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TECHNICAL PROPOSAL FOR THE OPERATION
OF
OVERTOWN ENHANCEMENT TEAM SERVICES
PILOT PROGRAM
RFP 11-005
Continuation of Program 2019/2020
Submitted by HUMAN RESOURCES OFMIAMI, INC.
915 N.W. 1 st Avenue
Miami, Florida 33136
Telephone: (305) 907-9564
Fax: (305) 377-1242
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SECTION A TECHNICAL PROPOSAL
Narrative of Human Resources of Miami, Inc.
Human Resources of Miami, Inc. is the most qualified and the best choice for this project, mainly
because we are located in the Southeast Overtown/Park West area and have been here for many
years. We did not move to the area to take advantage of any governmental benefits, we are here
solely to serve the community. Originally, in 1999, we helped this area by registering more than 300
women who wanted to work but could not find employment nor possessed the skills to interview.
Human Resource Staffing assisted the young ladies with training and placement with entities that
needed massive numbers of employees or waitress, custodians for hotels, and landscaping.
We are a part of the community through our cooperation with several faith -based organizations, and
visited apartments and local stores, going door to door, offering assistance to the dwellers, both
spiritually and with counseling.
Through our relationship with McDonald's Playworld Community Development, Inc., a community -
based corporation, we have walked the streets, been in and out of One Stop/Workforce, distributing
flyers and enrolling teenagers in school, placing them in daycares for "free care" for the children of
the teenagers, and we have provided counseling to pregnant women in the shelters located in the
Overtown area, as well. We can be relied upon to provide services to this area, because we have,
and often without reimbursement or financial resources from anyone.
Another reason why Human Resources of Miami, Inc. is uniquely qualified to provide street cleaning
and maintenance services to the Overtown area, is because both the management and leadership of
the company, were born in Miami, Florida, and lived in this community during some stage of their
lives — they either attended school, attended church, rode the bus, walked through the streets, and
survived, not overcome by the challenges of this uniquely burdened community. Again, we are apart
of this community.
During the years of 2005 thru 2010, most of Human Resources of Miami, Inc.'s efforts were directed
towards developing a product that the union workers of Miami Dade County School Board would be
able to provide at a low cost, to cover both health and other risks that this level of employee faces.
After many attempts, this effort was not completed, since the primary person (my husband) passed in
2010. Thus, as we regrouped in 2010, we focused more on our original mission of assisting the low-
income, deficiently skilled worker, with finding employment in a highly competitive and complex
society, such as Miami, Florida.
Since 2010, this contract, Overtown Enhancement Team Services Pilot Program, is consistent with
our game plan of self -empowerment by the community. By hiring eleven (11) employees from the
Overtown community, there will be a ripple effect experienced throughout the community, not to
mention, the increased level of self-esteem, pride, confidence, and ability to contribute to each
individual family's household. Human Resources of Miami, Inc. would like to be a part of this
endeavor.
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The leaders of this proposed contract, retained by Human Resources of Miami, Inc., have leadership
skills, as evidenced by their training, education, and experience, and will be able to manage and
operate the shift, starting from 8: 00 am until 4:00 pm.
Human Resources of Miami, Inc. is fully aware that this project started as a one-year pilot
program, but with our continued success, we are requesting that we are provided funding for a
period of five (5) years.
