HomeMy WebLinkAboutR-89-0505J-89-545
5/25/89
RESOLUTION NO.
A RESOLUTION ACCEPTING THE PROPOSAL OF KAAREN
JOHNSON ASSOCIATES, INC. FOR THE FURNISHING
OF PROFESSIONAL SERVICES FOR AN ONGOING
INTERCULTURAL AWARENESS TRAINING PROGRAM ON A
CONTRACT BASIS IN SUBSTANTIAL ACCORDANCE WITH
RFP NO. 88-89-063, IN A FORM ACCEPTABLE TO
THE CITY ATTORNEY, FOR THE DEPARTMENT OF
FIRE, RESCUE AND INSPECTION SERVICES AT A
TOTAL PROPOSED COST OF $154,955; ALLOCATING
FUNDS THEREFOR FROM THE 1988-89 OPERATING
BUDGET ACCOUNT CODE NO. 280101-270 ($74,955)
AND 1989-90 ($80,000); AUTHORIZING THE CITY
MANAGER TO INSTRUCT THE CHIEF PROCUREMENT
OFFICER TO ISSUE A PURCHASE ORDER FOR THIS
SERVICE, SUBJECT TO THE AVAILABILITY OF
FUNDS.
WHEREAS, pursuant to public notice, sealed proposals were
received March 20, 1989 for the furnishing of professional
services for an ongoing Intercultural Awareness Training program
on a contract basis to the Department of Fire, Rescue and
Inspection Services; and
WHEREAS, invitations were mailed to 28 potential suppliers
and five proposals were received; and
WHEREAS, funds for this purchase will be available from the
1988-89 Operating Budget Account Code No. 280101-270 ($74,955)
and 1989-90 ($80,000); and
WHEREAS, this service will be used by the Department of
Fire, Rescue and Inspection Services for the purpose of providing
an ongoing training program that would generate a better
understanding of cultural backgrounds resulting in the
improvement of personnel relations; and
WHEREAS, the City Manager and the Director of the Department
of Fire, Rescue and Inspection Services recommend that the
Proposal received from Kaaren Johnson Associates, Inc. be
accepted as containing the most advantageous combination of
price, quality and other features;
CITY COMMISSION
MEETING OF
JUN 7 1989
RESOLUTION No. 89-5" 0�
r-
NOW, THEREFORE, BE IT RESOLVED BY THE COMMISSION OF THE CITY
OF MIAMI, FLORIDA:
Section 1. The March 20, 1989 proposal of Kaaren Johnson
Associates, Inc. for furnishing professional services for an
ongoing Intercultural Awareness Training Program on a contract
basis in substantial accordance with RFP No. 88-89-063, in a form
acceptable to the City Attorney, to the Department of Fire,
�=
AWN
Rescue and Inspection Services at total proposed cost of $154,955
is hereby accepted with funds therefor hereby allocated from the
'
1988-89 Operating Budget Account Code No. 280101-270 ($74,955)
and 1989-90 ($80,000).
Section 2. The City Manager is hereby authorized to
instruct the Chief Procurement Officer to issue a Purchase Order
for this
service, subject to the availability of funds.
Section 3. This Resolution shall become effective
immediately upon its adoption pursuant to law.
PASSED AND ADOPTED this 7th day of June , 1989.
XAVIER . SUAREZ, MAYOR
ATT T:
ezt'd��
MATTY HIRAI
CITY CLERK
PREPARED AND APPROVED BY:
Ile
ROBERT F. CLERK
CHIEF DEPUTY CITY ATTORNEY
APPROVED AS TO FORM AND CORRECTNESS:
C
RFC:bss:M1074
s
CITY OF MIAMI, FLORIDA
INTER -OFFICE MEMORANDUM CA=19
To : The Honorable Mayor and Members DATE : MAY 3 i�09 FILE
of the City Commission
SUBJECT : Recommendation for
Resolution and Award
of Contract; RFP No.88- -_
89-063; Human Relations
FROM : Cesar H. Od - REFERENCES : Intercultural Awareness
i�
City Manage Program
ENCLOSURES:
RECOMMENDAT.,:DN:
It is recommended that a Contract be awarded and a Resolution be
passed, in substantial accordance with Request For Proposal No.
88-89-063, and in a form acceptable to the City Attorney,
accepting the Proposal from Kaaren Johnson Associates, Inc., 1221
Brickell Avenue, Miami, Florida, as the firm most qualified to
provide professional services for an Ongoing Intercultural
Awareness Training Program for the Department of Fire, Rescue and
Inspection Services. The total cost of "Initial" and "On Going"
Training to be $154,955, budgeted from FY189 and FY190 General
Fund Index Code No. 280101-270.
BACKGROUND:
In the past few months, certain events have occurred in the Fire
Stations of the City which have proven to be counterproductive to
the overall mission of the Department of Fire, Rescue and
Inspection Services and have resulted in strained fire fighter
relations and multi -cultural barriers. Some of these events
appear -to be a result of misunderstandings of the diverse
cultures, ethnic groups, and male/female working conditions and
relationships.
hn 1987, a panel of experts was gathered from around the United
States to investigate these events and to make recommendations
for resolving the problems. One of their recommendations was
that ongoing training should be provided that would generate a
better understanding of cultural backgrounds.
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Page 2
On March 6, 1989, a "mandatory" Pre -Bid Conference was held for
advisement and discussion of the City's Request For Proposal (RFP
No. 88-89-063) for furnishing a Human Relations Intercultural
Awareness Training Program. At this meeting it was reiterated
that cross-cultural training is best delivered and received when
the impacted ethnic groups are a part of the training development
and delivery, and therefore any proposed submissions not
including Black and Hispanic individuals/firms would be deemed
non -responsive and rejected.
On March 20, 1989, proposals were received from prospective
consultant firms, and upon initial evaluation by the Department,
five (5) firms were determined to be the most qualified to
provide professional services and invited to participate in more
detailed discussion with a Selection Committee on May 4, 1989, in
response to the following factors:
Prior Related Experience
Capabilities of Training Personnel
Training Methodology
Makeup of Training Team
Knowledge of Local Situation
Understanding of Fire Dept. Environment
Knowledge of Problems in the Dept.
The Selection Committee was comprised of Deputy Chief Jordan
(Chief of Operations), Deputy Chief Huddleston (Chief of
Administration), Chief Gimenez (Management Services Division),
Lt. Mount (Employee Assistance Officer), and Adrienne Macbeth
(Office of Minority -Women Business Affairs). Based upon the
Selection Committee's evaluation of consultant responses, Kaaren
Johnson Associates, Inc., a Black/Female Minority Business, was
selected in recommendation of providing Ongoing Human Relations
Awareness Training for the Fire Department.
Amount of Bid:
Cost Estimate:
Source of Funds:
Minority Representation:
Public Hearing/Notices:
$154,955.00 % of Cost Estimate: 103%
$150,000.00
$749955.00 FY189 General Fund Index
Code 280101-270
$80,000.00 FY190 General Fund Index
Code 280101-270
Kaaren Johnson Associates, Inc. is a
Black/Female Minority Business
N/A
Assessable Project: N/A
CITY OF MIAMI, FLORIDA
INTER -OFFICE MEMORANDUM
TO: William J. Schaut, Supervisor DATE May 19, 1989 FILE
Procurement Management
General Services Department SUBJECT: Request for Proposal
No. 88-89-063; Human
Relations Intercultural
FROM: C. H. Duke, Chief REFERENCES: Awareness Training Program
Director of Fire, Rescue
and Inspection Services ENCLOSURES.:
This Department has verified available funding with the Departments
of Finance and Budget that funds are available to cover the cost of
the subject Request for Proposal in the amount of $ 74,955.00 in
FY189 General Fund Index Code Number 280101-270 and $ 80,000.00 in
FY190 General Fund Index Code Number �2 00101-270, for a Total Cost of
$ 154 ; 955 --00 .
FINANCE REVIEW & APPROVED BY:
Carlos G rcia, Di ector
Department of Finance
BUDGETARY REVIEW & APPROVED BY:
Man har S. Surana, Director
Budget Department
J ,
ADDITIONAL APPROVALS
(IF REQUIRED)
N/A
Sergio Rodriguez, Director
Planning Department
N/A
Frank Castaneda, Director
Community Development
9
Xfi {
"fY OF MIAMI, FLORIDA P.O. BUX JJUZU8
ROCUREMENT'MANAGEMENT Miami, F1 33233-0706
00 DIVISION TELEPHONE NO. 575-5174
DID NO. 88-•89-063
BID SHEET
IMPORTANTs BID SHEET AND BIDDER ACKNOWLEDGEMENT MUST BE RETURNED IN
DUPLICATE IN THE ATTACHED ENVELOPE IDENTIFIED BY BID NUMBER, TIME
AND DATE OF BID OPENING. IF SECURITY IS REQUIRED, A BID WILL NOT
BE ACCEPTED UNLESS THE DEPOSIT OR BOND IS SUBMITTED IN THIS
ENVELOPE.
Terms:•154195..5— — (Include cash discount for prompt payment, if any)
Additional discount of none I if awarded all items.
warranty and/or guarantee: n/
State any variances to specifications (use separate sheet if
necessary):
Delivery: 15 calendar days required upon receipt of Purchase Order..
CITY OF MIAMI
Delivery Points): nrPAPTMFNT nF F,TRF- RESCUE & TNspECTygN SFRVT S
TRAINING & SAFETY CENTER
_34.25 Jeffer8bn Street
Coconut Grove, Florida 33133
In accordance with the Invitation to Bid, the Specifications, General
Conditions, Special Conditions, and General Information to Bidders, we
agree to furnish the Item(s)'at Prices indicated on the attached bid
sheet(s)..
NAMES OF COMPANY OWNER (S) :
Kaaren P. Johnson
NAMES OF COMPANY OFFICERS:
Kaaren P. Johnson President
Joseph Searles, III, Exec. V.P.
Please use the back of this page if more space is necessary
Name of individual holding license in this profession (if applicable)
n/a
MINORITY PROCUREMENT COMPLIANCE
The undersigned bidder acknowledges that it. has received a copy of
Ordinance No. 10062, the Minority Procurement Ordinance of the City of
Miami, and agrees to comply with all applicable substantive and
procedural provisions therein, including any amendments thereto.
BIDDER: Kaaren Johnson Asso Inc. Signatures_1
(company name)Lum P. JOHNSO,r
Print Names �:...n
ITEM:
DEPARTMENT:
TYPE OF PURCHASE:
REASONS:
POTENTIAL PROPOSERS:
C7
AWARD OF RFP
R No. i i r F1ifA
Human Relations Intercultural
Awareness Training Program
Fire, Rescue and Inspection Services
Short Term Contract
To provide an ongoing training program
that would generate a better
understanding of cultural backgrounds
resulting in the improvement of the
department personnel relations
RFP RECEIVED: 5
TABULATION: Attached
FUNDS: 1988-89 Operating Budget Account Code
No. 280101-270 ($74,955.00) 1989 -90
($80,000.00).
MINORITY/WOMAN PARTICIPATION: Proposals were sent to six (6)
black, five 5) hispanics and nine (9) woman owned firms
engaged in the, Consulting Business as located in the
following sources:
1. New Vendors applications
2. Dade County Minority Register
3. Yellow Pages Telephone Directory
Minority response consisted of proposals received from two (2)
black and three'(3) woman owned firms.
RFP EVALUATION:
Category
Prior Proposers
Black American
Hispanic American
Woman Owned
Non -Minority
The proposals meet the specifications.
Following is an analysis of the
Invitations to Proposals:
Number of Proposals Number of
Invitations Mailed Responses
0 0
0 0
0 0
0 0
New Proposers
Black American
6 2
Hispanic American
5 0
Woman Owned
9 3
Non -Minority
8 0
Courtesy Notifications
"No Proposal"
Late Proposal
Totals
N
ME
15
0
-
1
S
-
0
43
6
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RECOMMENDATION: IT IS RECOMMENDED THAT THE AWARD BE
MADE TO KAAREN JOHNSON ASSOCIATES,
INC. FOR A TOTAL PROPOSED AMOUNT OF
$154,955.00.
Procurement Supervisor
Dat e
1
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i N I I I II
I I I I I_II_II.IIIIIIIIIII�III� ILL IIII,I,IIJIII�I���
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_ RE'LATHyN`+
TN'�t u�'I11.7'ttRl�l
t
ReaueSt for rraPQSa1 (RFP)
Selection Committee
AWARENESS PROGRAM
NO. 88-89-063
COT uan020, C,t, CI•.4
Roca, -ad by
City o1 itiEini, Florida at
200 P.M. March
20. 1989
a,d.er
Kaaren Johnson
IThe Mental
Hurst Aaao M
tocontee i lazutee lif Pat C.ry Cade ; "411% Ord.
Assoc, Inc.
Assoc. lHuman
Relations
Inc.
a•d Bond ,►,q•.1t
Woman
Black
Black
Woman Woman
**
It ***
lnequl•,rt.H
Urw OESCRIPTiON
Unit
(3agRT+ Total
Unit
Total
Unit
Price T•tal
u..' (�n1+ Total Unit T.,at
oae.. Total Pae. Pr•e•
40.
Dr�c•
Ariz
125.000
7 135 000 135 000
Inter -Cultural Awareness
Training Program Uniform-
-
1 7 inn�.n;nrs ti,,,nan Ralarinnc 1 ! 1,1 .,-)', 1 51,425 182,760 132,760 120,000 j 20,000 168,000 .1 68,000 1
and non -uniform personnel
current
e nr
ie ce. ILack oj knowle ge of local situation Land
101
e ha
in suf
icient
time
to
dedica
of u
erstan
ing of
IFire
De
artmen
��Ill ��lllil'�I'P'I'II''�I'1 Fill I'lll�l'I'Il�i'IIIII'!l0llll'llll'�Illillllllllllll'IIIIIIII�INIII''�i�ll'iill'lilyIllll''Ililll11i1�llll'iIIiIPIIIiP'�'I�Iillll'ill'''lil��l�'l�ll�i�l�l���llslll,l �,'I��I',� I''l�il'i I��I�III� IIIIII IIIII°����I��II��11II�II!Illllllfl
a
,h117 PROPOSALS TO:
` — Office of the City Clerk
CITY OF MIAMI, FLORIDA
FOR PROPORSAL,
3500 Pan American DriveREQUEST
P.A. Box 330708
,; TFRM CONTRACT
Miami, Florida 33133
Proeoser Acknowledgment
t of
TELEPHONE NUMBER
MAILING OATS IC.tyl
.u
:+
.
88-89-OS3575�-
Do Ta_s willte opene .
RFP Title
,0 P.M. March 20, 1989
Human Relations Intercultural Awareness
Rtaaon for" no aroposal" Training Program
�,.1
not be wttndrastrn witnen ninety days-
alto and tune. '
tat as a result of this bid mall Conform to soolkalble
t -
t,._.ne smarter and code of tnocify of Miami.
