Loading...
The URL can be used to link to this page
Your browser does not support the video tag.
Home
My WebLink
About
CRA-R-24-0060 Exhibit C
EXHIBIT "C" Table of Contents Executive Summary Introduction Background Solution/Product/Service Description Review of Grant Funded Period Research and Statistics Implementation Plan Conclusion References Appendices 1490 NW 3 1WAvenue, Suite 106 Miami, Florida 33136 Mobile: (305) 786-7443 Office: (786) 703-8098 Email: =ftii[ttaa)cwipane CO la Website: www.communityworkprogram.com "We Put The Community To Work" Executive Summary Overtown Employment Assistance Center over the last 85 months has had over 12,537 residents to visit our office seeking employment assistance, During that same time period we have registered over 1,572 residents seeking employment and have referred over 1,959 residents to over 2,930 various positions, which has yielded 467 job placements. Community Work Training Program has also begun to track the income that the program participants are generating through being employed within the community on SEOPW CRA funded projects. For example St. John Apartments has had approximately 8 residents on average working on the site earning an average of approximately $15,000.00 per month in income, Lyric Plaza Apartments has had approximately 10 residents on average working on the site earning an average of approximately $25,000.00 per month in income, Town Park South Project has had approximately 7 residents on average working on the site earning an average of approximately $12,000.00 per month in income, over the last 85 months we have tracked over 2.4 million dollars paid directly to the residents we have placed on jobs throughout the community. Community Work Training Program goal at the Overtown Employment Assistance Center is to document that the SEOPW CRA is delivering on the promise of responsible wage paying jobs, social and economic support that assist the residents and create a pathway to economic revitalization to the residents of Overtown. The three (3) SEOPW CRA projects mentioned above has employed approximately 25 residents on average, earning approximately $52,000,00 per month in income to Overtown residents. The Employment Assistance Center through the SEOPW CRA support is laying the foundation for families to build their future. Community Work Training Program, Inc. respectfully requests the renewal of our grant in the amount of $220,000,00 to continue the work at hand in the Overtown Community. Introduction and Background Overtown is one of the oldest neighborhoods in the City of Miami initially designated as a community for Blacks when Miami was incorporated in 1896. It was inhabited by people who worked on the railroad and other early industrial and commercial ventures, and was a thriving center of commerce and culture for the Black community, particularly for music and entertainment in the 1940s and 1950s. Over the decades, the area declined economically due to the migration of middle- class Blacks and the construction of 1-95 and I-395 that bisected the community. In recent years, there have been efforts to preserve the historical churches and the Lyric Theatre and to revitalize the entire Overtown area. Pg.1 1490 NW 3 RDAvenue, Suite 106 Miami, Florida 33136 Mobile (305) 761-7443 Office: (786) 703-8098 Email: cwtp@a.cwtpinc con] Website: www.communityworkprogram.com 011P Introduction/Background (Continued) The City of Miami and Southeast Overtown Park West Community Redevelopment Agency in their infinite wisdoms has not forgotten the promises that were made to the people of the Overtown community to restore the neighborhood. The SEOPW CRA recognizes that structural revitalization of a community with new buildings, infrastructure and state-of-the-art facilities without economic revitalization of the existing businesses and employment opportunities for the residents, would be inconsistent with its goals to foster progress and growth that reflects the vision and priority of the community. The Overtown community has transformed over the past decade. It has become one of the fastest growing and most desired places to live, work and play in South Florida, which makes Overtown a point of destination for many. The City Council of the City of Miami Gardens, Florida issued an ordinance June, 2015- ordinance number 2015-06-341. This ordinance is known as the City of Miami Gardens Business and Resident Economic Plan or CMG-BREP. This economic plan is designed to ensure that the residents and the businesses of Miami Gardens not only see and enjoy the structural revitalization of the community, but also guarantees that they will take part in the economic revitalization. They would also be assured that the dollars that the City of Miami Gardens receives from its residents and the dollars that they receive on behalf of its residents, will now find its way back into the homes of the residents they serve. The City of Miami Gardens Community Development Department has a motto that says, "Connecting the pieces for a stronger community." This motto echoes the SEOPW CRA written policies that will connect the Overtown community to its resources and make it stronger. The City of Miami Department of Community & Economic Development mission statement is to assists in creating a viable urban community for the neediest people in our City while reducing poverty, embracing diversity, assisting with economic development, and improving the overall quality of life. In November 2004 the SEOPW CRA conducted the Dover Kohl study that outlined 14 guiding principles aimed to facilitate the redevelopment of the Overtown community. In 2009 the City of Miami Planning Department updated the plan to further focus and defined the guiding principles to structurally and economically revitalize the Overtown Community. Within the plan, principle number 4 of 14 states "There must be variety in employment opportunities" and an EMPLOYMENT CENTER should be located within the neighborhoods to accommodate those who wish to live in proximity to their work and reduce dependence on the automobile and long commutes. In conclusion the general consensus in the community was that employment opportunities should be a high priority and made available to the existing residents of the Overtown Community. Pg. 2 1490 NW 3'dAvenue, Suite 106 Miami, Florida 33136 Mobile (305) 761-7443 Office: (786) 703-8098 Email: cwtp@ewtpinc.com Website: www.communityworkprogram.com "We Put The Community To Work" Solution/Product/Service Description Overtown is faced with a unique situation when it comes to employment, not only are the residents faced with high unemployment and underemployment. Overtown has a recidivism problem, when we hear the word RECIDIVISM we often think about the revolving doors of crime in our community, whereby men, women and children are caught up in the cycle of the criminal justice system. They commit crimes, go to jail and serve time in jail, get out of jail and sadly, but often fmd themselves committing another crime and falling back into the cycle of RECIDIVISM. Well just like the RECIDIVISM of CRIME, the Overtown Community is faced with the RECIDIVISM of UNEMPLOYMENT AND UNDEREMPLOYMENT, There is a vicious cycle that Overtown residents face, many residents are employed or underemployed and all of sudden they just quit the job or maybe even get terminated or just laid off. There are many reasoning behind these dilemmas, the Community Work Training Program has identified these causes and the residents that face these problems need to undergo an intense and highly structured employment mentoring program. The Community Work Training Program has created a highly effective comprehensive approach to successfully deal with the problems. The Community Work Training Program is poised and dedicated to connect the pieces in the Overtown Community as it pertains to the complex employment issues the residents face. Continuance and Expansion of the Overtown Employment Assistance Center. Community Work Training Program, Inc.'s (CWTPINC) unique approach in assisting local residents in overcoming the inconsistencies to maintaining steady employment and mentoring them to become a stable part of the local workforce over the past 85 months has been unprecedented. CWTPINC's Overtown Employment Assistance Center located at 1490 NW 3rd Ave., Suite 106, Miami, Florida 33136, over this same 85- month time period has had over 12,537 visitors come to our office seeking employment assistance and job opportunities. CWTPINC's Overtown Employment Assistance Center has registered over 1,572 residents seeking employment assistance. CWTPINC's Overtown Employment Assistance Center has referred over 1,959 residents seeking job opportunities to over 2,930 job opportunities. CWTPINC's Overtown Employment Assistance Center has Placed over 467 residents seeking job opportunities. Pg. 3 1490 NW 3 "Avenue, Suite 106 Miami, Florida 33136 Mobile (305) 761-7443 Office: (786) 703-8098 Email: cwtp@ewtpinc.com cwtpinc.com Website: www.communityworkprogram.eom "We Put The Community To Work" 'Review of Grant Funded Period Challenges and lessons learned. Every client that we assist is different and they all have specific and unique needs, but when they come into our office we know what their intentions are to achieve their dreams. They have goals in their minds of how they should achieve those dreams, but the challenge is their thoughts do not align with their goals. The lesson learned here is that if they keep thinking the same thoughts they will keep getting the same results. Our solution is to help them through our mentor ship program to reevaluate their thought process and approach to seeking employment. Summary of Activities are as