The primary highlights for the year of 2018-2019 (our seventh year) were:
• Picked up 5,348 bags of litter
• Trained 27 individuals through our anti -litter and beautification program
• Placed 21 individuals into employment
• Our trainees attended 32 job fairs
• The trainees were interviewed as a group three (3) times
• The trainees received nine (9) individual counseling sessions career, general & spiritual
• Placing into employment, college and vocational training, hospitality training 13 trainees
• Conducted 26 soft skill training classes
• Completed anti -litter course and received certification
• Completed landscaping course and received certification
• Complied with all budgetary and contractual constraints
• Maintained the expanded geographical area to include the swamp area
• Developed, expanded, and maintained relationships with:
o Jackson Soul Food (pressure cleaning and job placement for our trainees)
o The Plaza (pressure cleaning and anti -litter services)
o Suited for Success (resume and job interviewing skills and attire)
o Lotus House (helping our female trainees with housing)
o Career Source of South Florida Workforce (job placement)
o Transitions, Inc. (job placement)
o Gibson Park (get ice daily and occasional meetings)
o City of Miami Overtown Net Office (community outreach, feeding homeless)
o Camillus House (shelter for our workers when homeless)
o House of Wings (Overtown Arts and Festivals & Soul Basel)
o Community Work Training Program (job referrals and drug testing services)
o Black Archives (using our trainees for security, cleaning, & pressure cleaning)
o City of Miami Sanitation Department (dump our trash)
o Folk Life (assembling tents, chairs and tables)
o New Horizon's Mental Health Clinic (mental health counseling)
o Business Resources Center (use conference rooms and job referrals)
o Williams Park (access to their facility for our job fairs and use of their
computers)
o Regions Bank financial literacy and cashing our trainees' checks)
o Overtown Performance Arts (assembling chairs and tables; pressure cleaning)
The primary highlights for the year of 2017-2018 (our sixth year) were:
• Trained 31 individuals through our anti -litter and beautification program
• Our trainees attended 6 job fairs
• Placing into employment, college and vocational training, hospitality training 13 trainees
• Conducted 26 soft skill training classes
• Completed anti -litter and construction clean up courses and received certificates
• Completed landscaping course
• Complied with all budgetary and contractual constraints
• Maintained the expanded geographical area to include the swamp area
• Developed, expanded, and maintained relationships with:
o Career Source of South Florida Workforce
o Transitions, Inc.
o University of Miami Environmental Services Division
o City of Miami Overtown Net Office
o Camillus House
o Williams Park (City of Miami)
o Culmer Center
o City of Miami Sanitation Department
o New Horizon's Mental Health Clinic
The primary highlights for the year of 2016-2017 (our fifth year) were:
• Trained 31 individuals through our anti -litter and beautification program
• Our trainees attended 6 job fairs
• Placing into employment, college and vocational training, hospitality training 13 trainees
• Conducted 26 soft skill training classes
• Completed anti -litter and construction clean up courses and received certificates
• Completed landscaping course
• Complied with all budgetary and contractual constraints
• Maintained the expanded geographical area to include the swamp area
• Developed, expanded, and maintained relationships with:
o Career Source of South Florida Workforce
o Transitions, Inc.
o University of Miami Environmental Services Division
o City of Miami Overtown Net Office
o Camillus House
o Williams Park (City of Miami)
o Culmer Center
o City of Miami Sanitation Department
o New Horizon's Mental Health Clinic
The primary highlights for the year of 2015-2016 (our fourth year) were:
• Trained 30 individuals through our anti -litter and beautification program
• Our trainees attended 8 job fairs
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• Placing into employment, college and vocational training, hospitality training 21 trainees
• Conducted 26 soft skill training classes
• Complied with all budgetary and contractual constraints
• Maintained the expanded geographical area to include the swamp area
• Developed, expanded, and maintained relationships with:
o Career Source of South Florida Workforce
o Transitions, Inc.
o University of Miami Environmental Services Division
o City of Miami Overtown Net Office
o Camillus House
o Williams Park (City of Miami)
o Culmer Center
o City of Miami Sanitation Department
o New Horizon's Mental Health Clinic
Some of our highlights from 2013-2014(expanded to March, 3015 - our third year) were:
• Trained 42 individuals through our anti -litter and beautification program
• Placed into employment, college and vocational training, hospitality training 36 trainees
• Conducted 26 soft skill training classes
• Complied with all budgetary and contractual constraints
• Expanded geographical area to include the swamp area
• Developed, expanded, and maintained relationships with:
o South Florida Workforce
o Transitions, Inc.
o University of Miami Environmental Services Division
o Roots in the City
o City of Miami Overtown Net Office
o Camillus House
Some of our highlights from 2012 -2013 (our second year) were:
• Trained 40 individuals through our anti -litter and beautification program
• Placed into employment, college and vocational training, hospitality training 36 trainees
• Conducted 26 soft skill training classes
• Complied with all budgetary and contractual constraints
• Expanded geographical area to include the swamp area
• Developed and expanded relationships with:
o South Florida Workforce
o Transitions, Inc.
o University of Miami Environmental Services
Division
o Roots in the City
o City of Miami Overtown Net Office
o Camillus House
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Human Resources of Miami, Inc. is not just committed to being a viable and profitable organization,
we are more committed to social responsibility — the new and innovative way to run a company, and
stay in business at the same time. We concur with Ex -Secretary of State (Mrs.) Clinton —it does take
a "Village to Raise a Child" — the employees of Human Staffing of Miami, Inc. and Overtown.
