Loading...
HomeMy WebLinkAboutCRA-R-25-0063 Exhibit BEXHIBIT "B" Organization Responses Overtown Youth Center, Inc. $200,000.00 Urgent, Inc. $200,000.00 Transition, Inc. $750,000.00 Girl Power Rocks, Inc. $100,000.00 Community Work Training Program, Inc. $220,000.00 Overtown Optimist Club, Inc. $150,000.00 Touching Miami with Love, Inc. $160,000.00 City of Miami Black Police Precinct and Courthouse Museum, Inc. $275,000.00 Abundant Living Health & Wellness Resulting Services, Inc. $140,000.00 Suited for Success, Inc. $145,000.00 Do Good 41, Inc. $75,000.00 Total Allocation Innovation Crime Reduction and Intervention Programming Grants: $2,415,000.00 EXHIBIT "B" Cover page Proposer's Name Overtown Youth Center, Inc (OYC Miami) Contact Person for the RFP Name Yance Torres Title Chief Development Officer Email yance.torres@oycmiami.org Firm's Liaison for the Contract Name Brittany Lambert -Brown Title Chief Programs Officer Email brittany.lambert@oycmiami.org Primary Office Location Miami Local Business Address 450 NW 14th Street, Miami, FL 33136 Business Phone (305) 349 -1204 Fax Number (305) 349-1204 Email Address info@oycmiami.org Title of RFP Innovation Crime Reduction and Intervention Programming SEOPW CRA Redevelopment Boundaries, Miami, FL, 33136 RFP Number 25-04 Federal Identification Number/ Social Security Number 65-1048896 1 EXHIBIT "B" Table of Contents Executive Summary 3 A. Program Design and Innovation (25 points) 5 1. Clearly defined objectives and outcomes 5 2. Unique or scalable components 5 B. Organizational Experience and Capacity (20 points) 7 3. Background and relevant experience 7 a) Organizational History 7 b) Comparable Contracts:2020-2025 9 4. Key team members 10 C. Community Engagement Strategy (15 points) 12 5. Stakeholder involvement 12 6. Trust -building efforts 13 D. Crime Reduction Impact (15 points) 14 7. Metrics for success 14 8. Evidence -based strategies 17 E. Sustainability and Evaluation (15 points) 18 9. Long-term funding strategy 18 10. Data collection and analysis 19 F. Budget and Cost Effectiveness (10 points) 20 11. Reasonable and itemized budget 20 12. Cost -benefit alignment Executive Director 21 2 EXHIBIT "B" Executive Summary Organization: Overtown Youth Center, Inc. (OYC Miami) Contact Person: Yance Torres Business Phone: (305) 349 — 1204 Address: 450 NW 14th Street, Miami, FL 33136 Submission Date: 8/5/2025 Since 2003, Overtown Youth Center, Inc. (OYC Miami) has served as a trusted anchor institution in Miami's historic Overtown community. Founded by NBA Hall of Famer Alonzo Mourning and real estate developer Martin Z. Margulies, OYC Miami has grown into one of the region's most effective, community -based youth development organizations. With over two decades of consistent performance and serving over 5,000 youth and families annually, the organization brings deep capacity, local insight, and a proven track record in delivering workforce training, educational support, and violence prevention programs to high -risk youth populations. This proposal seeks funding of $200,000 from SEOPW CRA to support the OYC Miami Year - Round Youth Internship Program, a structured, 26-week workforce readiness initiative for high school students ages 14-18. 15 interns will be paid $15/hour to work at OYC Miami's site during after -school hours, weekends, and/or school breaks, where they will gain experience in youth development services, nonprofit operations, leadership development, and after -school and events planning. The internship experience will be supported by bi-weekly college and career readiness workshops, leadership intensives, individual success planning, and exposure to peer and professional mentors within the community. All activities are hosted in a trusted and centralized location, the organization's site, to ensure continuity, safety, and strong oversight. What makes this internship program distinct is its alignment with evidence -based crime prevention strategies. Paid internships have been shown to significantly reduce youth involvement in violence and arrest rates, particularly when offered during periods of highest vulnerability, such as after school, weekends, and school breaks. In this model, young people are embedded in purpose - driven community work, surrounded by caring adults, and compensated in a way that offsets the economic lure of informal or criminal activity. OYC Miami's internship program was intentionally 3 EXHIBIT "B" designed to reduce these risks and shift behavior by access, structure, and meaningful opportunity. The proposed program will be delivered by an experienced, interdisciplinary team. Executive Director Tina Brown brings nearly 20 years of nonprofit leadership experience and has grown OYC Miami's operating revenue by over 500% under her tenure. Chief Program Officer, Brittany Lambert -Brown, with over 10 years of experience, offers cross -sector expertise in mental health, program oversight, and continuous improvement systems. Director of College and Career Services, Dr. Lovely Noel, leads the administrative and compliance components of the internship program, while Workforce Development Specialist, Jasmine McMillan, provides direct support and monitoring to the interns. This lean but high -performing team ensures that all services remain aligned to both the CRA's goals and the lived realities of Overtown youth. OYC Miami has a longstanding history of managing high -stakes public and private contracts, including with The Children's Trust, Miami -Dade County, and the Florida Department of Education. The organization has never defaulted on a grant, has maintained a clean audit record, and continues to produce measurable outcomes in school retention, career readiness, and reduced disciplinary incidents among youth participants. Its internal data systems track participation, attendance, wage documentation, and outcome surveys, providing real-time insights into performance and ensuring accountability to funders. This proposal represents a partnership to scale a crime prevention strategy that is locally rooted, fiscally responsible, and deeply attuned to the strengths and needs of the Overtown community. OYC Miami is confident in its ability to deliver this program with excellence and is committed to long-term sustainability through diversified funding and documented impact. Tina : row Chief Executive Officer Overtown Youth Center, Inc. 4 EXHIBIT "B" Proposers shall submit the following information, which will be used to evaluate proposals: . Program Design and Innovation (25 points) 1. Clearly defined objectives and outcomes To ensure crime prevention intervention and community safety are achieved, Overtown Youth Center, Inc. (OYC Miami) proposes a Year -Round Youth Internship Program that is structured to remove young people, especially those from high -risk environments, from vulnerable, unsupervised hours by placing them in structured, productive roles at OYC Miami's sites during the school year. In doing so, the program strengthens protective factors and actively prevents youth involvement in crime, violence, and unsafe economic activities. SEOPW CRA's goal of crime reduction intervention through youth development and opportunity access is directly reflected in the program's objectives such as: a) Redirecting youth from idle or unsupervised hours after school and during the weekends into structured, skill -building roles. b) Disrupt generation cycles of poverty by offering paid, community -based employment at $15/hour. c) Introduce youth to civic responsibility, leadership, and workplace culture to build future - oriented identities. d) Deepen trust between youth, families, and community -based institutions by embedding young people into roles that serve their peers. This internship model creates visible alternatives to violence, drugs, and disengagement through lecture and lived experiences. Youths embody the lessons taught, which is then translated into them being frontline contributors to the culture of safety in Overtown. 