment, and recovery. As a nonprofit consulting organization, OMNI primarily serves in a contract-based consulting role. In the section below, we describe some of our most relevant and recent experiences working in the counties that comprise Region 5. Through these partnerships, we have relationships with Eagle County Public & Environmental Health, Summit County Public Health, Summit County Youth and Family Services, Lake County Public Health, and Pitkin County Public Health, as well as with community-based organizations and coalitions, such as Mountain Youth (Eagle County), Colorado Health Initiatives (Garfield County), FIRC and the SilCo Theatre (Summit County), and Full Circle and Lake County Build a Generation (Lake County). Describe the organization’s plan to partner with complimentary efforts, namely, the Anti-Stigma & Education Campaign and Harm Reduction Services programs of the Region 5 Opioid Abatement Services: As a part of our landscape assessment phase, OMNI will work to understand and engage with key stakeholders that represent complimentary efforts to ensure that we are aligned and leveraging opportunities for collaboration in our work, while not duplicating efforts or conducting repetitive asks to community partners for input or collaboration. We understand that the Anti-Stigma & Education Campaign and Harm Reduction Services programs are key strategies in the Region 5 Opioid Abatement. We will partner with these stakeholders to assess if there are process (e.g., reach/number served) and outcome (e.g., aligned with specific initiative goals and/or indicator data that reflect changes in related population trends such as overdose) data that should be incorporated into the dashboard. We anticipate that the Harm Reduction hubs in each county may be a key source for real-time local level data. This data in particular may also help to examine equitable access to services, and to explore if dissemination of harm reduction services is reaching those most in need. Further, linkages to services facilitated by peer recovery specialists may be an additional data source that provides local level context. Finally, we often find that qualitative data, such as quotes, narratives, and stories can often help to provide depth and nuance to DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E 19 quantitative indicator data. We will work with these stakeholders to explore ways that these types of qualitative data can be incorporated into the dashboard or other final deliverables to provide a more complete picture of opioid abatement reach and services within Region 5. QUALIFICATIONS AND EXPERIENCE Describe the organization’s familiarity and experience with Counties within Region 5 Opioid Abatement Council (Eagle, Lake, Garfield, Pitkin, Summit): As noted above, OMNI has decades of experience working in the Mountain West region, including within Eagle, Lake, Garfield, Pitkin, and Summit counties on substance use related projects, as well as in other content areas. This has included partnering with Pitkin County Public Health to develop the Rural and Resort Health Equity Toolkit (described further below), and supporting multiple Region 5 health departments, community organizations, and coalitions in evaluation and assessment efforts. Below we list relevant experience: Regional Prevention Services: For over a decade, OMNI has supported communities and coalitions across Colorado, including in all five Region 5 Counties, and other states to build their capacity for effective implementation and evaluation of community-level efforts to prevent and treat substance use. Since 2004, OMNI has provided training, technical assistance (TA), and community/workgroup engagement and capacity building for communities across Colorado through the Regional Prevention Services (RPS) project, funded through the state's substance use prevention block grant. Through this work, we currently support Mountain Youth (Eagle County), Colorado Health Initiatives (Garfield County), FIRC and the SilCo Theatre (Summit County), and Full Circle and Lake County Build a Generation (Lake County), as well as other organizations in rural/resort communities with a similar culture to Region 5. This includes culturally responsive customized support with community outreach, coalition development, facilitation, strategic planning, and needs assessments. Over 60 counties with coalitions, organizations, and prevention workers have sought out and received services from the RPS project, reflecting our accessibility and broad network to support local communities throughout the state of Colorado in training, capacity building, and conducting needs assessment and strategic planning efforts. Our staff is adept at building strong connections with local communities to listen and learn what their assessment priorities are, as well as the best way to engage stakeholders given local context and culture. Summit County Community Health Assessment: In 2022, Summit County Public Health and St. Anthony Summit Medical Center, Centura Health partnered with OMNI to conduct Summit County’s community health needs assessment and corresponding strategic Community Health Improvement Plan for 2023-2028. The community health needs assessment process took place between February and May of 2022 and included comprehensive input from community leaders and community members. The work of the assessment was guided by a Steering Committee comprised of members from the Summit County Health Care Collaborative, with the addition of other leaders from organizations across the DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E 20 county who have a voice in shaping programs and policy related to community health. The full health assessment is available at http://omni.org/summit- community-health-assessment. The corresponding Community Health Improvement Plan, which identified Inclusive Community, Economic Livability, and Behavioral Health as community priorities is available here: https://omni.org/summit-county-health-improvement-plan Summit County Nicotine Tax Strategic Planning: In 2023, Summit County Youth and Family Services contracted with OMNI to support the development of a strategic plan and associated evaluation plan to support the county as it continues to implement prevention, intervention, and treatment programming in the county specific to tobacco and vape use. In 2020, a new nicotine tax went into effect in Summit County, Colorado, the proceeds of which are designated for prevention of the use of nicotine and tobacco products through programs that support cessation of nicotine and tobacco and that improve community environment to support healthy behaviors. Through the nicotine tax funding, the county has supported a number of initiatives that are underway, such as cessation support groups, counseling services, school district initiatives, and an effct.org anti-vaping campaign, among others. OMNI is supporting the county in strategic planning through a gaps and needs assessment—both examining existing secondary indicator data, as well as conducting additional qualitative data—and designing strategic plan priorities in collaboration with the Summit Tobacco Coalition. The full strategic plan and associated evaluation plan will be completed by the end of 2023. Eagle County Community Health Assessment: In 2023, OMNI partnered with Eagle County Public Health on secondary indicator data analysis to support the county’s community health assessment and public health improvement planning process. OMNI’s research team summarized available secondary data for Eagle County on various health topics, including substance use, using a health equity framework to organize and analyze the data. Data were aggregated from several secondary data sources, including the Healthy Kids Colorado Survey, Colorado Department of Public Health and Environment (CDPHE) Colorado Health Indicators, U.S. Census, Centers for Disease Control and Prevention’s (CDC) Behavioral Risk Factor Surveillance System (BRFSS) dashboard, and local community surveys. Review and analysis of secondary indicator data included: key trends in terms of disparities across different subpopulations, changes in indicator data over time, and comparisons to the region, state, and/or U.S. to highlight both community strengths as well as areas of need. A recorded conversation that highlights aspects of our collaboration with Eagle County Public Health is available here: https://www.omni.org/cpha-walk-and-learn Pitkin County Co-Responder Evaluation: OMNI serves as the evaluation partner for the Pitkin Area Co-Responder Team (PACT) program, which is a collaboration between Pitkin County Public Health, Mind Springs Health, the Aspen Police Department, Pitkin County Sheriff’s Office, and Snowmass Village Police Department. PACT is funded by grants from the Colorado Office of Behavioral DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E 21 Health (now the Behavioral Health Administration) Co-Responder program and the CDPHE Harm Reduction Grant Fund. In addition to supporting the PACT program with foundational evaluation elements, including the development of a program logic model, OMNI supports the data reporting for information tracked for both of these grants, coupled with dispatch data for co-responder encounters that occurred in Pitkin County. The harm reduction logic model that OMNI developed for PACT is available here: https://omni.org/pact-harm- reduction-logic-model Lake County Healthy Food Access Assessment: In 2018-19, OMNI conducted a mixed-methods Healthy Food Access Assessment for Lake County that used resource review, key informant interviews, focus groups, and a community survey to understand barriers to residents’ enrollment in SNAP and access to healthy locally grown foods within the county. OMNI’s work supported the identification of strengths and challenges in the broader Lake County food system and resulted in a series of recommendations that were grounded in the community data gathering process for how to improve the broader food system, increase equitable access to SNAP, and improve access to locally grown and healthy foods. An executive summary of this work is available here: https://omni.org/lake-county-food-access-es Health Equity Toolkit for Rural and Resort Communities: In 2018, OMNI partnered with Pitkin County Public Health and Silver Thread Public Health on a project funded through the Telligen Community Initiative to develop and pilot a capacity-building toolkit for addressing health equity within rural communities. OMNI staff led the development of a toolkit designed to improve the organizational capacity of public health departments around health equity, specifically focused on the unique strengths, needs, and