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Scope of the
Proi ect
1. Oversee the ;' marketing and recruitment of
participants to serve as trainees in the Program.
There will be eleven (1 crew manager and 10 crew
members) positions. We will have three on -call
crew members to assist with time requested off, no
shows, and unexpected absences. Each training
period will last for twelve (12) months, for combined classroom and paid work experience
training. During the term of the contract, twenty-six (26) life -skills and direct -skills training
sessions will be conducted by the Crew Manager.
2. Conduct pre -registration and registration services consisting of drug testing, professional
development guidance, and evaluation sessions for all program participants ("Trainees").
3. Provide counseling services for the trainees — career, life-style, spiritual, and general.
4. Prepare and administer a certified on-the-job training curriculum, consisting of classroom
training hours and paid work experience. Curriculum will include training in custodial
services, landscaping, property maintenance and development of employability skills.
5. Provide job referral and job placement services for Trainees and for those program
participants that have graduated from the training program ("Graduates").
6. Coordinate referral services for continued training in the field of landscaping.
7. Conduct, evaluate and provide statistical reports on post -graduation evaluation sessions.
8. Coordinate and manage professional development training and job referrals for Trainees and for
those program participants that have graduated from the training program ("Graduates").
9. Manage operations and maintenance of equipment and tools funded under the Program.
10. Document ongoing training process with photos and requisite paperwork
11. Document clean-up of the designated areas within the Redevelopment Area.
12 Document attendance and participation of all Trainees.
Our Enhancements or Changes to Scope of the Proiect for the FYE 2019/2020
Our enhancement to the Overtown Beautification Project will be the following:
1. Expand the function of the Crew Manager, to include more community outreach, counseling, job
fairs, externships, internships, and job placement for 50% of the time employed and managing the
crew the balance of the time, serving as the liaison between the Contract Manager and CRA.
2. Empower the position of Crew Leader/Field Supervisor with the skills, ability and authority to
manage the crew, as we nurture a second position to have supervisory responsibilities, serving as the
Crew Supervisor/Truck Driver.
3. Increase hands on exposure to landscaping, environmental, and construction skills for the entire
team, by providing externships with Human Resources of Miami's Landscaping Division and other
entities, in the Overtown community, organized and supervised by the Crew Manager.
4. Expand the support services to the team, which will include one (1) hour weekly training, such as
budgeting, credit counseling, drug -testing, life -skills counseling, and parenting skills, so that all
trainees can transition from this part-time job to a more permanent, full-time employment within other
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parts of the community. The crew will also have one (1) hour per month scheduled for community
services, to assist with developing within them a desire to help the community and themselves, as we
are training them to be leaders, supervised by the Crew Manager.
4. Applicants not hired will be maintained as a separate pool of individuals, whom we will counsel
and perform assessments of their career options and their unmet needs socially, such as housing,
medical, drug and alcohol dependency, educational deficiencies, to name a few. These persons will be
referred to the appropriate community services for assistance. They will also serve as the "on call"
data base for daily placement during the duration of the contract, if the originally hired individuals
leave, quit, or are terminated. We estimate 0 (seventy) persons will be helped.
5. After completion of the program, all crew members should transition to external positions,
preferably, full-time, and/or educational and vocational options, so that a new crew can become a
part of the CRA Overtown Beautification team. Our goal is to train/hire, at a minimum,
annually, fourteen (14) persons, eleven (11) per the contract and three (3) substitutes for the
daily project needs.
CONCLUSION
Human Resources of Miami/Overtown Beautification Team is requesting $350,000,
which will allow us to maintain the activity level of 30 hours per employee and 35
hours for the crew manager. We will employ-1-1 persons with 3 alternates, for a
total of 14 individuals. This amounts to a total of 365 hours weekly and 18,980
hours per the contract term. We will also assist 21 other persons with community
referrals and job placement. The cost per participant for the entire cost of
$350, 000, therefore, is $18.44 per participant hour for the eleven (H) persons hired
Our goal will be to assist 35 persons in total annually.
Human Resources of Miami/Overtown Beautification Team is requesting a five year
renewal period to perform the contract is much less than the contribution to the
community and residents, enhancing first, the environment, the employee (self-
respect and self-worth), the economic input to the immediate Overtown
environment, allowing the employee/trainees to spend cash to spend in the
community with their families at the grocery stores, rental expenses, and general
shopping. In general, the trainees will be receiving a fully -loaded hourly rate of
$15.18 per hour, which include their direct cost and fringe benefits.
