FY27 Wendy’s Wonderful Kids (WWK) – Illinois Child-Focused Recruitment Expansion Program (Cook County)

FY27 Wendy’s Wonderful Kids (WWK) – Illinois Child-Focused Recruitment Expansion Program (Cook County)

This grant award will have an initial period of performance starting in 07/01/2026 (or upon execution of the agreement). This is a five-year project grant that will be continued through 06/30/2031 (given satisfactory grantee performance). Note for this FY27 application, a budget should be submitted for FY27 expenditures only.
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DESCRIPTION

The Provider will collaborate with the Dave Thomas Foundation for Adoption (DTFA) to execute the Wendy’s Wonderful Kids (WWK) program, a national child-focused recruitment strategy designed to secure permanent adoptive families for children lingering in foster care.

The Provider will utilize the WWK model to provide the following services to youth identified by the Illinois Department of Children and Family Services:

• Diligent search/family finding
• Visits with children
• Permanency readiness activities
• Permanency preparation for both the child and the family
• Network building actives
• Recruitment planning
• Documentation of efforts
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PROOGRAM DETAILS

The Provider will scale, employ, and maintain 25 WWK recruiters over five (5) years for the WWK program. Each WWK recruiter will complete all training required by DTFA-WWK and DCFS. The Provider will employ the WWK model to provide comprehensive recruitment and matching services for IDCFS youth 9+ years old residing in Cook County, with a court ordered permanency designation of adoption. Provider must adhere to all WWK requirements including but not limited to the model and Brand Guidelines for WWK Agencies. Services must include:

CHILD-FOCUSED RECRUITMENT:

• Conduct initial referral services: Establish contact with the child’s case worker to introduce the role of WWK, gather initial referral information, establish a date to begin case file review and schedule an initial meeting with each child.

• Establish relationship with the child: The Provider’s WWK recruiters must have at minimum, monthly meetings with each child in person to develop openness and trust. WWK recruiters must meet with the children on their caseloads outside of the case worker’s presence and provide the youth with a way to contact the WWK recruiters. The Provider must facilitate alternative means of visitation (video call, phone, email, etc.) in contracted residential facilities, juvenile justice centers and group homes where necessary. If in-person meetings are impracticable due to the child’s circumstances, WWK recruiters will consult with their WWK supervisor on alternate means to facilitate monthly communication with the child.

• Review case record: The Provider’s WWK recruiters will conduct in-depth case record reviews of existing files to identify:

(i) Date and reason the child entered the system.
(ii) Child’s most recent profile and assessment.
(iii) Chronological placement history.
(iv) Significant services provided to the child, currently or in the past.
(v) Identification of needed services.
(vi) All significant people in the child’s life, past and present, including case workers, foster parents, attorneys, court-appointed special advocate (CASA) volunteers, teachers, therapists, relatives, mentors, faith-based representatives, extracurricular activity leaders, etc.; and
(vii) Next court date.

CONDUCT DILIGENT SEARCH:

The Provider’s WWK recruiters will implement the WWK model and process of identifying and contacting persons with whom the child already has, or had, a bond or relationship with, including birth, kin, and adoptive relatives, with the knowledge and approval of the child’s case worker. The Provider’s WWK recruiters will diligently search for potential adoptive families to include aggressive follow-up with identified contacts. The Provider’s WWK recruiters will contact fictive kin and family members even if the assigned case worker has already completed family finding or ruled out relatives as placement options.

ASSESS ADOPTION READINESS:

The Provider’s WWK recruiters will develop an initial written assessment of each child’s readiness for adoption and provide updated assessments quarterly to assess the child’s strengths, challenges, desires, preparedness for adoption, and any needs that should be addressed before moving forward with adoption. If there are stated needs, the Provider’s WWK recruiter will work with the child’s caseworker to meet the child’s needs. This assessment will occur on an ongoing basis until finalization occurs.

PREPARE CHILD AND FAMILY FOR ADOPTION:

The Provider’s WWK recruiters will provide adoption preparation and address any barriers to adoption, including the child’s willingness to be adopted and educate the child about adoption. During the matching process, the WWK recruiter will assess whether the family is adequately prepared to meet the needs of the child.