challenges of rural and resort communities in Colorado. The project built capacity in each of the partner counties to develop a plan to address health equity issues within their communities and to utilize these partnerships to create, test, and refine tools for broader dissemination to other rural communities. The toolkit resources help communities: 1) develop a common language and understanding of what health equity is; 2) think creatively about what types of data can be used in rural settings to examine local issues of health equity; 3) identify strategies for addressing the root causes of these issues; 4) support a process for heart- centered work and engaging in conversations across areas of difference; and 5) identify and implement appropriate learning and evaluation tools to monitor progress. The successful partnership approach to this project has highlighted the significance of community context in shaping the language, approach, and process for this work. A copy of the toolkit is available here: http://omni.org/health-equity-toolkit-full-curriculum Describe the organization’s Spanish-speaking outreach and accessibility capabilities and experience, including bicultural staff: At OMNI, we have several culturally relevant strategies for supporting Spanish language accessibility. First, we maintain a Spanish language committee at DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E 22 OMNI, which helps to facilitate internal or external translations of evaluation materials, including recruitment materials, consent forms, data collection tools, and data. We have several staff who are fluent in Spanish, and we also have a robust network of partners that we can engage to support Spanish language needs. When we are working in communities, we strive to partner with bicultural/bilingual community members who can help to provide entre into specific communities by legitimizing our evaluation efforts; who can help to ensure cultural alignment with specific community norms and language; who can support outreach within specific communities; and often who serve as co- facilitators for certain data collection activities. We compensate these individuals for the time and expertise that they share to ensure that our evaluation is able to reach broad and diverse community voices. INCLUSIVITY & EQUITY Considering data collection challenges that exist in rural areas, how will you address adequate data representation of the populations within Region 5? Particularly looking at rural/frontier minority populations, including those involved in the criminal justice system, LGBTQ+, BIPOC, Indigenous populations, and indigent persons in a manner which does not further stigma: We recognize the challenges that exist with data collection in rural areas, in particular for populations that may identify with multiple intersecting identities. Often, regional or statewide data may be suppressed or consolidated to protect confidentiality. We will work closely with the DDCW to explore ways to ensure inclusivity of small sub-populations, while still maintaining appropriate data protections. For example, accessing local data collected through harm reduction hubs or peer supporters allows for more flexibility in both what data are collected and how they are presented. Additionally, incorporating non- traditional indicators, such as qualitative or narrative data, allows us to center participant voices from various communities in a very intentional way. Please see the Considerations in Data Equity section on page 14 above. BOARD/GOVERNANCE or TEAM STRUCTURE Describe the role of the board of directors in advancing the mission of the organization. Include the key issues related to board effectiveness that is being addressed this year, the organization’s policy regarding board terms, and the percentage of the board that contributes financially to the organization. Primary decision-making responsibilities, including setting goals for advancing the mission of the organization, rest with OMNI’s Executive Management Team, which consists of the Chief Executive Officer (Jean Denious, PhD), Chief Operating Officer (Aaron Smith, MBA), Senior Vice President (Katie Gelman, DrPH), and Vice Presidents (Sara Bayless, PhD, Holen Hirsh, PhD). OMNI’s advisory Board of Directors includes our CEO and COO, plus three external board members. The board meets quarterly to discuss organizational business, approve financial and budget information, and help guide and support the organization’s mission. Each year, the Executive Management Team engages in a strategic planning and goal setting process for the next 1-, 3-, and 10-year vision that aligns with our mission and sets a corresponding budget to support achievement of these goals. The board reviews and approves these annually. Current board terms are renewed/elected annually. Board members are not DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E 23 asked to financially contribute to the organization; OMNI operates entirely as a fee-for-service organization. More information on all OMNI’s staff and board can be found at https://www.omni.org/experts. Financial Attachments Because of the nature of OMNI’s operating model, to respond to these financial questions, we have provided OMNI's most recent Audited Financial Statements, beginning on page 31 of this proposal. Previous audited financial statements are also available upon request. 1. Budgets a. OMNI Institute’s Current Fiscal Year Operating Budget Included in OMNI’s FY22 Audited Financial Statements (most recent available), beginning on page 31. Note: The budget for the upcoming fiscal year is not yet available. b. Program/Project Budget for the Program Period (if requested) The requested program/project budget for the 2-year period is $99,983. 2. Current (year-to-date) Financial Statements a. Statement of Financial Position (Balance Sheet) Included in OMNI’s FY22 Audited Financial Statements (most recent available), beginning on page 31. b. Statement of Activities (Income and Expense Statement) Included in OMNI’s FY22 Audited Financial Statements (most recent available), beginning on page 31. c. Statement of Activities in a Budget-to-Actual Format (if applicable) N/A 3. Year-End Financial Statements, Audit, & Sources of Income a. Most Recent Fiscal Year-End Audited Financial Statements: Included in OMNI’s FY22 Audited Financial Statements (most recent available), beginning on page 31. b. Sources of Income Table: OMNI is a 100% fee-for-service nonprofit consultancy. Our clients are state and local government, non-profits, and charitable foundations. The sources of funds that our clients use to support our contracted services often derive from government grants or other public funding sources, but we are classified as contractors/vendors versus sub-recipients, and 100% of our funds are technically in the form of fees/earned income. To help characterize our revenue sources, however, we have noted the % of our FY23 revenue that was verifiably derived from government grants and contracts and foundation funding, with the remainder classified as fees/earned income. As a policy, OMNI does not conduct any fundraising activities, hence the categories of events, individual contributions, workplace giving campaigns, and in-kind contributions are not applicable and will always be 0%. Percentage Funding Source: • Government grants (federal, state, county, local) – 29% • Government contracts – 33% DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E 24 • Foundations – 5% • Business – 0% • Events – 0% • Individual contributions – 0% • Fees/earned income – 32% • Workplace giving campaigns – 0% • In-kind contributions – 0% • Other – 2% • Total – 100% 4. Major Contributors OMNI does not receive contributions; it is a 100% fee-for-service organization. 5. In-Kind Contributions OMNI's only source of in-kind contributions annually is pro-bono legal support received from Cooley LLP. These costs are not yet available for FY23. For FY22, they are included in the provided audited financial statements, beginning on page 31. Other Attachments 6. Summary Sheet Form OMNI’s completed Summary Sheet Form is provided above, beginning on page 2. 7. Visual Reference/Portfolio OMNI’s current portfolio of dashboard projects is available here: https://www.omni.org/tableau-dashboard- projects. 8. Board of Directors List Name Position Title Employer City/County Term Jean Denious Board Member Chief Executive Officer OMNI Institute Denver County N/A Aaron Smith Board Member Chief Operating Officer OMNI Institute Denver County N/A Darrell Vigil Board Member Chief Executive Officer Colorado Health Network Denver County 12/2025 Dean Elson Board Member Chief Knowledge Officer Reading Partners Denver County 12/2025 Meg Williams Board Member N/A N/A Jefferson County 12/2025 9. Proof of IRS Federal Tax-Exempt Status See OMNI’s Proof of IRS Federal Tax-Exempt Status: https://omni.org/proof-of-irs-federal-tax-exempt-status DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E 25 10. Anti-Discrimination Statement OMNI Institute is a proud equal opportunity employer. We do not discriminate based upon race, religion, color, national origin, gender (including pregnancy, childbirth, or related medical conditions), sexual orientation, gender identity, gender expression, age, status as a protected veteran, status as an individual with a disability, or other applicable legally protected characteristics. At OMNI, we believe that a diverse team is fundamental to living our core values. Diverse perspectives provide inspiration to produce better work through new ways of asking questions (Inquiry), fresh approaches to tackling challenges (Agility), greater shared understanding of our community and sense of connection among our staff and to our clients (Connection), and help us bring new perspectives and respect the views of our clients and communities (Accountability). OMNI is committed to equitable practices and promoting the voices of all constituents in our communities. We believe that having a diverse staff and creating an equitable and inclusive environment that welcomes all individuals and honors diverse identities is critical to fully realizing our team’s potential and having the impact we aim to achieve within our communities. To support our ongoing efforts to build and maintain an inclusive organizational culture, and to provide services that advance equity, we maintain a robust Equity, Diversity, and Inclusion (EDI) Action Plan, updated annually, that details our goals and efforts to center EDI in OMNI’s structures and practices in our organizational culture, service production and delivery, and business operations. To learn more about our EDI investments, practices, and policies, see