)F VENOOR
A CORPORATION OF THE
AAEA CODE
TELUMONB NUMBER
VENOOR NO.
en Johnson Asso
ATE 01: N. Y.-
305
371-8557
G ADORESS
VENOOR MAILIN43 0AT1.
5ricknell Ave, Suite 900
3/16/99
'ATE -ZIP
t limplao Ox G►SiMeR's QIIGC Qat s,O #ONO aS
i, Florida 33131
ATTACKED, 049H Rlou1R[Q, IN The "OU"T 00 1
n/a
rE: ALL REFERENCES TO THE TERMS "HID" OR "BIDDER" SHALL BE REDEFINED TO
MEAN "PROPOSAL" OR "PROPOSER" AS APPLICABLE.
rtfr 'Act Ind aloe A mare .afnour powuthtMteNedtie/. gneawewel, ?/ � �.,+—..� „ter
acr,o.t in «tr :orardraf.ota. /w,n, err ae►eore WO"Iffn.0 a D.d /de fM AUTHORIZED SIGNATURE (Monule)
•tilfw.all, :(.*doss, or eawomw rod ,s .a am rxroreer tali and urMour
a 409 or tn,.,d. I J" ro 1e.dfa Or all co,rr.r,orer Of put a.d and arnN autnwKaaren P , Johnson, President
t a.h lVr td rd y�rt ref 0-d /or tM d*~.
AUTHORIZED SIGNATURE ITypea) TITLE
GENERAL CONDITIONS
E10091t: To Insane acxattitance of no bK falww those Ir xMKtwvm
SWALED BIDS: Ado bid slltets and tuts forms MMO be ex@CW&d
and SUOM ITad in a $aalea erW6140e. Tne ffta at tine tretWoo' VUII
Conratn, in 6WItiOn fry Rae atW.V 40arGilt. Mediate OW fltne of the
04 OoWOV and file bid I'MMOer. 81411 MW StitarTatf0d On atfaMed
two 'orrn may be rsiecles. All bits are terolect to Rae =%ditidrts
s:ia 0164 her V*n an* On lode affahed Sneat-U
1, exacunafa OP slot Bed Must CCant M a marival signature
of an aumoritgd ret:resamrm"ve in "wine arbVidsd above.
The camoany name a nhust also ah0wor an
faaCM 000o Of the Cad 9m reatlired.
L tf0 blot It riot strbMifting a bid. I WAMMl[t by r~1`11M WS
loan, mortdlttg It **NO $I Q", and sxV41n the reason in toe
soaat XMided obt)vs. ReDMtdtd failure to ckaft without
anticient itltitica/lon stole be ca%" for narrovai of rho
suOoadr's narne horn the bid maillne list. NOTEI: Ta auatity
as a fescOrwent, bidder rrpAf sxahrnit a "NO 81 O", and it must
On Matved no toter than the statfao bid oai sing date OW hold".
L 610 OPENING: Shelf be ou4dI4 on the daft and at the f1me
sbo afted an the bid form. It is tot bidder's rttonm lailltV to
�sure.that his bid is delivered of elheOroOt► time and ollrCt of
the bid opening. 1310E wnic" tart any reason are not so
dativered, will oe returned uno0enad. Cffws by telegram or
lows ltirle are not a ccRNabio.
a. PRICES, TERMS and PAYMENTt Firm dances sisall to
aa+oteal NO" or printed in ink and iricldxite all peottinq,
nN+aling, smiaoing Margot and silvery to any ociat within
Oede Cowry. B►didte, is raouts:ed to offer Cow aluumf for
Warrior ;nwtte oaym/nt, Oiscount time WAR be comwrtd
tram the care of wtistact!Or'y diativWV at place of oCcootance
or from recefpr at Correct 4wotce at Rot of five abo afleo.
wntcnever is Ivor.
e) TAXIES: 0o not include Slot* or lredei f fasxes not *a.
alic3ote to municipalities. The 000licaGie Taal EiaKn &on
nurnow :s sthdwn an the PWWose Ordee'.
OI MssTAKi!S 3 r-t nit ,.cr.ir.tta.
;t• :�. �"AIi:Nri�t •11"Ouitrf. 'Jid '314 ar. .htf .n.
peC AirIll to swottes &W sa"vien. Ffailure to
02 so will be at bld#oor's r"
C) C13NOtTIOM AMC 1044KAWNGi It (.s t twit and
Wood that any item drrt(Wed or 1ni0ma as a result Of this
W WWI be new (sumo vt arotA,►t non r'nam at me rim" of
This bid). Ail W ntaitur's "I toe uAtatsle for stormge cr
1TriomOnt, Old all 10CIS "I W41vas star4aro corn.
entrefal F Cuorm.
4)SAP9TY STANCARCS: Uniew cn%r'wlse aloul&rod ;n
theord. art fTharart"Iurad ihms and facricsttd emmolles
shall coengt'r with &WICA019 r'etluirwnvnr3 of Cc_
OJONttonaf Safety NO Meelth Act am aPY stlehtlyd'ds
the OW40r.
ehINVOle1NQ AMC PAYMENT: The camtraetor small to
paid rmaT uabmisslon 0 oroparty Certlfted i1rvites to the
01V of rwaami at eht PriCI1116 stipufattd an the aurashase
WOW, Ito aedbf,.tlCM if My.L se PrOvi 16L All invodCes
Wall bow tht o rataso order. Invoicing of vartafnce with
into arowision may tal:iso the contract to Ca"eatation.
L MANUIPACTUR91!`t NAMES AMC APPROVED
MUIVALBNTS: My m&ri bc1W4ra' "omad6 trade names.
brand name!. i,eormarim of Catalog ftnWW% listed in a
XWORtation are tar infrarenoIlaab not f0 flint comoerifian.
The bidder mty of1w any braMq tor wnich Re is an outhoirited
rettrt%@nf#IlVV. *Riot miliffs or exceeds !tie somifltatlon for
any itenn(s). It bids are Osseo On t'diW441e"t ONVAICrIl in,
diicatt n tot bid loon the nfamfoMww'O name anb nur"oer
and irislcare any ae+Mtion If" the siietilicstions. yoUn
610, LACKING ANY WRITTBN INDICATION Qfe INT.ENT-
TO QUOTE A14 ALTERNATE BRAND. WILL on
RECEIVED AND CON910E1111llo AS ♦ QUOTATIOM IN
C41wPL9rR COMPLIANCE WITk rms SRlICCRiC,4Ttams.;
AS LISTED ON TWE sio lrox&t rho oxiso m at P1N'014"
is to oil notified of any aroo s" c"Angeil W (al rnateri�xs
usa(. lb) rtynulPefurfntl PrOcess, or (Cl cofti"W0111n.,
Hnwwvrr ? Nanq&% snail net be %imojng up" ftle dry 4,0114011k'.
�ea►�`e •garwa.
•
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�Y
C1''1 OF MIAMI, FLORIDA P.O. BOX 330706
PROCUREMENT MANAGEMENT Miami, FL 33233-0708
DIVISION TELEPHONE No. 575-5I74
BID NO- 88-99-063
BID SHEET
IMPORTAPT: BID SHEET AND BIDDER ACKNOWLEDGZ?MNT MUST BE RETURNED IN
DUPLICATE IN THE ATTACHED ENVELOPE IDENTIFIED BY BID DUMBER, TIME
AND DATE OF BID OPENING. IP SECURITY IS REQUIRED, A BID WILL NOT
_
BE ACCEPTED UNLESS THE DEPOSIT OR BOND IS SUBMITTED IN THIS
eNVELOPE.
r
Terms; 154,555 (Include cash discount for prompt payment, it any)
e
Additional discount of none I if awarded all items.
Warranty and/or guarantee: n/aj .--.��.`..�w ..arm. .rw...
L
State any variances to specifications (use separate sheet it
rnecessary)_
....._.-..� n/a ..���� ..�._e........��
Delivery: 15 calendar days required upon receipt of Purchase Order..
CITY OF MIAMI
Delivery Points):_ nFp&pr rr3 r.p rTg:_ gESCtTr 5 rg_vrr :T0N SrRV
TRAINING 6 SAFETY CENTER
3425 Jefferson Street
Coconut Grove, Florida 33133
In accordance with the Invitation to Bid, the Specifications, General
Conditions, Special Conditions, and General Information to Bidders, we
aqree to furnish the Items) at Prices indicated on the attached bid
sheet(s).
NAMES OF COt4PASY OWNER(S) s NA14ES OF COMPANY OFFICERS:
_=
Kaaren P. Johnson Kaaren P. Johnson, re i n
C
�
Joseoh Searles, I11, Exec. V.P.
Please use the back of this page ib more space is necessary
Mane of individual holding License in this profession (If applicable)
n/a
MINORITY PROCUREME24T CQMPLIANCZ
The undersigned bidder acknowledges that it has received a copy of
Ordinance No. 10062, the Minority Procurement OrdinanCe of the City of
Miami, and agrees•to comply with all applicable substantive and
procedural provisions therein, including any amendments thereto.
BIDDERS Kaaren Johnson Asso, Inc.
company name
Indicate .it Minority Business:
[XJ 81aek t 1 Hispanic CXJ women
FAILURE TO "COMPLETE. —SIGH.,
ti
Signature: _l-a.•.e,...10
ANO RETURN THIS PORM MAY DISOUALIgY THIS., �
CITY OF MIA241, FLORIDA
ESTIMATED
• : ,r dov '
1. Initial Human Relations Inter -cultural
Awareness Training Program Uniform and 756 S 0.3 5 Q
non -uniform personnel training.
2. Ongoing Human Relations Inter -cultural
Awareness Training Program Uniform and 75S $-5-1,425
^
non -uniform personnel training.
Resumes are attached yes (x ) no ( )
See Attached Technical Proposal
DESAMMENT ANO SUSPENSION
City of tlisai .Code Sec. LS-56.4
(a) Authority -and requirement to debar and susoenar
Alter reasonable notice to an actual or prospective contractual party,
and after reasonable opportunity to such party to be heard, the city
aanager, alter consultation with the chief procurement officer and the
city attorney, shall have the authority to debar a contractual party
for the causes listed below from consideration for award of city
contracts. The debarment shall be for a period of not tower than
three (3) years. The city manager shall also have the authority, to
suspend a contractor Cron consideration for award of city contracts it
there is a probattle cause for debarment, pending. the 4e1barsent
�-� determination, the authority to debar and suspend contractors shall be
exercised in accordance with regulations which shall.bs issued by the
chief procurement officer alter approval by the city manager, the city
attorney, and the city commission.
(b) Causes for debarment or susoonsion include the followings
1. Conviction for commission, of a criminal offense incident to
obtaining or attempting to obtain a public*oc private contract or
subcontract, or incident to the performance of such contract cc
subcontracts
2. Conviction under state or federal statutes of embezzlement, theft,
forgery, bribery, falsification or destruction of records,
receiving stolen property, or any other offense indicating a lack
of business integrity or business honesty;
3. Conviction under state or federal gntitrust-statutes arising out
of the eubetasion of bids or pcoposalst
4. Violation of contract provisions*, -which is regarded by' the chief
procurement officer to be indicative of nonreaponsibility. Such
violation say include failure without good cause to performs in
accordance with the terms and conditions of a contract or to
perform within tha time limits provided in a contract, provided
that failure to perform caused by acts beyond the control of a
party shall not be considered a basic for debarment or au®poncaian;
5. Debarment or suspansion of the contractual party by any federal,
state or other governmental entity;
6. ralso certification pursuant to paragraph (c) below; or
7. Any other cause- judged by the city manager to be so serious and
compollinq as to affect the responsibility of the contractual
party conforming city contracts.
(c) Certification# All contracts for 'goody and services, and leases by
the c ty atialL Contain a certification that neither the contractual
party nor any of its principal owners or personnel have been
convicted of any of oho violations Sot forth above or debarred or
suspended as set forth in paragraph (b)(S).
The undersigned horeby certLfios that neither the contractual party nor any
of Its principal owners or personnel have been convicted of any at the
violations sat forth above,. or debarred or suspended as edt forth in
paragraph (b)S.
Company names Kaaren Johnsen Asso. me
S i gna t ur e s
Oates 3/I5/99
AAM P. JOHNSON y
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BID NO.88-89-063 INFOP14ATION SHULT
MINORITY CLASSIFICATION AND PARTICIPATION
I. Indicate MINORITY CLASSIFICATION of Business Ente:pcise
(BIDDER) s L-4 BLACK ( j hISPA:JZC ( .j WOMEN. (Xj NON-MINOR_TY
2. If OTHER, detail MINORITY PARTICIPATION within your firm, or
as it may apply to this bid, if awarded:
A. JOINT VENTURES Provide information regarding Minority
firm participating as such, and the extent
of participation
i of Dollar
Firm Name Business Address DID Amount
B. SUBCONTRACTORS: Provide information regarding Minority
firms that will be subcontractors for this
=� BID, and their extent of the work
of Dollar
Firs Name Business Address OID Amount
C. SUPPLeIERSs Provide detail. regarding Minority Firms
that will. Supply you with goods or
services, and the extent
t of Dollar
Firm Name Business Address BID Amount
`,% XAAREN
JOHNSON
III ASSOCIATES, Inc.
Proposal for the
CITY OF MI!i.MI, Florida
Human Relations Intercultural
Awareness Trc-Lining Program
Fire, Rescue and Inspection
Services Department
L
CORPORATE
INTRODUCTION
Carpaate Inhoducffon
INTRODUCTION
Corporate Background KAAREN JOHNSON ASSOCIATES, INC. (KJA) is a woman.
owned, minority Human Resources Development firm, with
offices in.Xiami, Florida; New York City; and Silver Spring,
Maryland. KJA provides human resources consulting ser-
vices to private corporations, government agencies and aon-
profit organizations since 1977.
- The concern for improving human resources and upgrad-
ing our overall human environment is not a new one.
However, today's society, transformed by rapid development
and social pressures, has caused large numbers of people
to become disoriented and alienated with a resultant feel-
ing of ineffectiveness. The translation of this situation
into the marketplace has created a sense of urgency, man-
dating a need to develop new and more effective ways of
improving the employee's ability to function in today's
complex and changing world.
With few exceptions, the systems which historically have
been expedient in meeting societal goals are being taxed
beyond their capacity, with many already proving ineffec-
tive.
KJA is coacerned with these problems and has fashioned
its operations to aid in their solutions. Expertise has
been acquired through a direct involvement in the field,
which has allowed KJA to put its programs and techni-
ques to the ultimate test. As a result, KJA has developed
the ability to identify particular problems rapidly, and to
prescribe viable, original solutions without unnecessary
delay. This provides an effective means for translating
motivational guidelines into realistic programs which
produce tangible results.