BUILD CHILD’S NETWORK:

The Provider’s WWK recruiters will build a network with persons close to and knowledgeable about the child to identify people who can help work toward adoption and to develop a support system. Network members may include relatives, foster parents, caseworkers, CASA volunteers, teachers, mentors, and faith-based representatives, extracurricular activity leaders, best friend’s family, etc. The Provider’s WWK recruiters will maintain regular and on-going contact with the child’s network to help facilitate recruitment activities.

DEVELOP RECRUITMENT PLAN:

The Provider’s WWK recruiters will develop a comprehensive recruitment plan or enhance the existing recruitment plan within 30 days of case assignment. The plan must be based on file review, interviews with significant adults, and the input of the child. The plan will be customized and defined by each child’s needs and will be reviewed at minimum monthly and updated quarterly.

DOCUMENT EFFORTS:

The Provider’s WWK recruiters must maintain case files to document child-focused recruitment efforts.

YOUTH TRANSPORTATION:

The Provider’s WWK recruiters will transport youth for activities related to relationship building as needed.

RECRUITER INCLUSION:

The Provider’s WWK recruiters will attend hearings/meetings related to the youth, including:

• Team meetings
• Court hearings
• Family team conferences
• Matching meetings/Permanency Roundtables
• Best interest staffings
• Permanency review hearings
• Disclosure meetings
• Other required and relevant meetings

SERVICE GOALS: The Provider’s WWK recruiters must conduct all services to promote permanency by maintaining, strengthening and safeguarding the functioning of families.

• Engage youth in authentic relationships to promote network building
• Promote family reunification whenever possible
• Aggressively use evidence-based techniques to achieve legal permanency
• Work collaboratively with the youth’s caseworker, therapist, legal community and other team members to promote legal permanency
• Ensure the safety, permanency and wellbeing of children.
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REFERRAL AND ADMISSION PROCEDURES

Referral Decision-Making Criteria: Determine the child’s strengths, challenges, desires, preparedness for adoption and whether the child has needs that should be addressed before moving forward with the adoption process. If so, the WWK recruiter will work with the child’s caseworker to ensure all identified needs are met.

A written assessment will be developed initially, and the Provider will:
• Review referral packet
• Assign WWK recruiter within two (2) business days of referral
• Notify DCFS of assignment within 24 hours of the assignment
• Initiate case review and youth engagement
• Begin recruitment and diligent search activities in accordance with the DTFA WWK recruitment model

Admission Notification Procedures:
The WWK recruiter will contact the child’s assigned case worker and supervisor within 2 business days of case assignment and introduce the WWK program. The WWK recruiter will gather initial referral information, establish a date to begin the case file review and schedule an initial meeting with the child.

DCFS will:
• Identify eligible youth
• Provide complete referral information
• Actively participation in permanency staffing and team meetings
• Provide daily program oversight and monitoring

Client Contacts: The Provider’s WWK recruiters will meet with each child assigned to their caseload a minimum of monthly, in person and one-on-one. The WWK recruiter will facilitate face-to-face contact to build trust, understand the youth’s history, and develop individualized permanency strategies. The WWK recruiter will meet with significant adults and maintain regular and ongoing contact, this includes but is not limited to the foster parent, attorney, CASA volunteer, teacher(s) therapist, relative(s), mentor, faith-based representative, extra-curricular activities leader(s), etc.
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TREATMENT GOALS/SERVICE PLANS

Goals and Service Plans requirements must:
• Achieve legal permanency for each youth (adoption, guardianship, reunification) in accordance with DCFS timelines
• Measurably strengthen relationships with identified adults
• Prepare youth for lifelong family connections
• Support transition and stabilization into and within the permanent home

STAFFING QUALIFICATIONS

DIRECT SERVICE:
Education and Experience must include:
A master’s degree in social work or related human services field from an accredited school with a minimum of two years of child welfare experience with emphasis in foster care and adoption.
A bachelor’s degree in social work or a related human services field from an accredited school with a minimum of four years of child welfare experience with emphasis in foster care and adoption.
Completion and DCFS approval of background checks prior to hire
Successful completion of all DTFA WWK Core Training
Ability to conduct case file mining, diligent search, and child engagement

SUPERVISORY:
Education and Experience must include:
A master’s degree in social work or a related human services field from an accredited school with a minimum of five years of child welfare permanency and related supervisory work experience
Completion and DCFS approval of background checks prior to hire
Successful completion of WWK recruitment and supervisory trainings
Experience with providing daily oversight of WWK recruiter fidelity and caseload compliance

MINIMUM STAFFING EXPECTATIONS

The Provider will scale 25 WWK recruiters in the first year of the contract and maintain 25 WWK recruiters over the five-year period. WWK recruiters will carry an active caseload of 12-15 youth. Caseloads may exceed 25 youth if children are moved to inactive status.