Per CRA goals and objectives, Human
Resources of Miami, Inc. will enhance career
and personal development for each
eemployee/trainee, and will produce
responsible citizens to live and work in the
Overtown community!!
ANNUAL PRICE PROPOSAL
Amount
Personnel Trainee Costs
Crew Manager
$30,940
Crew Supervisor
$20,280
Employees/Trainees
$172,692
Fringe Benefits
$26,830
Workers' Compensation
$15,838
Sub -total
$266,580 76.2%
Trainee Enrollment Costs
Trainee Support/Development $3,600
Uniforms $3,500
Sub -total $7,100 2.0%
Total Personnel Cost $273,680 78.2%
Operational Costs
Storage
$2,400
Supplies
$7,200
Equipment & Small Truck
$4,000
Repair & Maintenance
$2,000
Gas & Parking
$7,200
Insurance
$8,000
Total Operational Costs
$30,800 8.8%
Administrative/Management
Administration
$18,720
Management
$15,600
Office Rental
$7,200
Office Supplies
$1,500
Auditing
$2,500
Total Administrative Cost
$45,520 13.0%
TOTAL PROGRAM COST
$350,000 100.0%
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PRICE PROPOSAL BUDGET NARRATIVE
PERSONNEL/TRAINEES ($273,680) — All trainees are hired pursuant to the term of the contract
awarded by Miami Community Redevelopment Agency. Human Resources of Miami, Inc.— All
trainees are hired pursuant to the term of the contract awarded by Miami Community Redevelopment
Agency. Human Resources of Miami, Inc. will hire staff appropriate to the requirements discussed
earlier, namely, custodial, landscaping, and Human Resources of Miami, Inc. will hire staff
appropriate to the requirements discussed earlier, namely, custodial, landscaping, and maintenance, in
general. Trainees will be evaluated during the probation period and during the year. The following
positions will be filled:
1. Crew Manager ($30,940) — This position will be responsible for the overall administration
and day -to day operations of the Overtown Enhancement Team Services Program. This
position will ensure that communications between the daily outside activities and the needs of
CRA are met, operating as the primary liaison between Human Resource of Miami and CRA.
This person will perform community outreach and job placement services, as well. The
position will report directly to the Contract Manager and assist with ensuring compliance with
all operational requirements. The pay rate will be $17 per hour, for 35 hours per week.
2. Crew Supervisor ($20,280) — This position will be responsible for the direct supervision of
the line crew, driving the truck, provision of water to staff and taking the trash to the
dumping facility. This person reports directly to the Crew Manager, and augments
management in the field. The pay rate is $13 per hour for 30 hours weekly.
3. Crew Trainees ($172,692) — This position will perform the daily needs, including picking up
litter, removing graffiti, landscape maintenance and installation services, street sweeping and
clean-up, sidewalk pressure washing, and general paint maintenance, including traffic
enclosures, poles, and street lights. The pay rate will be $12.30 per hour, 30 hours per week
per training for nine (9) crew members, scheduled 30 hours per week.
FRINGE BENEFITS ($42,668) — Fringe benefits will be paid according to policies established by
Human Resources of Miami, Inc., approximating 19% of total wages, consisting of the following
breakdown of currently approved benefits:
FICA is based on 7.65% of total salary. FUTA/SUTA is .062 per employee.
Workers' compensation, which is approximately $1,440 per employee.
TRAINEE ENROLLMENT COSTS ($7,100)
Trainee Support & Development ($3,600) - Human Resources of Miami, Inc. will provide
counseling, referral and placement services to our crew from the prior and current years, in order
to comply with the goals and objectives provided by CRA. Each trainee will earn a certificate in
landscaping and other training, such as on the job training, hospitality, construction cleaning; and
the new staff will be provided online training which will provide certification to the employees,
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ensuring that the basics of landscaping and anti -litter skills, management, and administration are
obtained. Counseling and drug testing are mandatory to assist in the transformation of the crew.
Support services will be provided to all individuals (even those not successfully hired, but
applied), which includes the counseling, assessment, and referrals.