Operattonat Functions Under the leadership of Kaaren P. Johnson, President, RJA
is organized into three key operation functions;
# Human Resources Development Division
o Management and Technical Assistance Division
# Employment Training Institute
NJA is committed to education and development of its
clients' human resources. KJA has performed services for
=:f
coroamto IMN)dtrcnon
organizations with complex environments and in various
geographical areas of the country, including unique inter.
racial and multicultural environments such as Fire stations,
transit authority and public health service. Services
provided for each client are based on the uniqueness of -_
the problem at hand. The broad scope of experience avail-
able through KJKs training, legal, design, technical, logis-
tical and analytical personnel, provides infinite resources
for problem assessment, implementation. and - post evalua-
tion. �-
From the beginning, IWA has gained wide acceptance from
clients in all business sectors, and established a reputa-
tion for both quality and dependability. The programs and
techniques have proven to be dynamic and effective.
The first five years of its existence, KJA provided numerous
training and development services to the federal govern-
ment and its regional offices. KJA was responsible for the
design, maintenance and management of a full service
training facility for nationwide training of Federal and
State employees and prime sponsors. Today, KJa also
provides training and technical assistance to State and
Local governments, as well as the Federal and private sec.
tors. The areas of specific concentration are in Organiza-
tioaal Development, Training Needs Assessment, Training
Design, Delivery and Evaluation.
Specialfa:tes Specifically, KJA has mazy years of experience in the area
of EEO, diverse cultural awareness, sexual harassment
education, sensitivity training and consulting. KJA has af.
fected significant behavioral changes in a wide variety of
work environments including:
• Arlington County, Virginia, Fire Department
• NY State Office of Mental Retardation and
Developmental Disabilities
• and Levi Strauss & Co.
to name a few.
Ill
TECHNICAL
APPROACH
tocnntcul Approach
A. Project Conceptualization
Oueratew During the past few years, The Miami Fire, Rescue, and
Inspection Department (yIFRID) has demonstrated its com-
mitment to equal employment opportunity, by hiring four
times as many minority and female KFRM employees as
anglo males. This commitment has resulted in the crea-
tion of a culturally diverse and integrated fire service, for
which the City and Department should be proud.
However, these changes in workforce, as' with all organiza-
tional changes, have not occurred without some disruption.
When an environment is generally homogeneous in gender,
race, and culture, the participants share common social
knowledge and interpersonal behaviors regarding how they
are to act toward one another for support and group
cohesion. In other Words, all the players understand the
rules of the game.
But when that environment becomes heterogeneous, multi-
cultural, and multi -ethnic, each group brings to the en-
vironment different expectations and social norms that
conflict with those of other groups, resulting in disruptive
behavior. Each group then is playing the game by their
own set of rules. This appears to be the case within the
Department.
Na.ttonat Inuesttgattue Because of disruptive behavior in the fire house and al-
Panet legations of discrimination based on ethnicity, national
origin, and gender, MYRiD impaneled a national group to
investigate these problems. This National Investigative
Panel identified two unacceptable situations which seers
to be causing these problems.
First, the Panel identified disruptive employee conduct
which it defined as "unmanaged Peer -Punitive Culture, the
obverse of traditionally positive and professional Fire House
Culture." Disruptive behavior within this Peer -Punitive
Culture has included name calling, circulating lists of "skip-
pies," and "horseplay" such as dousing female fire fighters
repeatedly with water. Second, the Panel also identified
"some inequitable treatment [that] has been sanctioned in-
tentionally or" unintentionally by ` the department." This
treatment affected employment areas such as selective dis-
cipline, job assignments, and driver assignments.
. :Ek....
TAchRocd iAooro=h
Recommendattons The Panel enumerated the following recommendations:
1. EEO and AA policy and procedures must be internal-
ized within the department and by department per-
sonnel
2. Managers must stop the disruptive and discriminatory
behavior of employees in the fire stations
3. Employees must engage in more professional and con-
structive activities and interactions to improve team
work and quality of work life for all fire fighters
4. Managers must recognize and reward competence and
deal professionally with incompetence
5. Organizational development and team training must
begin promptly.
The intent of this proposal is to address the training recom•
mendation and to design a human relations program that
will begin to create an environment in which attitudinal
and behavioral change will occur to support the other
recommendations listed above; That is, to initiate the steps
necessary to create an environment which fosters har-
monious relationships among all fire service employees.
Training Intent In order to create a harmonious environment which values
cooperation and productivity, members of each group must
be taught to reach beyond their comfort zones of social
mores and to interact effectively with others outside of
their group. The organizational culture of XFRM must
expand to include appreciation for and integration of the
variety of cultural, sociological, and anthropological aspects
of each group.
WA Results
This is certainly a practical and realistic outcome to ex-
pect for this Department at this stage of its organization-
al development. However, this outcome will be produced
only by effective and professional intervention.
Kaaren Johnson Associates, Inc. caa provide the appropriate
educational intervention to begin bringing harmony to this
work environment. KJA has the proven track record needed
to produce the cultural appreciation and social integration
in the workplace that is currently demanded by this situ
tion. In addition, KJA has experience providing related
services (such as training in EEO, AA, sand managiagtwork-
11
M
Tecnrnea Aoproocn
ing in cultural diversity) to this unique environment of the
fire station. KJA is also a woman -owned, minority firm
that has a culturally diverse workforce.
The key subjects which should be addressed in any program
for improving job performance in a culturally diverse or-
ganization include the following:
0 Conflict Management and Team Building
Q Cultural Differences and Similarities
Q Prejudice, Discrimination and Sexual Harass-
ment
C1 Work Ethics and Manners
O Cross Cultural Communication
0 Eliminating Disruptive Behavior and Intergroup
Conflict
0 Eliminating Inappropriate Management Prac-
tices, such as Favoritism, Nepotism, Racism, and
Sexism
o Accountability and Authority for EEO Implemen-
tation
C1 Rumor Control.
According to the recent report by the B'nai B'rith, which
conducted Anti -Defamation education for MPRID, there is
within the department a "constituency of goodwill." There
is an inter -racial and inter -ethnic group of men and women
who wish
"to work cooperatively and constructively on in-
tergroup issues. These are persons inclined
toward compromise and conciliation with regard
to resolving conflict... The Department should
explore opportunities and methods which would
permit this group of employees to give expression
to their best and most constructive instincts."
KJA agrees with this assessment and is prepared to create -_
a forum through which to take advantage of this goodwill
to diffuse the conflict and to advance harmony in WiA D.
+pare 7
teCNOCCl Apwovch
B. Instructional Systems Design Approach
tSD Approach The most efficient method for determining the best solu-
tioa to this problem is the Instructional Systems Design
approach. This approach was originally developed by the
U.S. Army to ensure the development and delivery of effi-
cient and effective training programs; That is, to produce
training that teaches the right objectives, using the right
strategy. It provides a systematic method for quickly and
accurately identifying behavioral objectives, selecting the
most appropriate learning strategies, and producing effec-
tive student materials.
Using this approach, KJA grill complete the following ac-
tivities to produce the most effective training solution for
this situation:
Activity 1. Conduct Training Needs Assessment
Activity 2. Design Courses and Develop Materials
Activity 3. Deliver Training -- Initial and Ongoing
Actiuitg I. Upon commencement of this project, KJA will initially meet
Conduct Training with the Fire Chief and upper management and other ap-
Needs Assessment propriate department personnel to assess the situations in
the fire houses, to identify the specific problems, to deter -
the training needs of the fare fighters, officers (ex-
ecutives and managers), and non -uniformed personnel, and
to produce live case studies bawed on actual fire house and
employee experiences.
Activity 2. KJA has years of experience and hundreds of class -hours
Design Courses providing the employees of clients with training for work -
and Develop MaterU21s ing effectively in culturally diverse environments. KJA
also has a wide variety of previously, designed programs
for staff and managers which address all aspects of this
problem.
In addition, KJA is committed to providing solutions
designed to suit the specific requirements of each client.
For this reason, KJA will use its wealth of experience to
desivn courses suited to meet the sneci_fsc requirements of
0
techmicol Aoprooch
program that is dynamic, tested, and focused for success
to meet the needs of the MFRID.
KJA will systematically review and analyze specific train-
ing needs, identified in the needs assessment, resulting in
the identification of agreed upon training behavioral ob-
jectives. KJA will develop specific seminar goals by estab-
lishing what the participant is expected to do or know as
a result of the training. These goals will be developed in
conjunction with MFRID Project Officer. KJA will then
develop the participant's package and related training
materials based on this design.
The following points have been ideaiified as a result of
our preliminary assessment of MFRID's training needs.
The goals of these seminars will be to provide participants
with understanding and appreciation of cultural diversity
and interpersonal effectiveness to enable them to live and
work in greater harmony with all fire service employees.
These goals will be achieved through course designs that
impart job performance training in many important areas:
Cl Conflict Management and Team Building, such as
Handling Anger, Resentment, Suspicion and
Rumors
0 Cultural Differences and Similarities
Cl Behavior Self Assessment
g Prejudice, Discrimination & Sexual Harassment
o Racial
o E thnic
o Religious
o Gender
Ct Work Ethic and Manners
Ci Cross Cultural Communication
0 Effective Interpersonal Relationships
4
AWL
T�chnlGol Apptop�
The outcomes for this training program are to reinforce
greater tolerance for cultural, gender, and ethnic differen-
ces within NIFRID managers and employees, as well as be-
havioral modification which promotes more professional
interpersonal relations.
It is anticipated that four courses will be needed to meet
the requirements of this project. The target populations
for these courses will be the following:
O Fire Fighters
a Department Executives
Managers - Officers
C3 von -uniformed Personnel.
Each group will receive a course specifically designed to
meet their particular training needs. For example, the Ex-
ecutives and Managers will receive additional instruction
in their accountability, responsibility, and authority for
monitoring fire fighter behavior in the fire house to en-
sure a safe, courteous, and professional work environment.
Activity 3. The initial instructional time for each course will be six
Training Dettuery hours. During this time the core curriculum will be
-InaW and Ongotng delivered using small group discussions of live case studies
based on actual experiences of fire fighters and other per-
sonael. Team building, conflict management, and ap-
propriate work behavior will also be stressed. Participants
will identify for themselves next steps to implement leara-
ing objectives on the job.
This initial training will be followed up, starting in ap-
proximately three months, with three hours of ongoing in-
struction. The outline for these courses will include
advanced topics such as sensitivity and awareness train-
ing, a review of how well the participants have imple- .
meated their initial instruction on the job, and more team
building.
LJ
C. Task Implementation
Toemmkxd Approach
KJA will implement the following tasks toward the suc.
cessful completion of the Instructional Systems Design ac-
tivities listed above.
Activity I. Because of the excellent and comprehensive efforts of the
Conduct Training National Investigative Panel, KJA will be able to reduce
Needs Assessment the amount of up front training needs assessment required
by the ISD process. VA will complete within five days
the initial training needs assessment steps for determin-
ing the details of MFRM's training requirements regard-
ing this project.
Activity 2.
Design Courses
and Develop Materials
KJA will review relevant documentation, such as 1 YRID's .
EEO/AA policy, Consent Decree, administrative procedures
for performance appraisal, disciplinary action, job assign -
meat, promotion, etc., to assist the participants in under-
standing the legal responsibilities of the situation from
their imagined ones. KJA will also interview key person-
nel in the department, such as Executive Officers and Fire
House Managers, to identify actual on the job problems
and situations for live case studies. KJA will also inves-
tigate the specific training requirements of each target
group, the Executives, Managers, Fire Fighters, and Non -
uniformed personnel.
The first step of this activity is to identify the goals and
objectives for each target group for the training. Next KJA
will select the most appropriate and effective learning
strategies by which each group of participants will acquire
these objectives.
With these determinations, SJA will then design each
course to meet the needs of the target group. It is an-
ticipated that each course will utilize a combination of in.
structional methodologies such 'as lecturettes by the
instructors, individual assessments, small group case study
assignments, and large group discussions.
With approval from MFRM's Project Officer, KJA will
develop the participant and instructor materials based on
the identified learning objectives and the design plan, It
is anticipated that each course will require a student
Activity 3.
Deliver Traintng
Initial and Ongoing
11
T*cnMcm AaDwoocn
workbook of reading materials and exercises, as well as
overhead transparencies for discussion points.
These training materials (objectives, course outline, and
participant's package) will be delivered to the Project Of-
ficer for review and approval within 30 days after the train-
ing needs analysis is conducted.
During this time, KJA and MTRID will jointly develop the
complex training schedule required by this project. KJA
will train 756 Executives, Managers, Fire Fighters, and
Yon -uniformed personnel within this year. Each class will
have no more than 25 participants. The composition of
each class will be mixed racially, ethnically and by gender,
and will based on job description, such as all executives
will be in the same class. Each class will have a mini-
mum of two facilitator instructors.
KJA anticipates that it will conduct a minimum of 35 clas-
ses of the one day training. At one class per day and four
classes per week, the training schedule will cover ap-
proximately 9 weeks or glmost two months, if run con-
tinuously.
In addition, KJA will offer a minimum of 35 classes of the
half day ongoing, follow up training. These classes may
begin within approximately three months of the first one
day training, allowing for the completion of this initial
training. Since two of these classes may be held during
the same day, the training schedule for these classes will
cover approximately 6 weeks, commencing upon the com-
plation of the initial training.
The problem with scheduling these courses involves the
nature of the work environment. The fire house has 24
hour live-in arrangements, 24 hours on -- 48 hours off,
with each fire house employee on duty for the full 24 hour
period. KJA offers the following solution to this problem,
based on our current understanding of the problem: IWA,
in conjunction with the MFRID Project Officer, will select
the seminar participants. It is recommended that all -
managers/supervisors from one station and district should
trained together. This would facilitate the implementation
of the desired behavioral objectives, such as team build-
ing. As all managers/supervisors of one organizational unit
are trained, the next unit would be selected. Senior level
rechmccd Aoc(coeM
personnel should be trained first, and selection and schedul-
ing should proceed from top down.
KJA will work with the MFRID Project Officer to ensure
that each training class is well coordinated and conducted
in an atmosphere conducive to learning. To this end, KJA
will clearly communicate to the ytFRM Project Officer the
logistical support that will be required and that U'RM
will need to supply. MTRM logistical support will include
facilities acquisition and scheduling. classroom arrange-
ments, delivery of training materials and equipment, and
on -site registration.
KJA will develop an evaluation instrument which will
measure training from two perspectives. The instrument
will first gather information from the participants which
indicates how well each participant learned the informa-
tion or skills based on predetermined learning objectives.
Second, the instrument will gather data describing each
participant's experience of being trained. The combined
information will inform the trainer and management of
program strengths and weaknesses. By evaluating both
the learning which has taken place and the quality of the
training experience, management can develop an objective
understanding of the learning experience.