followed; Client Intake/Processing/Registration, Job Referrals/Placement, Success Coaching Mentoring, Wrap -Around Services (as needed), Follow-up calls, texts and/or entails, Document Updates to the Database, Pipeline, IESP, Master List, Call Log, Company Contact List. Achievements and Outcomes, Research and Statics; See Appendix A Financial Review: See Appendix B Implementation Plan Overtown is faced with a unique situation when it comes to employment, not only are the residents faced with high unemployment and underemployment. Overtown has a recidivism problem, when we hear the word RECIDIVISM we often think about the revolving doors of crime in our community, whereby men, women and children are caught up in the cycle of the criminal justice system. They commit crimes, go to jail and serve time in jail, get out of jail and sadly, but often find themselves committing another crime and falling back into the CYCLE OF RECIDIVISM. Well just like the RECIDIVISM OF CRIME, the Overtown Community is faced with the RECIDIVISM OF UNEMPLOYMENT AND UNDEREMPLOYMENT, There is a vicious cycle that Overtown residents face. Many of them are employed or underemployed and suddenly just quit the job for no apparent reason, or are just laid off or terminated from the position. " There are many reasonings behind these dilemmas. The Community Work Training Program has identified these causes and the residents that face these problems need to undergo an intense and highly structured employment mentoring program. Our Work Training Program has created a highly effective comprehensive approach to successfully deal with the problems. The Work Training Program is poised and dedicated to connect the pieces in the Overtown Community as it pertains to the complex employment issues the residents face. Conclusion Continuance and Expansion of the Overtown Employment Assistance Center, Community Work Training Program, Inc.'s (CWTPINC) unique approach in assisting local residents in overcoming the inconsistencies to maintaining steady employment and mentoring them to become a stable part of the local workforce over the past 85 months has been unprecedented. CWTPINC's Overtown Employment Assistance Center located at 1490 NW 3rd Ave., Suite 106, Miami, Florida 33136, over this same 85- month time period has had over 12,537 visitors come to our office seeking employment assistance and job opportunities. CWTPINC's Overtown Employment Assistance Center has registered over 1,572 residents seeking employment assistance. CWTPINC's Overtown Employment Assistance Center has referred over 1,959 residents seeking job opportunities to over 2,930 job opportunities, has Placed over 467 residents seeking job opportunities Pg. 4 1490 NW 3 "Avenue, Suite 106 Miami, Florida 33136 Mobile (305) 761-7443 Office: (786) 703-8098 Email: cwtp@cwtpinc.com Website: www.communityworkprogram.com MEMORANDUM TO: Whom it May Concern FROM: Ieshia Haynie, Executive Director, Overtown Optimist Club RE: Letter of Support, Emmanuel Washington, CWTP, Inc. DATE: July 24, 2024 On behalf of the Overtown Optimist Club Board of Directors, staff and coaches, l am both eager and honored to author this letter of support for Mr. Emmanuel Washington. While I've authored hundreds of recommendations over the years, I'm elated that I have an opportunity to speak on his character and his legacy within the historic community Overtown and the Overtown Optimist Club, respectfully. Let me begin by stating that the tenure ofhis acquaintance with the Overtown Optimist Club goes back more than twenty years. As the former leader of the Overtown Optimist Club, he has shown a vast commitment to ensuring that our community and youth are exposed to and benefit from a cadre of role models dedicated to ensuring our youth have a safe and nurturing environment as a refuge, where they can learn good sportsmanship and integrity of character. Beyond his service with the Overtown Optimist Club, Mr. Washington continues to support the community by providing work readiness, apprenticeships and employment services to make intergenerational economic changes for families within Overtown and its surrounding areas. Our support for Mr. Emmanuel Washington comes without hesitation (or reservation) for his is truly the gift which continues to give. He is a true example of a selfless servant leader. We look forward to seeing how he will continue to impact the community and county on a larger scale. Should you have questions, please don't hesitate to contact me via phone at (202) 560-9829, or via email at 9llaj illt•17'ili�f�)IlIi11i:S:jili'.(i1' ', :11 ull•1111 IIII COMMUNITY WORK TRANING PROGRAM SUMMARY REPORT JULY 2017 - MAY 2024 Month July 95 45 26 32 I 10 August 118 33 70 23 1 9 September 132 41 34 38 1 17 October 190 39 aD 100 I 22 5 59,877.93 Tovember 95 34 47 63 1 7 50,567.01 December 52 10 1 20 1 0 45,069.36 TOTAL 682 Months 14rwary fe0"14ey March Anil 79 as 65 154 May June 56 101 140 September Neater 121 54 62 Nwamber 67 December 51 IOTAL 1093 202 162 276 1 65 155,514.30 :3 90 4tr 1 5 42,112 66 48 49 3 42,033 12 9 23 5 56,644 18 16 1f 1 9 $ 52,639 72 19 16 42 1 7 $ 45.908 24 11 21 24 1 5 $ 66.243 he 34 39 1 21 $ 110,214.DO 41 42 54 I 16 90.110 20 19 1S 17 1 S 79,141 42 IS 37 4• 31 27 41 1 7 $ 81,071 11 29 1 1 $ 59,512 68 17 IS 16 1 6 5 60.172 86 349 355 452 1 0G 5 766,733.96 Month* 14114 y 104 67 41 $ 59,012.00 februaiy 66 17 7: 12 52,644.36 March 71 25 54 1 n 48,901.86 Ap(8 76 27 32 36 1 3 $ 56,568,41 May 97 45 $ 54,639.36 June 144 bi3 $ 9,867.92 $ 9,867.92 9,867,92 $ 9,867.92 9,867.92 § 11,687.96 $ 11,0E7.96 $ 343,181.51 July 109 39 44 1 10 Augus1 64 21 97 48 1 11 September 69 17 17 19 1 6 October 102 36 17 40 I 7 Pereember 78 17 20 1 1 Doleenber 78 26 27 3! 1 4 TOTAL 1056 391 399 478 1 79 Months January 78 19 22 28 1 8 11,427.86 February 90 19 28 37 1 7 11,427.86 March 71 12 20 27 1 15 April 0 6 9 1 0 May 16 16 1 0 lure 0 13 21 25 1 0 luly 0 10 12 1 2 August 22 15 19 2i September 446 30 37 1 2 October „4 5 14 21 1 1 November i0 23 1 7 December 117 b I 2 TOTAL 2054 85 209 262 47 11,305 76 $ 11,093..36 $ 11,087,96 $ 11,087.96 $ 13,269.23 $ 12,740.50 $ 13,990.30 $ 16,144 96 $ 13,169.85 $ 12,110.66 148,676,26 Appendix "A" COMMUNITY WORK TRANING PROGRAM SUMMARY REPORT J U LY 2017 - APRI L 2024 January 355 0 2 4 2 $ 143,03 57 rcbruary 310 1 , 7 1 14,9:39 07 March 287 2 3 3 2 s 14, 3h9 69 5pr4 303 1 6 12 4 $ 14,201 03 May 230 1 ,I 11 3 ; 12,677 9O June 187 4 5 6 2 13,7L099 hay 229 9 10 11 3 $ 9,55.193 August 242 3 In 12 3 $ 14,582 05 September 279 4 8 8 1 5 15,675 22 October 268 8 16 72 6 6 17,154 51 e1a.cnlhe. 256 8 14 10 5 3 16,212 81 December 239 B 18 26 3 5 16,121 t,2 TOTAL 3190 49 105 142 35 $ 174,009.83 laensary MO1 1b 10 13 7 $ 17.2$440 February r 299 7 9 10 2 $ 14.$20 65 Mutts 318 I0 19 111 2 $ 11,134 96 Aixv 199 4 7 9 2 ~$ 10,245 36 May 163 10 27 31 7 $ 10110 :One 1'0 In 14 11 t $ 11,2446 2: July IR? r, 1' 25 A S 11,416/9 411ltr41 I /6 1 4 ! 0 ._ >t $ 12.3134 16 _ 4etMMbber I In i.` r I _ 14 ` 2 $ 11 W.$$ r lkteber 200 41. 4� 3 $ 14,037.00 + I moor• F n4 111 1 t 14 3 $ 15.367 12 December 112 1 17 12 0 $ 15,651.22 TOTAL 7167 112 207 2E0 44 e 158,362 1 Lir.,,• I:'+ it '.1 12 4 $lrl„0994 , , , 2 1114. ' 44 !eta h ✓ 114 1�1 ., 17 $40,21.1994 Apnl 9•. 1 • 9 4 510.20994 Mat r•1 1; 4t. r ✓ 534.14149 Junk al} ." I , 26 144,2949' Jul, '4 9 I, 24 1 S2n.2411 a3 Auyusl 11.1 24 45 74 524.12462 Se1*Icnlb.•r I ",s 4' 44 .M SPA 4.,, ar 141,4,cr 1rd 41 -I,4d4a`0thel $h, 111t 12 I I, 12 -In t S4 I. 172a1 i menikl '51 ,. 19 1' 5 317,14i.011 TOTAL 1411 237 310 437 73 S419,738.47 Year 2024 Total Visitations Total Registrations Individuals Referred Total Referrals Total Placements Income Tracking January 159 40 40 91 7 $22,216,07 February 128 28 29 - 55 19 541,995.57 March 38 16 27 49 3 543,894.77 April 115 23 45 133 1 S63,001.02 May 100 22 35 123 3 $55,287.65 June 72 18 35 172 5 $27,284.68 July August September October Novambcr December TOTAL 662 147 212 623 38 $253,679.76 12,537 1,572 1,959 2,930 467 2,422,097 Appendix I'AI' 2024 - 2025 OVERTOWN EMPLOYMENT ASSISTANCE CENTER LINE ITEMS PROGRAM OPERATION: PROGRAM COORDINATOR ASSISTANT PROGRAM COORDINATOR PROGRAM ADMINISTRATOR ADMINISTRATIVE ASSISTANT PROGRAM ADMINISTRATION PROGRAM / FICA -PR LIABILITY BUDGET $60,000.00 $40, 000.00 $40, 000.00 $40,000.00 $17,000.00 CENTER OPERATION: INSURANCE $2,500.00 COMMUNICATION ...