2. Unique or scalable components The model's uniqueness rests on simplicity, rootedness, and replicability. The program activates what already works in Overtown and positions it for broader application. Thus, placing youth in safe, supervised work environments within their neighborhoods refines it to more directly address the social conditions that predispose young people at risk. Each element of the program is intentionally designed to be both functional and transferable. The key components that make this approach effective and replicable include: 5 EXHIBIT "B" Paid Internships That Serve a Protective Function: The program offers a wage of $15/hour to young people who are often compounded by economic pressures at home. In Overtown, where the median household income is $39,894, youth frequently rely on informal labor or even survival -based activities to support their families (Point2Home, 2023). In underserved communities such as Overtown, community -level data suggest that a substantial number of youth arrests stem from economic desperation and familial responsibilities. In Miami, Overtown has been a hotspot area for crime with a rate of 10.97 per 1,000 residents (Miami Crime Map, 2024). By paying interns fairly and consistently, the program offers an alternative, one that rewards structure, responsibility, and contribution. The internship is a job with purpose, designed to replace risk with opportunity and reduce the urge for criminal activities when there's an economic meltdown. Keeping Youth Grounded in Their Community: Rather than placing the youths in different "safe" neighborhoods to "expose" them to success, the program retains them in Overtown and places them in life -transforming roles. Interns work at the OYC Miami site, supporting afterschool and weekend programming, community events, and operational tasks. In doing so, they are seen by their peers and neighbors in positions of responsibility. This visibility is critical in shaping how the community begins to view young people as part of the solution in reducing crime -related activities. Designed to Fit Within Existing Community Organizations: The Internship model is built with replication in mind; thus, it can be adopted by other nonprofit organizations, youth movements, community centers, and churches in Overtown to ensure crime prevention intervention and community safety are achieved. The internship operates on a fixed, predictable schedule during high -risk hours such as after -school, weekends, and non -school days. This ensures youths receive a reliable space to show up, be seen, and belong. This steady rhythm of engagement supports accountability and builds familiarity between staff, interns, and the broader community. Over time, that familiarity becomes the foundation for prevention. The continuous expansion of the program also creates visibility. In addition, interns are present in communal spaces, assisting in youth programming, helping with events, and interacting with younger students and community members. Their presence challenges negative assumptions about teenagers in the neighborhood. Adults begin to recognize them as responsible contributors, and younger children begin to look up to them. This quiet visibility of 6 EXHIBIT "B" showing up, week after week, in service to others often becomes one of the most powerful deterrents to disengagement and risky behavior. Reaching Youth Where Risk is Highest: The internship program targets windows of time when youth are most vulnerable, with the "idle time" such as after -school, on weekends, and during school breaks. These are often the hours when violence occurs, peer pressure is strongest, and supervision is lacking. By scheduling work shifts during these times, the program steps in as a stabilizing force. It gives young people a place to be, something to do, and someone to answer to; all of which help interrupt exposure to unsafe environments in a neighborhood where violent crime rates remain more than double the national average. In Overtown, the crime rate is 103% higher than the national average. 1 in 13 residents in northeast and 1 in 30 residents in southwest Overtown are victims of crime, and the violent crime is 227% higher than the national average (Areavibes, 2025). Miami -Dade County reported an 11 % decrease in homicides, a 21 % drop in robberies, and a 51 % reduction in reported rapes in the first quarter of 2025 compared to the same period in 2024 (Local News Report, 2025). While county -wide improvements are encouraging, they mask deep neighborhood - level disparities. Overtown continues to rank in the 37th percentile of Miami neighborhoods for safety (Crimegrade, 2025). Influencing Behavior Through Responsibility: Interns are expected to show up, perform, communicate, and grow, just like in any other professional setting. Through coaching, interns are expected to lead, and through regular leadership sessions, feedback loops, and assigned roles, they start to view themselves differently. They move from needing help to giving help to others. For many, this is the first time they are asked to mentor younger children, organize an activity, or assist in planning events. Over time, this shift in role becomes a shift in identity, and that shift, in the long run, is what helps reduce involvement in crime. B. Organizational Experience and Capacity (20 points) 3. Background and relevant experience a) Organizational History Since opening its doors in 2003, the Overtown Youth Center, Inc. (OYC Miami) has remained a trusted anchor institution in Miami's historic Overtown neighborhood that's shaped by a rich cultural legacy, persistent structural inequalities, and a deep desire for transformation. What 7 EXHIBIT "B" began as an after -school camp has evolved into a comprehensive youth and family development center that now serves over 5,000 individuals annually across South Florida. Its mission is to inspire, empower, and enrich the lives of youths and families through five key pillars of impact: Education, Health & Wellness, Enrichment & Exposure, Family Service, and Economic Sustainability. With more than two decades of operation, OYC Miami has developed an integrated service model that addresses the social, emotional, educational, and economic