https://omni.org/edi- program. To learn more about our philosophy, journey, and progress to date, see here: https://www.omni.org/edi 11. Key Staff Names and Qualifications Julia Simhai (she/her) is a Director at OMNI Institute and will serve as the Project Oversight, ensuring delivery of high-quality products and successful completion of contracted services. Julia has held key leadership and oversight roles on several evaluations in substance use prevention and harm reduction, including the Substance Abuse Prevention Block Grants and the State Opioid Response grant. As part of these evaluation projects and others, Julia has led opioid-related state- and community-level needs assessments, strategic planning, and evaluation planning across the continuum of care. She has also overseen the development of several Tableau dashboards, including the Virginia Social Indicator Study dashboard, which provides behavioral health indicator data to the public, and dashboards for grant management and mapping of service availability. Julia oversees the facilitation of the Virginia State Epidemiological Outcomes Workgroup, which convenes data owners from across the state to share data to inform and advance substance use prevention and behavioral health promotion initiatives. Through this work, Ms. Simhai has developed a strong understanding and ability to collaborate with state and local government agencies and their partners across a variety of settings. Ms. Simhai has also worked extensively with national, state, and local epidemiology and surveillance data related to naloxone administration, opioid overdoses, and substance use disorder service utilization to monitor behavioral health trends. Julia holds an MPH degree in Health Behavior from the University of North Carolina and a BS in Community Health from the University of Maryland. Melissa Rorie (she/her) is a Senior Research Manager at OMNI and will serve as the Project Lead, responsible for managing all project work and the main point of contact for the DDCW. Since joining OMNI in 2022, she has led or overseen projects in the Behavioral Health, Children & Families, and Justice areas of focus, including an evaluation of Pitkin County’s co-responder policing program, Jefferson County’s Adult Mental Health Court, quality teacher retention and skill building for the Colorado Department of Education, and family support/primary prevention strategies in Adams County, Boulder County, Denver County, Eagle County, Jefferson County, and Prowers County. Of most relevance to the current work, Melissa is currently leading a DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E 26 needs assessment of opioid abatement services in Suffolk, VA, as well as a project for Colorado’s Public Education & Business Coalition, which relies on a data dashboard to provide information about their impact on educators. These projects benefit from Melissa’s “end-to-end” experience with research; in the course of her career, she has developed research ideas, submitted funding proposals, collected data via different methodologies (e.g., meta-analyses, content analyses, secondary data, experimental data, survey data), managed complex datasets, conducted sophisticated statistical analyses on quantitative data, overseen projects using qualitative data analyses, and published research findings in a wide variety of formats. Melissa has a PhD in Criminology and Criminal Justice and spent 9 years in the University of Nevada, Las Vegas’ Department of Criminal Justice—most recently as a tenured Associate Professor and Interim Department Chair. T Schweimler (they/them) is a Research Manager at OMNI and will serve as the Dashboard Development Lead, guiding the design, build, and testing of the dashboard. T is a Returned Peace Corps Volunteer with over 15 years of community organizing experience working with diverse and marginalized communities, a passion for equitable evaluation practices, and a dedication to lifting up the voices of marginalized communities through research. T has led project teams to conduct a statewide survey on LGBTQ+ behavioral health and wellness in Colorado, supported the evaluation of a cross-site, multi-year grant-making program to improve economic stability for women in Colorado, and has led project teams in the evaluation of federally funded substance use prevention efforts in the states of Virginia and Alabama. T leads several efforts to develop interactive dashboards in Tableau to provide clients and communities with new ways to explore data. T currently serves as the project lead supporting the development and maintenance of the Virginia Social Indicator Dashboard, coordinating data sharing efforts with ten partnering agencies and managing a platform transition from Logi to Tableau, to synthesize and visualize multi-year trends across 18 unique data sets at the locality-, provider-, region-, and state-level. As a long-standing member of OMNI’s Data Visualization Best Practices Team, they are passionate about visualizing data in ways that are accessible, meaningful, and uplift all communities, furthering our capacity to engage in data-driven decision processes which center justice, equity, and inclusion. T holds an MA in International Human Rights and Global Health from the University of Denver and a BA in International Affairs and German Studies from the University of Colorado at Boulder. Ona Crow (she/her) is a Senior Learning and Development Manager at OMNI, and will serve as the Project Facilitator, leading the strategic planning process with the DDCW. Ona brings a background in direct service and program management and evaluation with diverse populations. She values the power of community in creating systemic transformation to solve complex problems and sees strong relationships as the foundation of this work. Ona brings high-level expertise and experience in health equity, substance use prevention, and facilitation of all kinds. She resides in Summit County, CO and has been engaged in several projects in the Region 5 area, as well as across other Colorado communities. Recently, Ona led the Montrose County Opioid Planning Consortium through the development of their Logic Model, Strategic Plan, and Implementation Plans, and engaged with coalitions to develop data-based strategic plans, including the Community Health Improvement Plan for Summit County Public Health, the Public Health Improvement Plan for Boulder County Public Health, and the Strategic Plan for the Tobacco Coalition with Summit County Youth and Family Services. Ona also led a series of trainings on health equity for the staff of Salt Lake County Health Department; four population-specific training modules designed to support behavioral health providers work in a more inclusive and equitable way with members of the LBGTQ+ communities; and developed a detailed equity plan for the Anchorage Youth Development Coalition. Ona brings an embodied, authentic, and joyful presence to facilitation. She integrates equity and inclusion in all her projects in a way that strengthens the results, builds greater buy-in, and ensures diverse voices are truly engaged in decision-making processes. Ona holds an MSW from the University of Denver and a BA in Psychology from New Mexico State University. DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E 27 Becca Ruiz (she/her) is a Researcher at OMNI and will serve as the Dashboard Specialist, supporting the design and build of the dashboard. Becca works on substance use prevention and treatment and community health assessment projects, providing technical assistance, data analysis and capacity-building services. She gained strong data collection, management, and analysis skills in SPSS and R through extensive experience working with survey data at county, state, national, and international levels. At OMNI, Becca is leading the quantitative analysis of Virginia’s Young Adult Survey, as well as leading secondary data analyses across various community health assessments, collaborating with local and state agencies to construct comprehensive community health profiles and identify community needs and strengths. She is a part of the Virginia Social Indicator Dashboard team, where she leads the compilation of behavioral health data from agencies and organizations across the state of Virginia. Before coming to OMNI, Becca was a Research Associate at the Federal Reserve Bank where she focused on payments topics with an emphasis on traditionally marginalized populations. She holds a BS degree in Business Administration and Economics from Northern Arizona University. Jenniffer Paniagua Delgado (she/her) is a Research Associate at OMNI and will serve as the Data Specialist, working to collect, organize, and analyze all data sources utilized for the project. Jenniffer brings expertise in research, data management, technical assistance, and evaluation. Jenniffer has substantial experience working closely with stakeholders, providing insightful and evidence-based information for decision-making. Her proficiency includes evaluating federal grants for compliance and ensuring the achievement of measurable outcomes. She is currently supporting the transition of the Virginia Social Indicator Study dashboard while providing essential technical assistance to the Virginia Substance Abuse Prevention Team. Jenniffer’s unwavering passion for addressing social issues and empowering marginalized communities drives her commitment to effecting positive change through her work. Jenniffer holds an MA in Public Policy and International Affairs from the University of Ottawa in Canada and a BA in Political Science from the University of Puerto Rico. 12. Annual Report OMNI does not produce an annual report. 