•------------------------------ $4,000.00 BUSINESS LICENSES FEES - $1,000.00 OFFICE FURNITURE AND FIXTURES --•• $2, 000.00 PARTICIPANT SUPPLIES $1,000.00 COMPUTER & SOFTWARE - - $3,000.00 OFFICE SUPPLIES---------------------------w-- $2,000.00 RENT $7,500.00 TOTAL $220, 000.00 1490 NW 3RDAvenue, Suite 106 Miami, Florida 33136 Mobile: (305) 761-7443 Office: (786) 703-8098 Email: cwtpPcwtpinc..com Website: www.communityworkprogram.com Appendix B Hospitality Employees Advancement & Training Inc. 871 NW 167th Street Miami, FL 33169 heat©unitehere.orq September 6, 2024 James D. McQueen Executive Director Southeast Overtown/Park West Community Redevelopment Agency 819 NW 2nd Avenue, 3rd Floor Miami, Florida 33136 Re: FY'25 HEAT Proposal to Continue Partnership Training Hospitality Applicants for Good Culinary Jobs Dear Mr. McQueen: Thank you for the opportunity to submit a proposal to continue our partnership with the Southeast Overtown/Park West Community Redevelopment Agency to provide culinary skills training to Overtown residents with a goal of placing program graduates in good, union hospitality jobs. We are grateful for CRA's longstanding support of HEAT's training program. This letter will serve as a summary of the attached proposal for fiscal year 2025. Hospitality Employees Advancement and Training, Inc. (HEAT) is a non-profit which provides culinary training in partnership with hospitality union UNITE HERE Local355, union hospitality employers in South Florida, and importantly the CRA. HEAT conducts culinary skills training at the Overtown Performing Arts Center kitchen. These classes are provided at no cost to students. What makes HEAT's program unique is that HEAT tailors its training to meet the needs of participating employers and assists graduates with job placement in union jobs that provide excellent benefits, such as free family health insurance, good wages, a pension, and recall rights. In the attached proposal, HEAT is requesting $200,000 for fiscal year 2025 to fund student recruitment, culinary instruction, and cooking supplies for a year of culinary courses. Our budgeted expenses include personnel costs for the culinary instructor and outreach coordinator, cooking materials such as food, uniforms, knife sets for graduating students, and insurance costs. HEAT was formed in the Fall of 2018, and it has conducted 14, 8-week classes for line cooks. Since 2022, 19 Overtown residents graduated from the culinary program, 15 of whom were placed in good union jobs. A few profiles of these inspirational graduates are attached in our proposal, including LeCurtis Jackson, an Overtown native, who enrolled in HEAT's program to pursue his dream of becoming a cook after a battle with cancer. He graduated in 2023 and was placed as a union prep cook at Delaware North, a hospitality concessionaire. As South Florida's hospitality industry flourishes and expands, employers face shortages of skilled workers, especially cooks. HEAT's partnership with the CRA has been essential to our program's ability to train Overtown residents for good union jobs with the potential for career growth in the region's core industry. We look forward to continuing our partnership with your team. Requested corporate information: Hospitality Employees Advancement and Training Inc., a Florida non-profit Address: 871 NW 167th Street, Miami, FL 33169 Training Facility: Overtown Performing Arts Center, 1074 NW 3rd Avenue, Miami, FL 33136 President and Treasurer, Courtney Alexander heat@unitehere.org, 631-834-4681 Sincerely, Courtney Alexander President, Treasurer Attached: Kandiz Lamb Kandiz Lamb Board Member • Budget • Course Curriculum and schedule • Overtown Graduate profiles • White Paper with program goals and achievements • Pictures Proposed CRA Budget for HEAT Oct 2024 - Sept 2025 Budget Fiscal 2024-25 164,000 28,000 8,000 200,000 CRA % Expenses Personnel Expense Director of Culinary Instruction 100% Training Center Outreach Coordinator 100% Payroll Taxes @.0765 100% Benefits 100% Training/Instructional Equipment Books/Test materials/Fees (ServSafe) 100% Consumables 100% Disposables 100% Perishables 100% Safety and Sanitation 100% Secure Storage (student materials and equipment) 100% Small Equipment 100% Smallwares 100% Student Knife Kits 100% Student Uniforms 100% Insurance General Liabiltiy 100% D&O / Professional Liabiltiy 100% Employee Dishonesty Bond (3-year Period) 100% Total Projected Expenses HEAT's other organizational costs are supported by the Hospitality Workers Training Fund, a labor-mangement fund negotiated by UNITE HERE Local 355 HEAT Schedule and Goals for Grant Period 2025: • October 2024 to September 2025: Recruitment and enrollment of participants. Initial culinary training sessions covering basic skills, advanced culinary training and hands-on practice, certification exams and graduation ceremony, and job placement assistance and follow-up support for graduates. • Conduct 4, 8-week Line Cook classes during grant period. • Conduct 3 Specialty Cooking classes during grant period. HEAT Course Curriculum Line Cook Curriculum: 8 week, 160 hour course to learn introductory level line cook skills, with an emphasis on hands on learning, knife skills, and preparation of stocks, soups, salads, entrees and desserts. Food safety training and SafeSery certification are part of this training. Classes are conducted Monday — Friday, 4 hours per day. WORK PROCESS SCHEDULE OCCUPATION TITLE : COOK/LINE COOK LINE COOK Pre-Apprenticeship/160hours ( 8 weeks/4 hours day) of classroom trainning Module Topics COURSE NAME welcome to HEAT 240 Minutes Food safety & Sanitation 320 Minutes Introduction to the Culinary Industry 200 Minutes Kitchen Equipment 360 Minutes Knife Skills 480 Minutes Kitchen Math 80 Minutes Stock Cookery 480 Minutes appetizer cookery 720 Minutes Soup cookery 1680 Minutes salad cookery 960 Minutes entree cookery (butchering,sauces) 1920 Minutes desert cookery 480 Minutes final challenge (hours are including in cookery class) 960 Minutes union day/life skills training/Resume/Mock interview 960 Minutes deep cleaning 480 Minutes Break and recap 240 Minutes total hours 160 hours Sautee Specialty Course: 2 week, 40 hour training for entry level cooks to improve sauteing skills. Course is intended for graduates of the Line Cook training class or working cooks to focus on learning and practicing saute techniques. Classes are conducted Monday — Friday, 4 hours per day. WORK PROCESS SCHEDULE Specialty Class for Level entry cook 2 weeks program 5 days /week /Monday to Friday 4 Hours DAY/ 8.00 AM to 12.00 PM SUMMARY Day 1 sauteing chicken 4 Hours Day 2 sauteing red meat 4 Hours Day 3 sauteing Fish 4 Hours Day 4 sauteing Seafood 4 Hours Day 5 sauteing Veggies 4 Hours Day6 sauteing breakfast Station 1 4 Hours Day7 sauteing breakfast Station 2 4 Hours Day 8 sauteing crepe station 4 Hours Day9 sauteing saute station 4 Hours Day 10 sauteing Action station 4 Hours HEAT Culinary Program Pictures L:11 r , li ., ,... : Pio NO tit"' di Profiles of Overtown Residents who Graduated from HEAT's Program LeCurtis Jackson Overtown Miami, FL LeCurtis Jackson, a proud native of Overtown, Miami, FL, has always had a deep passion for the culinary arts, inspired by his father, who was a chef for Carnival Cruise Lines. Despite life's challenges, including his father's passing when LeCurtis was just five years old, his dream of becoming a chef never waned. In 2015, LeCurtis moved to Fort Pierce, FL, seeking new opportunities. However, his journey took an unexpected turn in 2019 when he was diagnosed with cancer. Moving back to Miami in 2020, LeCurtis began an intense battle against the disease, undergoing chemotherapy and being given only three months to live. With immense courage and determination, he fought through and eventually beat cancer. After his recovery, LeCurtis decided it was time to pursue his lifelong dream of becoming a chef. He discovered the HEAT Culinary Program through a flyer, which reignited his passion for the culinary arts. Although he initially started with Cohort 8, a health setback forced him to pause his studies. Not one to give up easily, LeCurtis re -enrolled with Cohort 9 and successfully graduated, marking a significant milestone in his life. Grateful for the unwavering support from his family and his faith in God, LeCurtis proudly walked across the graduation stage, knowing that he had overcome immense obstacles. Today, LeCurtis is a prep cook at Delaware North, where he continues to learn and apply his culinary skills across various establishments. His current role has fueled his ambition to advance to a line cook position, a goal he is diligently working toward. LeCurtis's story is one of resilience, faith, and an unyielding pursuit of his dreams. His journey through life's challenges has not only shaped his character but has also made him a true inspiration to those around him. Michelle Garcia Overtown Miami, FL Michelle Garcia was born in Miami, Florida, and spent her early years in Little Havana before relocating to Overtown eight years ago. Growing up in a single -parent household, Michelle watched her mother work tirelessly to raise three children after the passing of her father when Michelle was just six months old. Her mother's perseverance and sacrifices allowed Michelle to pursue her dream of becoming a successful chef. Cooking has always been Michelle's passion, and she is deeply committed to refining her culinary skills in her quest to become the very best in her field. In December 2023, Michelle was introduced to the HEAT Culinary Program by a friend. Shortly thereafter, she seized the opportunity and enrolled in the program, beginning her journey toward a new career in January 2024 as part of the cohort 10 class. Throughout the program, Michelle consistently excelled, earning excellent grades, maintaining perfect attendance, and demonstrating a particular talent for plating and presentation. During her time in the program, Michelle gained invaluable experience in essential culinary practices. She learned the importance of teamwork, the proper procedures for sanitizing surfaces, the art of mise en place, knife skills, and the necessary techniques for handling food safely and effectively. In March 2024, Michelle proudly graduated as one of the top students in her class —an achievement she regards as one of the proudest moments of her life. Following her graduation, Michelle secured a position as a premium line cook at Loan Depot Park, working with Levy Restaurants, home of the Miami Marlins. This role not only marked a significant career advancement but also provided her with greater financial opportunities compared to the front desk positions she had held in the past. Samantha L. Rojas Overtown & Opa-Locka Samantha Rojas was born in Miami, Florida, and raised in the peaceful countryside of Georgia. Growing up on a farm with her mother, brother, and stepfather, Samantha developed a strong work ethic and a love for community life. At the age of 13, she relocated back to South Florida, settling in Overtown, Miami, where she attended Booker T. Washington Senior High School, graduating with