barriers that disproportionately affect young people in underserved communities. Its approach embeds academic tutoring, mental health counseling, family support, mentorship, enrichment, and workforce training, with an emphasis on building long-term relationships and closing opportunity gaps. The organization's footprint spans from early childhood through postsecondary years, creating sustained interventions at critical turning points in a young person's life. A flagship initiative within OYC Miami is the Year -Round Youth Internship Program, which is a workforce readiness and crime prevention intervention for high school youth ages 14-18. Designed to counter the risks of poverty, peer pressure, and unstructured time, the internship program offers paid placements with the organization's afterschool and weekend programming. Interns gain real -world experience, professional mentoring, and exposure to college and career pathways. In doing so, they are shielded from risk and surrounded by guidance. The internship is a structured alternative to environments that often feed into cycles of dropout, incarceration, or disconnection. During the 2023-2024 program cycle, OYC Miami supported 20 high school interns; 19 of whom (95%) completed the program without incident. At least 85% demonstrated growth in college and career readiness, while others transitioned directly into additional work experience or postsecondary training. But beyond numbers, it's the stories that stay. Students like Javon, who arrived late, distracted, and skeptical of "another program," eventually found their stride after being paired with a staff mentor who had once walked in his shoes. By the end of the internship, Javon had improved his attendance and spoke at a youth leadership panel on the importance of being "seen for who you can become, not just where you come from." OYC Miami continues to be deeply embedded in the neighborhoods it serves. With sustained partnerships in place, including past support from the SEOPW CRA, Miami -Dade County, local employers, and institutional funders, the organization brings both experience and credibility to the task at hand. Its programs are community -tested, trusted by families, and refined through years of listening and learning. With a proven ability to design and scale interventions that build safety 8 EXHIBIT "B" through opportunity, OYC Miami remains firmly committed to preparing youth for employment, leadership, and long-term stability. b) Comparable Contracts:2020-2025 Over the past 5 years, OYC Miami has successfully implemented multiple contracts that align closely with the scope of this proposal. These projects reflect a strong track record in youth programming, workforce development, crime prevention strategies, and public -sector partnerships. The table below summarizes comparable contracts that demonstrate OYC Miami's capacity to design, execute, and sustain impactful community -based programs. Comparable Contracts Client Description of Work Value Contract Term Prime/Su b Contracto r Contact Name & Phone Proposer's Role & Description SEOPW Year- $196,402 10/1/202 Prime Mark Design and CRA Round .90 3- Stallworth, implement a Youth 9/30/202 SEOPW full program; Internship Program: Paid placements 4 Program Manager, 305-679- 6808 100% enrollment and 95% completion; , workforce readiness, and mentoring. 85% showed career readiness growth NBA Summer $300,000 8/1/2023 Prime Richy Design and Foundation Internship — Pena, implement a Program; 7/31/202 201-974- full program; Paid placements 4 6453 100% enrollment and , workforce 97% completion; 85% showed 9 EXHIBIT "B" career readiness growth Overtown Year- $70,000 October Subcontr Anthony Design and Children and Youth Coalition (Passthrough Round Youth Internship Program: 1, 2024 — June 30, 2025 actor Robinson, Executive Director, 786-373- implement a full program; 100% enrollment and funds from the Paid placements 5862 91% completion; Department of Children and Families) , workforce readiness, and mentoring. 85% showed career readiness growth 4. Key team members The success of OYC Miami's Year -Round Youth Internship Program relies on a team of dedicated professionals with both technical expertise and community grounding needed to guide youth away from high -risk environments and into structured, growth -centered opportunities. Each team member plays a targeted role in keeping participants engaged, accountable, and supported to ensure they emerge as leaders with pathways beyond high school. This team ensures that the program operates as an early -intervention strategy that reduces idle time, increases adult mentorship, and reinforces positive peer networks, which are critical components of effective crime prevention intervention and community safety. Some of the key staff include: i. Tina Brown (Chief Executive Officer): Serving as CEO since 2005, Ms. Brown has led OYC Miami through nearly two decades of sustained growth and transformation. Under her leadership, the organization's operating revenue increased by more than 500%, service reach tripled, and program offerings expanded across five key pillars of impact. Her leadership in executing a $20 million capital campaign reflects strategic fundraising acumen and long-term planning capabilities. Ms. Brown ensures executive -level 10 EXHIBIT "B" accountability and has positioned OYC Miami as a model for holistic youth development within and beyond South Florida. ii. Brittany Lambert -Brown (Chief Program Officer): Ms. Lambert -Brown brings deep cross -sector experience in program management, quality improvement, and community - based mental health. She oversees the design and implementation of OYC Miami's core programming, including the youth internship portfolio, ensuring alignment across education, wellness, and family services. Her background in grant development and process improvement strengthens the organization's ability to meet funder expectations, mana5ge data -driven interventions, and maintain compliance with multi -year public contracts. She provides oversight and strategic guidance to ensure the internship program is effectively integrated into OYC Miami's broader youth development framework. iii. Dr. Lovely Noel (Director of College and Career Services): Dr. Noel oversees the administrative and operational components of the internship program, including scheduling, logistics, budget coordination, and evaluation readiness. With over a decade of experience in student engagement and transitional programming, she ensures that each intern's experience is safe, well -organized, and aligned with program expectations. Her management helps maintain the structural integrity needed to hold young people accountable while giving them space to grow, which is a key factor in diverting youth from instability or risky alternatives. iv. Jasmine McMillan (Workforce Development Specialist): Ms. McMillan provides direct supervision and support to interns on a daily basis. She coordinates recruitment, tracks attendance, manages behavior, and builds relationships with students and families to ensure consistent participation. With her background in mentorship, career development, youth prevention and intervention services, and teaching/academic support, she is often the first line of support for youth navigating peer pressure, academic stress, or home challenges. Her visible, daily presence reinforces trust and consistency, both of which are protective factors against disengagement and delinquency. Together, the team meets bi-weekly to review students' progress, discuss challenges, and coordinate interventions. If an intern begins to disengage, miss hours, or show signs of distress, the team acts quickly, whether through increased check -ins, parent contact, or adjustments of goals. This integrated approach ensures that interns remain visible, supported, and guided, reducing the chances of exposure to violence, unsafe peer groups, or illegal activities. 