I=
T*cnnlcal Aporoach
D. Suggested General Course Outlines
For the Fire Fighters and Non -uniformed Personnel, KJA
anticipates that the following general outline will cover
the basic requirements for these two groups during their
full day and half day of training. Of course, the case
studies and other job specific information may be different
for each group.
Working Effectively 1. Cultural Differences and Similarities
in a Culturally Diverse
Work Envtrorunent 2. Prejudice and Discrimination
3. Behavior Self -Assessment
4. Effective Cross -Cultural Communication and
Interpersonal Skills
5. Professional Work Ethics and Manners
6. Team Building and Conflict Management
For the Executive and- Management Officers, KJA an-
ticipates that the following general outline will serve the
4' special requirements of these two groups during both their
initial as well as ongoing training. Again the content
within each outline may differ depending on the group.
Effectively Managing a 1. Cultural Differences and Similarities
Culturally Diverse
Workforce 2. Prejudice and Discrimination in an Organization-
al Environment
3. Behavior Self -Assessment
PROJECT
MANAGEMENT
A. MANAGEMENT PLAN y��a/y
B . PROJECT MANAGEMENT '�4 i B LE
C. ROLES AND RESPONSIBILITIES
Project Mcnoper»ent
A. Management Plan
Introduction KJA prides itself in developing and maintaining close
relationships with its customers. The E='s philosophy
towards its customers . emphasizes:
a Communication and Feedback
0 Responsiveness to Requests
c] Progress Monitoring
• Creative Problem Solving Approach to Situations
O Cost Effectiveness of Program Decisions
• Pragmatic Recommendations
• Proactive Approach to Daily Activities
C3 Quality Implementation
We believe that understanding customer needs is paramount
to identifying appropriate solutions.
KJA has assembled over the past tea years an impressive
roster of associates from a variety of disciplines to provide
the particular area of expertise called for by our customers.
In addition we will do whatever is necessary to success-
fully and ethically provide quality and timely service to
our customers.
This project requires most especially the ability to facilitate
attitudinal and behavioral development while managing
potentially disruptive actions and striving to heal anger,
resentment and hurt feelings of participants from the tri-
cultural, ethnic and gender groups. Butructor awareness,
sensitivity, and control are three of the most important
knowledge and skill capabilities that KJA brings to this
project.
Phase I
Training
Needs Assessment
Phase 2
Course Design and
Materials Development
Phase 3
Training Delivery
-lnttiat & Ongoing
Project Manogsmont
described in the Technical Approach section of this proposal.
These phases are the following:
Phase 1 Training Needs Assessment
Phase 2 Course Design and Materials
Development
Phase 3 Training Delivery — Initial and Ongoing
During this Phase, KJA will ensure that relevant documen-
tation are collected and analyzed and that the executive
and fire station management personnel are interviewed.
KJA will then define the specific training needs of each
target group and specify the skill and knowledge required
to affect appropriate behavioral change.
The KJA Project Director will interface with the MFRID
Project Officer to validate the findings of this assessment.
This Phase will commence within 15 days of the award of
this contract to KJA. Phase 1 will be successfully com-
pleted within 30 days of the start of the Phase. Coopera-
tion from and liaison with the Fire Chief and other
executives will be required.
Based upon the specified skill and knowledge to be im-
parted during training, RJA will define the appropriate in-
structional objectives and select the most effective learning
strategies. From. these, KJA will then design the struc-
ture and outline of each coarse.
These products will be submitted to the MFRM Project
Officer for review and approval within 30 days of the com-
pletion of Phase 1 and the start of Phase 2. Revisions and
final review will take place within two weeks.
KJA will then develop the instructor outline and a draft
of the participants' materials. After review and approval
by the MFRM Project Officer, KJA will produce the final
participants" materials.
During the execution of Phase 2, KJA and the M7RID
Project Officer will begin scheduling the various training
sessions. The first seminars will be scheduled for the Chief
and the other executives and upper management of the
department. Then the officers and managers will be
e
P"ect Niar ooe"Wt
scheduled for training. The non -uniformed personnel will
also be scheduled to attend training at this time. The
schedule for the rotational shifts of the fire fighters will
then be designed, maintaining as much cohesiveness within
organizational structure as is possible.
For these uniformed shift personnel, KJA recommends the
following scheduling structure.
Because the fire fighters must be trained during their 24
hour on -duty shift, KJA suggests that one or two fire sta-
tions, depending on the number of personnel, be placed
temporarily "out of service" for each class (Initial and On-
going) to create sessions of 20 to 25 participants each.
This method will afford each station the opportunity to
work on team building with all the members of each team
together during the training session. In addition, the other
fire stations will be able to provide coverage for the 'but
of service" stations during training.
KJA appreciates how valuable the time of the fire fighters
is and what a critical job they perform. For this reason,
KJA intends to keep the Initial full day training to 6 hours
and the half day Ongoing training to 3 hours. This will
provide the necessary training time for the least amount
of time away from the job by WRID personnel.
Once the Initial one day training sessions are underway,
then the half day Ongoing, follow up classes will be
scheduled. These will begin approximately, three months
after the start of the Initial training.
A sample schedule for implementing these phases is as fol-
lows:
. If the contract is awarded to KJA on April 1, then —
Phase 1 begins April 15th.
Phase 1 concludes April 30th.
Phase 2 begins May 13t.
Phase 2 concludes May 30th.
Phase 3 begins June 15th.
Phase 3 concludes by September 30th.
-505
iR
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e. Project Management Table
Project Director
K.P. JOHNSON
Pro{oct Menc¢ernent
Training Speclalist Training Specialist
Training Specialist Dr. L. J. HENDERSON
K. BASSFORD Dr. J. SZAPOCZMC
Training Specialist Training Specialist
J. TRAViNO B. EDWARDS
F
k,
Project Manocert+srt
C. Roles and Responsibilities
Project Director The Project Director is responsible for the overall direc.
tion and coordination of the project. The Project Director
will provide liaison with the MFRID Project Officer to en-
sure proper coordination of support services and schedul-
ing. The Project Director will also supervise the design
and development of the training materials and will over.
see the delivery of the instruction. Specifically, the Project
Director will be responsible for the following:
C Conducting the training needs assessment and analysis
of the results.
O Specifying the skill and knowledge to be learned and
determining the appropriate behavioral objectives
0 Selecting the most effective learning strategies and
designing the various courses
0 Developing the instructor outline and participant
materials
0 Providing expert instruction, group facilitation and
team building during the delivery of the training
0 Evaluating the effectiveness of the course design and
implementation.
Training Specialists Under the general supervision of the Project Director, the
m training specialists will provide technical support during
the tbree phases of this project. Specific work assignments
to individuals will vary depending upon their technical ex.
perience. The most critical skills that these individuals
will bring to this project are their expert capability regard-
ing group facilitation, team building and handling disrup-
tive situations. All of these key staff have these critical
skills and experience.
Training specialists, will team -teach in the classroom. Each
team of instructors will have a male and female, and be
racially mixed. The staff of instructors, shows, on, the
Project Management Table include males and females as
well as blacks, latinos, and anglos.
Their teaching schedules will also be rotational to avoid
burnout, given the potential stress of the environment and
participants' situations.
iv.
PROJECT
PERSONNEL
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ERE
Pt"ectPenonnei
KJA Staff Capabillties Matrix
T H,.XINING DESIGN, DEVELOP:bIE:YT AND DELIVERY
KP.
E{.A.
Bassford
J. J.
Travino Szapocznik
B. L.J.J.
Edwards Henderson
s
Johnson
Training Needs
_=
Assessment
SkiUlKnowledge
Specification
_
Bettavioralobjective ■
■
■
-
Definition
Learning Strategy
■
—_
Selection
Curr<cutum Design "
■
Course Design ■
■
0
Training lWateriais ■
■
■ ■
■
Devetopment
Course instruction ■
■
■
Smatt/Large Group ■
®
s ®
s ■
Facattatton
Team Building
■
■ s
s ■
Conflict k anagement
X ■
Diverse Cultural
NOW
Experience
_
wuaLua.tion and
Training
Impact Assessment
s
89 505-77
_
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i
KAAREN P. JOHNSON
President and Project Director
Qualifications Kaaren P. Johnson is President and founder of Kaaren
Johnson Associates, Inc., a management consulting firm
which specializes in Human Resources Development, and
EEO/AA Interpersonal Relations.
Ms. Johnson is a prominent Behavioral Scientist and Human
Resource Specialist. She is an active leader in the .crea-
tion of various programs to increase the role of minorities
and women in business, government and politics. As a con-
sultant to Business, Industry and Government, she develops
innovative seminars geared to increase managerial effec-
tiveness and enhance employee career and personal growth.
Education M.A. State University of New York
B:A. Applied Psychology, Hofstra University
Professional Experience Prior to establishing her own firm, Ms. Johnson was
employed as Vice President of Personnel for the New York
State Urban Development Corporation, a major state hous-
ing institution. Before that, Ms. Johnson was a manager
at American Express Co. and has held other responsible
positions within private industry in the Human Resources
field.
Her personal spea'_:ing engagements include lectures at col-
leges and universities and guest spots on both radio and
television. Ms. Johnson is also the author of an article
entitled, "The Mentor Connection".
P'"*Ct P•npnnei
KATHLEEN A. BASSFORD
Training Specialist
gual ftcattons As the Director of the Human Resources Development
Division of KJA, and the Director of Business Development
for KJA's Employment Training Institute, Ms. Bassford
seeks increasingly challenging projects, directing` them. to
successful completion, and providing expert consultation
to clients concerning their human resource development
needs, particulary in the area of multicultural and multi-
ethnic education. Ms. Bassford has more than twelve years
of experience in platform instruction and human resour-
ces development. She also has progressively responsible
experience as an entrepreneurial executive, training
manager, and project administrator. In addition, her ex-
tensive background includes a wide variety of technical
and management education methods, including Instruction-
al System Design (ISD).
Education Ed.D. 'candidate, Education, Pacific Western University,
Los Angeles, CA,
M.A. Education, Longwood College, Farmville, Virginia
B.A. English Education, Longwood College, Farmville,
Virginia
,Professional Experten.ce Prior to joining IOTA, Ms. Bassford served as Vice Presi.
dent of the Training Department at ILeystone Learning
Systems, and Project Manager with AT&T and C&P
Telephone Companies.
Courses Taught Ms. Bassford has facilitated services on the following
topics:
• Management Leadership • Effective Communication
• Professional Effectiveness • EEO Responsibilities
• Ethics and Accountability • Conflict Management
• 'Team Building Personnel Management
• Bain the Trainer • Negotiation Skills
• Stress Management
OR
im
EF
BLANCHE EDWARDS
w
Training Specialist
Protec, PwionhN
guaLy1cattans Blanche E. Edwards is an associate with Kaaren Johnson
Associates, Inc., and specializes in human relations con-
sulting, management development and diverse workforce
training for persons in medical or related fields.. Her ap-
titude for creative analysis and problem solving equips her
with the expertise necessary to effectively address issues
on institutional policies and procedures, program review
and development, career development options, multicul-
tural interaction and communication and human resources
planning.
Education M.B.A., Baruch College, New York, NY
B.S., Shaw University, Raleigh, NC
ProfessOna( Experience Prior to joining Kaaren Johnson Associates, Inc., Iris. Ed-
wards served as the Director of Training and Development
for the Queens -Hospital Center. In this capacity, she
developed a hospital wide training function which success-
fully consolidated skills training and managing programs
in the areas of basic education, management development,
supervisory development and employee development.
Courses Taught Ms. Edwards has facilitated seminars oa the following
topics:
Project Personnel
JOSE SZAPOCZNIK, Ph.D.
Training Specialist
guaitJtcattons As the Training Specialist with Kaaren Johnson Associates,
Inc., Dr. Szapoczaik has over 1.3 years of in-depth and
varied experience in all areas of performance -based train-
ing development and delivery.
Educatton Ph.D Philosophy, University of Miami
M.S. Psychology, University of Miami
B.S. Mathematics and Physics, University of Miami
Projesstonat Expertence Prior to joining Kaaren Johnson Associates, Inc., Dr.
Szapoczai.k received the National Leadership Award For
Academic Excellence "in recognition of issues critical to
Hispanics" and the Community Agency Award from the Na-
tional Coalition of Hispanic Mental Health .and Human
Services Organization. Other positions held by Dr.
Szapocznik include Head of World Health Organization Col-
laborating Center for Research and Training In Mental
Health,. Alcohol aad 'Drug Dependence, Director of
Psychiatry at the Deparment of Psychiatry at the Univer-
sity of Miami.
Further, he has worked extensively as advisor and consult-
ant to the City of Miami, Department of Human, Resour-
ces.
Courses Taught Dr. Szapocznik has facilitated on the following subjects:
• Cuban Americans: Acculturation, Adjustment and the
Family
• Case Study on Institutional Racism
• Bicultural Effectiveness Training
• Cross -Cultural Study of Cuban American Values
• Intercultural Variations in Ethnic Families
• An Hispanic Approach to Institutional Racism
• Working with Culturally Diverse Populations
Pelf, R•• - �. � r
LENNEAL J. HENDERSON
Training Specialist
Pro�ecr Personnel
gualy1cattons As a Training Specialist with Kaaren Johnson Associates,
Inc., Dr. Henderson has more than twelve years of public
and private sector experience in the field of Education that
includes performance -based training development and
delivery.
Profession! Experience Prior. to joining Kaarea Johnson Associates, Inc.,. Dr.
Henderson has served as President of the National Capi-
tal Area Chapter of the American Society for Public Ad-
ministration; National Chairman of the Conference of
Minority Public Administration and and a member of the
Executive Committee of the Section on International and
Comparative Administration of the American Society for
Public Administration. The depth of expertise that Dr.
Henderson brings includes a previous appointment as Chair-
man of the Mayor's Budget -and Resources Advisory Com-
mittee for the District of Columbia. Also, within the District
of Columbia Government, Dr. Henderson served as Chair-
man of the Citizen Energy Advisory Committee; Moderator
of the Mayor's Tenant/Housing Provider Advisory Commit-
tee; Chairman of its Health Services Subcommittee; and
Vice -Chairman of the Mayor's Policy Advisory Committee
on the Low-income Weatherizatiota Program.
In addition, he has served on the Board of Trustees of the
Population Reference Bureau; the Board of Directors of
Decision Demographics, Inc.; and Board of Directors of the
National Civic League: Further, he has worked extensive-
ly as advisor and consultant to numerous businesses and
organizations throughout the United States and abroad.
Courses Taught Dr. Hendersoas facilitation and multi -cultural experience
includes these topics:
- Black Political Life in the U.S.
- Public Administration and Public Policy: A Minority
Perspective
e Administrative Advocacy: Black Administrators in
Urban Bureaucracies
- The New Black Politics: The Search for Political Power.