STAFF DEVELOPMENT AND SUPERVISION

Provider’s WWK program staff will complete all mandatory training within the timelines identified by DCFS and DTFA. Training will include but are not limited to:

Classroom training. DTFA will provide an initial virtual pre-training session and an in-person classroom-based training. Any WWK recruiter or supervisor must attend DTFA -provided initial virtual pre-training session and in-person classroom-based training.
Supervisor training. In addition to the requirements listed above, supervisors shall attend a virtual supervisor training session.
Summit. Provider’s WWK recruiters and supervisors will attend any Wendy’s Wonderful Kids Summits (“WWK Summits”).
Emergency. If there is an emergency that prevents attendance at a required training, Provider must notify DCFS as soon as the emergency arises and make arrangements to attend subsequent trainings.

Provider must provide individual support and oversight for each WWK recruiter. Meetings with DTFA Foundation Adoption Program Manager will not replace consistent individual supervision between WWK recruiters and supervisors.

Provider’s supervisors must review all WWK recruiter data each month to confirm that the data is complete, accurate, and reflects fidelity to the model. The monthly data must be reviewed and approved by the supervisor.

Provider’s supervisor will ensure that individual child case files contain all required documentation.

Provider’s supervisor will ensure that WWK recruiter(s) maintain active caseload numbers.
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TARGET POPULATION

DCFS Client Capacity Under DCFS Agreement: 420 DCFS-referred youth age 9+, large sibling groups and children with special needs
DCFS Client Capacity at Any Given Time: Each recruiter will manage 12–15 active cases, serving an average of 16 children daily
Agency Client Capacity Under Program: 420 DCFS-referred youth age 9+, large sibling groups and children with special needs
Agency Client Capacity at Any Given Time: Each recruiter will manage 12–15 active cases, serving an average of 16 children daily

Average Length of Services: Length varies according to permanency achievement; services continue until legal permanency is finalized or DCFS discontinues involvement.

Services beyond the program plan service parameters: The Provider must obtain prior authorization from DCFS to serve clients outside of the program plan parameters.

CLIENT: A child who is in the foster care system with DCFS and has a permanency plan for adoption. Children must be without a current identified adoptive family.

Inclusions:
Children must be 9 years or older, residing in Cook County, in the public foster care system, have a permanency plan for adoption or have been freed for adoption and be without a current identified adoptive family. The children may be members of a sibling group, have had previous recruitment efforts, had unsuccessful adoptive placements, be in varying stages of adoption preparedness, rescinded their consent to adoption, have special physical, emotional developmental, mental and educational needed and/or be at risk of aging out of care.

Exclusions:
• Youth with an identified adoptive/guardian placement
• Youth younger than age 9 (unless approved by DCFS)
• Youth residing outside of Cook County (unless approved by DCFS)
• Youth that do not have a goal of adoption.
• Youth that are not in the foster care system with DCFS.
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PROGRAM OUTCOMES AND METRICS

Required Program outcomes and performance metrics include:

• Each WWK recruiter will match at least 5 children and complete adoptions, legal guardianships or reunifications for a minimum of 2 children each year of the contract following the first year of the program.
• A Child-Focused Diligent Recruitment Plan will be completed for 100% of referred cases.
• Provider will increase the use of community-based services and support to families where appropriate

Details

• Awarding Agency: Department Of Children And Family Services
• CSFA Number: 418-00-4030
• CSFA Popular Name: Wendy’s Wonderful Kids (WWK)
• Funding Opportunity Number: 418 - Wendy’s Wonderful Kids (WWK)
• Assistance Listings Number: State
• Announcement Type: Initial Announcement
• Award Type: Competitive
• Total Funding Available: $1,593,750.00
• Expected Number of Awards: 1
• Funding Sources: State
• Indirect Costs Allowed: Yes
• Posted Date: 2026-07-02
• Award Period: 2026-07-01 – 2027-06-30

Funding Restrictions

Grant awards will be subject to state statutory requirements that limit the administrative costs to 20%. Fringe benefits cannot exceed 25% of total salaries.