13. Evaluation Results OMNI does not produce summary evaluation results. Project Schedule We propose the following timeline to complete all planned activities based on our current knowledge of the project needs and our experience with the timelines needed to effectively complete each step of the process. We expect the details to be refined based on timing of contract award and signature, as well as other external priorities that the Council and DDCW will be attending to throughout this period. The final workplan that is drafted during Phase 1 will include specific dates for completion of each key task and deliverable. Phase Activity Year 1 Year 2 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 1 Hold Project Kickoff Meeting  Build Context and Partnerships  Finalize Workplan  2 Hold DDCW Strategic Planning Session  Draft Dashboard Strategic Plan  Hold DDCW Virtual Review Meeting  Finalize Strategic Plan  DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E 28 Phase Activity Year 1 Year 2 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 3 Collect Public Data  Warm Handoffs to Data Owners  Enter Data Sharing Agreements   4 Create Dashboard Planning Brief  Draft Dashboard Mock-ups   Build and Test Dashboard   Translate Dashboard to Spanish   5 Maintain Dashboard   Complete Ongoing Updates   Compile Transfer of Knowledge Info  Transfer Dashboard Ownership  Budget/Pricing Total Costs The table below highlights the key phases of work and estimated costs for the work proposed. We strive to provide services at reasonable cost and remain flexible to budget negotiations to ensure our proposal best meets the needs of the Council. Prices provided in this proposal are valid for 90 days after date of submittal. Phase of Work Estimated Cost 1: Project Kickoff and Context Building $5,010.00 2: Strategic Planning $18,740.00 3: Data Gathering $19,170.00 4: Dashboard Build and Testing $29,455.00 5: Dashboard Maintenance $26,470.00 Travel $1,137.65 Total Cost: $99,982.65 Budget Justification Details • Labor costs were budgeted using the following staff rates. Rates are inclusive of salary, fringe, and indirect costs. Staff Member (Project Role) Hourly Rate Julia Simhai (Project Oversight) $130 Melissa Rorie (Project Lead) $105 Ona Crow (Facilitator) $105 T Schweimler (Dashboard Development Lead) $90 Becca Ruiz (Dashboard Specialist) $80 Jenniffer Paniagua Delgado (Data Specialist) $70 DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E 29 • Travel expenses were budgeted for one trip to Eagle County, CO, at a total cost of $1,137.65. We budgeted for two Denver-based staff members to travel and one Summit County-based staff member based on the following costs: o Hotel was estimated at $250/night [$250 x 2 Denver-based staff x 1 night = $500]. o Per diem was estimated at $75/day [$75 x 3 staff x 1 day = $225]. o Mileage to and from Denver was estimated at 65.5 cents per mile [$0.655 x 260 miles roundtrip x 2 staff = $340.60]. o Mileage to and from Summit County was estimated at 65.5 cents per mile [$0.655 x 110 miles roundtrip x 1 staff = $72.05]. • Technology expenses were budgeted at a total cost of $275 for a Squarespace license for a website that will host the dashboard. • Research expenses were budgeted at a total cost of $50 for in-person meeting materials. • Note: We recognize the importance of making this dashboard accessible in multiple languages and value providing translations in service of equity. Because of the complexity of dashboard translation and the variability in cost depending on the final structure and size of the dashboard, these costs will be budgeted at a later date and will be in addition to the budget amount in this proposal. References Reference 1: Virginia Department of Behavioral Health and Developmental Services Gail Taylor Former Director of the Office of Behavioral Health Wellness gailmaddoxtaylor@gmail.com (804) 334-1856 Since 2015, OMNI has provided evaluation services to the Commonwealth of Virginia across multiple projects. Former Director of the Office of Behavioral Health Wellness, Gail Taylor, can speak to OMNI’s work across multiple efforts, including management of the State Epidemiological Outcomes Workgroup, securing data sharing agreements, and development of the social indicator dashboard; needs assessment and strategic planning; and overall knowledge of opioid related prevention strategies and evaluation. Our current and former contracts with DBHDS include Evaluation and Capacity Building for Substance Abuse Prevention Block Grant; Evaluator for the Virginia Partnership for Success Initiative; and Evaluator for the Virginia State Opioid Response. Note: Gail Taylor retired from DBHDS in 2022. She remains willing to serve as a reference and is most knowledgeable about our work on the projects referenced above. Nicole Gore (Nicole.Gore@dbhds.virginia.gov; 804-219-7531) is the new Director of the Office of Behavioral Health Wellness and can also speak to our recent work in these areas. Reference 2: Northeast Colorado Region 4 Opioid Abatement Council Name: Scott Weaver Title: Colorado County Commissioner District 2 Organization: Yuma County, Colorado sweaver@co.yuma.co.us (970) 630-7611 OMNI’s work with the Region 4 Opioid Council has involved a range of facilitation and evaluation planning efforts for prioritization and implementation of their opioid settlement funds. Scott has served as a primary point of contact for OMNI’s interface with the Opioid Council and can speak to our familiarity with opioid DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E 30 abatement planning and implementation including facilitation efforts for opioid planning work, the development of their two-year plan, review of secondary data, support in RFP planning processes, and initial evaluation planning. Reference 3: Summit County Public Health Department Amy Wineland Director Summit County Public Health Department Amy.wineland@summitcountyco.gov (970) 668-9195 OMNI was the research and evaluation partner for Summit County, Colorado’s 2022 community health assessment and community health improvement planning process. OMNI led a mixed-methods research approach and strategic planning process for the county’s 5-year community health improvement plan, which included synthesis of secondary indicator data and primary data collection. Amy Wineland can speak to OMNI’s mixed-methods research and community engagement approaches in one of Region 5’s counties. Reference 4 (Alternate): Colorado Department of Public Health and Environment (CDPHE), on behalf of the Colorado Consortium for Prescription Drug Abuse Prevention Opioid Data Dashboard Barbara Gabella Senior Scientist in Injury Epidemiology Colorado Department of Public Health and Environment Barbara.gabella@state.co.us (720) 724-5169 OMNI worked closely with Barbara as a contributing data partner at CDPHE to develop Colorado’s first opioid focused indicator dashboard with funding from the Colorado Consortium for Prescription Drug Abuse Prevention. While this dashboard is no longer publicly accessible, Barbara can speak to OMNI’s dashboard development process, including managing data from multiple partners, specifying the dashboard layout and functionality, and working with partners to update and maintain data over time. Screen shots from this dashboard are available in the linked project portfolio. Evaluation Criteria As described throughout this proposal, OMNI intends to provide dashboard development services, coupled with wraparound facilitation support to guide the DDCW in selecting and aligning appropriate indicator data in service of the goals identified in the Region 5 Two-Year Opioid Abatement Plan. We are uniquely positioned to execute on this work, given our years of expertise conducting evaluation work related to opioids, developing dashboards, facilitating data sharing agreements, and longstanding work and partnerships with organizations and stakeholders across Region 5. Further, our commitment to equity and proven strategies to reach diverse audiences positions us to keep equity considerations at the forefront of the dashboard development. Please see responses provided in the full narrative above for examples of our project experience and qualifications, and linked deliverables and references that reflect the quality of our services. We welcome any questions or discussions on our proposed approach and are open to negotiations to ensure that our scope of work meets the needs of Region 5. DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E OMNI INSTITUTE, INC. Financial Statements Years ended June 30, 2022 and 2021 (With Independent Auditors’ Report Thereon) DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E OMNI INSTITUTE, INC. TABLE OF CONTENTS Page(s) PART I – FINANCIAL INFORMATION Independent Auditors’ Report 1 - 2 Statements of Financial Position 3 Statements of Activities and Changes in Net Assets 4 Statements of Cash Flows 5 Statements of Functional Expenses 6 Notes to Financial Statements 7 - 17 DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E PART I – FINANCIAL INFORMATION DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E 8334 South Stony Island Avenue Chicago, IL 60617 (773) 731-1300 Fax (773) 731-1301 www.benfordbrown.com Independent Auditors’ Report To the Board of Directors OMNI Institute, Inc. Report on the Audit of the Financial Statements Opinion We have audited the accompanying financial statements of OMNI Institute, Inc. (OMNI), which comprise the statements of financial position as of June 30, 2022 and 2021, and the related statements of activities, cash flows, and functional expenses for the years then ended, and the related notes to the financial statements. In our opinion, the financial statements referred to above present fairly, in all material respects, the financial position of OMNI Institute, Inc. as of June 30, 2022 and 2021, and the changes in its net assets and its cash flows for the years then ended in accordance with accounting principles generally accepted in the United States of America. Basis for Opinion We conducted our audit in accordance with auditing standards generally accepted in the United States of America. Our responsibilities under those standards are further described in the Auditor’s Responsibilities for the Audit of the Financial Statements section of our report. We are required to be independent of OMNI and to meet our other ethical responsibilities, in accordance with the relevant ethical requirements relating to our audit. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinions. Responsibilities of Management for the Financial Statements Management is responsible for the preparation and fair presentation of the financial statements in accordance with accounting principles generally accepted in the United States of America, and for the design, implementation, and maintenance of internal control relevant to the preparation and fair presentation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, management is required to evaluate whether there are conditions or events, considered in the aggregate, that raise substantial doubt about OMNI's ability to continue as a going concern within one year after the date that the financial statements are available to be issued. DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E 2 Auditor’s Responsibilities for the Audit of the Financial Statements Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance but is not absolute assurance and therefore is not a guarantee that an audit conducted in accordance with generally accepted auditing standards will always detect a material misstatement when it exists. