Loading...
HomeMy WebLinkAboutCRA-R-08-0046 Back-up• • • The Hospitality Institute Miami Dade College, Kendall Campus School of Business Request to Southeast Overtown/Park West, Omni Redevelopment District and Midtown Redevelopment Agency Summary of the request. The School of Business at the Miami Dade College Kendall Campus is requesting $100,000 from the Southeast Overtown/Park West Community Redevelopment Agency (CRA), to assist in funding the operations of the Hospitality Institute, a workforce development initiative designed to connect residents of the Southeast Overtown Park West and Omni community redevelopment areas with employment opportunities in the local hospitality industry. Sharing a mission. In accordance with the mission of the CRA of revitalizing areas through the creation of employment and training opportunities for residents, and ultimately improving the quality of life of those residing in such neighborhoods, Miami Dade College believes in the effective use of adequate resources to enable programs to flourish and the talents of people to emerge. This belief is evidenced by our institutional mission that is to provide accessible, affordable, high quality education by keeping the learner's needs at the center of decision -making and working in partnership with its dynamic, multicultural community. Community Need. The creation of the Hospitality Institute responds to two needs faced by the Miami community: first, a continuous and growing need for training and employment of local residents, and secondly, workforce shortages in the local hospitality industry. • The Overtown community, the targeted area for this initiative, suffered its worst decline during the 1990s, in the midst of an extraordinary urban renewal in other areas of the City of Miami. Its population increased by only 2% between 1990 and 2000; homeownership has remained very limited with only 10% of the residents owning property. Furthermore, the economic situation of Overtown households is severe: almost 50% of the households make less than $15,000 a year. The Iack of economic resources and the absence of proper skills and education have transformed Overtown residents into unappealing employment candidates. The direct impact is an unemployment rate in the inner city that exceeds 20%. These residents have been left feeling hopeless and trapped, with some facing somber consequences including homelessness. In contrast, since the 1990s, Miami has grown into a vibrant, world -class city, attracting millions of visitors to the area every year. With an increase in tourism, and the addition of hotels and restaurants, the local hospitality industry has faced staff shortages. With the local community unable to provide a trained and job -ready workforce, the industry has been forced to consider labor sources from outside of the country, contributing to the increase of the local unemployment rate and the continuing economic downfall of its residents. About the Institute. As a promising solution to these two growing needs, the Hospitality .Institute was created in May of 2007 with the mission of connecting residents of inner city areas with job opportunities in the local hospitality industry. The Institute builds up the local labor market while training and supporting its participants to ensure success. During its early beginnings, the Institute was operated by the Veterans Employment Transition Services, Inc.. With the collaboration of local hoteliers, outreach • • organizations, community educators and committed volunteers, the Institute began identifying individuals with willingness and potential to work. These first participants were provided with an introductory training that gave them an opportunity to acquire skills that will allow them to be active participants in the hospitality industry. These pilots were launched in May, July, and October of 2007 at the Greater Bethel A.M.E. Church in Overtown, current location of the Hospitality Institute. Each of these pilot sessions had approximately 35 participants with 25% of those connected directly to jobs. In January of 2008 the Hospitality Institute was officially launched with the support of a full-time director, and a $100,000 grant from the Southeast Overtown/Park West, Community Redevelopment Agency. Since then, 208 people have participated in training, with 20% of those continuing on to jobs. January 30-31 2008 March 11-12, 2008 May 20-2 t, 2008 July 15-1 b, 2008 ` 40 50 59 59 , aL fit mesYMieWoo,ikilri ?�, .iY,� 'mil ??� �l4F�FA. If! 'r ..� t� �uF :lE��#lr6':di February 1, 2008 March 13, 2008 May 22, 2008 July 17, 2008 12 15 14 TBD The program. The Institute consists of a two-day program, held at the Greater Bethel A.M.E. Church, during which participants are trained on various hospitality operations, customer service, interview skills, and general employment information. The training is provided by trainers from Miami Dade College, in collaboration with managers from the hospitality industry and motivational speakers. The program specifically provides introductory training on customer service, soft skills, hospitality job requirements, interviewing and appearance, keys to success on the job, and motivation from those who have turned their lives around. Information is • provided also on educational opportunities and hospitality scholarship programs available through Miami Dade College and the Visitor Industry Council. The program is followed by a mini job fair on site at Greater Bethel A.M.E. where participants are able to explore job opportunities and are connected with local hospitality employers. Through an extensive follow up, the program ensures that participants find employment or engage in activities that will further their education. On a regular basis, a range of participating employers send their job postings in to the Institute which then encourages graduates of the program to apply. For those participants interested in furthering their education, a connection and referral is made to Miami Dade College. Collaborators. The Hospitality Institute relies strongly on the partnerships it has established with the various community agencies, the local government and the hospitality industry, to ensure successful outcomes. The outreach and community organizations provide assistance in the recruitment and pre-screening of applicants, providing the Institute with a constant flow of potential candidates. The local industry partners provide the employment opportunities, exhibits at the job fairs, and contribute to the constant evaluation of the program. • • IHilton Hotels of South Florida Doubletree Grand Hotel Biscayne Bay Doubletree Coconut Grove Doubletree S urfc ornber Hilton Airport Conrad Hilton Hilton Bentley Hyatt Miami Embassy Suites Miami Airport Loews Hotel Miami Beach Marriott Biscayne Bay The Continental Group Jungle Island Tecton Hospitality Veterans Employment Transition Services Community Partnership for the Homeless Camillus House Lotus House Carrfour Supportive Housing Abilities Inc. of Florida South Florida Workforce Greater Bethel A.M.E. Church SEOPW CRA Miami Dade College -Hospitality Management Program, School of Business Office of the Commissioner Spence -Jones (City of Miami) Greater