89`0
a
JOSEPH M. TREVINO
AOL
Training Specialist
Pro}oct PgrsonnM
9ualtJicattoris As a Training Specialist with Kaaren Johnson Associates,
Inc., Mr. -Trevino has extensive experience developing and
promoting policy decisions on a wide range of political, so-
cial and economic issues, and in organizing media,
grassroots communications and legislative programs.
Education Member of District of Columbia'Bar
J.D. Law, Antioch School of Law
Projesstona! Experience Prior to joining Kaaren Johnson Associates, Inc., Mr. Trevino
was the Executive Director of the League of United Latin
American Citizens, LULAC. In addition, Mr. Trevino worked
closely with the nation's foremost Hispanic leaders and or.
ganizations, including the U.S. Hispanic Chamber of Com-
merce, the National Council of La Raza, the American G.I.
Forum and the Cuban American Planning Committee among
others.
Courses Taught Mr. Trevino has group facilitation experience on, the fol-
lowing topics:
• Race Relations
• Legal Issues regarding EEG/AA
• Hispanic Community Development
• Managing Culturally Diverse Groups
• Social and Economic Impact of Discrimination
• Political Realities and Myths
.,_.___,. .. _ _...... _.. � _ _ ... _ -_ __ .� _ � ; , �; ►,,fir
vs
CORPORATE. _
CAPABILITIES'—
A. CAPABILITIES
B. RELATED PROJECT ABSTRACTS
Comoroto CooabtgNs!
A. CAPABILITIES
INTROCUCUON
FuLl Service Assistance
COMOMM CaLlCb INn
Major corporations and organizations require modern and
systemic approaches to human relations and staff develop-
ment in order to meet the needs of today's ever -changing
workforce.
KAAREN JOHNSON ASSOCIATES, INC. (KJA) provides
full -service Human Resources Development assistance.
Initiatives are designed to include all necessary com-
ponents for' problem resolution.
The Human Resources Development staff is highly talented
in its ability to recognize and understand client needs,
and to translate those needs into realistic, viable train-
ing which can be evaluated for practical application. The
broad range of expertise and diversification of the, staff
provides greater precision at each stage of the project, i.e.,
needs assessment, planning, design, implementation, post -
evaluation and follow-up support.
CommUtment KJA is well qualified to provide the Miami. Florida Depart-
ment of Fire, Rescue and Inspection Services with Human
Relations Intercutural Awareness Training.
K.JA. provides a full array of 'paining and. Development
services, offering innovative performance enhancement
programs developed for practical applicationn, in the work
setting. The approach is to ' systematically analyze and
define the customer's needs which results in the identifica-
tion of specific program objectives.
Inherent in every KJA training program are:
a. Accurate identification of customer needs
b. Customer input in selecting the most cost effec-
tive approach
Corporate COpOWUH*e
g. Verification of goal achievement through effective
program evaluation
h. Sufficient follow-up support
KJArs staff capabilities include:
0 Oa -site Needs Assessment
0 Curriculum Design and Development
0 Survey Instrument Design
0 Data Collection and Analysis
0 Development of Course Materials
0 Video Tape Production
0 Course Instruction
0 Program Instruction
0 Program Evaluation and Validation
Specific areas of expertise are .described in full on the fol-
lowing pages.
3
T
]a
50,
Q}
Corporate Caoabnitle�
EQUAL EMPLOYMENT OPPORTUNITY and RACE RELATIONS
matching Goals with Client fulfillment of Equal Employment Opportunity (EEO)
Requirements objectives is one of the specialties of KAAREN JOHNSON
ASSOCIATES, INC. (KJA). Its programs are designed to
assist clients in the public and private sectors meet their
EEO requirements and to effectively mesh those require-
ments with the overall goals of the organization. KJA helps
organizations to establish a discrimination -free environ-
ment and to become Equal Employment Opportunity
employers.
EEO Race Relations
Through assessment of the client's on -going EEO program,
KJA uses audit and evaluation techniques to make realis-
tic recommendations to the client. The stag will design,
plan and assist in the oa-going implementation of a train-
ing program to assure continued success of the client's
Equal Employment Opportunity program. Following are
some of the EEO and Race Relations programs designed
and conducted for clients.
-), Intercultural Awareness
•3- Intercultural Conflict Resolution in
Organizational Settings
4 Cross-cultural Communications
� Managing a Diverse Workforce
� Comprehensive EEO Workshops
o Communicating Effectively with
Minority Employees
Corporates Capeanitt�
TRAINING AND DEVELOPMENT'
The approach KAAREN JOIUiSON ASSOCIATES, INC. (KJA) provides
a full array of Training and Development services,
specializing in the planning, design, implementation and
evaluation of innovative enrichment programs developed
for practical application in the work setting. The approach
is to systematically analyze and define the client's needs
which results in the identification of the program objec-
tives.
The Program KJA performs from the premise of maximizing organiza-
tional goals through positive reinforcement of individual
skills and job satisfaction. Every KJA program is delivered
in a manner to ensure:
1) accurate identification of client needs;
2) that a range of appropriate solutions;
3) client input as to the selection of the most
appropriate approach for resolution;
4) the development of a structured workplan;
5) verification of goal achievement through
effective program evaluation; and
6) sufficient follow-up support.
Needs assessment KJA's team of trained professionals begins with an in-depth
discussion with the client in order to ascertain the client's
needs. From there, areas of critical concern are identified
and examined. KJA then determines the best strategy for
conducting a more in-depth analysis. KJA will conduct a
full organizational analysis, including analysis of Human
Resources skills, knowledge and abilities as well as the.
morale climate of the organization. In conducting the train
.ing needs assessment, KJA will employ a variety of tech-
niques such as interviews, group conferences, surveys, job
task analysis, productivity measurement, etc. KJA`s Sad-
ings are then compared to those of the client. Through
follow-up discussion a consensus is reached, resulting is a
schematic design for the program.
t`t)T^
il
cofvomfe COPOWIM01
ptanning and Once the program objectives have been mutually estab-
Curricu[um Design lished, appropriate curriculum is designed to include all
of the pertinent components necessary to meet identified
needs. KJA!s specialists develop training programs ar-
ranged in logical sequence, forming a steady progression
which amplifies the training objective. Audio-visual media
are often used to augment basic course materials.
The staff is experienced in every phase of training program
development, implementation and evaluation. Each team
member is required to be proficient in every phase of the
training and development process.
t
c:omoRlto ccoatuatift
MANAGERIAL EFFECTIVENESS
KAAREN JOEWSON ASSOCIATES, INC. (KJA) believes
that managers today are faced with challenges far more
complex and sensitive than just five years ago. Tech-
nological advances, greater competition, the information
explosion and social issues have revolutionized the
workforce, demanding more expediency and greater exact-
itude from today's manager.
Managertat Awareness KJA's management seminars and workshops are designed
to help today's manager become more aware of the fac-
tors which affect managerial proficiency and to
demonstrate how to deal more effectively in today's chang-
ing environment.
KJA has learned that dealing with the myths vs. realities
of today's managerial role, rather than selling packaged
systems or theories, increases the retention level and the
practicability of management principles. Listed below are
some specific management seminars that are offered by
the firm.
0 Introduction to Management
Decision Making & Problem -Solving
Effective Communications
- One-on-one
Organizational
0 Managerial Effectiveness
• Management Skills for First Line Supervisors
e• Time Management
d Negotiation Skills
4 Assertiveness Training
• Conflict Management
4 Stress Management
• Interpersonal Skills Laboratory
• Managing a Culturally Diverse Workforce
EEO COMPLIANCE AND INVESTIGATIONS
Legislative Background
QwPomm coacbmti«
The sensitivity of fair employment practices under Title
VII, and federal program compliance under Title VI re-
quirements necessitates far more than a cursory knowledge
of their impact on business and government. Enactment
of the Civil Rights Act of 1964 made greater demands for
organizations to set certain, guidelines for employment
practices. Fair practices are to be determined by the rules
set forth in Title VII and VI.
EEO Compliance The services of KJA's EEO Compliance component are
designed to coordinate civil rights requirements with an
organizatioa's overall goals and objectives. Evaluations
of programs and policies are based on knowledge of legis-
lative mandates such as:
4 Executive Order 11246
�s Rehabilitation Act of 1973-Section3 503 and 304
Dept. of Labor's Revised Orders 4-14
Title 9 of the Education Amendments of 1972
Public Law 93-638 Indian Se lf=De termination Act
o Title 6 and 7 of the 1964 Civil Rights Act
-0� Section 402 of the Vietnam ERA Veterans
Readjustment Act of 1973
Policy Development KJA's professional staff will assist clients in the estab-
lishment of appropriate policy requirements; the prepara-
tion, and dissemination of required policy statements; the
determination of the EEO Officers' responsibilities and
the areas of accountability for other managers and super-
visors involved in the program; organizing the workforce
in terms of job structure; and propose a proper balance of
job categories to coincide with the labor market that will
meet legal requirements.
EEO Investigations KJA has assembled an EEO professional action team with
over SO years combined experience. The team is composed
of Attorneys, EEO Investigators, Equal Opportunity
Specialists, and Program Analysts familiar with regulatory
requirements and relative EEO laws, including Title VII
and Title 29 CFR - 1613. This knowledge provides the ,Jmw
89"' 50
Gorpo to r-00CWtln03
framework around which comprehensively planned inves-
tigations are conducted. Activities for this component in-
clude:
4 Developing Complaint Investigation Plans
4 Gathering and Reviewing Facts
+ Documenting Evidence
+ Obtaining Affidavits
4. Providing Written Reports
Customized Procedures Each investigation is geared to the special nee
particular issue or complaint, with every cours
pre -planned and pre -arranged. These highly
procedures enable KJA to respond to EEO matte
level of public and private sector employment.
matter'
e
t
ds of the _=
of action
structured
at every
Corporate Ccpcbul"oo
B. RELATED PROJECT ABSTRACTS
AOL
COMMM C000bWties
EEO Awareness & Human Relations Training
Citent Arlington County, Fire and Police Departments
project Summary Conducted training and Human Relations needs assess-
ment by reviewing the County's recruitment and selections
process, recruitment and transfer patterns, functions of
the Personnel Office, County complaint and grievance
processes, performance appraisal process, job categories
and workforce composition, the. County's contract com-
pliance process and the types and nature of EEO com-
plaints filed against the County in the recent past.
Based on the findings of the needs assessment, KJA then
developed and conducted EEO training for 450 first -line
supervisors and middle -level county managers, with em-
phasis in the uniformed police and fire departments, to
achieve the following:
0 Increase managers' understanding and awareness of
personnel differences within the County workforce in-
cluding cultural, sexual, .and physical ability differen-
ces.
• Acquire skills to asses attitudes and behaviors that
may adversely affect the management of EEO and Af-
f=a<tive Action programs and to change or eliminate
inappropriate behavior.
t3 Develop techniques and strategies for solving different
types of EEO problems that could occur in the work
environments
Q Develop as understanding of the substance of Federal
and State equal opportunity laws and County proce-
dures, and the regulation of and impact on the delivery
of programs and services, contract compliance and
equal employment opportunity.
0 Improve community relations by those serving the
public in Fire and Police Departments
Managing Effectively In a Culturally Diverse Agency
CIGent
Project Summary
Corowate Caoae+ltle,
NY State Office of Meatal Retardation and Developmental
Disabilities
This project was initiated to treat conditions and cir-
cumstances within the client organization which were
manifested in declining morale, diminished productivity,
substandard service delivery and increased costs of agen-
cy operations. KJA executed the task in a four -pronged ap-
proach which consisted of the following:
C3 A three=day Executive Retreat. Delivery of the
proprietary course, "Managing a Diverse Workforce,"
for 2,000 employees tailored to the client organiza-
tion
C3 Development and delivery of a :ailored Affirmative
Action/EEO training program for Personnel Officers
and Affirmative Action Administrators.
CI Development and implementation of a. Train -the -
Trainer program to institutionalize the diverse
workforce material as an internal resource of the
Agency.
Executive Retreat The three-day Executive Retreat was conducted to:
1. Advise executive management of the needs of the or-
ganization in the area of managing a culturally diverse
agency;
2. To solicit support of and commitment to the ensuing
training program;
3. To identify organizational barriers and executive
managerial styles and processes which impede posi-
tive inter -cultural interaction;
4. To identify the unique needs of each regional Develop.
mental Center in the areas of intercultural/sensitivity =
staff development; and
5. To conduct group problem -solving within effective and
dynamic change parameters to promote increased
productivity, thereby increasing morale and . improv-
ing the delivery of client services.
In addition, R.TA conducted an organizational climate sur-
vey of 5,000 employees of the OMMD
el
A.
Corporate Capabflltlel
Managing Effectively /n a Culturally Diverse Agency Continued
Managing a "Managing a Diverse Workforce" was conducted in two -and -
Diverse workforce one-half day sessions, focusing on direct care, professional
and supervisory/managerial staff personnel. Management
and service providers were trained separately then brought
together. Tailored to each specific regional Developmental
Center, each session presented a dual focus: First, on
awareness and understanding of the dynamics of Cultural
Differences, Prejudice and Discrimination and their impact
on the work environment, and second, on the development
Of skills, knowledge and behaviors that bring about effec-
tive human interaction, thereby improving morale and
productivity. This approach accords the respective groups
an opportunity to identify work -related issues which in-
fluence the quality of client services and to identify crea-
tive' solutions, to recognize personal barriers. which lead to
negative collegial relationships, to implement effective
inter-persoaal and communication skills which facilitate
genuine working relationships, and to utilize techniques
which cultivate an open environment in which diversity is
accepted and harmonious worts teams are encouraged.
AAIEEO Based on a thorough needs assessment, the AMrmative Ac-
tion/EEO training was developed for 30 EEO officers to:
1. clarify roles and responsibilities,
2. address problem solving and decision making,
3. develop essential skills for effective interaction with
management/professional and direct care personnel,
4. address conflict management and resolution,
5. instill mediation and negotiation skills, and
6. to increase sensitivity and promote a positive cross-
cultural work environment.
Train, -The -Trainer The Train -the -'Rainer component of the project facilitated
the identification and selection of a cadre of qualified can-
didates to continue conducting the diverse workforce train-
ing throughout the force of 28,000 employees. following g
five-day program of instruction in training procedures,
course materials and practice presentation sessions.
m..
a —
's
a =
Project Summary
AA,I EE0 workshops
Developed and conducted on -site two-day workshops for
500 technical and professional staff with responsibility, for
Affirmative Action, Equal Employment Opportunity, Per-
sonnel Administration and Legal Affairs to provide local
district staff with the practical knowledge needed for the
development and maintenance of AA plans and to ensure
understanding of directives and guidelines on EEO and Af-
firmative Action.