pride. Samantha is a dedicated wife and mother of three children, balancing her family responsibilities with a varied career. Over the years, she has gained valuable experience in the hospitality industry as a cook, worked in customer service management, and even served as a tax preparation agent. Her diverse professional background reflects her versatility and commitment to growth. In the fall of 2022, Samantha received a flyer that introduced her to the opportunity to pursue her passion for culinary arts. She eagerly enrolled in cohort 6, but due to family obligations, she was unable to complete the program at that time. Undeterred, Samantha returned in December 2023 with renewed determination to fulfill her long-time dream of becoming a chef. She made the bold decision to leave her managerial position in customer service to focus solely on her culinary education. In January 2024, Samantha rejoined the program as part of cohort 10, where she stood out for her dedication and work ethic. Always the first to arrive and the last to leave, she completed the course with top grades and demonstrated exceptional teamwork and leadership skills. In March 2024, Samantha proudly graduated and quickly garnered interest from several employers. She successfully secured a position as a prep cook at the prestigious Diplomat Hotel, marking the beginning of her promising career in the culinary industry. Jada Miller Overtown Miami, FL Jada Miller was born and raised in Overtown, Miami, Florida. She attended local schools and graduated from Booker T. Washington Senior High School. From a young age, Jada was deeply inspired by her parents, whose encouragement fueled her passion for cooking. Growing up in a family of chefs, she quickly developed a love for the culinary arts, which led her to pursue various positions as a prep cook in fast-food and casual dining establishments. In 2020, Jada faced a significant life challenge when she became a victim of gun violence, sustaining multiple injuries to her leg and arm. These injuries, which left her with permanent physical challenges, disrupted her plans to enroll in culinary courses at Miami -Dade College. Coupled with the onset of the pandemic, her dreams of becoming a chef were put on hold as she focused on recovery. However, in 2023, Jada received a flyer that reignited her hope and encouraged her to return to her culinary ambitions. She enrolled in the cohort 8 class of a culinary program, where she quickly excelled. Jada's dedication was evident through her top academic performance, positive attitude, leadership skills, and outstanding plating and presentation abilities. In June 2023, Jada graduated as one of the top students in her class. She successfully secured two union jobs as a premium line cook, demonstrating her commitment to her craft and her resilience in the face of adversity. Hospitality Employee Advancement & Training Inc. 871 NW 167th Street Miami, FL 33169 heat@unitehere.org 2025 Proposal Contact: Courtney Alexander, HEAT Treasurer, 631-834-4681 IntroductionBackground Objective: State the objective of the whitepaper. The objective of this grant proposal is to secure funding to support the Hospitality Employee Advancement & Training (HEAT) Inc. in providing comprehensive culinary skills training to residents of the Overtown area. This funding will facilitate the recruitment of students, the delivery of high -quality culinary instruction, and the procurement of necessary cooking supplies for a full year of courses. The goal is to enhance the employability of Overtown residents by equipping them with essential culinary skills and certifications, thereby improving their chances of securing stable, well -paying union jobs in the hospitality industry. Additionally, this initiative aims to address the local workforce shortages in the hospitality sector by preparing a skilled and ready workforce. Ultimately, this project seeks to contribute to the economic development of Overtown by training residents to secure unionized jobs and advance careers in hospitality, a leading industry in South Florida. Background Information: Provide context about the organization and the grant program. The Hospitality Employees Advancement and Training, Inc. (HEAT) is a non-profit training center affiliated with UNITE HERE Local 355. HEAT provides educational and training opportunities, employer and employee outreach, and job placement services to support current and future employees secure unionized employment in the hospitality industry. HEAT has entered a partnership with unionized hotels, casinos, stadiums, and airport food service in South Florida to help build a skilled hospitality industry workforce for the present and the future. Additionally, HEAT collaborates with the Southeast Overtown/Park West Community Redevelopment Agency (CRA) to train residents for union hospitality jobs. HEAT conducts culinary skills training and is developing a series of hospitality job training programs to enhance the skills and education of incumbent and prospective hotel and hospitality industry employees. There is no cost for residents of Overtown/Park West and employees of contributing employers to attend sponsored classes. Problem Statement: Clearly define the problem or need that the program addresses. Solution/Product/Service Description This grant proposal addresses the critical need for good quality jobs for residents of the Overtown CRA district. Many residents of Overtown, a historically underserved community, lack access to the best jobs in the region's strong hospitality industry and they lack quality vocational training that could lead to stable careers. This gap in training not only affects the employability of local residents but also impacts the ability of hospitality employers to fill critical positions, a particularly pressing need in the wake of the COVID-19 pandemic. The proposed program aims to bridge this gap by providing a complete package: designing a training program to meet the needs of unionized hospitality employers; recruiting residents to commit to the training program; providing culinary skills training that equips students with the skills needed to succeed in hospitality jobs; and job placement assistance in unionized jobs for graduates of the program. The program seeks to improve the economic prospects of Overtown residents through good union careers, while also supporting the growth of the union hospitality companies. Overview: Describe the solution, product, or service offered by the organization. The solution executed by HEAT involves a structured culinary training program designed to prepare participants for employment as line cooks and other culinary positions in the hospitality industry. The program includes an 8-week course that covers essential culinary skills, food safety, and sanitation, as well as a course for specialized training in areas such as saute techniques. This training is conducted at the Overtown Performing Arts Center kitchen, providing a hands-on learning environment for participants. The program also offers job placement assistance to help graduates secure union jobs with benefits such as free family health insurance, decent wages, and pension plans. The key features of the HEAT training program include comprehensive culinary instruction, hands-on training, certification in food safety, and job placement support. Participants benefit from small class sizes, personalized instruction, and access to industry - standard kitchen facilities. The program's alignment with union employers ensures that graduates have access to high -quality jobs with excellent benefits. Additionally, the program's focus on soft skills such as teamwork and customer service prepares participants for success in a fast -paced, customer -focused environment. These features collectively enhance the employability and career prospects of program graduates. Features and Benefits: Highlight key features and benefits. HEAT's training programs offer numerous benefits to employers, applicants, and the community. Employers benefit from a high -skilled workforce that is reliable, capable of leadership, and excels in a team setting. Applicants from the CRA district receive training that prepares them for successful careers in the hospitality industry, along with benefits of union jobs, such as free family health insurance, decent wages, negotiated raises, and pension plans. The community benefits when residents can apply for jobs that have good wages and benefits and provide career aspirations. HEAT's ability to match training to employer needs brings concrete hospitality job opportunities to CRA communities. Unique Proposition: Explain what makes this solution/product/service unique. What sets the HEAT training program apart is its tailored approach to meet the specific needs of both participants and employers. The program's partnerships with union employers ensure that the training provided aligns with industry standards and job requirements. Moreover, the program's commitment to supporting participants from underserved communities, such as Overtown, addresses systemic barriers to employment and promotes economic inclusion. The program's success in securing union jobs for graduates highlights its effectiveness and the tangible benefits it offers to both participants and the local community. Review of Grant Funded Period • Summary of Activities: Provide a summary of the activities conducted during the grant - funded period. During the grant -funded period, HEAT conducted a comprehensive culinary training program targeting residents of the Overtown area. The program included recruitment efforts, where potential participants were identified and enrolled in the training courses. To date during the grant