Indirect Cost Description

Indirect Costs are allowed. To charge indirect costs to a grant, the applicant organization must have an annually negotiated indirect cost rate agreement (NICRA).

There are three types of NICRAs:

1. Federally Negotiated Rate. Organizations that receive direct federal funding, may have an indirect cost rate that was negotiated with the Federal Cognizant Agency. Illinois will accept the federally negotiated rate. The organization must provide a copy of the federal NICRA.

2. State Negotiated Rate. The organization may negotiate an indirect cost rate with the State of Illinois if they do not have a Federally Negotiated Rate. If an organization has not previously established an indirect cost rate, an indirect cost rate proposal may be submitted to the State of Illinois through the indirect cost rate system no later than three months after the effective date of the award. If an organization previously established an indirect cost rate, the organization must continue to use that rate until its expiration. Upon expiration, the organization may re-submit a new indirect cost proposal through the system annually, within six months after the close of the grantee’s fiscal year, OR an organization may elect to use the de minimis rate instead of their State Negotiated Rate.

3. De Minimis Rate. An organization may elect a de minimis rate of 15% of modified total direct cost (MTDC). Once established, the de minimis rate may be used indefinitely. The State of Illinois must verify the calculation of the MTDC annually in order to accept the de minimis rate.
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NOTE
• All grantees must complete an indirect cost rate negotiation or elect the De Minimis Rate in the indirect cost rate system to claim indirect costs. Indirect costs claimed without an established negotiated rate or a De Minimis Rate election in the system may be subject to disallowance.
• Grantees have discretion not to claim payment for indirect costs. Grantees that elect not to claim indirect costs cannot be reimbursed for indirect costs.
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Restrictions on Indirect Costs

Yes

Citation Governing Indirect Cost Restriction

2 CFR 200.414(c)

State Award Notices

REVIEW AND SELECTION PROCESS
All applications must be submitted by the posted deadline. IDCFS staff conducts an initial review of all applications received for eligibility and GATA compliance. Reviewers may consist of DCFS GATA staff, division leadership, and other internal DCFS staff. Each proposal will be reviewed by a minimum of three reviewers. The review and selection of grant award recipients is conducted in a fair and equitable manner that evaluates and selects grantees most likely to be successful in delivering results based on program objectives, and with limited disruption to the continuity of services. Proposals will be approved based on funding available.

While recommendations from the review team will be a key factor in funding decisions, the Department maintains final authority over funding decisions and considers the scores of the review team to be non-binding recommendations. The Department reserves the right to evaluate applications in the larger context of the overall portfolio by considering geographic distribution of awards (e.g., ensuring coverage of certain counties or service areas), client needs, and overall programmatic/ financial risk assessments in its pre-award decisions. Any internal documentation used in scoring or awarding of grants shall not be considered public information.

Final award decisions will be made by the Director (or their designee). The Department reserves the right to negotiate with successful applicants to adjust award amounts, locations, etc. Funds are disbursed based on the schedule agreed upon and included within the Uniform Grant Agreement. The release of this Notice of Funding Opportunity does not obligate the Department to make an award.
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AWARD NOTIFICATIONS
An award status notification (approval or denial) will be delivered via an automated email from Euna Grants. This email will serve as notification that an award has been made. However, this email is not an authorization to begin performance or incur costs.
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APPEALS
Competitive grant (and in some cases non-competitive) appeals are limited to an appeal related to the evaluation process. Evaluation scores may not be protested.

An appeal must be submitted in writing in accordance with the grant application document. An appeal must be received within 14 calendar days of Award denial.
The written appeal shall include at a minimum the following:
i. the name and address of the appealing party
ii. identification of the grant for which you are appealing the evaluation/review process
iii. a statement of reasons for the appeal

Response to Appeal
a. DCFS will acknowledge receipt of an appeal within fourteen (14) calendar days from the date the appeal was received.
b. DCFS will respond to the appeal within 60 days or supply a written explanation to the appealing party as to why additional time is required.
c. The appealing party must supply any additional information requested by DCFS within the time period set in the request.

Reporting

Grantees will be expected to submit both (monthly or quarterly) periodic performance reports and monthly financial reports. The exact reporting requirements of this award will be defined in the program plan of the Uniform Grant Agreement.