Developed and conducted on -site two-day workshops for
managerial staff and one -day workshops for executive per-
sonnel to provide training for diverse groups of Depart-
ment of Social Services employees in the practical
application of affirmative action and equal employment op-
portunity concepts within the workplace,.and in implement-
ing the Affirmative Action Plan as well as monitoring
progress.
Train -The -Trainer Developed and conducted a three-day "Train the Trainer"
course to train Department of Social Services staff to in-
struct future AAJEEO seminars, as well as to improve their
skills is . conducting compliance reviews and complaints of
discrimination.
c
Needs assessment Conducted a needs assessment of the Department's "Com-
plaint/Compliance Review" process.
�.4 E
f qq
camwat* camolatim
Affirmative Action Training
Citent NY State Department of Social Services
project Summary Conducted a comprehensive needs assessment and designed,
developed and delivered an AfErmative Action training
program for over 1600 administrators, managers,. and su-
pervisors. The training encompassed the effective use, im-
plementation, and compliance with Affirmative Action.
Plans; Equal Employment Opportunity laws and regula-
tions; performance evaluation techniques; interview tech-
niques, and the development of a plan to improve the work
environment of state employees.
'Draining was provided in 25 two-day, seminars tailored to
the participants. i.e.. senior, middle or other staff levels.
These tailored programs served to update the participants'
knowledge of applicable federal and state laws and regula-
tions concerning equal opportunity and Afi native Action,
increased the awareness of the need for EEO and AA, as-
sisted in developing approaches for achieving parity
throughout all levels of the department, and provided the
Human Resources Administration staff with an informa-
tional base permitting recognition and correction of dis-
criminatory conditions in the workplace.
■
Self -Development Strategles for Minority Supervisors
Cttent
Philadelphia Gas Works
comomto CaMW11144
Project Summary Designed and delivered a customized three-day training
program based on a comprehensive needs assessment. The
purpose was to create a greater sense of professional team
spirit among minority professionals by addressing issues
and values which cause polarization, alienation and com-
plaints of discrimination. It also enabled the participants
to re -focus their energies on the success of PGW and ul•
timately on their own careers by deploying effective manage -
meat skills and supervisory techniques which meet the
peculiar needs of minority supervisors. This program was
repeated under three separate contracts.
Corooram C0000miles
Self Development Strategies for Black Mancgers
Client Levi Straus & Co.
Project Summary KJA conducted a comprehensive needs assessment to iden-
tify means to enhance the professional growth of Black
managers within the company. Based on the findings of
the needs assessment, the proprietary "Self Development
Strategies for Black Managers" .was tailored to provide
specific training of Black managers in situational leader-
ship, conflict management, problem solving and decision
making in a series of two three-day sessions. Non -Black
supervisors of Black managers attended a complementary
sessioa tailored to illustrate cultural differences and how
management can best utilize the varied human resources
within a culturally diverse workforce. Aa out -growth of
this training effort was the establishment of an advisory
group within the company to perpetuate the concepts
presented during the conduct of the KJA program.
Corborcte Capobinna,
Managing c Diverse Workforce
Client Popeye's, Inc.
Project Summary Conducted needs assessment and developed tailored semi-
nars consisting of two days of training devoted to Manag-
ing a Diverse Workforce and one day to address
Self -Development Strategies for Black Managers. Semi-
nars presented additional information on cultural dif eren-
ces, prejudice and discrimination, as well as modules on
career development and professional growth.
corporate Capabtnne
Self -Development Strategles for Black Managers and
Managing a Diverse Workforce
Cltent Maryland Management Development Center
Project Summary Designed and implemented a variety of training courses to
increase the managerial and supervisory effectiveness of
State and other public sector employees in areas includ-
ing
O Coaching and Counseling Employees to Improve
Performance
O Creative Problem Solving and Decision Making
O How to Negotiate
O The Executive Seminar
r
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63 _
U •-fw0 Jam:..
-
- ' ,: -
elf x:;Y
t
Opening Apprenticeships and Blue Collar Trades for Women
Client
Project Summary
Comwate Cooctbmtter
Employmeat and Training Administration, Region II
KJA designed and developed a three-day training program
to facilitate increased numbers of women in apprenticeship
training programs and the blue collar trades by providing
participants with:
0 A working understanding of the regulations regard-
ing Equal Employmeat Opportunity in Apprenticeship
and 'Raining and their potential as employer
motivators;
0 An explanation of the apprenticeship process and the
roles played by government, labor and management;
0 Exposure to urban and rural program models with
demonstrated effectiveness in recruitment, training,
and retention placement of women in apprenticeships
and non- traditional blue collar work;
* Successful techniques to generate effective com-
municatioa with the labor community. This training
program was then delivered on four occasions sere- G
ing the State of New Jersey, the City and State of
New York, Puerto Rico and the U. S. itirgia Islands.
ILI
conDwo a cambiliflea
Specict Emphasis Training (EEO)
Client
Project Summary
Public Health Service
This project consisted of three major elements:
1. To design and provide logistical management and sup-
port for an implementation workshop for agency,
bureau, institute and Division Equal-Employmeat Op-
portunity Officers and Special Emphasis Program
Managers from each of these organizational levels.
The main focus of the workshop was to develop im-
plementation plans for each Special Emphasis
Program area based on the newest guidance docu-
ments.
2. To design, develop and produce a PHS Special Em-
phasis Workbook for each Program Manager to use
in developing specific action items for their respec-
tive agency plans. The Workbook included a detailed
implementation plan for each topic as finalized in the
Workshop sessions; a section to apply the implemen-
tatioa plans to each Special Emphasis Program area;
program planning worksheets, and a program im-
plementation plan monitoring system.
3. To design and develop a program implementation plan
monitoring system to be included in the Workbook.
The Workshop was designed to:
a assist Special Emphasis Program Managers to
improve the Special Emphasis Program by estab-
lishing specific implementation plans within a
framework that is uniform and coordinated
through the Public Health Service.
O produce a planning format, through small group -
conferencing, on each workshop topic for each of
the protected classes identified under Title VII, _
Section 501.
6 include instructional discussion of the following
topics: .
program management
budget projections
• needs and resources assessments
• Affirmative Action Plans =
Car�wmt� CagaD�itl�t
Special Emphasis Training (EEO) Continued
monitoring
-o evaluation
o liaison with other Federal agencies,
academic institutions, and community and
professional organizations
-o personnel issues- such as recruiting, staff-
ing,
grievances, classification, merit promotion
plans
• database development and maintenance
• the discrimination complaint process
d training - EEO, professional development,
management
and supervisory
• public information and constituency aware-
ness
The Workbook was designed for Special Emphasis Program
Managers to use in developing implementation plans and
to provide a framework for effective planning for each of
the major program components addressed in the Workshop
(above). The program implementation plan monitoring sys-
tem was designed to:
o identify objectives
0 identify the current status of program
development including needs and resources
present activities necessary to be imple-
meated in order to reach objectives
identify control or check points
project expenditure of resources
0 project future adjustments necessary to
reach program goals
Technical Assistance and Training Workshops for Ethnic Minorities
Citent
Project Summary
conwate coocommei
National Institute of Meatal Health Office Of Substance
Abuse Prevention
This project serves to assist the Orrice of Substance Abuse
Prevention (OSAP) in raising the level of awareness in the
minority populations about the harmful effects and aega-
tive consequences of alcohol and other drug use/abuse and
to encourage minority organizations and other organiza-
tions serving minority populations to make alcohol and
other drug abuse prevention a priority programmatic thrust
of the organizations. These objectives are being ac-
complished by
C1 Providing on -site technical assistance to minority
groups and individuals, and other organizations and
individuals serving minority populations.
O Conducting workshops for minority organizations and
other organizations serving minority, populations.
O Providing alcohol and other drug prevention training
to individuals and agencies serving ethnic minority
groups.
® Providing speakers, panelists, facilitators at State and
local community coafere nces/works hops sponsored by
minority organizations and other organizations sei v-
ing the minority populations.
The project commenced with the convening of are Ad Hoc
Task Force consisting of widely known and highly respected
representatives of the ethnic minorities in contact with
large segments of the minority populations. The Task
Force provided recommendations on specific problem areas
to be incorporated into the scope of the project execution.
Building on these recommendations, subject matter experts
were identified. Their services are made available on a
consulting basis to local community organizations and as
presenters and facilitators in conducting regional traiain
workshops for the purpose of technology transfer, prevea-
tion and related materials review, resource sharing and
knowledge dissemination on the most effective prevention,
treatment, and related research of forts or mayor issues of
interest and concern to minority communities,
SIR
t` An
[ 2
Review of UWA Civil Rights Certification Process
Client
Project Summary
COM*Mfe CoMbIWIfs
Urban Mass Transportation Authority, (DOT)
Reviewed UMTA program information and requirements
for instructions on the preparation and review of grantee
submission.
Reviewed UMTA internal delegations of authority and in-
ternal directives covering the civil rights certification
process, including its methodology, its beneficial and nega-
tive aspects and its relationship to the grant application
approval process.
Reviewed actual civil rights submissions in files, pre -award
evaluation checklists, form letters, and records maintained
in the certification process to facilitate grantee completion
and submission of requirements.
Performed on -site surveys in UMTA regional offices to iden-
tify certification procedures in use, volume of work and
training requirements.
Conducted desk audits of pending unreviewed submissions
awaiting certification determinations and inspected and
analyzed records, logs, etc., used to document and monitor
grantees' civil rights certification status.
From data collected during on -site surveys, developed
recommendations for the timely evaluation and analysis of
civil rights certification submissions to facilitate the grant
application approval process; recommended changes to cer-
tification ins tructions/procedures; and developed recom-
mendations on a uniform system to easily monitor grantee's
status with each of - the three civil rights requirements
(EEO, Title VI, and MBE), the overall certification status,
and the submission of regularly required reports such as
Title VI Updates, MBE utilization reports, minority bank
deposit program, etc.
7.� "A
Coma to ComblrMee
investigations of Complaints of Discrimination
Client Department of Health and Human Services
Project Summary As assigned on an ongoing basis, conducted over 1000 in.
vestigations of complaints of EEO discrimination, ensur-
ing strict adherence with legal and regulatory requirements
of Title 29, CFR, Section 1613 as set forth in the hand-
book, "Investigating Complaints of Discrimination in
Federal Employment" and the "Guide to Investigation of
Complaints of Discrimination."
St
k�r'-M
s
Cof0wote C00CUR"M
Facilitating the EEO/AA Process at NIH
Cttent National Institutes of Health
Project Summary Designed, developed and delivered a three-day training
workshop for NIH EEO counselors covering Equal Employ -
meat Opportunity and Affirmative Action definitions and
their applications; the internal process within NIH; ap-
plicable laws and protocols; and the role of the EEO coun-
selor as an objective and impartial agent in conjunction
with the Personnel Office.
a 50 j
0
F�
e
cagwcte CnooOMMOG
sensitivity Training
Client New Jersey Transit
Project Summary Developed and presented sensitivity seminars for New Jer•
sey Transit employees. These sessions addressed the un-
derlying cause and effect relationships in interpersonal
relations stemming from the cultural and ethnic heritages
of the participants and included the dissection and analysis
of established stereotypes and attitudes which tend to sup-
press heightened awareness and sensitivity in the
workforce.
Client
project Summary
Comptroller of the Currency
Developed and conducted seminars to enhance team build-
ing among professional and non=professional employees of
the Comptroller of the Currency's office.
coroo►am CooabiNllN
Research Centers In Minority Institutions
CIterit Howard University College of Medicine
project Summary Conducted research, developed background, formulated
budgets and prepared the final submission of a proposal
for the establishment of a National Institutes of Health -
sponsored research center at the University.
vis
COST
PROPOSAL
Coat Propoow
Cost Proposal
Kaaren Johnson Associates offers the following cost proposal
for the services described below:
Phase 1 To conduct the five day Training Needs Assessment and to
Training Needs produce the Analysis and the Skill/Knowledge Statements:
Assessment
5 days z $750/dap =$3,750
Phase 2 The cost of this work — behavioral objectives, learning
Course Design and strategies, and participant's materials — is included in the
Materials Development price of the training delivery.
Phase 3
Training Denver
-In=L and Ongoing
Initial, Full Day Training
Number of participants
756
Number of participants per class
25
Number of full day classes
30
Price per participant (approx.)
$133
Price per class
$3,326
KJA will conduct 30 Initial sessions for
$99,780
Ongoing, Half Day Training
Number of participants 756
Number of participants per class 30
Number of half day classes .25 sessions
Price per participant (approx.) $69
-Price per class $2,057
KJA will conduct 25 Ongoing sessions for $51,425
Total Price for this proposal:
Phase 1
Phase 3 Initial (including Phase 2)
Phase 3 Ongoing
Total Proposal Cost:
Cost Propa"
Delivery and Phase 1: $3,750 due upon receipt of Phase 1 products
Payment Schedule: Phase 3: Payment due upon completion of meekly
training sessions.
Initial Training
Number of classes 30 sessions
Number of classes per week 3 -4
Number of weeks (approximately) 8 - 10
i Week 1
4 classes z $3,326
$13,304
Week 2
4 classes z $3,326
$13,304
Week 3
4 classes z $3,326
$13,304
Week 4
4 classes z $3,326
$13,304
=M Week 5
4 classes z $3,326
$13.304
Week 6
4 classes z $3,326
$13,304
Week 7
4 classes z $3,326
$13.304
Week 8
2 classes z $3,326
$6,652
Total for Initial Training
$99,780
On Going Training
Number of classes 25 sessions
Number of classes per week 6 to 8
Number of weeks (approximately) 3 to 4
Week 1 6 classes a $2,057
$12,342
Week 2 6 classes z $2,057
$12,342
Week 3 6 classes z $2,057
$12,342
Week 4 7 classes x: $2,057
$14,399
Total for Ongoing Training $51,425
KJA will conduct 30 Initial training classes of at least 15
and no more than 25 participants. KJA will also conduct _-
25 Ongoing training classes of at least 15 and no more
than 30 participants. To cancel a session, the City of Miami =
must notify KJA in writing at least 10 working days before
the scheduled training session if less than 15 -participants
will attend. KJA will then reschedule this session.If proper
notification is not received, RJA will charge the City for
i the session and reserve the right to cancel the session. The
City of Wami will coatract and pay for the full 30 sea-
sions of Initial training and 25 sessions of the Ongoing
training during the contract period.
APPENDIX
LETTERS OF RECOMMENDATION
RELEVANT ARTICLES
s
a
in
ARLINGTON COUNTY VIRGINIA
POLICE DEPARTMENT
21oo 19Tr1 sra[[T, NORTH
ARLINGTON, VIRGINIA 22201
s INoN[ 17031 338-2207
"y 17031 53e-2096
CtAtRG[NCY *911
�11.41AY A• 170�Ip
CMIt► O/ •OUCt
December 18, 1986
To Whom it Hay Concern:
►4TMY• 7. Cw4/a71Aft*4.