11 EXHIBIT "B" C. Community Engagement Strategy (15 points) 5. Stakeholder involvement The Year -Round Youth Internship Program is rooted in the belief that positive youth development and crime prevention cannot be fully achieved by any single institution alone. The program is designed around a network of strategic partnerships, with each stakeholder playing a defined, active role in the success of the interns, the safety of the community, and the continuity of opportunity beyond the internship. These relationships are built into the program's structure, expectations, and delivery model. i. Miami -Dade County Public Schools (M-DCPS) (Referral, Coordination, and Monitoring): OYC Miami works closely with public high schools in and near the Overtown area, such as Booker T. Washington Senior High School, Law Enforcement Officers' Memorial High School, Miami Northwestern Senior High School, and Miami Jackson Senior High School, to identify students for the internship program. School counselors and administrators refer students who are academically capable but at heightened risk of disengagement due to environmental or socioeconomic pressures. Once enrolled, the program maintains communication with school contacts to monitor academic standing, behavior, and attendance. This partnership ensures that students experience wraparound support across both in -school and out -of -school environments. If a student's academic performance declines or behavioral challenges arise, the school and OYC Miami team coordinate early interventions aimed at reducing risk before it escalates into disciplinary action or dropout. ii. Families and Caregivers (Stability, Accountability, and Support): Families are involved from the very beginning of the internship process. They attend orientation sessions, sign off on Individual Success Plans, and are kept informed about student progress, attendance, and performance evaluations. In cases where students are at risk of program dismissal due to attendance or conduct, staff first engage caregivers to understand underlying issues and offer alternatives such as schedule adjustments or behavioral coaching. For many interns, the program represents the first time their families have seen them treated as professionals, which elevates family buy -in and increases student commitment. This partnership with caregivers becomes particularly important during school breaks or enhancement days, when youth are vulnerable to idle time and increased street exposure. 12 EXHIBIT "B" iii. Youth Mentorship and Guest Facilitators (Relatable, Credible Influence): The program actively engages professionals from within Overtown and greater Miami to serve as guest speakers and workshop facilitators. These individuals are selected for their proximity, since they are professionals who reflect the backgrounds of interns and can speak authentically about navigating college, employment, entrepreneurship, or personal setbacks. Past facilitators have included local business owners, university and technical college personnel, corporate personnel, government sector personnel, social workers and/or other health professionals, and tradespeople. These sessions are structured as conversations, thus creating space for interns to ask candid questions about money, fear, failure, and success. This model of relational mentoring is built on shared lived experience, and it helps interns shift their self-image and envision new possibilities for their futures. iv. Local Employers and Postsecondary Institutions (Exposure and Transition): As part of the program component, OYC Miami is strengthening relationships with local employers, vocational training providers, and college access programs. These stakeholders offer job -shadowing opportunities, campus tours, and informational interviews. The purpose is early exposure to help students build comfort, vocabulary, and networks that will serve them post -graduation. This is particularly critical for first - generation students who may not have personal access to these systems without program support. In the long term, these relationships form the bridge from intern to employee, from student to graduate, reducing the likelihood that youth return to unstructured or risky environments after the program ends. 6. Trust -building efforts For over two decades, OYC Miami has consistently earned trust, sustained it, and rebuilt it when necessary. Trust -building is a core operating principle that governs how staff interact with youth, families, partners, and the community at large. For numerous high school students in Overtown, this internship program is usually the first structured opportunity where they are treated as capable, valued contributors to society. That distinction matters as it shapes how they show up, how long they stay, and how deeply they engage. Trust with youth is built through consistency and presence. Program staff show up every day, know each student by name, and offer feedback in ways that are clear. Interns are never "talked down to" but are they're mentored, coached, and asked for their input. Staff ask about their lives outside of work, follow up when they're absent, and offer help when they sense something is off. 13 EXHIBIT "B" When an intern makes a mistake, whether it's lateness, poor behavior, or disengagement, the first response is a conversation to understand the cause behind the mistake. These relational approaches are especially important in neighborhoods such as Overtown, where many systems (schools, law enforcement, even nonprofits) are viewed with skepticism or fear. In addition, families are treated as allies who aid in program success. From the initial intake process, parents and caregivers are welcomed into the program and updated regularly through calls, texts, and meetings. Staff are intentional about building personal rapport through greeting parents by name, asking about their work schedules, and respecting their time. This attentiveness fosters family buy -in and allows the program to act as a trusted touchpoint during moments of crisis, such as when a youth begins to struggle academically or emotionally. For some caregivers, this is the first time they've had a consistent adult advocate for their child outside of the school system, and that trust becomes a stabilizing