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. Misstatements are considered material if there is a substantial likelihood that, individually or in the aggregate, they would influence the judgment made by a reasonable user based on the financial statements. In performing an audit in accordance with generally accepted auditing standards and Government Auditing Standards, we: • Exercise professional judgment and maintain professional skepticism throughout the audit. • Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, and design and perform audit procedures responsive to those risks. Such procedures include examining, on a test basis, evidence regarding the amounts and disclosures in the financial statements. • Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of OMNI's internal control. Accordingly, no such opinion is expressed. • Evaluate the appropriateness of accounting policies used and the reasonableness of significant accounting estimates made by management, as well as evaluate the overall presentation of the financial statements. • Conclude whether, in our judgment, there are conditions or events, considered in the aggregate, that raise substantial doubt about OMNI's ability to continue as a going concern for a reasonable period of time. We are required to communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit, significant audit findings, and certain internal control related matters that we identified during the audit. DRAFT DRAFT DRAFT DRAFT DRAFT DRAFT DRAFT DRAFT DRAFT DRAFT Benford Brown & Associates, LLC Chicago, IL September 23, 2022 DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E OMNI INSTITUTE, INC. 2022 2021 Current assets: Cash and cash equivalents $1,768,687 $2,441,512 Investments, cash portion (notes 4)12,444 3,816 Government contract receivables (note 3)988,662 902,173 Prepaid expenses 163,098 90,343 Total current assets 2,932,891 3,437,844 Other assets: Investments, net of cash portion (notes 4)727,861 331,674 Total other assets 727,861 331,674 Total assets $3,660,752 $3,769,518 Current liabilities: Accounts payable $7,137 $24,792 Accrued payroll liabilities (note 5)326,349 426,898 Deferred revenue (note 6)126,392 180,531 Total current liabilities 459,878 632,221 Total liabilities 459,878 632,221 Net assets: Without donor restrictions 3,200,874 3,137,297 Total net assets 3,200,874 3,137,297 Total liabilities and net assets $3,660,752 $3,769,518 The accompanying notes are an integral part of these financial statements. Liabilities and Net Assets Statements of Financial Position Assets For the years ended June 30, 2022 and 2021 3 DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E OMNI INSTITUTE, INC. Revenue and other support: Government and other contract revenue (note 14)$5,263,123 $4,419,161 Contributions - 5,442 In-kind contributions (note 7)- 15,490 Interest and dividends revenue 1,448 4,345 Grant revenue (note 10)- 497,700 Other income 1,234 - Total revenue and other support 5,265,805 4,942,138 Expenses: Program services - Payroll 2,124,825 1,777,519 Technology 194,579 116,657 Payroll taxes, insurance and other employee benefit 1,260,023 886,168 Rent 188,313 189,266 Contract labor 172,579 180,030 Travel 26,166 1,424 Research 104,466 121,942 Office supplies - 9,299 Training and development 29,156 24,959 Telephone - 1,626 Postage and delivery 786 - Miscellaneous 6,385 - Reimbursable meals 8,031 3,560 Total program services 4,115,309 3,312,450 Management and general - Payroll 692,296 598,699 Technology 43,571 30,090 Payroll taxes, insurance and other employee benefit 136,376 79,711 In-kind expenses - 15,486 Insurance 21,734 36,441 Miscellaneous 632 55,066 Dues and subscriptions 10,932 9,962 Contract labor 900 54,436 Meals and entertainment 1,473 105 Professional fees 54,957 - Travel 6,648 - Bank fees 2,204 - Postage and delivery 2,524 - Office supplies 12,655 - Bad debt 744 - Training and development 10,386 3,406 Total management and general 998,032 883,402 Non-program income/(expense) - Unrealized (loss)/gain on investment (110,799) 43,674 Interest and dividends income 21,912 4,689 Interest expense - (3) Total non-program income/(expense)(88,887) 48,360 63,577 794,646 Net assets as of July 1, 2022 and 2021 3,137,297 2,342,651 $3,200,874 $3,137,297 The accompanying notes are an integral part of these financial statements. Net assets as of June 30, 2022 and 2021 20212022 For the years ended June 30, 2022 and 2021 Statements of Activities and Changes in Net Assets Increase in net assets 4 DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E OMNI INSTITUTE, INC. Statements of Cash Flows 2022 2021 Cash flows from operating activities: $63,577 $792,952 Investment return (8,628) - Increase in government contract receivables (86,489) (229,079) (Increase)/decrease in prepaid expenses (72,755) 45,434 (Decrease)/increase in accounts payable (17,614) 13,591 Decrease in accrued expenses - (747) (Decrease)/increase in accrued payroll liabilities (100,549) 187,511 (Decrease)/increase in deferred revenue (54,139) 54,946 (276,597) 864,608 Cash flows from investing activities: Purchases of investments (396,187) (49,457) (396,187) (49,457) Cash flows from financing activities: Forgiveness of Paycheck Protection Program loan - (497,700) - (497,700) (672,784) 317,451 2,441,470 2,124,019 $1,768,686 $2,441,470 Supplemental cash flow disclosure: Cash paid for interest $- $3 The accompanying notes are an integral part of these financial statements. Cash as of July 1, 2021 and 2020 Cash as of June 30, 2022 and 2021 For the years ended June 30, 2022 and 2021 Increase in net assets Adjustments to reconcile increase in net assets to net cash provided by operating activities: Net cash provided by operating activities Net cash used in investing activities Net cash provided by/(used in) financing activities Net increase in cash 5 DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E OMNI INSTITUTE, INC. Statements of Functional Expenses For the years ended June 30, 2022 and 2021 Total expenses Expenses: Salaries and wages $2,124,825 $692,296 $2,817,121 $1,777,519 $598,699 $2,376,218 Payroll taxes, insurance and other employee benefits 1,260,023 136,376 1,396,399 886,168 79,711 965,879 Technology 194,579 43,571 238,150 116,657 30,090 146,747 Contract labor 172,579 900 173,479 180,030 54,436 234,466 Professional Fees - 54,957 54,957 - - - Rent 188,313 - 188,313 189,266 - 189,266 Research 104,466 - 104,466 121,942 - 121,942 Insurance - 21,734 21,734 - 36,441 36,441 Training and development 29,156 10,386 39,542 24,959 3,406 28,365 In-kind expense - - - - 15,487 15,487 Dues and subscriptions - 10,932 10,932 - 9,962 9,962 Office supplies - 12,655 12,655 9,299 - 9,299 Reimbursable meals 8,031 - 8,031 3,560 - 3,560 Telephone - - - 1,626 - 1,626 Postage and delivery 786 2,524 3,310 - - - Bank fees - 2,204 2,204 - - - Travel 26,166 6,648 32,814 1,424 - 1,424 Meals and entertainment - 1,473 1,473 - 104 104 Miscellaneous 6,385 632 7,017 - 55,066 55,066 Bad debt expense - 744 744 - - - Total expenses $4,115,309 $998,032 $5,113,341 $3,312,450 $883,402 $4,195,852 The accompanying notes are an integral part of these financial statements. 2022 2021 Supporting Supporting Program services Total expenses Program services Management and general Management and general 6 DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E OMNI INSTITUTE, INC. Notes to Financial Statements June 30, 2022 and 2021 7 (1) Organization Description OMNI Institute, Inc. (OMNI) is a nonprofit corporation organized under the laws of the State of Colorado in June 1995. OMNI was formed for the purposes of: a) providing evaluation research, capacity building and technology solutions and transfer knowledge to organizations working in the public interest, and b) to cooperate with governmental entities and other nonprofit organizations and agencies to provide cost effective services. (2) Summary of Significant Accounting Policies Basis of Presentation of Financial Statement Presentation The accompanying financial statements have been prepared on the accrual basis of accounting in accordance with accounting principles generally accepted in the United States. As recommended by the Financial Accounting Standards Board (FASB) in its Accounting Standards Codification (ASC) No. 958-205, Not-for-Profit Entities, Presentation of Financial Statements, OMNI reports information regarding its financial position and activities according to two classes of net assets: net assets without donor restrictions and net assets with donor restrictions. Accordingly, net assets and changes therein are classified as follows: Without donor restrictions: Net assets not subject to donor-imposed restrictions. With donor restrictions: Net assets subject to donor-imposed stipulations that may or will be met by actions of OMNI. As of June 30, 2022 and 2021, OMNI had no net assets with donor restrictions. Revenue is reported as an increase in net assets without donor restrictions unless use of the related assets is limited by donor-imposed restrictions. Expenses are reported as decreases in net assets without donor restrictions. Gains and losses on investments and other assets or liabilities are reported as increases or decreases in net assets without donor restrictions unless their use is restricted by explicit donor stipulation or law. Expiration of restrictions on net assets (i.e., the donor-stipulated purpose has been fulfilled and/or the stipulated time period has elapsed) are reported as reclasses between with donor restrictions and without donor restrictions. Cash and Cash Equivalents OMNI considers cash on deposit at bank(s) and highly liquid investments (e.g. amounts held in certificates of deposit and money market accounts) with original maturities of three (3) months or less at the date of purchase to be cash and cash equivalents. DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E OMNI INSTITUTE, INC. Notes to Financial Statements June 30, 2022 and 2021 8 Accounts Receivable, Accounts Payable and Accrued Expenses The carrying amounts approximate fair value because of the short-term maturity of these instruments. Fair Value Measurements OMNI measures fair value in accordance with FASB ASC 820-10, “Fair Value Measurements and Disclosures”. Under FASB ASC 820-10, a comprehensive framework for measuring fair value and disclosing those measurements of fair value is established. Specifically, FASB ASC 820-10 sets forth a definition of fair value and establishes a hierarchy prioritizing the inputs to valuation techniques, giving the highest priority to quoted prices in active markets for identical assets and liabilities and the lowest priority to unobservable value input. Fixed Assets OMNI capitalizes all purchases of capital assets greater than $5,000 at cost or at fair market value for donated capital assets. Replacements and major improvements