period, participants attended one of 3 8-week culinary courses that covered essential skills such as knife techniques, food safety, and sanitation practices. Hands-on training sessions were held at the Overtown Performing Arts Center kitchen, providing a practical learning environment. Additionally, the program offered job placement assistance for graduates with union jobs in the hospitality industry. These union jobs offer benefits such as free family health insurance, decent wages, and recall rights, which have been crucial during the pandemic recovery phase. • Achievements and Outcomes: Detail the achievements and outcomes realized as a result of the grant. The grant funding enabled HEAT to achieve concrete milestones. From October 1, 2023 to date, the grant funding from CRA for this fiscal year's program enabled the following number of students, graduates and applicants placed in union jobs: October 2023 to July 2024 Total Students: 38 Total graduates: 25 Students placed in union jobs: 12 CRA Residents who participated: 12 CRA Residents who graduated: 7 CRA Residents place in union jobs: 4 • Challenges and Lessons Learned: Discuss any challenges encountered and lessons learned during the grant period. During the grant period, several common challenges were encountered that impacted the program's execution and participant outcomes. One significant challenge was the difficulty in recruiting participants from the Overtown area, despite extensive outreach efforts and collaboration with local community organizations. Additionally, some participants faced personal and logistical barriers, such as lack of reliable transportation and family obligations, which affected their ability to consistently attend the training sessions scheduled from 8 am to 12 pm. Another challenge was the retention of participants, as some individuals had to drop out due to unforeseen circumstances. To address these issues, HEAT enhanced its communication strategies and strengthened partnerships with community leaders to better support participants. These experiences underscored the importance of community engagement and the need for tailored support to address individual barriers to participation. Financial Review: Provide a financial review, including how the grant funds were allocated and spent. Grant funds were spent on personnel, including our experienced Culinary Instructor and experienced outreach coordinator; perishables and other materials for cooking classes; knife sets for graduates to use in their employment; and insurance costs to cover the facility and our program. Implementation Plan • Timeline: Provide a timeline of key milestones and deliverables. The key milestones and deliverables of HEAT's grant -funded project are as follows: • October 2024 to September 2025: Recruitment and enrollment of participants. Initial culinary training sessions covering basic skills, advanced culinary training and hands-on practice, certification exams and graduation ceremony, and job placement assistance and follow-up support for graduates. • Conduct 4 8-week classes during grant period. • Conduct 3 specialty classes during grant period. • Resources: Detail the resources required (financial, human, etc.). HEAT leverages its partnerships with union hospitality employers, the CRA, and other stakeholders to provide comprehensive training programs. • Southeast Overton/Park West Community Redevelopment Agency currently provides the training facility in the Overtown Performing Arts Center kitchen, placing our work in the center of the redevelopment area. CRA funding has been essential to sustain program operations this year. • The partnership with union employers is crucial for securing job placements for graduates and ensuring the training meets industry standards. • HEAT' s partner UNITE HERE Local 355 negotiates strong wage and benefit standards in unionized hospitality venues and facilitates engagement with management and human resources. • HEAT' s own personnel requirements include an experienced culinary instructor and experienced outreach coordinator. HEAT has excellent people in those positions. Financial Request: HEAT is requesting $200,000 for fiscal year 2025 to fund student recruitment, culinary instruction, and cooking supplies for a year of culinary courses. The budgeted expenses include personnel costs for the culinary instructor and outreach coordinator, cooking materials such as consumables, uniforms, small wares, sanitation, and knife sets for graduating students, as well as insurance costs. The funding will support the continuation of HEAT's culinary skills training program, ensuring that outreach, skills training and job placement opportunities remain accessible to Overtown residents. See Budget • Risk Management: Identify potential risks and mitigation strategies. HEAT has identified potential risks associated with the implementation of its training programs, including changes in funding, fluctuations in employer demand for skilled workers, and potential disruptions due to unforeseen events like the COVID-19 pandemic. To mitigate these risks, HEAT has established contingency plans, including two different funding sources, maintaining strong relationships with industry partners, and implementing flexible training schedules. These measures ensure the program can adapt to changing circumstances and continue to provide valuable training and job placement services. Conclusion • Summarize the key points discussed in the whitepaper. • Reiterate the benefits of the solution/product/service. • Call to action or next steps. • Funding amount request. (Include detailed budget) In conclusion, the HEAT culinary training program has demonstrated its value in enhancing the employability of Overtown residents and addressing workforce shortages in the hospitality industry. The program's comprehensive approach, including hands-on training and job placement support, ensures that participants are well -prepared for successful careers with good union wages, health benefits and retirement. Continued funding and support for HEAT will enable the organization to expand its reach and impact, further contributing to the economic development of the Overtown community. We request continued funding of $200,000 in fiscal 2025 to sustain and the program, ensuring that more residents can benefit from this valuable training opportunity. Thank you for your consideration and support. USE EVERYONE I! A SECOND CHANCE 1III W)))). TRANSITION W WW.TRANSITIONINC.ORG Proposal for Southeast Overtown/Park West Community Redevelopment Agency Transition, Inc. Program Title: Transition's One -Stop Workforce Center Submission Date: July 25, 2024 Stephen Gilmore, Executive Director (305) 571-2001, Ext. 3007 sgimore a?ttansitioninc. org TABLE OF CONTENTS ➢ Letter Requesting Funds > Executive Summary (Our History) • Introduction • Our Objective • Background Information • Problem Statement • Service Description • Features and Benefits • Unique Population ➢ Proven Success Stories ➢ Review of Grant Funded Period • Summary of Activities • Achievements and Outcomes • Challenges and Lessons Learned • Financial Review > Company Goals — Implementation Plan • Resources and Timeline • Research and Statistics • Conclusion > Transition by the Numbers • Budget > Pictures of Services ➢ Appendices TRANSITION r It,w IUDf.i e'+alrtc.±e,h,U,+7inr, July 25, 2024 James McQueen, Executive Director Southeast Overtown/Park West Community Redevelopment Agency 819 N.W. 2nd Avenue, 3rd Floor Miami, Florida 33136 Dear Mr. McQueen, Transition, Inc., a nonprofit 501(c)(3) organization located at 1550 N.W. 3rd Avenue, Miami, Florida 33136, mission is to assist under -served residents of Miami Dade County in becoming gainfully employed, Transition provides clients with workforce readiness training, career exploration, job placements, occupational skills training and pro -active coaching. Transition targets its efforts towards assisting youthful offenders, returning residents, homeless, disabled persons, veterans and low-income individuals as well as others facing various employment barriers in the Overtown community. It is the agency's goal to remain proactively engaged with clients and to ensure they succeed in satisfying job performance standards as well as adopting additional life skills to remain financially stable and personally self-sufficient. Each year Transition provides services to over 4,000 residents. In addition, each of the last few years we have helped hundreds of justice -involved persons and Overtown residents become employed. Transition kindly requests the Southeast Overtown/Park West C.R.A. to provide funding for our "One -Stop Workforce Center". If you should have any additional questions, please feel free to contact our Executive Director, Stephen Gilmore at (305) 571-2001, Ext. 3007 or Email — sgilmore(cvtransitioninc.org. We stand ready to answer any further questions. We look forward to hearing from you soon. Sincerely, Stephen Gilmor Executive Director EXECUTIVE SUMMARY (Our History) Since 1974, Transition, Inc. has a proven history of providing job development, training, referrals, and placement services in Overtown to justice -involved and justice -impacted persons as well as the homeless, low-income, single -parented households, veterans and more! We take pride in delivering comprehensive programs that positively impact our communities. While Transition has a long-term proven success with our core mission of helping justice -involved people find and maintain meaningful, gainful employment, we have expanded beyond by providing "wrap -around" services, including GED preparation, transportation assistance, food stamps, case management, counseling and almost everything else short of housing. Our