Miami Convention and Visitors Bureau Chapter 2 Clothing Store Frank Kelly, Lasting Impressions Omar Aleman, Aleman Associates Bill Diggs, Miami Dade Chamber of Commerce Graylin Swilley, Visitor Industry Council Nicole Wild, Chapter 2 Frank Ferrara, Camillus House Rolando Aedo Greater Miami Convention and Visitors Bureau Postsecondary Institution: Miami Dade College Government: SEOPW CRA Institute's Action Plan. As previously mentioned, the goal of the Hospitality Institute is to connect inner city residents with employment opportunities in the local hospitality industry, and meet the local workforce demand. Based on the original success of the program, and the strong support received from its collaborators, the Institute has established four objectives for the year 2009: 1. Train and pre-screen 300 participants per year. 2. Conduct b job readiness workshops per year. 3. Place 30% of the participants on jobs per year. 4. Recruit 12 new employers per year. For each objective, a programmatic area has been established, along with activities, responsible partner and a timeline. • [79bi-oliiiir _., 1. Train pre- screened 300 participants per year 2. Conduct 6 job readiness workshops per year selection of potential applicants -completion of application forms -data is provided to the HI Director for selection -pre-testing of candidates -preparation of training materials, establish contact with employers, coordinate with speakers and trainers, develop agenda for training session -two day training session -post training evaluation -provide computer access to participants to develop client profiles, Write resumes, conduct job searches, and for individualized testing and training on job placement. -providing specialized training, i.e. OSHA, SFRVESAFE, and Food and Beverage certification -provide postsecondary education workshops including information on financial aid and scholarship programs 3. Placement of -preparation of job fairs 30 'o of the j -connecting with employers with participants on '' F current job openings jobs per year , E -interviewing institute's graduates 4. Recruitment of 12 new employers per year -scheduling of formal interview at employer's location -provide access to participants for fax machines and telephones, for the purpose of connecting with potential employers -creation of the alumni program -creation of a mentoring support program -collaborating with other community agencies and local employers to establish an integrated network of services -website development and maintenance -outreach organizations -community organizations -HI Director -MDC -Hospitality Institute -Corporate Partners -Visitor Industry Council -HI staff -Volunteer/ Motivational Speakers -HI Director and Office Assistant -Cooperating Employers -Program Alumni -HI staff - Cooperating Employers - Outreach and Community partners Once a month -Once every two months (job readiness workshops) -Ongoing throughout the year -Fairs: once every two months -Employment: ongoing -Ongoing throughout year • • Additional Initiatives. The Institute, continuing its effort for fostering partnerships and concentrating resources within the Overtown community, will continue to reach out and increase the participation of various Overtown organizations which involvement is critical to success and future growth of this program. Among those organizations: the Overtown Youth Center, the City of Miami Overtown NET Office, community churches, Lindsey Hopkins Vocational Center, Booker T. Washington Senior High School, and Overtown businesses identified by the MDC Business program at the Wolfson Campus. Institutional Capacity and Resources. As a recognized leader in education and workforce training, Miami Dade College will provide oversight to the operations of the Hospitality Institute through its School of Business. MDC's School of Business is particularly interested in growing this Institute into a national model for collaborative workforce training and education. Ivan Figueroa, Chairperson for the School of Business, will provide direct supervision to the Institute, working in conjunction with its full-time Director. Among his responsibilities are resource allocation, staffing, and the implementation of new strategies to ensure the successful growth of the program. Shelly Fano, Director of the Hospitality Management Program at MDC, will also commit to the operations of the Institute. Ms. Fano will assist in the development of participant training curriculum for the Institute. The School of Business will also provide in -kind student service support for admission, advisement, financial aid registration, career exploration, and job • • placement, to those participants that decide to pursue a degree or enroll in courses at MDC. Key Personnel. The following personnel will be responsible for the day to day operations of the Institute and will work in collaboration with the School of Business staff, and the community partners. Project Director: Jeanne Westphal, the existing Director, will continue her frill time role in directing the day-to-day operations of the Institute, marketing and coordination of training events. Ms. Westphal will also provide direct supervision to the part time office assistant. Ms. Westphal has directed the Institute since January 2008, and has many years of experience working with non -profits, public and private sector organizations. The Director will report to Mr. Figueroa on the progress of the Institute and any situations that may arise and need input from the College. Office Assistant: a part time office assistant will be hired to perform administrative tasks related to the Institute, including answering phones, handling correspondence, assisting in the preparation of materials, and maintaining participants' records. Budget. The funding from the City of Miami CRA will assist with Institute's operations. 1 Personnel Request to CRA Narrative • • • Executive Director Office Assistant Fringe Benefits -full time position Fringe Benefits- part time position Classification 56006 Office Supplies General Supplies Facilities Rental fee for the office space Miscellan eo us Marketing Phone Usage Charge Insurance 1 Total 41,000 $18,720 11,758 271 $3,813 $12,000 Full time position 20 hours a week at $18 an hour for 52 weeks 28.68%of $41,000 Benefits include Social Security contributions, FICA/ Medicare, health, dental, and life insurance. 1.45%of$18,720 Benefits include Social Security contributions and Medicare Paper, waiting utensils, stamps, training supplies S 1,000 rent per month Cast 0/web-site maintenance, brochures, training $6,500 materials (videos, curriculum, books) $4,600 Cost of local services, local and out -of state calls $1,338 Cost of liability insurance 1041,000 Sustainability. The Institute and its collaborators are actively seeking alternate funding sources to help support the operations of the Institute and allow for its growth. Both private and public funding sources are being sought while MDC will continue to contribute with in -kind resources in the form of staff and some training. In addition, our collaborators will continue to provide support to the Institute through referrals, community outreach, employment opportunities and training.