Oa/V77 CMIa/, tlq/04 Camas OIVI010M
46441►7 A6 004,"11t4
Oa/ury Glla►, faw"C" 0171wON
OAVIO V At17tr
Ot/u77 Cgla/. 0/14A710Mt 011Nt1O•1
Arlington County recently engaged Kaaren Johnson Associates, Inc. (KJA) to
acquaint its officers with cultural differences, minority concerns, problem solving
approaches, managerial strategies, and proven communication techniques. This training
proved very beneficial because KJA used true to life situations, case studies, role plays,
group exercises and on the spot feedback to facilitate a learn by doing approach.
The resulting benefits that have subsequently accrued to the County are
numerous. First, the training Improved our officers' ability to communicate with people
from different cultures. This Is very Important for Arlington County because we are
experiencing a growth In the multicultural nature of our community. Second, it improved
the officers' ability to interrelate with one another as a team, in a more effective and
efficient fashion. And finally, it enabled the Police Department to Improve its
effectiveness in promoting good community relations.
This prompts me to give KJA my personal recommendation because I believe that
the use of their services will assist you in expediting the attainment of your agency's
goals and objectives.
Sincerely,
GGctl.�a� fit.,
William K. Stover
Chief of Police
0NLMRDD "Train -the -Trainer" Project Working
Effectively in a Culturally Diverse Agency
motor Llamas (L) director of the OMRDD OMce of Equal Opportunity Development and
)mmisaioner Arthur Y. Webb congratulate Donald Odom of $crone Developmental Center
i his completion of training.
by Lourdes Ramos
To tu[l%- understand the '-,oais of the
'sin-the-Traincr Proiect, one must go
.Ck to 1985 at which time ONIRDD
nt:actcd with Kaaren Juhnsun
,sociates. Inc. i KJA) to provide
.man relations training for Otil RDD
iif. Entitled -working Effectively in a
ilturally Diverse Agency." since the
ogram's inception more than 2.000
if representing each DDSO and the
antral Office have attended the
isions. While 2.000 people out of
.WO employees may seem like "a drop
the bucket." fortunately. OyiRDD
d the foresight to ensure that a
rain -the -Trainer" component was
A into the contract.
The goat ui Train-the-Traincr Project
is to develop 25 'in-huuze" c.cperts on
%orking Effectively in a Culturally
verse Agency.' The Train -the -Trainer
arss of iciaily began last July with a
trch for potential trainees. Palau to
it an advisory committer deliberated
all :»ties ref rted to the !iroiw. Ni
T it :tia(
Last ,pang, the tra[ncre
eathered in jutlaio to snare an
experience they )nalt .ong rerre:nber
and cam- into their resoect[re
wompiuces. One )('the highlights of (hc
uecl was-_raduation" remarks bt
ONIRDD Commissioner Arthur \V-n-n
who reiterated his comrhitnent to me
palb Jt the program. Each traine:.� [�
then presented a Cenilicatc vt
Acnm%ement Commiss[uner.
-kccoratn'e u `ntor Uumas. u:r::: ):
ut the O%IRDD Ottic- Euu;:t
Oppor:unitt- DC'.ewornent. Me ,[C''.*%!
of me K-tar.n Jonn,Jn
moue: Lice .., lov. te:i .:ornote-%n..)
:tic it .ne -.�s a
'•T,ie .orr:.utiun :urd ,i it:
mcr1ie anu tnt
to (hC ale:lie^: •)[
care .�- '•teal JUc1r^en(ed-_ he ,aid.
addmrz 'the sual Jt znc \J.•k pros.,... ,
to caaance the team 7UNU nt? proce»
among all leteis of ,taif bt promuun;
greater undcrstandin,ana acceptanc.* it
cultural di ferencei. and the role that
communication piat•s in the nurtur:fi>v Ut
mutual respcvt arnunt: all staff.- -
director was asked to recommend ttto
rtn
For more information .,bout the
candidates whom they felt could pro\,ide
proic%;t. picas contact Lourdes Raman at
this t}'pe of training. Each of the
(2141 370.,x5:0 or Juanita Stenhouse at
candidates selected participated in the
i 51'it
program with knuwled'-ge that it ttas a
voluntary assignmcm above and be-.und
their day -today responsibilities. A
selection comrr[ittce. comprised of
individuals from the Office of Equal
Opportunity Development- Office of
Employee Relations. Work Force
Pla ' d D I d
tni} an . etie opment an tart u.
directors. then chose 25 trainers S
representing mid -level supervisors. `
professionals. team leaders. affirmative
;action administrators and directors of
education and training.
Ten of the trainers are scheduled to
berin training this coming September
with the remainder to be called upon on
an as -needed basis. The proiect trainers REpfjP'1fQd from:
will be responsible fur continuing the
human relations training at their
tesoectiye DDSO's. A3 with the
previous training. future cessions tall be�
conducted in contunct[on ,tith DDSO-,
Jirectors aadvt't5drdinatcii of the OIlia errV_V%" rq.w+rte»
� .. •.).,, evil. .- . ...a......, .f.n ., .fi [Zr1`b-�.r'S:� ,_. .,_.
HUMAN RESOURCES aDMINiSTRATiON
OFFICE OF EQUAL EMPLOYMENT OPPORTUNITY
AND CONTRACT COMPLIANCE
?71 Church Street, 7th Floor, New York, N.Y. 10013
JAMES A. KRAUSKOPF
Administrator/Commissioner
iiarct% zu , 1 ��•:
':aaren Johnson, 2resicent
Kaaren Johnuert ,:ssociatc:s, 1rtc.
J71) Coleville Aoad, Suite j10
diver :jprin,:, i,u GU��ty
Dear its. JoF:rt:.:crt:
CARMEN A. LUCIANO
EEO Officer
;.ow CG1t Ott: tr2lr:inj; p: or;r_nu, °p.L'V for
!:xecuzlve :• arw4;erz'1 ana ";,;,J Perupecti`feu Ior Pvrsonnul .13:.. 6ur.^.
ant: .;uperv!Lu:'L'1, unicti t9,•rC u`: i,;aGC arit! uY ycur
:irrn rave conuluueu t wish to r:xhru:;c cry al,hr�ci:.ttioti to you
_n%4 your L;L::C: 1'or .t jou w%.;;i .ions:.
The devoLour:,:nt of such nro4rn= for the manaears of our
2j,JJQ enployQe uori.dorco as no usy =;::. ijur Ci:tv:2si`�
intar-uction throui;hout the ueveiopmant of sire curriculum
::ic,nli�iit et: your peraona_ artu �,ro: L:, ,: Un,i i ��;i: i tiv� , Lo cn
• mplcycr suet as the Auctan Aeaourcc•c Administration ana to the
z. !;V. at Banc, i. e. , the tr:tinin;; of cu: urV_1c1.1cava,
and personnel rani;era. 'tut in ;,oita of the coristruintw
encountereu in our particular ; npioyry_•nt ::e :ti^�, uuu to iv+i
Service regulat;.ons, budget limitations anc orcani.ation
Stucture coctolsxities, tre prot;rarz nrov•_c; coin cor•u;mi:t:nsive
ana Insightful divan our can.:�;crs' tir:x: conctrsint:..
While it is difficult socatices to inLuce active
participation in trainint; proc;raca, our faeuuuct on ::to
Kaaren Johnson Training Programs has been consistently positive,
r believe that the curriculum and the cftuctivencss of your
highly professional training staff brought across the basiea
ana importance of cc0 concepts and also nelpen zo minimize thQ
nel;otive impre::cion that mwq manal;ecc Ituvo at; to rile cola at an
in -mouse ti:U of Tics such :,u our::.
CLI V V I
* UQ
oL
(��L� �:uiy yours,/
WcLaro
CC: -.ZUZ:.* 00 L
C.
K Owal
December 9, 1987
Kaaren P. Johnson
President
Kaaren Johnson Associates, Inc
1110 Sonifant Street
Suite 310
Silver Spring, Maryland 20910
Dear Kaaren:
Thank you for your participation in creating and leading our
program on racial and cultural diversity. Setting aside the
plans, I believe we met our basic objective -- many people left
the day knowing a little more about themselves and their
perspective on race and culture issues. We now have several more
months to continue to encourage them to learn more about one
another's perspectives and outlooks.
Your quick response to our call for proposals and thorough
planning in a limited time are recognized and appreciated. The
ability to shift thinking during the day was another positive
reflection on your talents. Most important, your ability to
bring the group back down and close out positively was a class
act that makes me want to tell others about you.
I look forward to finding Hays to continue to work with you. I
promised before that I would tell you about the Board of Trade
and will address that shortly on my other letterhead.
Best wishes for the holidays. . .
Sincerely,
(` l
y R. urtis
ii
89-
osATxG
Board of'�rade News
January 1988
Uniting BUtrneft 3110 Communih in the District of Columila. Northern Virginia and SO~ Maryland Val. 43, No. 1
Leadership Washington Looks at Racial,
Cultural Diversity in Greater Washington
On LIcc. M. Leadership Wash-
rrt'_ton ':la.. mcmhcr.. area busi-
ngs and cummunity leaders who
meet monthly to Darn about
%arious issues affecting the met-
ropolitan area. examined a con-
trtrvcrsial topic —racial and cul-
tural diversity in the greater
Washin_ntn re'suin and -its im-
pact on re.idcnt.' lies. Tic pro-
gram '.vas intended ru enhance
participant.' interpersonal •kill•
with people tit all race-, and cul-
ture. and to ►ocus participant.'
attention tin racial. cultural and
•tocio-evonontic isolationt•csrc.
_ation and its adect on local -de.
ci.iun-making.
KJaren Johnson Associare%
Inc. provided •eininar specialists
ro guide the group through an
all-Zlay session featuring -prob-
lem analysis and discussion.
After watching a short film.
which explored ways that culture
and race influence cummunica-
nun styles. perceptions of and
acceptance by others. partici-
pants bnike into groups to dis-
cus% topics including political
involvement. housing. emplov-
ment and education. Class
members spent must of the atter-
nu,on session sharing their per-
sonal feelings and observations
on how race and culture affect
their lives.
Grcs:: Jennings IA. G. Van
Metre Jr. Inc.). reflecting on
what he learned. remarked hu-
Leadership Washington class m,embem left to right, Karen W11-
Ilums (ICM, Bill Lawson (HTB Inc.) and Gregg Jennings (A.G. Van
Metre) candidly exchange views about the diversity of the mertro-
polltan Washington area during the Clecembetr progam.
muruu.ly. "I Celt got►d hc:cause
realized that lass a white malel
I'm held to a lower standard than
others. Now that I know. ( plan
to get away with all kinds of
stuff'* He then added. **But wn-
ously. I thought the class went
well. Rcuple aired their teelin::s
and we all gained a deeper un-
derstanding of perspectives other
than our own."
Teresa Sullivan (TSA Inc.)
summed up the feelings of many
class members when she said.
"in ourdaily lives we often don't
confront the diversity among us.
I think it was an important fine
step in making us aware of and
Sensitive to there diffemnecs."
Concurring in this thought, al-
thuueh feeling that the program
did not tully address issues of
concern at the hispanic and asian
communities. Ahcl Lopez tGala
Hispanic Theatre) said. "Thc
most positive aspect of the pro-
gram is that. given our ,n►up*%
interest in this i..uc. the implica-
non%of rcial and c.ulturrl diver.
situ• will be couched on again in
every topic we e.xaminc."
The program concluded with
an evening reception held in the
home of Leadership Washington
board inember Alv.t Con:uran-
Baier.
For maser twi,rinto wit. t'uimict
Pit ,% lit to Hoarse, /1 `Y-S1Y. Article
rreIxtred hIt Drhwrwh ('hrrrt.
THE GREATER
B oaWASHINGTON
of Trad%: Newb
January t 988 Unxin9 Busmns artd Commumtr in me oiamct of Coiumbm Nonaem Wgiroa and Suburban Marytwd Vol. 43. No. i
Avow
416
Participants in the second class of Leadership Washington
discussed racial and cultural diversity in greater Washington
during their December program. Kaaren Johnson (Kaaren
Johnson &dissociates), standing, served as program facilita-
tor. See page 7.
I OARD.OPPOSES .-ANTI-DEVELOPMENT
PROPOSALS in the District. Board of Trade repre.
sentatives testify before the D.C. Zoning Cutnmi.Yiun
reuardin¢ heitzht limits for new buildings. Page Z.
Of FUTURE OF WORKERS' COt IPENSATION
THREATENED by s recent Court of .appeals ruling.
Story on page 3.
® THE 1988 WORK PROGRAI,1 AND LFGIS-
LATIVE AGENDA are outlined on page 3.
■ EDUCATION COMIMITTEE HEARS FROLI
MARYLAND OFFICIAL on the status of Maryland',
new math and science high school and the future of
higher education in the State. Page 11.
0 STORE STATISTICS REPORTS PROVIDE
RETAILERS WITH MARKET TRENDS and cum-
D '1 1S
parattve sales intortnatlon. etat 3 on page . , I I I
Broome Hosts
Conference
by Arlene Koniuto
i.he Broome Developmental Dis-
abilities Service Ottice (DDSO)
recently hosted a regional confer-
ance for OMROD staff who present
the "Kids Project" and "Mcnnstreet"
Usabilities awareness programs.
?according to many who at-
tended. the conference's workshops
provided = important opportu-
nity :or the small network of public
educators involved in "Kids Proj-
ect" and "Mcinstreet" programs
to enhance the quality of their
presentations.
� afc
"Mandy" as presented by Debbie
MichieLson (obscurod by the puppet)
and Timothy Dye of the J. N. AdMn
DDSO pettormed a segment of the
Kids Project Progimn as part of the
couteaeace.
Arlene Koniuto and ilmothy
Ncnnery. public educators for the
Brocrre DDSO, designed the con-
ferences agenda. which Included
presentations by Broome stall
members Katie Bailey and Jack
McK ssick on drug awareness.
peer pressure ca it effects drug
use and current drug information
and terminology:
Mr: James Lamb, Crime Preven-
tion Officer for the Binghamton
Police Bureau. presented the "Offi-
cer McGr,&' puppet program on
safety. Mr. Lamb has presented
programs for pre-school to sixth
grade audiences. The presenta-
tion gave the Broome public edu-
cators the opportunity to share .
ideas on puppet technique. han-
dling impromptu questions. and
public relations
According to organizArs Broome
-gill continue to play an acttve role
in providing tra=* oppotttu ifies
in the future.
TOTE JOURNAL
Pt3ilip F. catcapole
Catchpole Named
Director of RDC
Commissioner Arthur Y Webb
has announced the appointment
of Philip F Catchpole as director of
the Rome Developmental Carter
Mr. Catchpole. whose career in
the state mental retardation and
mental health service systems be-
gan in 1970. has been deputy
director for developmental serv-
ices at the Rome center since
mid-1982.