partnership with the Florida Rights Restoration Coalition provides fines and fees assistance to justice -involved men and women directly from our center each day. It is our experience that the participants we serve, and the other under -served communities we have come to serve, including troubled/disassociated youth, have distinct, additional needs that must be filled for them to be able to undertake a meaningful opportunity for employment. Our participants do not have the time or bandwidth to make multiple appointments with different agencies to obtain other support. Therefore, we offer our "One -Stop Center" to address the needs of Overtown residents. We have found that when we refer people out for these services, the perception (and the reality) is we are not truly assisting theta but, instead, sending them to a sea of red tape, bureaucracy, and time and logistics sinks. On the other hand, when we have developed a positive rapport with our clients (we have a knack for this), and then provide the range of assistance needed in a "one stop" format, we have the best opportunity to effectuate our core mission: helping them get and maintain employment. According to the U.S. Bureau of Labor Statistics in May 2024, the unemployment rate for Miamians is 2.2%. This represents an upward trend of .2%. History has taught us that the unemployment rate among undeserved communities is many times higher than the average. Transition is prepared to combat that average and offer real employment opportunities. Transition will provide the following services to the residents of Overtown: Our "One -Stop Center" will provide the following: Workforce Readiness Training, Job Development, Job Referrals, job Training, Job Placement, Job Training opportunities, Case Management, and Wrap- around Services. In addition, participants may attend Financial Literacy and Digital Education offerings. In 2024, Transition began providing "The Journey", a support group for those who identify as female and "Man -Up!", a support group for those who identify as male. Both groups provide a "safe space" where participants offer support, encouragement, and comfort to the other group members, and receive the same in return. Offering thorough programming with real solutions is at the center of our One -Stop approach. Meeting the needs of each participant through evaluation, counseling/mentoring, building real employment skills through job training, preparing participants for today's workforce and placing them in the workforce community. Transition makes a difference — One Job at a Timel INTRODUCTION Our Objective Our "One -Stop Work Center" will include Workforce Readiness Training, career exploration and job placement. In addition, we will offer counseling and case management services to participants who need extra assistance in terms of housing, food, identification, and other wrap -around services. We firmly believe in addressing the unmet needs/service gaps of underserved communities. Furthermore, our job training offerings are enhanced to create additional opportunities for Overtown residents. Our training will include Certification in Construction, Forklift, OSHA, Food Handler's Certifications. We have also established partnerships with Miami Dade College for our Digital Education Class and Florida Department of Transportation for our Construction Transition Academy. Background Information Transition was founded in 1974 by Marvin Rauzin, a lawyer and businessman who firmly believed that if justice involvedpersons were given a "second chance" with employment and educational opportunities, the likelihood of them reoffendingwould be greatly reduced - studies since then have proven him correct. Transition began with a team of dedicated volunteers who truly wanted to make a difference in the lives of members within ourreentry community and we remain the same organization today! We are a team of committed hard working professionals withhearts to serve underserved communities with purpose, compassion and professionalism! Transition, Inc. has a long track record of success in assisting previously incarcerated people as well as non -offenders. Wetake pride in delivering comprehensive programs that meet the needs of our diverse community. With over 40 years ofcombined experience in Career Services, Transition's staff maintains the linguistic competencies needed to successfullyassist justice involved persons, including policy, structures, practices, procedures, and dedicated resources to support ourcapacity. Over the past few years, Transition has expanded its support to include mental health, GED preparation, transportationassistance, food stamps, and almost everything else short of housing. It is the organization's experience that our participantsdo not have the time or bandwidth to make multiple appointments with different agencies to obtain other support. We havefound that when we refer people out for these services, the perception (and the reality) is we are not truly assisting them but,instead, sending them to a sea of bureaucracy, and time and logistics sinks. On the other hand, when we have developed apositive rapport with our clients (we have a knack for this), and then provide the range of assistance needed in a "one stop"format, we have the best opportunity to effectuate our core mission: helping them get and maintain employment. Problem Statement Each day justice -involved persons are released from jails and prisons. Miami Dade County Corrections and Rehabilitation Department Daily Jail Population Statistics for July 2024 indicate between 75 and 200 inmates are released back into society each thy. Our One -Stop Reentry Center's aim is to provide well-rounded services/support, keeping individuals from "falling through the cracks", thereby increasing the possibility of success and decreasing the chance of recidivism. All inmates have common issues upon reentry to the community regarding employment, housing, family relationship expectations, mental health and substance use and generally "not knowing where to begin". Our programs will focus on treating clients according to individual needs. Our outreach strategy is to present each reentering client with options that positively affect their future, approached in a manner that is respectful of their history, their dreams, and their right to self-determination. They are the architect of their lives, outlining for themselves what they know are their greatest obstacles and where they need assistance in dealing with them. Outreach will continue at regular intervals, dependent on the needs of each person. Home visits are part of continued outreach as well as support, advocacy and navigation when referred and engaged in community services. To improve delivery of services, reduce gaps, reduce homelessness, the case management team will accompany members to appointments and advocate, as needed. Service Description Transition's One -Stop Work Center offers tangible solutions to eliminating barriers to employment and employment opportunities for justice -involved, justice -impacted, homeless, low-income, and single -parent households. Our dedicated team of professionals are trained to assist participants in several ways. Recently, we were trained to administer and facilitate Family Team Conferences (FTC). The FTC gathers the entire family support system (biological and fictive), identifies the strengths and weaknesses of participants and develops a plan of support and action to ensure the justice -involved person has support in every area of their life. Family Team Conferences are important opportunities to bring together family members, extended family, caseworkers, family advocates, and support figures to develop plans of support with action steps to positively impact the life of justice -involved persons. Features and Benefits Transition's "One Stop Work Center" will include the following: Workforce Readiness and Employability Skills Workshops - Workforce readiness is a necessary component in searching for employment. In today's competitive economy, it is critically important that job seekers know how to explore career options, research job opportunities and apply for jobs; know how to communicate their skills and competencies; know how to present themselves in the very best light during a job interview; know how to prepare business documents including a resume, a cover letter and a thank you letter; know how to obtain required documentation for work authorization; and know how to listen attentively, follow instructions and complete work assignments to distinguish themselves with supervisors and associates. Our Placement Specialists will help participants increase their likelihood of employment by engaging participants. Through dialogue, discussion and practice, participants will become acquainted with these and other workforce readiness concepts such as completing the onboarding process, satisfying job performance standards, and managing personal finances. They will also learn how to prepare a resume, cover letter and thank you letter, conduct job searches, complete online job applications and participate in a mock job interview during class. Career Exploration and job Placement - Participants will be assigned a Placement Specialist who will work with them to explore career options, review their resume, contact corporate employers, and schedule job interviews. The Placement Specialist will determine whether additional occupational skills training is necessary should a client wish to pursue employment opportunities in the construction, logistics, IT, security, and health care industries. Prior to the interview, the participants will undergo a mock interview with his/her Placement Specialist to practice and tailor