force. The program is physically rooted in Overtown, a place the community already knows and respects, the OYC Miami Main Site. This location is a safe, familiar space where youth have grown up attending after -school programs, where siblings have played, and where families have received wraparound services. Hosting the internship here reinforces trust by offering continuity and familiarity. Moreover, interns are placed in roles where they give back, such as helping with after -school programs or supporting Saturday activities. This visibility allows the broader community to see youth contributing, rather than simply consuming services; a dynamic that shifts perception and builds generational respect. The program also earns trust by doing what it says it will do, like paying on time, maintaining confidentiality, and following through on commitments. Interns receive clear expectations, regular performance feedback, and tangible benefits (such as pay stubs, evaluations, and college readiness support) that reinforce their sense of worth. When youth feel seen, supported, and paid fairly, they are more likely to trust and to stay. That retention is both a program success strategy and a crime prevention intervention. Every hour spent in a structured internship is an hour away from the kinds of environments where mistrust and hopelessness often lead to poor choices. . Crime Reduction Impact (15 points) 7. Metrics for success The Youth Internship Program is evaluated by its ability to interrupt the conditions that place young people at risk of criminal involvement, educational disengagement, or economic instability. Every 14 EXHIBIT "B" Metric OYC Miami uses is designed to capture one of the three critical outcomes: stability, growth, and disruption of risk. The metrics of success used include: i. Retention and Attendance (Stability): Interns are expected to attend 90% of their scheduled shifts across the 26-week program. Attendance is tracked via timesheets and validated by program staff daily. Consistent attendance is viewed as an indicator of engagement and reflects a young person's ability to adhere to routine, show up despite challenges, and build internal discipline. Youth who maintain this level of consistency are statistically less likely to engage in opportunistic or street -based activity during after -school hours, when many juvenile offenses occur. ii. Performance Evaluations (Growth): Interns receive two formal performance evaluations: mid -year and end -of -program. These assessments measure communication, professionalism, accountability, and leadership potential. At least 85% of interns are expected to demonstrate satisfactory or above -satisfactory performance. Evaluation tools are behavior -based, allowing staff to track both skill acquisition and character development. Mentorship is provided for those who need additional support, which ensures that evaluations are used as coaching tools. iii. College and Career Readiness (Growth and Risk Reduction): Pre- and post - assessments are used to measure changes in knowledge, confidence, and preparedness related to college, vocational training, and workforce entry. At least 85% of participants are expected to show measurable improvement. These indicators are essential for understanding long-term protective outcomes. Students who see a viable future beyond high school are more likely to stay focused, delay risky behaviors, and disengage from peer networks involved in crime. iv. Job Placement and Postsecondary Enrollment (Transitional Safety Net): Post - program follow-up tracks how many interns secure part-time jobs, enroll in training programs, or continue their education. At least 90% of interns are expected to engage in one of these productive pathways within six months. These data points are used to evaluate how successfully the program transitions youth from structure to opportunity. A critical window where many teens are vulnerable to street -level pressures. v. Qualitative Risk Observations and Early Intervention: The program captures qualitative risk indicators such as unexplained absences, signs of family instability, exposure to violence, or emotional distress. These are logged by staff in bi-weekly 15 EXHIBIT "B" team meetings, triggering tailored responses, such as counseling referrals, schedule adjustments, or family engagement. These observations are used internally to prevent escalation. vi. Long-term community Safety Contribution: The program contributes directly to conditions that prevent crime. Every intern retained, mentored, and paid is one more youth removed from idle time, risky spaces, or recruitment by informal economies. Every caregiver engaged, every employer partnered, and every workshop delivered adds to the collective web of community resilience, which is a metric that cannot always be quantified, but is deeply felt. OYC Miami Youth Internship Program: Metrics for Success Key OutcomeTarget Area Metric Measurement Tool Expected Results Crime Reduction Link Program Retention % of interns completing 26-week internship Attendance forms, timecards 90% retention Keeps youth engaged during afterschool hour Consistent Attendance Weekly participation across scheduled shifts Daily timesheets and program rosters 90% average attendance Disrupt idle time and potential exposure to street activity Performance Growth Mid- and end -of- program evaluations Staff evaluations using behavior -based rubrics >_ 85% rated as "satisfactory" or better Reinforces accountability, workplace ethic, and soft skills College & Career Readiness Skills, knowledge, and confidence gains Pre/post survey assessments >_ 85% show measurable growth Promotes future planning, reduces short-term decision risks Postsecondary or Job Transition Youth pursuing education, jobs, or training Follow-up surveys, documentation >_ 90% within 6 months post- program Lowers return -to - risk environments after program completion 16 EXHIBIT "B" Behavioral Risk Monitoring Staff observations of emerging concerns Internal logs, weekly team meetings 90% of flagged youth receive support Enables Early intervention before escalation Earning Livable Wages Compliance with minimum wage standards Payroll records 100% earn $15/hour Offsets lure of street -based income 8. Evidence -based strategies The Year -Round Youth Internship Program is built on solid evidence linking paid youth employment, structured mentorship, and continuous community engagement to measurable reductions in youth involvement in criminal activities and long-term improvement in life outcomes. Its design draws from some of the most rigorously evaluated workforce and youth development models in the United States, tailored to the realities of communities like Overtown. A pivotal study of the One Summer Chicago Plus program, one of the most cited youth employment interventions in the country, found that participation in a paid summer job reduced violent -crime arrests by 43% over a 16-month period (Everytown Research & Policy Report, 2023). Notably, this effect persisted well beyond the summer months, suggesting that consistent, meaningful engagement can rewire