Uniforms ($3,500) — Human Resources of Miami, Inc. will purchase uniforms for the crew, which
will consist of two (2) caps, two (2) safety goggles, two (2) polo shirts, brightly embroidered with
CRA Overtown Enhancement Team, two (2) flat front work shorts, two(2) flat front work (long)
pants, one (1) belt, and two (2) solid -colored work boots.
TOTAL TRAINEE/PERSONNEL COST ($273,680)
OPERATIONAL EXPENSES - Costs in a business are traditionally divided into operating and
administrative categories. Both are necessary for the company, but operating costs are closely tied to
specific products and services whereas administrative costs are incurred on behalf of the project.
1. Storage ($2,400) — The space required to store the supplies and equipment should need
approximately 20 x 20 square feet in space, and the cost will not exceed $200 per month.
2. Supplies ($7,200) — Human Resources of Miami, Inc. will spend an average of $600 per
month, to maintain at a minimum the following: Landscaping supplies (grass, plants, soil,
fertilizer), safety zone disposable textured latex gloves, work gloves (tree cutting), painting
supplies (scrapers, tape, rags), paint thinner, brushes, roller, primer, mask, basic paint colors
(antique white and black, rakes, brooms (sweep and push), dust pans, funnels, trash bags,
safety glasses, gas cans, weed eater, shovels, hoes, rakes, pole diggers, general tools,
hammers, screwdrivers, etc. Cameras and camcorders will be purchased to ensure that the
before and after photos are taken.
3. Equipment & Small Truck ($4,000) — Human Resources of Miami, Inc. will purchase
equipment needed to comply with the demands of the project, which will be used to move
supplies from one site to another, transport team members, and move trash and debris. Other
equipment which will be purchased will include pressure cleaners, generators, washers,
blowers, lawn mowers, chain saws, tree trimmers, etc.
4. Repair & maintenance ($2,000) — The repairs required to maintain the equipment and truck
should not exceed $150 per month, or on an as needed basis, including auto maintenance and
repairs
5. Gas & ParkinE ($7,200) — Parking permits in the CRA Overtown area is $75 per month per
vehicle or $1,680 annually, and gas costs will be incurred both for the trucks and equipment,
not to exceed $5,520 for the year.
6. Insurance ($8,000) — This will cover liability while the crew members are in the outside
environment, addressing the risk of tourism, crime, and general. This is insurance for the
vehicle as well.
TOTAL OPERATIONAL EXPENSES ($29,300)
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PROGRAM ADMINISTRATION — This is the cost for ensuring that the program is successfully
operated, including the documentation to the needs of the daily crew, community acceptance, and
program enhancement. Human Resources of Miami, Inc. will retain local skills and supplies
whenever possible, and will select the lowest priced equipment, supplies, and services, when
expending on behalf of this program.
ADMINISTRATIVE/MANAGEMENT ($45,520)
1. Administration ($18,720) — Human Resources of Miami, Inc. will retain a firm to provide all
secretarial, clerical, and bookkeeping services needed. Daily and weekly reports, including
payroll will be processed by this position. The financial statements will be provided, detailing
the amounts billed to CRA, monies expended, and balances in the related bank account,
including referrals of the crew members to various social agencies, and scheduling of the
counseling sessions.
2. Management ($15,600) — Since the contract has been implemented, management, averaging
$300 per week, for signing, reviewing, training, etc., and the general contract oversight,
including working with CRA management, attending meetings with CRA and other related
agencies of the contract. This function ensures compliance with all regulations and
performance measures, providing the reports to CRA, etc.
3. Office Rental ($7,200) — The office is located at 915 NW I' Avenue, Miami, Florida. We
lease approximately 600 square footage for Human Resources of Miami, Inc., to operate the
Overtown Enhancement Team Services project. This includes waiting area, meetings, training
area, file room, and administrative area.
4. Office supplies ($1,500) — Consumable supplies to operate the office, such as copy machine
paper, staples, calendars, pens, batteries, toner cartridges, drums, fax machines and computer
printer, copier, computer, calculators, letterhead, and other miscellaneous office supplies.
AUDITING ($2,500) — At year end, there will be an audit conducted to confirm that monies were
expended in compliance with all regulatory requirements, even though it is not mandatory, since the
threshold of $500,000 is not met with this grant. A certified public accounting firm will conduct this
audit.
TOTAL PROGRAM ADMINISTRATION ($45,520)
TOTAL PROGRAM BUDGET 35� 0 000
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