are charged to the property accounts while general maintenance and repairs are charged to expense as incurred. Depreciation is computed under the straight-line method. Fixed assets are depreciated based on an estimated useful life of 3 - 5 years. Depreciation expense was $0 and $0 for 2022 and 2021, respectively. Impairment of Long-Lived Assets OMNI reviews long-lived assets for impairment whenever events or changes in circumstances indicate the carrying amount of an asset may not be recoverable. Recoverability of assets to be held and used is measured by a comparison of the carrying amount of an asset to future undiscounted net cash flows expected to be generated by the asset. If such assets are considered to be impaired, the impairment to be recognized is measured by the amount by which the carrying amount of the asset exceeds the fair value of the asset. Assets to be disposed of are reported at the lower of carrying amount or the fair value less costs to sell. There were no impairment losses recognized during 2022 and 2021. Use of Estimates The preparation of financial statements in conformity with accounting principles generally accepted in the United States requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities and disclosures of contingent assets and liabilities at the date of the financial statements and the reported amounts of revenues and expenses during the reporting period. Actual results could differ from those estimates. DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E OMNI INSTITUTE, INC. Notes to Financial Statements June 30, 2022 and 2021 9 Revenue Recognition Contributions OMNI accounts for contributions in accordance with FASB ASC 958-605, Not-for-Profit Entities, Revenue Recognition. Per FASB ASC 958-605, contributions, including unconditional promises-to-give, are recognized as revenue in the period received. Conditional promises to give are not recognized as revenue until the conditions on which they depend are substantially met. Contributions of assets other than cash are recorded at their estimated fair value. Contributions from unconditional promises to give that are to be received after one year are discounted at an appropriate discount rate based on an average Federal Funds rate. Government Contract Revenue OMNI has grant agreements with state and local government agencies to fund its programs. For reimbursement-type grant agreements revenue is recognized in conjunction with program expenditures. Program expenditures are charged to the extent that such expenditures are reimbursable according to the terms of the applicable grant agreement. These expenditures are subject to audit and acceptance by the government funding sources and, as a result of such an audit, claims against OMNI for disallowed costs or noncompliance with grantor restrictions could be determined. Management does not anticipate any future adjustments for the revenue shown for fiscal years 2022 and 2021. Functional Allocation of Expenses The costs of providing the various programs and other activities have been summarized on a functional basis in the statement of functional expenses. Accordingly, certain costs have been allocated to specific program services based on direct benefit obtained. All remaining costs are considered general support to all programs and OMNI in general. The expenses that are allocated include the following: Expense Method of Allocation Payroll Time and effort Payroll taxes, insurance and other employees benefits Actual cost, per invoice Technology Actual cost, per invoice Contract labor Actual cost, per invoice Rent Actual cost, per invoice Travel Actual cost, per invoice Insurance Actual cost, per invoice Miscellaneous Actual cost, per invoice DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E OMNI INSTITUTE, INC. Notes to Financial Statements June 30, 2022 and 2021 10 Functional Allocation of Expenses (continued) Research Actual cost, per invoice Office supplies Actual cost, per invoice Training and development Actual cost, per invoice Dues and subscriptions Actual cost, per invoice Telephone Actual cost, per invoice Reimbursable meals Actual cost, per invoice Meals and entertainment Actual cost, per invoice Professional development Actual cost, per invoice Income Taxes OMNI is recognized as a tax-exempt organization under Section 501(c)(3) of the Internal Revenue Code and is exempt from federal and state income taxes on related income. OMNI had no unrelated business income during fiscal year 2022, and therefore, no provision for federal or state income taxes has been made in the accompanying financial statements. In addition, OMNI has been determined by the Internal Revenue Service not to be a “private Center” within the meaning of Section 509(a) of the Internal Revenue Code. In accordance with FASB ASC 740-10, which addresses income taxes, OMNI believes there are no significant uncertain tax positions resulting in liabilities that would have been required to be recorded for the year ended June 30, 2022. OMNI’s information returns for the previous three (3) years are open, by statue, for review by authorities. Recently Implemented Accounting Pronouncements In June 2018, the FASB issued ASU 2018-08, Not-for-Profit Entities (Topic 958) – Clarifying the Scope and Accounting Guidance for Contributions Received and Contributions Made. ASU 2018-08 provides a more robust framework to determine when a transaction should be accounted for as a contribution or as an exchange transaction and provides additional guidance about how to determine whether a contribution is conditional. This ASU is effective for annual periods beginning after December 15, 2019, including interim periods therein, and will be applied on a modified prospective basis. OMNI adopted ASU 2016-18 effective in fiscal year 2020 and the impact was not material to the financial statements. In August 2018, the FASB issued ASU No. 2018-13, Fair Value Measurement (Topic 820) - Disclosure Framework-Changes to Disclosure Requirements for Fair Value Measurement. ASU 2018-13 modifies the disclosure requirements on fair value measurements. This ASU is effective for annual periods beginning after December 15, 2019, with early adoption permitted. OMNI adopted ASU 2016-18 effective in fiscal year 2020 and the impact was not material to the financial statements. DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E OMNI INSTITUTE, INC. Notes to Financial Statements June 30, 2022 and 2021 11 Recently Implemented Accounting Pronouncements (continued) In March 2019, the FASB issued ASU No. 2019-03, Updating the Definition of Collections. ASU No. 2019-03 modifies the definition of the term collections and requires that a collection- holding entity disclose its policy for the use of proceeds from when collection items are deaccessioned (that is, removed from a collection). If a collection-holding entity has a policy that allows proceeds from deaccessioned collection items to be used for direct care, it is required to disclose its definition of direct care. This ASU is effective for annual periods beginning after December 15, 2019, with early adoption permitted. OMNI adopted ASU 2016-18 effective in fiscal year 2020 and the impact was not material to the financial statements. Recent Accounting Pronouncements to be Considered for Implementation In February 2016, the FASB issued ASU No. 2016-02, Leases (Topic 842). The ASU establishes the principles that lessees and lessors shall apply to report useful information to users of the financial statements about the amount, timing, and uncertainty of cash flows arising from a lease for more transparency and comparability among organizations. The core principle of the new guidance is that a lessee should recognize the assets and liabilities that arise from leases. Additional guidance was issued in September 2017 under ASU No. 2017-13, Leases (Topic 842); January 2018 under ASU No. 2018-01, Leases - Land Easement Practical Expedient for Transition to Topic 842; July 2018 under ASU No. 2018-10, Codification Improvements to Topic 842, Leases; and ASU No. 2018-11, Leases (Topic 842). These requirements would have originally become effective for OMNI for fiscal years beginning after December 15, 2019, with early adoption permitted. In response to the COVID-19 global pandemic, FASB deferred the implementation date of ASU 2016-02 to fiscal years beginning after December 15, 2021 for nonpublic not-for-profit organizations. Early adoption continues to be permitted. Management is currently evaluating the impact of adopting the provisions of this ASU. In September 2020, the FASB issued ASU 2020-09, Not-for-Profit Entities (Topic 958) – Presentation and Disclosures by Not-for-Profit Entities for Contributed Nonfinancial Assets. ASU 2020-09 requires that contributed nonfinancial assets be presented as a separate line item in the statement of activities, apart from contributions of cash and other financial assets and improves disclosures related to contributed nonfinancial assets. This ASU is effective for annual periods beginning after June 15, 2021, and interim periods within annual periods beginning after June 15, 2022. Management is currently evaluating the impact of adopting the provisions of this ASU. DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E OMNI INSTITUTE, INC. Notes to Financial Statements June 30, 2022 and 2021 12 (3) Government Contract Receivables Contracts receivable consist of the following as of June 30: 2022 2021 VA Department of Behavioral Health $ 391,620 $ 416,460 Envision You 85,596 - Colorado Department of Human Services 85,000 88,812 Alabama Department of Mental Health 68,490 21,520 JBS International, Inc. 54,799 5,953 Soberlink 24,000 - Wyoming Department of Health 23,304 17,505 Capstone Treatment Center 18,000 - Elbert County Public Health 15,000 - Douglas County Board of Commissioners 14,561 77,259 Great Outdoors Colorado 14,000 - Colorado Dept of Public Health and Environment 12,183 - Colorado Coalition for the Homeless 9,635 15,500 Boulder County Community Services 7,885 6,621 Colorado Department of Education 6,000 - City of Denver, Department of Public Health 5,840 27,365 Denver Police Department 5,656 4,875 Colorado Judicial Department 4,983 4,983 Family Resource Center Association 1,500 3,985 The Sherwood Foundation - 47,280 Impact Charitable Relief - 9,915 All other receivables 140,610 153,960 Total government contract receivables $ 988,662 902,173 All receivables are considered fully collectible and are expected to be collected within following fiscal year. (4) Fair Value of Financial Instruments In determining fair value, OMNI uses various valuation approaches within the FASB ASC 820- 10, Fair Value Measurements and Disclosures fair value