decision -making patterns and disrupt exposure to high -risk environments. These results were linked to the structure, mentorship, and accountability embedded in the model, all of which are core to OYC Miami's 26-week internship framework. The length of the program is itself a critical intervention. Research from MDRC and the Office of Juvenile Justice and Delinquency Prevention (2020) consistently affirms that interventions lasting longer than 12 weeks have stronger impacts on behavioral change and retention. In line with this, the Year -Round Youth Internship Program spans over half a year and runs through the academic calendar, ensuring that the protective effects of structure and adult supervision are sustained through periods when youth are typically most vulnerable, such as after -school, weekends, and school breaks. The importance of proximity and trust is also central to the model. Research from the Urban Institute (2022) emphasizes that mentorship is most effective when rooted in a youth's own environment, guided by adults they recognize and trust, and in spaces that feel safe and familiar. Unlike many interventions that displace youth into unfamiliar institutions, the OYC Miami internship embeds them within their own community. Interns report to a site they recognize, 17 EXHIBIT "B" interact with staff who've built rapport with their families, and participate in programming that reflects their lived experiences. This proximity -based approach reinforces credibility and lowers resistance, especially for students with deep skepticism toward systems or unfamiliar authority figures. Structured daily schedules and consistent expectations further strengthen outcomes. Studies published in peer -reviewed journals such as The Journal of Public Economics confirm that idle time during after -school hours remains one of the highest risk periods for juvenile offense. By anchoring youth in paid, supervised, skill -building roles during these windows, the internship model directly addresses one of the most preventable drivers of community -level crime. Moreover, interns gain transferable skills, engage in service roles that uplift their neighborhood, and form a vision for their own future beyond high school. Finally, the program's design includes built-in mechanisms for observation and early intervention. Staff are trained to notice changes in behavior, lapses in attendance, or signs of instability, and to respond with support rather than discipline. These soft data points are often the most predictive indicators of risk. The ability to intervene early, before issues escalate, is both an ethical commitment and a crime prevention strategy. Sustainability and Evaluation (15 points) 9. Long-term funding strategy The sustainability of the internship program is rooted in a multi -pronged approach that blends diversified revenue streams, long-standing partnerships, and demonstrated outcomes. The organization strategically leverages layered funding, including municipal contracts, philanthropic contributions, corporate sponsorships, events, and individual contributions, to ensure continuity beyond any single source. For over two decades, OYC Miami has successfully secured and renewed major public funding contracts, including those from The Children's Trust, Miami -Dade County, Florida Department of Education, and private foundations like the Jorge M. Perez Family Foundation. Each of these funders has supported OYC Miami's youth programming for consecutive years, reflecting the funders' trust in OYC Miami's execution, reporting, and long- term value. Additionally, the organization invests in a full-time development team that proactively cultivates funder relationships, aligns proposals with evolving priorities, and tracks funding renewal cycles. The $20 million capital campaign completed under the current leadership exemplifies this forward -thinking approach to financial growth. As outcomes data continue to demonstrate the program's impact on crime prevention, college readiness, and workforce entry, 18 EXHIBIT "B" OYC Miami will consistently seek to position this model for inclusion in state and county budget lines as a cost-effective, high -impact solution for youth safety and development. 10. Data collection and analysis OYC Miami maintains a vigorous data infrastructure that enables real-time tracking, longitudinal monitoring, and outcomes reporting across all program areas. Intern performance is tracked through a combination of attendance logs, timecards, pre- and post -assessments, and mid- and end -of -program staff evaluations. All data are digitized and securely stored through the agency's centralized case management system (NewOrg), which allows for disaggregation by age, gender, and risk indicators. Interns also complete surveys at multiple touchpoints, entry, midpoint, and exit, to capture changes in mindset, readiness, and behavior. Qualitative data are collected through regular staff debriefs, incident logs, and coaching notes, offering a full view of each participant's journey. The organization conducts quarterly internal reviews to assess program fidelity, surface any disparities, and identify implementation gaps. Annual reports are developed and shared with funders, stakeholders, and board members, and these reports often inform future program design and grant renewals. Most importantly, the evaluation framework drives continuous learning. Staff use the findings to refine the curriculum, strengthen intervention touchpoints, and build stronger bridges between student needs and community resources. In this way, data is both a tool for documentation and a lever for strategic evolution and long-term success. 19 EXHIBIT "B" Budget and Cost Effectiveness (10 points) 11. Reasonable and itemized budget Interns Total. Budget Expenditure Justification YouthlnternWorkers $ 146,250 YouthlnternWorkers: 15YouthWorkersx25hrslweekx26wksx $15.00 per/hr = $146,250.00 Total Cost ofFamily SupportTeam $146,250 Fringe Benefits @ 2% (Workman Comp.) $ 2,925 FICA/Mica @7.65% $ 11,1138 Total Salaries & Fringe Benefits $160,363.00 Personnel Total Budget Expenditure Justification Chief Executive Officer $ CEO: Position will provide oversight to Youth Internship program. Services wiLlbe provided as In -Kind Chief Program Officer $ 2,750 Chief Programs Officer: This position oversees all aspects of the program, includ ingdesign, implementation,and execution of all programs. 