responses to the job he/she is currently pursuing. Participants will be expected to meet regularly with their Placement Specialist until they secure employment. Pro -Active Coaching and Wrap -Around Services - Placement Specialists will maintain contact with participants from the point of recruitment through job placement and beyond. Staff will work with clients to determine and provide critical wrap around services and support to successfully secure and sustain employment and career advancement. If participants encounter a barrier or challenge, they will have access to key staff for rentoring and/or life coach assistance. Case Management - Our Case Management Program provides holistic case management to clients by: Conducting intake assessment on measures of employment, housing, life skills, education, basic needs. Co -creating a case plan, defining, and addressing identified concerns and short, intermediate & long-term goals. Providing advocacy/support for navigating community resources. We will provide psychosocial support through clinical engagement for post -release by providing: • Clinical/risk assessments, establishing baselines for trauma/mental health/ wellbeing/substance use. • Initial treatment plans. Individual/group/family psychosocial support; substance abuse counseling. • Quarterly evaluations and reviews of case plans. Unique Population Transition's One -Stop Work Center's approach is unique in that we offer numerous services under one roof. Participants come to receive multiple services in a single visit, eliminating the red tape of bureaucracy Our population of justice -involved persons, homeless, single -parents and low-income are a special population who are rebuilding their lives and/or reintegrating into mainstream society. They require the support of their family, friends and organizations like Transition to be successful, PROVEN SUCCESS STORY Since 1974 Transition has assisted thousands within South Florida's reentry community. We are excited to share the story of J. Singleton. His story exemplifies the need for our center, our purpose and our impact on our community. J. Singleton had completed over 33 years in prison in Virginia. He was ordered to return to Florida to face additional charges he incurred over 35 years ago. The South Florida judge determined that Singleton, a native of Miami, had "paid his debt society." Singleton was released to go home, however, he had no place to go! The judge reached out to former Transition Board of Directors' President, David Tucker, to see if our organization could help. The Virginia officials wanted Singleton to return where they would provide him a tent for shelter during the cold January. The South Florida judge declined and referred Singleton to Transition. Singleton had no shelter, no identification, no income, no food and no support - until he walked through the doors of Transition. Singleton was awkward, nervous and anxious when he met Transition's Executive Director Stephen Gilmore. Following a one-on-one conversation in Gilmore's office Singleton stated, "You are now my new best friend! You must help me or I will leave here, get a gun and shoot someone so I can return to jail!" Gilmore looked Singleton squarely in the eyes and stated, "We're going to help you!" Team Transition went into high gear - they contacted Chapman Partnership for housing assistance and completed Singleton's food stamp and Social Security Card applications. Singleton returned each day to our center so we could assist him in taking small steps toward self-sufficiency. As a volunteer Singleton demonstrated that he could "get things done." During a conversation with ED Gilmore, Singleton revealed he never had a birthday cake. Gilmore tucked that conversation safely in his mental reserves. After obtaining documents Singleton was now able to get his Florida identification. Unfortunately, getting an appointment for the DMV was challenging. This sparked the idea of the DMV coming to Transition. After several meetings with the Florida Highway of Safety and Motor Vehicles, Transition was selected as a mobile unit site_ Singleton received his identification and his Placement Specialist secured several interviews for him. Singleton had a choice between four employers - he didn't go with the highest offer! He selected the job that he would enjoy performing each day. Today, Singleton is employed as a Supervisor within that Warehouse almost one year later. He has his own apartment, reconnected with his family, attends church regularly and his Best Friend made sure he had his first birthday cake - a peanut butter cake with chocolate icing - his favorite! Positively impacting our community - our daily goal at Transition! Review of Grant. Funded Period Summary of Activities - Inaugural Overtown Employment & Education Fair, multiple job fairs, multiple Department of Motor Vehicles FLOW Unit monthly visits to provide Driver's License and Florida ID services, Family Fun Day, daily Workforce Readiness Training, daily Case Management Services, monthly Financial Literacy Workshops, Digital Education Classes (Tuesdays and Thursdays), daily referrals for employment and job training opportunities, cultivating relationships with new employers, multiple forklift certification classes, multiple Security Guard classes, and monthly support group meetings. Achievements and Outcomes - Over the course of this grant cycle we have experienced significant growth in services, activities and the residents we serve. To date, we assisted 683 Adult participants, provided 10,790 services for justice -involved persons, 853 Workforce Readiness participants, 853 Individual Employment Plans/Individual Reentry Plans, 201 obtained employment, 285 job training opportunities, 872 mental health assessments, and 164 case management services and referrals. Challenges and Lessons Learned - One of our greatest areas of opportunity remains funding services for our participants. We are truly thankful for the support of the SEOPW CRA. In addition, we are fervently seeking additional avenues of income to continue providing services to Overtown residents. Furthermore, we acknowledge that many members of our community have a desire to work, however, they do not have the basic items (Florida Driver's License, Identification, or Social Security Card) and skillset to obtain a job. Each day we encounter individuals who truly need resources and proper training to make themselves viable candidates for employment. Financial Review Funds were used to pay staff salaries, administrative costs (telephone, office supplies, postage, copier, etc.), programmatic expenses (forklift certification, security guard certification, GED .classes, etc.) and Miami Dade College's Certification in Electrical Level One). Company Goals- Implementation Plan Strategy • Transition will 250 Overtown residents with employment opportunities • 80% of participants will create Individual Employment Plans • 75% will have or receive assistance receiving IDs. • 75% will complete Workforce Readiness Training • 65% will become employed. • 100% will receive follow-up support. • 70% of clients will receive case management services. • 65% of clients will receive wrap -around services. • Participants will receive Initial Assessments by Placement Specialist • Participants will receive Workforce Readiness Training by Transition Staff • Participants will receive job referrals and job placements. • Participants will receive job training skills in the following areas: Forklift, O.S.H.A., GED classes, Security Guard License (Class D) and CDL • Participants will receive Initial Assessments from Case Management Team • Participants will have access to Individual and Group Counseling Resources & Tim.eline Program On -Boarding Process — Completion of program application, computerized assessment, background search, presentation of I-9 documentation. Establishing participants file in the Apricot system. Prior to orientation the participant will meet with Transition's Social Worker and a representative from the Florida Rights Restoration Coalition to determine if wrap -around services are required and if the participant needs assistance with court fines and fees to become eligible to vote. Transition's Program Specialist will monitor our on -boarding process. Orientation — Participants are informed of the benefits, policies, and procedures of our programs including our program trainings, dress code and mock interview session. Transition's Lead Placement Specialist will provide orientation, assign participants and monitor Initial Assessment — A review of the participants' file and questionnaire to determine participants' employment barriers. On -Boarding is offered daily (Mondays — Fridays, Sam — 2pm) Orientation is offered daily (Mondays — Fridays, 9am & 2pm) Initial Assessments are performed at the participant's first meeting with their assigned Placement Specialist. Workforce Readiness Training— Development of Resume, Cover Letter, Thank You Letter and Mock Interview Session. Individual Employment Flan (IEP) or Individual Reentry Plan (IRP) - We chart the participants short- and Iong-term employment and educational goals within our Apricot system. Job Search — Placement Specialist assist the participant with job search. Case Management — Transition's Social Worker will identify and assist the participant with wrap -around services. Clinical risk assessments, treatment plans, and Individual/group/family psychosocial support. Wrap -Around Services — Services including housing/shelter, mental health needs, identification, social services will be provided to participants. Training (Employment and Educational) — Monthly employment trainings will be offered at our center and community partner