He succeeds Keith A Hoffman.
who resigned earlier this year to
work in the private sector.
Mr Catchpole has worked at the
Rome center and in its local com-
muruty services office since 1979.
He had been chief of community
service before moving info the
deputy dhrector's post.
As Rome's chief of community
service, his duties included the
coordination of admini;trsztive and
clinical prograrms—both residen-
tial and day services —In Oneida,
Herkimer and Lewis counties.
As deputy director for develop.
mental services Mr: Catchpole has
been in charge of all treatment
pcegrcans for the Rome Develop.
mental Disabilities Service Office.
Mr Catchpole has also worked
as the director of community sup-
port systems, as a program analyst
and a a community residence
specialist in the Long Island
region for the state Office of
Mental Health
In addition. Mr Catchpole's
career has included working as a
mental hygiene treatment team
leader and as a day work pro.
gram administrator at the Suttolk
(now Long Island) Developmental
Center.
6
Kaaren Johnson, Assoc.
Trains Long Island Staff
Fifty employees of the Long
Island Developmental Discbd!ftes
Seances Ottice (LIDDSO) recently
participated in a three-day train-
ing program entitled "Working
Ettectively in a Cu h=Uy Dt-
verse Agency.'
The ttmrd g coaducled by Kaaren
Johnson Associates. a Maryland
based firm contracted by OMR.r,D.
is part of an agewl-wide human
relations training effort being con-
ducted in all B/DCSOs over a
two-year period
The training Wised on the
need for awareness at the multi-
cultural. multi-racal rtuxtura of t: e
LIDDSO work force and the devei-
opment of interperscnal dais and
techniques necessary for elaCave
communication between grcurs
of employees.
During the workshop. LIDDSO
participants were divided into 7dc
groups of 25 persons each and
asked to identity 12 or 13 coals
they wanted the other gr:.up to
address. Group one consisted of
admin=rtive. management and
supervisory psmonral. while the
second group was made up of
direct -care and support stall. The s
two groups were brought togetz er
the third day to discuss issues
ra sed by both groups.
According to several workshop
patrticlpariM most of the issues and
concerns identified during the ses-
sions by both management and
direct -care stall. were the sari e
and there was general agreement
on how these problems should be
addressed. In addition. paztici-
parts said they found the training
benetidal and the dialogue be-
tween the two groups positive.
As a follow-up to the tndntrq
session. LIDDSO Director Ivan Can-
uteson has established an advtsorj
group of panicipacits to disocuss
and implement the recommenca-
tioru developed dumq the ses-
sions The group will also expicre
methods of expanding this tyre dt
tanning to additional mernims of
th" (fr!t Sal �./r1rWy'rts.
{89'.W50
.-CULTY THAT
O SHOW TO
N1"EMTE
SLITS
e asked to speak at The
gement Course have the
,nuats, experience and
irm skills to generate supe-
-Mults.
John O.
Alexander Presi-
dent of Alexan-
der Performance
Management.
Inc Ls involved in
consulting awign-
ment-% that arc
directed at
oping and improving or-
ational and individual
rmance planning and man•
ent systems
Robert D.
4� Apgood. an
.k.iviciate with B.
� ` Wright & A.cmici-
ates- has heen a
vice president of
acommunica-
dons firm and of
a medical labora-
rporatton. He has con-
s on finance and training
ams for many companies in
al industries
Stephen L.
Eogardo is Presi-
dent of Hally
Design and Dis.
play. Inc, a man-
'�, ufactur•er of
point•nf-pur-
i cha.•ae dLtplays
and store fix -
He aLw serves as the chair.
f The Computer Workshop,
final chain of computer
A. Paul Bradley.
Jr., is a Planning
Consultant for
VC CIGNA Individ-
ual Financial
- Services Com-
parry, a national
provider of in-
vestment prod.
nd services Or Bradley
lizes in working with busi-
wnem and top executives
Mlchael E. Lswrence T. Thomas J. Ritt.
' Cashman. Presi• i Knauff is Direc- , Jr., is President
t
P dent of Cashman I for of Ommsys- of People Con•
Consulting Corp., ' tems, a firm '" cepcs lntem4-
-� has more than 35 ; specializing in tionally known.
years of operat• management Mr. Ritt has been
ing experience I ,f.. training. educa- ; active in direct
e/ with several For lion and develop- sales, salesman -
tune 300 tom- ' �01 moot which he •• agement• human
parties; he is now a frequent established in 1969. Traveling resources. and organisational
national speaker and consultant widely, he recently conducted development work since 1956.
on mangement practices I seminars in Britain. India. Sin.
gapore• and the Fit East.
Michael F. Cast
is President of
Wellington Man-
agement Can -
trots. a firm that
specializes in the
s dtwi► n and imple-
mcntatinn of r►-
j • nnncial planning
and management cnntml .,ys-
temti HL•i hu tincss cxpencncc
spans morn than 25 years.
Allred H. Coke
I divides his time
*s between man-
y agingseveml
husinosses. cnn•
sultatinn. anti
trsrmng. Or. Coke
travels exten-
1 sively, wnrkiiiii
with executives to improve their
personal effectiveness and team
leadership skills
T.J. Griffith is
President of T.J.
Gnffrth Associ-
atm designing
and cnnductin►t
management
training and tvad-
emhip progr•amx
Ms. Cnffith itus
cnn.•aulted widely to many m;tinr
organizadonx since 1972.
1 Kffimren P.
Johnson. Presi-
dent of Kaaren
Johnson As.•oci-
I %_ates.lne a
—,1 Leo F. McManus
is President of
L.F. Mc.Manu-s
i AN Company. Inc., a
national managc-
` merit research
and dcvelnpment
firm Specializing
in behavioral scs-
once and management areas
such an style
.. of management.
pcm. nal Arid corporate value:&
and organizational planning.
1 R t u Gordon P. Miller
is President of
Decision Train.
' ing Systems.
Or 111111tr*% sic•
vial exlivmi.se
invtiivt2s the u..e
of decision -
making concepts
to improve productivity and or-
I ganizatiunai growth, he is the
author of several widely read
bfx►ks on the topic
i
Ronald P. Myers
Aob
6 a management
development
ow trltner, strategic
planning facilita-
tor. and personal
consultant to
chiefesecu-
tives and other
top managers. He is aL,4 exccu-
tive vice prtsident of Dealers
Supply Company. a family -held
autnmouve firm.
i
management i David W. Rector
crirwulting firm. is President of
specializes in The Fairfield
management consulting
development. career develop- rA Group. an organi-
Iment, equal employment np• zatinn providing
portunit y, and race relations auppoR to gm%W
pmgmms for organizations in ing husinemes. as
both public and private sectors r1A well as senior
consultant to Synergistic Sys-
tems. an organizational develop-
"'" Johnson L+ Prin• merit and training firm.
opal Partner at
Johnson. Fenner.
& Levy. acon-
suiting Stoup pro-
viding human
resources man•.• •
age
ing service+ aim t increasing
ma_n'gV •rtal *nft ;I:r,. .#inn 0
TC- A00016. . J. Raymond
Robinson is Presi-'
dent of Strategic
Z
Planning Support
Systems(SPtiS).
an assriciation or
management
cnnsultant+ wain
provide sup(ifiri
1 in the strategic planning prior.%
to executives in bath the public
and pnvace sectors
Roderick ThomiLs_
Director of
Rod Thomas A.•
soctates, has
broad expencnt r
in or tantzatinnal
g problem--%il vtriC.
• ` human re-Antret
management,
% communciatinns. planning .Intl
j perwinal development for Lill
I types of organizations
' Denny
;Villiarnson
is President
of Seagull E.I.
terprises, a
Canadian firm
pnmanly cnn.
cemetl with
' executive .Intl
j pmfcsAnn.al management devel-
opment. tie has many years
of practical and academic cr•
perience in government and
husincss,
7 Marge Ywn;ter is
President of
Yariker Asatict-
�1ar ate& Ltd.. a
. ,d,!p national manage.
'Y ment and cnn-
suiting firm. Dr.
mriker's pro -
Sums forim-
proved performance and
productivity cover a wide range
of areas in all the human dimen-
sions of management.
F :-
e vspc peer of the Warraic Developmencal Disabilities Services O icc
Wassaic
Cultural!
y
Hosts S
Diverse
by AI Difrake
On Frhntery 9th. IOIh and I11h.
vp wae On50 caprivileged in
heat a cooferetocer entitled-Workrng
Effeciaveiy in a Culturally Diverse
Agency'. Through the efforts of
RelationsWaaws Human Relons Cum.
mittrr, the Affirmative Action Of-
fice end the Admmntra(ion. the
Kaaren Jnhneton Assneiels Aarnev.
for. of ttiathinleton O.C. pmvsded
the third its a oaraes of ?rasnteg
wninan fat Waaanr's Staff. As
apaciallead enrwtUants in the field of
Human Rmsurees f)rt•elapmene.
Kaaren Inhtwin Aautciats has pro-
vided training in many Fnnune SIMI
Cafnpgnies.
Joseph F. Wrohcav
ed ved u per -
social cooalcaat for Waaates from.
in% session. Mr. Wrnhel, a doctoral
c-andidate at oho University of U-
Unou*
ha tactived a National
Seance Foundation fellowtship and
oft affiliated with the Amerlean
Soearr ev foe Training end Delop.
motor. He has worked asterfavely in
the osadernte toetot arrd has peer
vided professional management
seminars for o-w'LWO participants.
aas Tow 40 WaeC ttteopt0'y40e6 who at.
etmded this serminar f00nd Mr.
taal Wroto be articulate. Informstivi
&Ad energetic. and the training
owlichrening God pasfea%aaootally as
citing.
Torching upon many rupsrvisnry
►kill Gress. Mr. Wrobal dernms.
Chace d the necessity for quality corn•
muctonuisaa. U"A a hoes of vldtala
and demoruerasioesa. he showed the
compteaily of effective rmptwar-
aup#oyw te interaction, and nstticed
ponsa penis to tat muiti.faceled
compiessaw of prod. clear ceatro.
` rI
N
t`1,1
eminar On
Workforce
municannns. Addlflenaliv. hertpnkr
on the imtsm of Iwrfnrmance ap.
p►atsals. claw tnanagemem. decision
making. Career development. pro-
hism solving, conflict rnolution and
the mansitement of a Culturally
diverse workforce.
4mins► parricopanis were im.
pawl with Mr. Wrnhel't prnfa.
hoed training delivery. Rtoilding
unpotptedw egorraefse" to fortify
etuential mane trenreit principles.
the final reercium lbriaigha manage.
moist and gaff face fit face in disacitea
•peethe pnillemt in Oar wr}rkinrce.
Facinn thev tharrd incitidrd: espee-
tshnna of wntkrre and manaaenc
why specific uhlrol.re are ninon not
achieved: a ptacksand
of ts
and anignmrisea; and a Ila of too.•
solved conflict noes that Could an.
prove mortar and prtrductivity.
The workshop was most affective
in capturing tho attention of it Car-
ing cunuttrndy. Olrftwr Ilullu W.
Show voiced his strong tuppon for
the training and %aid the concerns
htghlightai by the three days of
training world br wnn"t, re•
w vieed by the Admintuti Lion. He
Added that a Compilation tsl Wg•
grated pruhloms and "uttnes would
bat pi-oducod. and w0cin token to as.
simine tech concern. Mr. Shaw.
who d and hat both altirodasup-
ported the Casten Johnson
Am=utan training rot sews/ l cars
etpresaod his desire to make full usic
ofthe team bidding stratrtyaa
outlined tiering this wsraibeeL
Overall. seminar sprwmn and
participants felt that the propam
was artang the bent worksl%ops held
at wiasar this year.
Jaryi a ooib mf laoo arr.w lnAn+r.n t.ate.. en . can... r.i'--o . r..
.. --rw•.r•
eta 4 Ie.vltMrr �. N .n :.IJ.vi r iy sir y l:.iiri.rwsy ;Nis «v ,�.�'
4 .r w
ar .r
iota/Jitrr.tAer CywaAia LrINseAr i tlsete+ ArirGrig Tarr Cftatsdr r.aeia.+ar. Ae►
OVA bWtAlrrwt#9 AN Aaraaea !idol JOW. ON RWO o/ w kmir, at rAb .n..f
rewrw nnaaw at the/ee+liry rid We craft hhotcAr beat wpnw rvnrhfag that r..rlr.li.
blot antrWrr►. f1M*M CArrklr•r ph..re
Learning'`MotoLearning' is Topic Of
Workshop For O.T. Arid P.T..
by f)rmt
On January ".flth the Oceupa•
(fond Therapy Department hmated a
rpeacal workshop for use oscvps.
tweiai aril" theraptstt an
'Mist it Loeritinr . Tlse psewnter
ear Dr. Haden Cohaa of the Sit.
Sinai School of Nleddtciw. Dopers•
reseait of Wurdogy. Dr. Cohen. wiso
compositional ancompositionalsa nal the repw d vary
facaQ(ar with the problwtr of that
proloundty re+arded. multiply.
handicapped Individuel. has waked
at of wvl treatment centers. ia.
cfudin t IAKthwnnh Viilosis r)rveb
npntimial Confer and the Umtod
Carlo" patsy Conger in New Urk
Cry. Has cilmttrd pratt:te offrced a
wtda varleiy of esprtwo" with the
m a plWasod mar"Iferit patterns •.f
this peflsulatiaa and the choilengbng
probiaaxa they pe+mow. loading her
to pursaw graduate training and
toneirc r to W44M corurvi and move.
Wises tbompy at wutsibla Unawares.
ty read now at Sit. Stow. The
on,eitshop pe - cad a mwwod of
Itaevafs"t soalysts that usaa
td vwtapo inallbbasowbal to dfognny
ns moveme probiams sad prowoder
ta dsarspitawith a clearer facia rest
(Ceallowd ee7*e6' •!
A Notefrom the Crounds Crew.
Spring to nghe ifrobeful ?fee cvirarr. and • as vias krone- the grnund
will lw setting elf/ u the see artd -now moil. plow help m In 11"r
W&b%bbse Ifa.king howtsefrrl liv ling vohorfw sus the paer vi ngt. and
row itn door Ain .Iwwrra, laiow walkr•aye. ,ivied makinif; fawAlinon io Ilia,Ilia,%41 ?([.Neal Iry uunit the, wlewalka hnw~ hweWinsp. Yevit crhwiirrr.
ruin Will thtsW up Rod only to the sa■sntp ell costly mot."111 be hard
"rick. 11111 .1vr in Ihr irativ %Cnuueunt of this ><roshwla. We ail WOW"
ivrr
Wacrasc men and heawihl, onshowingere
her showing thharbor rdis«kv