5% Program Oversigh t. $4,230.76/pay period x 13 bi-weeklypay periods =$55,000.00 x 5% FTE=$2,750.00 Director of College & Career Services $ 3,399 Director of College and Career Services: Oversees comprehensive programs for high schooland post-secondarystudents. This role is crucial in empowering students to achievetheiracademic and career goals by providing guidance, resources, and support throughout their educational journey and beyond. $2,178.84/payperiod xl3bi- weeklyperlods x -$28, 325,OOx 12% FTE= $3, 399.00 Total Cost of Family Support Team $6,149 Fringe Benefits @ 16.99% $ 1,045 FICA/Mica @7,65% $ 470 Total Salaries & Fringe Benefits $7,664.00 Other Costs Total Budget Expenditure Justification Professional Services: Workforce Development Program Supplies & Materials Evaluation & Data Facility and O peration $ 5,250 Professional services to support work force development. Comprised of leadership intensive training,job shadowing activities, guest speakers/mentors, college campus tours. Program goals for high school, post-high,college and career and civic engagement programming. Cost for services are based on a per student or contractor allocation plan ($350.00x15student = $5,250.00) 1,500 Training and workshop materials, office/event su pplies, technology needs ( printing, forms, tracking toots). Cost for supplies are based on a per student plan ($100 x 15 students =$1500.00) $ 2,000 Case management system costs, assessments, performance evaluations, reporting. Cost allocation at a flat rate of $2000.00 over 6 month period. Electricity9,000/mth *6 months *5% reimbursement =$2,700.00 Water $4,000lmth *6months * 5% reimbursement =$1,200.00 4'950 Waste Management $3,500/mth * 6 months *5% = $1,050. Cost allocation 5%utilityaLlocation - lights, water, garbage disposal etc Total Other Costs $13,700.00 Indirect Costs Total Budget Expenditure Justification Indirect Project Cost $ 18,273 10% Ind i rect Costs - i.e. finance, audit, HR, exec oversight Total Indirect Costs $15,273.00 Total Project Budget $200,000.00 20 EXHIBIT "B" 12. Cost -benefit alignment Executive Director According to the CEO, the budget for the Year -Round Youth Internship Program is fully aligned with OYC Miami's mission to inspire, empower, and enrich the lives of youth and families through education, workforce development, and community safety. The allocation of funds reflects a deliberate focus on direct impact, with more than 73% of the $200,000 budget dedicated to paying youth interns and providing their benefits. This emphasis ensures that resources are used where they have the greatest effect, creating economic opportunity and reducing the conditions that contribute to crime. The cost -benefit structure of this proposal is designed to maximize value while maintaining fiscal responsibility. Executive oversight is provided in -kind by the CEO, eliminating additional administrative cost while ensuring the program benefits from experienced, strategic leadership. Remaining personnel and operational expenses are kept lean and targeted, supporting program delivery, workforce training, evaluation, and community engagement. This approach ensures that every dollar is tied to measurable outcomes and mission -driven activities. From the CEO's perspective, this investment offers both immediate and long-term returns for the community. In the short term, it reduces youth idle time and exposure to high -risk environments; in the long term, it builds pathways to higher education, stable employment, and civic engagement. The proposed budget is not only cost-effective but also mission -centered, ensuring that OYC Miami delivers results that advance the goals of both the organization and the SEOPW CRA. 21 EXHIBIT "B" CHRISTINE KING Board Chair SECTION 5 5.0: RFP RESPONSE FORMS MIMES WON EEN Executive Director 5.1. RFP INFORMATION FORM RFP No. 25-04: REQUEST FOR PROPOSALS INNOVATION CRIME REDUCTION AND INTERVENTION PROGRAMMING SEOPW CRA REDEVELOPMENT BOUNDARIES, MIAMI, FL, 33136 I certify that any and all information contained in this RFP is true. I certify that this RFP is made without prior understanding, agreement, or connections with any corporation, firrn or person submitting a response for the same materials, supplies, equipment, or services and is in all respects fair and without collusion or fraud. I agree to abide by all terms and conditions of the RFP and certify that I am authorized to sign for the Proposer's firm. Please print the following and sign your name: OVERTOWN YOUTH CENTER, INC Firm's Name 450 NW 14 ST, MIAMI, FL, 3313E Principal Business Address 305.349.1204 Telephone Fax TINA.BROWN@OYCMIAMI.ORC E-mail address TINA BROWN Name CEO Title Authorized Sign hare FAILURE TO COMPLETE, SIGN, AND RETURN THIS FORM MAY DISQUALIFY YOUR RESPONSE SOUTHEAST OVERTOWN/PARK WEST COMM.UNITY REDEVELOPMENT AGENCY 819 2",, vwme, Floor I Miami, lf...33 i 36 (305)679-6I300 I WWW. s eopwc ra. co m craidOrn i i gov. co m 21 EXHIBIT "B" CHRISTINE KING Board Chair SECTION 5 5.0: RFP RESPONSE FORMS IAM ES MOW EEN Executive Director 5.1a. ACKNOWLEDGEMENT OF RECEIPT OF ADDENDUMS FORM RFP No. 25-04: REQUEST FOR PROPOSALS INNOVATION CRIME REDUCTION AND INTERVENTION PROGRAMMING SEOPW CRA REDEVELOPMENT BOUN I ARIES, MIAMI, FL, 33136 I acknowledge the receipt and have familiarized myself with all addendums for this RFP and certify that I am authorized to sign for the Proposer's firm. Any and all addendums can be found on the SEOPW CRA website by the Response Submission Date. Please print the following and sign your name: OVERTOWN YOUTH CENTER, INC Firm's Name 450 NW 14 ST, MIAMI, FL, 3313E Principal Business Address 305.349.1204 Telephone Fax TINA.BROWN@OYCMIAMLORC E-mail address TINA BROWN Name CEO Title Authorized Signature FAILURE TO COMPLETE, SIGN, AND RETURN THIS FORM MAY DISQUALIFY YOUR RESPONSE sournEAsT OVERTOWN/PARK 'WEST COMMUNITY REDEVELOPMEN'E \(il 819 NW 2 AvQnue, floor Miami, Ft. 33136 (305) 679-6800 www.seopwcra.com cra niiamgov.com 22 EXHI AN71.1117MAN frtdrICtd airs, thy is, a no*• ood standing erruuental led to, any arse' hedges, hoards, defined in Section 287,138(1), )' ., .A F C'KING Ai VIT ntity idn Depaxtme executing, r applicable) v�ritt or other City entity idrt 5trtttat s (2024). The nongovernmental entity is zncst in violatioi "Human Trafficking.' The nongovernmental entity dries is 787.06, Florida statutes (2024), attne teti On tla t%hies ofperjury, I c ec;tar F have ad and ttnder;"-tand th foragoing Antiakiuttt= static rents and representation provided in Section 1 an limn art Tr ai king Affidavit. Nongovernmental Ent Ol t„ 2T of Officer cerr 4,50 NW 14 $T, kddress° T NA,pROWNO0y,C No, e/5.. STATE OF FLORIDA t2 _-_IAMI.i) DP Stets: of Fir rista and extettdinj a cont ty of Miami (City") or 0 h constitutes a governmental tding, but. tty sad 6, F loriala ` tntutCs (2(124), tided Citted in Section tihitA;ffidavitl . ikin,g Affidavit aria e and correct, acute tt f Ant r a representative of the nongoverrun TER, INC Officer' Title c cr Main Pi are h cues utl oiiz.ed off as identi EXHIBIT 1 131 1 Gerson / Preston I Klein dosiEisen b9rgyGelber To Whom It May Concern: s�a, mnomtive, CPA/JD Partner r"°o "(@nnkleg.com Direct (3o,)s,/'mo, ^=F,=m*�W 01� Pu^b,^�"�^ This letter serves asoreference fortheOvertovynYouthCenter,|nc.