measurement network. Fair value measurements are determined based on the assumptions that market participants would use in pricing an asset or liability. DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E OMNI INSTITUTE, INC. Notes to Financial Statements June 30, 2022 and 2021 13 FASB ASC 820-10 establishes a hierarchy for inputs used in measuring fair value that maximizes the use of observable inputs and minimizing the use of unobservable inputs by requiring that the most observable inputs be used when available. FASB ASC 820-10 defines the levels within the hierarchy base on the reliability of inputs as follows: Level 1 – Valuations based on adjusted quoted prices for identical assets or liabilities in active markets. Level 2 – Valuations based on quoted prices for similar assets or liabilities or identical assets or liabilities in less active markets, such as dealer or broker markets. Level 3 – Valuations derived from valuation techniques in which one or more of significant inputs or significant value drivers are unobservable, such as pricing models, discounted cash flow models and similar techniques not based on market, exchange, dealer or broker-traded transactions. Fair values of assets and liabilities measured on a recurring basis at June 30, 2022 are as follows: Quoted prices Significant Significant in active other other markets for observable unobservable identical assets inputs inputs Fair value (Level 1) (Level 2) (Level 3) Cash reserve $ 12,444 $ 12,444 - - Stocks, options and EFT 243,002 243,002 - - Mutual funds 484,859 484,859 - - Totals $ 740,305 $ 740,305 - $ - Fair value for Level 1 money market funds and common stock is determined by reference to quoted market transactions. (5) Accrued Payroll Liabilities As of June 30, 2022 and 2021, accrued payroll was $326,349 and $426,898, respectively. Of these amounts, OMNI includes accruals for vacation and holiday leave pay when earned as in accordance with Accounting for Compensated Absences. The liability for earned but unused vacation balance as of June 30, 2022 and 2021 was $151,203 and $147,454, respectively. The remaining balance of $143,533 and $255,359 is for accrued payroll as of June 30, 2022 and 2021, respectively. DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E OMNI INSTITUTE, INC. Notes to Financial Statements June 30, 2022 and 2021 14 (6) Deferred Revenue The amount of deferred revenue represents monies received for contracts before year end and before the contract start date. The amounts will be recognized as revenue when the contract begins, and services are performed. Deferred revenue as of June 30, 2022, and 2021, totaled $126,392 and $180,531, respectively. (7) In-Kind Contributions OMNI has adopted the provisions of Accounting for Contributions Received and Contributions Made. Donated services are recognized as contributions if services (a) create or enhance nonfinancial assets or (b) require specialized skills, are performed by people with those skills, and would otherwise be purchased by OMNI. OMNI received in-kind contributions in the form of time and services provided for legal counsel for the year ended June 30, 2022, and 2021 of $0 and $15,490. (8) Lease Commitments OMNI leases office space and office equipment under operating lease agreements that continue in force through 2024. Rent expense for these leases totaled $188,313 and $189,266 for the year ended June 30, 2022 and 2021, respectively. Future minimum lease payments under non-cancelable operating leases, with initial or remaining terms of one year or more, is as follows: OMNI’s future minimum lease payments at June 30, 2022 are as follows: Year ending June 30, Amount 2023 $ 184,053 2024 186,386 2025 15,548 Thereafter - Total $ 385,987 (9) Employee Benefit Plan OMNI maintains a 401(k)-profit sharing plan, covering all employees. Employees are immediately eligible to participate in the plan. Employees are eligible to receive profit sharing, matching and qualified matching employer contributions to the plan once they reach the age of 21 and complete 6 consecutive months of service. All employer contributions to the plan are DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E OMNI INSTITUTE, INC. Notes to Financial Statements June 30, 2022 and 2021 15 discretionary for any given year. Participants become vested in profit sharing and matching employer contributions at 20% per year and are fully vested after five (5) years. Qualified matching contributions are fully vested when they are made. Contributions to the plan for the years ended June 30, 2022 and 2021 were $108,653 and $93,964, respectively. (10) Paycheck Protection Program Loan On April 11, 2020, OMNI obtained a Paycheck Protection Program loan for $497,700 through the Small Business Administration’s Paycheck Protection Program, which was created and funded through the CARES Act, to help with maintaining its operation during Colorado’s stay- at-home order. The loan was due to mature on April 11, 2022 and had an annual interest rate of 1.00%. As part of the Paycheck Protection, loan recipients are able to apply for loan forgiveness for a portion or all of the loan received. OMNI applied for and was granted forgiveness of the entire loan amount on November 4, 2020. Upon approval of loan forgiveness, the loan was reclassified as grant revenue and is presented on the statement of activities. (11) Concentration of Market Risk OMNI’s total revenues for the years ended June 30, 2022 and 2021 were $5,265,805 and $4,942,138. Of these amounts received during fiscal year 2022 and 2021, $2,111,215 (40.1%) and $1,815,291 (36.7%), respectively was funding received from the Virginia Department of Behavioral Health. OMNI relies on this concentration of government funding, thus is subject to the management decisions and operating results of the Virginia Department of Behavioral Health. The remaining revenue for the fiscal years was from contract service fees and miscellaneous revenue. The concentration on this funding puts OMNI at risk in the event there is a significant change in the economy resulting in less government spending. Additionally, OMNI is subject to the management decisions and operating results of these government agencies. (12) Liquidity and Availability of Financial Assets The following reflects OMNI’s financial assets of the statement of financial position date, reduced by amounts not available for general use within one year of the statement of financial position because of contractual obligations: 2022 2021 Cash and cash equivalents $ 1,768,687 $ 2,441,470 Investments, cash 12,444 3,816 Government contracts receivable 988,662 902,173 Investments, net of cash portion 727,861 331,674 DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E OMNI INSTITUTE, INC. Notes to Financial Statements June 30, 2022 and 2021 16 Total financial assets 3,497,654 3,679,133 Financial assets available to meet cash needs for general expenditures within one year $ 3,497,654 $ 3,679,133 OMNI’s goal is generally to build unrestricted financial assets to meet six (6) months of operating expenses. OMNI maintains an investment plan. Assets above each fund’s stated goal of liquidity are invested in short-term investments. Liquidity in each fund are maintained to provide adequate cash flow for OMNI. (14) Risks and Uncertainties Related to the COVID-19 Pandemic On March 11, 2020, the World Health Organization declared an outbreak of a respiratory disease caused by a new coronavirus a pandemic. First identified in late 2019 and now known as COVID-19, the pandemic has impacted millions of individuals worldwide. In response, many state and local governments have implemented various measures to combat the pandemic that have impacted business operations within their jurisdictions. In response to the pandemic, OMNI implemented remote working and virtual conferencing in order to continue its operations and fundraising efforts. OMNI continues to monitor the situation and follow the applicable health and safety laws and recommended guidelines while operating its programs and fundraising. No impairments were recorded as of the statement of financial position date; however, due to significant uncertainty surrounding the situation, management's judgment regarding this could change in the future. In addition, while OMNI's results of activities, cash flows, and financial condition could be negatively impacted, the extent of the impact cannot be reasonably estimated at this time. (15) Subsequent Events In connection with the preparation of the financial statements for the year ending June 30, 2022 and in accordance with ASC Topic 855, Subsequent Events, management has evaluated subsequent events through September 23, 2022, which is the date the financial statements were available to be issued. DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E 16 Eagle County-Region 5 Data Dashboard EXHIBIT B Scope of Work: Terms of Funding, Deliverables, and Deadlines DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E AGREEMENT FOR PROFESSIONAL SERVICES BETWEEN EAGLE COUNTY GOVERNMENT AND Omni Institute EXHIBIT B Scope of Work: Terms of Funding, Deliverables, and Deadlines These provisions are to be read and interpreted in conjunction with the provisions of the Contract specified above. I. Entity Name: Omni Institute II. Project Description: This project serves to increase the availability of data via a publicly available dashboard that informs direct and complementary measurements regarding the impacts of opioid and other substance misuse within counties of the Region 5 Opioid Abatement Council (Eagle, Summit, Lake, Pitkin and Garfield Counties). By offering community members and service providers access to such information, the Region 5 Opioid Abatement Council (the “Council”) aims to increase access, availability, and transparency of data necessary to address community needs, spread awareness of impact, thus ultimately increasing access to tools and resources that are proven to reduce deaths due to opioid overdose. III. Definitions: Data Dashboard- A tool used to track, analyze, and display data of a theme. Qualitative Data- Data that describes characteristics or qualities of information in a manner that cannot be counted or measured using traditional data-gathering methods, such as narratives, quotes, or storytelling. Quantitative Data- Data represented numerically with words or other measurements that can be measured using the assignment of a numerical value, such as structured surveys or numerical indicators. The Council- The Region 5 Opioid Abatement Council at-large. The Workgroup- the Data Dashboard Workgroup consisting of members of the Region 5 Opioid Abatement Council. Primary Data - existing data collected from primary sources such as law enforcement, hospitals, mental/behavioral health providers, jails, and others as needed. Contract period- Timeframe which begins at the start of the contract, as indicated by all parties’ signature of the contract, extending two years ’ time. IV. Work Plan DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E 2 Eagle County-Region 5 Data Dashboard Goal I: Increase access to data related to substance use or misuse in each of the five (5) counties within the Region 5 Opioid Abatement Council, consisting of Eagle, Summit, Lake, Pitkin, and Garfield Counties. Objective Ia: The creation of a data dashboard, made available to the general public, which allows users to gain knowledge regarding opioid and other substance misuse. Deliverables Deadlines 1. The contractor will develop and maintain a user- friendly dashboard with appropriate data as indicated in the proposal. Within the timeframe outlined in the Project Schedule section of the proposal, pages 27-28. No later than the end of the contract. 