sites. Follow-up — Peer Support Specialist — Phone calls will be made to participants and employers. Employment Verifications — Proof of employment. Project Closeout Workforce Readiness Training is normally scheduled as part of the participants first or second meeting with the Placement Specialist. The Placement Specialist co -creates the IEP or IRP with the participant in their second session. Placement Specialist will have weekly meetings with participant to assist with job search until they are successful. Ongoing — Social Worker and Case Manager will provide referrals and follow-up calls to service providers and participants. In addition, Individual counseling session will be provided (if necessary). Ongoing — Based the need of the participant. Ongoing — Employment trainings are offered monthly. Ongoing — Transition's Peer Support Specialist will complete 30-, 60-, 90- and 120- day follow-up phone calls to ensure the success of the participant. Ongoing — Transition will obtain Employment Verifications as proof of that participant is currently working. September 30, 2025 — A final report will be presented to the SEOPW CRA and City Commissioners on or before October 15, 2025. Research and Statistics According to 1-'DOC, there were 7,459 inmates (9% of all inmates) serving a PRR sentence in Florida's prisons as of September 1, 2020. These offenders accounted for 14,765 crimes when sentenced as a PRR offender. The actual number of crimes committed by incarcerated PRR offenders is higher since this does not account for crimes committed before the PRR conviction. During FY 2018-2019, 64,396 offenders were sentenced to the Florida Depart- ment of Corrections (FDOC). A new report released by the Bureau of Justice Statistics (BJS)shows that of more than 50,000 people released from federal prisons in 2010, a staggering 33% found no employment at all over four years post -release, and at any given time, no more than 40% of the cohort was employed. People who did find jobs struggled, too: Formerly incarcerated people in the sample had an average of 3.4 jobs throughout the four-year study period, suggesting that they were landing jobs that didn't offer security or upward mobility. Formerly incarcerated people face alarming rates of joblessness Percentage of people not employed among a cohort of St.Soo people after their 20to release from federal prisons, compared to the highest recorded U.S. unemployment rate in decades. For context, the U.S. unemployment rate in 2010, when they were released, was 0.6%. 10Iijr 62% 63% 64% 65% 65% I year 2 years 3 years TIME SINCE 2010 RELEASE 4 years 15% US peak unemployment, 2020 Sou rot: lsueeau of JUSUCc Statann,.kinfrinymrvtyl Pro -.urns RefroMrd it<mi ,h-rr;f Y: r. ir,: r+errs P R'l S ON Table s, and Cnnares.nanal Riwarrh rirr, Uigjnplopmrnr Rules tlrrr,q Th. i'i?;IP r.+ h.=nt1.t;a 17,11CY rhoi IAlivi As the data show, not only reentry d %:wit in the first months of release frond prison, but the struggle to, find a job grew over time fir the study cohort of people lea i'/r: y. fE dera/ prison in 2010, re show these im reasing johless rates next to one o f the digest economic moments of recentyears— when; th,' a unemployment rate reached its h4/estpoint of around 15% in mid-2020. — 1'r«<!„ I'olictr Initiative Conclusion The need for an employment service in the Overtown community is great. Each week we have over 100 residents enter our center seeking services. Transition's One -Stop Work Center provides Overtown residents with employment opportunities, job training, job placement, case management and wrap -around services. Over the last year we have provided more than 10,000 direct services to participants. We have provided over 200 Florida Drivers License and Florida Identification Cards. We have placed over 250 individuals in the workforce. We have offered job fairs. We have delivered over 100 job training opportunities. We have offered Financial Literacy and Digital Education courses year-round and free of charge. We have created "The Journey" and "Man Up!" support group to embrace and offer holistic group therapy. Transition continues to strengthen our relationships with Overtown Community Partners and is currently working diligently on our 2nd Annual Overtown Employment & Education Fair. We are prepared to continue offering top-notch services! TRANSITION'S BY THE NUMBERS (10/1/2023 — 08/26/2024) Gender Female 38% o Male 43% Other 5% Mean Median Annual Income $16,080 $15,480 Age Mean 39.8 Median 37.6 Range 18-88 17 & under 5% 18-64 94% 65 & older 2% Racial Identity Black/African American 62% Caucasian 14% Bi-racial 6% Other 18% Ethnicity Hispanic 36% Non -Hispanic 61 % Other 2% BOOT CAMP REENTRY PARTICIPANTS 57 ADULT REENTRY PARTICIPANTS 937 SERVICES FOR JUSTICE INVOLVED PERSONS 12,362 WORKFORCE READINESS PARTICIPANTS 919 INDIVIDUAL EMPLOYMENT/REENTRY PLAN 919 OBTAIN EMPLOYMENT 347 JOB TRAINING OPPORTUNITIES 314 MENTAL HEALTH ASSESSMENT 919 CASE MANAGEMENT SERVICES/REFERRALS 205 Transition One -Stop Work Center PROGRAM BUDGET Annual Budget Staff Salaries Description Lead Placement Specialist / Outreach Coordinator Placement Specialist Case manager Case manager Peer Support Specialist Program Specialist Responsible for managing the daily operations of the staff. Reports to the Executive Director. Assist participants with resume development, mock interviews, job referrals and job placement opportunities. Provides wrap -around services to participants. Provides wrap -around services to participants Provides peer support to participants as well as 30-, 60-, 90-, 120- and 150- day follow-ups. Provides on -boarding support, schedules appointments and job -training opportunities. Total Salaries Amount $56,000 $44,000 $52,000 $52,000 $38,000 $37,000 $279,000 Admin Executive Director Bookkeeper (Part Time) Fringe Oversees the financial and programmatic of agency. Provides accounting support. Social Security/Medicare/Federal Income Taxes 12,500 9,500 $35,500 Total Admin $57,500 Non -Salary Telephone and network Office Supplies Postage Copier General Liability Paychex Total Non - Salary Programing Forklift Classes Training (O.S.H.A.) GED Classes Security Guard License (Class D) Program Supplies CDL Total Programming Total AT&T and Dynamic packet Items for Administrative support Shipping/Stamps Printer Supplies (Ink & Parts) Insurance for agency Payroll service Employment training opportunity for participants. Employment training opportunity for participants. Educational opportunity for participants. Employment training opportunity for participants. Related materials needed for courses. Employment training opportunity for participants. $8,000 $6,000 $500 $4,820 $8,000 $4,500 $30,500 $8,000 $6,000 $5,000 $15,000 $6,000 $30,000 $70,000 $437,000 Financial Literacy Workshops Every 3rd Tuesday of every month at 5:30pm! Appendices Florida has an incarceration rate of 795 per 100,00() people (including prisons, jails, immigration detention, and juvenile justice facilities), meaning that it locks up a higher percentage of its people than any democratic country on earth. How many Florida residents are locked up and where? 'STr000 of Florida's residents are locked up in various kirids .of facilities You,ti P..000 Imolummy Cnr..mhmont 2 100 PR IS0N --alls1114, l'titadrllokeel firm tornunAitg ;;cr.nitlne;vr y tn:< ulld i mica. See www.pri>lunpn[iry.orgirrports/rnrreetiunnlco INCARCERATION RATES COMPARING I. OR IDA AND FOUND/NT. NATO CM/WRITS Fior.da United Stafr, United Kingdom Portugal Catoda Franca dulpiwm Iroly Luxembourg Denmark Netherlands Norwoy lcolond Ws1 'marten:bon',Rim v+. 100.O00 pow,larron i rRs In the U.S., incarceration extends beyond prisons and local jails to include other systems of confinement. The U.S. and state incarceration raves in this graph include people held by these other parts of the justice system, so they may be slightly higher than the commonly reported incarceration rates that only include prisons and jails. Details on the data are available in States of incarceration: "f"he Global Context. We also have a version of this graph focusing on the incarceration of women. Florida Profile Here are a few tflore statistics from Prison Policy Initiative: • Prisons in Florida force incarcerated people and their families — some of the most vulnerable members of society -- to subsidize mass incarceration, • 58% of people in Florida jails have not been convicted of a crime, meaning they're legally innocent. There are simple steps the state can take to reduce this number. Why isn't it? • Florida releases roughly 526,765 men and 160,337 women from its prisons and jails each year. What is it doing to support there upon reentry • Black people in Florida are incarcerated at a rate 4.2 tunes higher than white people. • Florida's choice to criminalize "failure to appear" may be hurting public safety Miami -Dade County, FL l'1)dated: June 11, 2024, 8:22 PM UTC Each day between 75 and 250 justice -involved persons are release from our local jail. Each day many of them come to our center to receive supportive services. See a snapshot of persons released on July 22, 2024, below. Source - Miami -Dade County Corrections and Rehabilitation Department Daily Jail Population Statistics for July 22, 2024. Director Sherea Green (786) 263-6010 Booked: 133 394 (8_56%) Miami -Dade County l)ail% Jail L'F'pulali,ju StaliLt i' lfIr: 7122,202-1 Gender Age Range 4,208 (91 44%) as aA 1,422 1,318 653 639 20 Average Daily Population (ADP, past 180 days): 4,614 In Custody: 4,602 403 147 .11 392 htlAPIC cciar T Released: 135 Primary Offense Charge Status • F Corr, elaa4ampBrrtY (89 16% Tratat I$ Mnmi liw 704 (15.3°.�j 3,563 (77.42%) Ljr,sentearea a Pares S n781f P1 Expected Average Length of Stay (EALOS, past 180 days}; 33.7