2. The contractor will complete the tasks outlined in Phases 1-5 of the proposal, pages 7-13, as related to the creation and maintenance of a data dashboard. Within the timeframe outlined in the Project Schedule section of the proposal, pages 27-28. No later than the end of the contract. Goal II: Establish partnerships with key community partners across Region 5, with the establishment of data sharing agreements, or similar contracts to allow ongoing data collection from said entities. Objective IIa: The creation of memorandums of understanding, data-sharing agreements, or other similar contracts to facilitate continued data gathering. Deliverables Deadlines 1. The contractor will identify and pursue key data sources as described in the “Indicators, Measurements, and Datasources” section of the proposal, pages 13-14. Within the timeframe outlined in the Project Schedule section of the proposal, pages 27-28. No later than the end of the first year of the contract. 2. The contractor will establish data sharing agreements with these entities as described in the “Establishment of Data Sharing Agreements” section of the proposal, page 14. Within the timeframe outlined in the Project Schedule section of the proposal, pages 27-28. No later than the end of the first year of the contract. 3. The contractor will display an unwavering commitment to the equitable collection, data as described in the “Considerations in Data Equity” section of the proposal, pages 14-15. Throughout the entirety of contract period. DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E 3 Eagle County-Region 5 Data Dashboard Goal III: Using primary data sources across the five (5) county region to help our communities understand the scope of opioid and other substance use or misuse. Objective IIIa: Identify, and maintain collection of, applicable indicators related to substance misuse in each of the five (5) counties within the Region 5 Opioid Abatement Council, consisting of Eagle, Summit, Lake, Pitkin, and Garfield Counties. Deliverables Deadlines 1. The contractor will identify and pursue key data as described in the “Indicators, Measurements, and Datasources” section of the proposal, page 13. Within the timeframe outlined in the Project Schedule section of the proposal, pages 27-28. No later than the end of the first year of the contract. Goal IV: A cohesive approach to using the data, dashboard, and partnerships to benefit the anti- stigma and harm reduction programs across the five (5) counties. Objective IVa: Collaboration with other two vendors to develop a strategy in utilizing the data dashboard platform to promote existing resources as identified by the anti-stigma campaign, with the direct feedback of population served as provided by harm reduction vendor. Deliverables Deadlines 1. With support of Region 5 Council member(s), the contractor will participate in facilitated conversations with the vendors of the additional Region 5 program contracts in the best use of the data collection and dashboard to inform the overall work and increase access to, and awareness of, services. Minimally four meetings convened throughout the two-year contract period, to be held semi-annually. V. Monitoring: The Region 5 Opioid Abatement Council and Eagle County Government as the fiscal agent will monitor this Contract for compliance with performance requirements throughout the Contract period. Methods used will include a review of documentation determined by Data Dashboard Workgroup to be reflective of performance to include progress reports and other fiscal and programmatic documentation as applicable. The Contractor’s performance will be evaluated at set intervals and communicated to the Contractor. A Final Contractor Performance Evaluation will be conducted at the end of the life of the Contract. VI. Resolution of Non-Compliance: The Contractor will be notified in writing within 15 calendar days of discovery of a compliance issue. Within 30 calendar days of discovery, the Contractor and Eagle County Government as fiscal agent for the Region 5 Opioid Abatement Council, will collaborate, DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E 4 Eagle County-Region 5 Data Dashboard when appropriate, to determine the action(s) necessary to rectify the compliance issue and determine when the action(s) must be completed. The action(s) and timeline for completion will be documented in writing and agreed to by both parties. If at any time the other counties have concerns about compliance with the contract or are not satisfied with the provision of services in their area they can communicate this to the Data Dashboard Work Group as well as the Contractor via the appropriate liaison to establish a fair and equitable solution. VII. Budget: The project budget detailed below is provided by the information included in the original proposal submitted in response to the RFP posting, thus worded and established directly by The Omni Institute. Acceptance of this budget is agreed upon as a component of the contracted work for Region 5 Opioid Abatement Council. Total Costs The table below highlights the key phases of work and estimated costs for the work proposed. We strive to provide services at reasonable cost and remain flexible to budget negotiations to ensure our proposal best meets the needs of the Council. Prices provided in this proposal are valid for 90 days after date of submittal. Phase of Work Estimated Cost 1: Project Kickoff and Context Building $5,010.00 2: Strategic Planning $18,740.00 3: Data Gathering $19,170.00 4: Dashboard Build and Testing $29,455.00 5: Dashboard Maintenance $26,470.00 Travel $1,137.65 st: $99,982.65 Budget Justification Details • Labor costs were budgeted using the following staff rates. Rates are inclusive of salary, fringe, and indirect costs. Staff Member (Project Role) Hourly Rate Julia Simhai (Project Oversight) $130 DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E 5 Eagle County-Region 5 Data Dashboard Melissa Rorie (Project Lead) $105 Ona Crow (Facilitator) $105 T Schweimler (Dashboard Development Lead) $90 Becca Ruiz (Dashboard Specialist) $80 Jenniffer Paniagua Delgado (Data Specialist) $70 28 • Travel expenses were budgeted for one trip to Eagle County, CO, at a total cost of $1,137.65. We budgeted for two Denver-based staff members to travel and one Summit County-based staff member based on the following costs: o Hotel was estimated at $250/night [$250 x 2 Denver-based staff x 1 night = $500]. o Per diem was estimated at $75/day [$75 x 3 staff x 1 day = $225]. o Mileage to and from Denver was estimated at 65.5 cents per mile [$0.655 x 260 miles roundtrip x 2 staff = $340.60]. o Mileage to and from Summit County was estimated at 65.5 cents per mile [$0.655 x 110 miles roundtrip x 1 staff = $72.05]. • Technology expenses were budgeted at a total cost of $275 for a Squarespace license for a website that will host the dashboard. • Research expenses were budgeted at a total cost of $50 for in-person meeting materials. • Note: We recognize the importance of making this dashboard accessible in multiple languages and value providing translations in service of equity. Because of the complexity of dashboard translation and the variability in cost depending on the final structure and size of the dashboard, these costs will be budgeted at a later date and will be in addition to the budget amount in this proposal. DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E 17 Eagle County-Region 5 Data Dashboard EXHIBIT C Insurance Certificates DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E 10/23/2023 Moody Insurance Agency, Inc. 8055 East Tufts Avenue Suite 1000 Denver CO 80237 Moody Insurance Agency (303) 824-6600 (303) 370-0118 certrequest@moodyins.com Omni Institute 899 Logan St Ste 600 Denver CO 80203 Nova Casualty Company Pinnacol Assurance 41190 Travelers Casualty & Surety Co 19038 23-24 Master A Y Y CF1ML1000076105 04/01/2023 04/01/2024 1,000,000 100,000 15,000 Excluded 2,000,000 2,000,000 Employee Benefits 1,000,000 A CF1ML1000076105 04/01/2023 04/01/2024 1,000,000 A 10,000 CF1UM1000069103 04/01/2023 04/01/2024 2,000,000 2,000,000 B Y 4138550 04/01/2023 04/01/2024 100,000 100,000 500,000 C Directors and Officers, Cyber, EPLI 105644075 04/01/2023 04/01/2024 Limit 1,000,000 Eagle County Public Health & Enviroment 551 Broadway P.O. 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LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. $ $ $ $PROPERTY DAMAGE BODILY INJURY (Per accident) BODILY INJURY (Per person) COMBINED SINGLE LIMIT AUTOS ONLY AUTOSAUTOS ONLY NON-OWNED SCHEDULEDOWNED ANY AUTO AUTOMOBILE LIABILITY Y / N WORKERS COMPENSATION AND EMPLOYERS' LIABILITY OFFICER/MEMBER EXCLUDED? (Mandatory in NH) DESCRIPTION OF OPERATIONS below If yes, describe under ANY PROPRIETOR/PARTNER/EXECUTIVE $ $ $ E.L. DISEASE - POLICY LIMIT E.L. DISEASE - EA EMPLOYEE E.L. EACH ACCIDENT EROTH-STATUTEPER LIMITS(MM/DD/YYYY)POLICY EXP(MM/DD/YYYY)POLICY EFFPOLICY NUMBERTYPE OF INSURANCELTRINSR DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required) EXCESS LIAB UMBRELLA LIAB $EACH OCCURRENCE $AGGREGATE $ OCCUR CLAIMS-MADE DED RETENTION $ $PRODUCTS - COMP/OP AGG $GENERAL AGGREGATE $PERSONAL & ADV INJURY $MED EXP (Any one person) $EACH OCCURRENCE DAMAGE TO RENTED $PREMISES (Ea occurrence) COMMERCIAL GENERAL LIABILITY CLAIMS-MADE OCCUR GEN'L AGGREGATE LIMIT APPLIES PER: POLICY PRO-JECT LOC CERTIFICATE OF LIABILITY INSURANCE DATE (MM/DD/YYYY) CANCELLATION AUTHORIZED REPRESENTATIVE ACORD 25 (2016/03) © 1988-2015 ACORD CORPORATION. All rights reserved. CERTIFICATE HOLDER The ACORD name and logo are registered marks of ACORD HIRED AUTOS ONLY DocuSign Envelope ID: 6D06D50E-7E27-4759-8B2A-DD83C9B5DF4E