(OY[Miami)inconneudonxvithourpartnership during their Internship Program. Description of Work: For the last five summers, 2021- 2025, our organization partnered with OYC Miami to provide internship placements for local high school and college Students as part of their worl(force readiness initiatives. During the last five summers, we hosted 10 interns who were recruited, trained, and supported byOYCMiami. These interns gained valuable hands-on experience in our workplace while contributing meaningfully toour operations, :0Y[Miami served asthe lead agency for the internship program. OYC'm Responsibilities: OY[ Miami was responsible for intern recruitment, pre -placement job readiness training, nnboardinO, payroll administration, and ongoing supervision, They also conducted regular check- insto monitor progress and address any needs, ensuring asmooth and productive placement experience for both interns and our organization. We were impressed by OYC Miami's professionalism, communication, and commitment to preparing young people for the workforce. Our collaboration was seamless, and the interns they placed with us were well -prepared, engaged, and eager to learn. In fact we have had interns that would qualify for the top 1% in their peer group. Please feel free to contact me at 786-514-8501 orar@Ruk|qg.com if you have any questions or require further details about our collaboration. StunrfRohaUner CPA/JD Partner MIAMI BOCA RATON DENVER 4770m=p Blvd,'��ww 1�zww�s��s"/�mo rm�c���m�,s.��* mw°/.r�oo, Boca Raton, FLo+z1 Denver, moo24» T.(3v5)o66*wo r(56p39z-9o59 T.(mnv00-03n Visit website EXHIBIT noBno To Whom It May Concern: It is my pleasure to provide this letter of reference for the Overtown Youth Center, Inc. (OYC MiGnn|\.Th8N8AF0und3dOnhedthgp[iviieg8OfpG[tn9riOgwithOYCMiarniaino82O23on the Inspire. Engage. Employ initiative. Description of Work: Designed and implemented a paid summer internship program for high school youth ages 14-18' including workforce readiness training, nnentoring,and bi-weekly college and career readiness workshops. Funding also expands innovative career readiness pnmg[mnnDliDg as OYC collaborates with the Center for Bieck Innovation to provide technology training for middle school. and high school youth. These high -quality learning experiences include age -appropriate training iOdigital arts, coding, and cloud engineering fused with kn0vYigdg8oDtopics such @SNFTand CryptOCuneDCy. Project Duration: August 1, 2023 — July 31, 2024 Leod/Subc0ntr8ct0cLead (Prime Contractor) OYC's Responsibilities: Program design, recruitment, intern supervision, coordination of mentors, payroll administration, and tracking/reporting of performance metrics. | highly naconnnnVnU OYC Miami as G capable, results -driven, and mission-aUgned organization. Please feet free to contact me at Lauren SiRs — Isitts@nba.com if you have any questions orrequire further details about our collaboration, LeunenSiUo Head ofOperations NBA Foundation EXHIBIT 11B11 LEANNG c N El To Whom It May Concern: August 11, 2025 This letter serves as a reference for the Overtown Youth Center, Inc. (OYC Miami) in connection with our sartnership during their Internship Program. Description of Work: In summer 2025, our organization partnered with OYC Miami to provide internship placements for local high school and coilege students as part of their workforce readiness initiatives. We hosted 3 interns who were recruited, trained, and supported by OYC Miami, These interns gained valuable hands-on experience in our workplace while contributing meaningfully to our operations. Project Duration: June August 2025 Lead/Subcontractor: OYC Miami served as the lead agency for the nternship program. OYC's Responsibilities: OYC Miami was responsible for intern recruitment, pre - placement job readiness training, onboarding, payroll administration, and ongoing supervision. They also conducted regular check -ins to monitor progress and address any needs, ensuring a smooth and productive placement experience for both interns and our organization. We were impressed by OYC Miami's professionalism, communication, and commitment to preparing young people for the workforce. Our collaboration was seamless, and the interns they placed with us were well -prepared, engaged, and eager to learn, Please feel free to contact me at (305)-649.4730 Cdergthatez@Abmiarni,org if you have any questions or require further details about our collaboration. Sincer7 at*: Christian -Dominguez Manager of Operations T: (306)-649-4730 Ext. 102 Oprgi,pagezAstOmiami.oAr 1366 NW l Street, Miarnr, FL 33125 1 PH; (305) 649-4730 FX: (305) 649-4733 wwwleadershipLearningCenter.org EXHIBIT 1 131 1 - August 11,ZO25 To Whom It May Concern: This letter serves aSareference for the OVe[towDYouth Center, Inc. (OYCMiami) in connection with our partnership during their Internship Program. Description ofWork: |Msummer 202S,our organization partnered with OY[ Miami to provide internship placements for college students as part of their workforce readiness initiatives. We hosted 3 interns who were recruited, trained, and supported by OYC Miami. These interns gained valuable hands-on experience in our workplace while contributing meaningfully to our operations. Project Duration: June — August 2025 bcontnactor;OYCMiami served aothe lead agency for the internship program. OYC's ReaponsJbi/kdes:OYC Miami was responsible for, intern recruitment, pre - placement job readiness training, 0nboording, payroll administration, and ongoing supervision. They also conducted regular check -ins to monitor progress and address any needs, ensuring asmooth and productive placement experience for both interns and our organization, We were impressed by OYC Miami's professionalism, communication, and commitment topreparoyoUngpeoplefortheVvo[kforCe.OU[coi|aboratklnVvasseann|esn,8ndthn interns they placed with Us were well -prepared, engaged, and eager to learn. Our interns were delightful and were instrumental to many ofour summer initiatives, We look forward to growing the program, Should you need any further information, do not hesitate to contact me via ernail at ��'���,� 16oeffi 0 -EXH IBIT ETOW children &outh coalition MISSION' Through a collective impact model, Overtown Children and Youth Coalition (OCYC) serves as the backbone to support Overtown's anchoring i organizations to empower all the community's children and youth to reach their full potential. BOARD of DIRECTORS Dr. Saliha Nelson,' Chairwoman Tina Brown, Co -Chair Keon Williams, Secretary, Sonia Jacobson, Treasurer Delerene Pitts I Trina Harris' 1 James McQueen ' Anthony L. Robinson Executive Director March 10, 2025 To Whom It May Concern: This letter serves as a reference for the Overtown Youth Center, Inc (OYC Miami) in recognition of their role in the Year -Round Youth Internship Program funded through the Overtown Children and Youth Coalition (OCYC) with passthrough funding from the Florida Department of Children and Families. • Description of Work: OYC Miami implemented a Year -Round Youth Internship Program that provided paid internships, workforce readiness training, and mentoring for high school youth in Miami's Overtown community. Interns worked in supervised roles at OYC Miami's site during after -school hours, weekends, and school breaks, while participating in bi- weekly college and career readiness workshops, leadership development sessions, and individualized success planning. • Project Duration: October 1, 2024 — June 30, 2025 • Lead/Subcontractor: OYC Miami served as a Subcontractor under OCYC, with OCYC acting as the lead agency. • OYC's Responsibilities: OYC Miami was responsible for program design, recruitment, onboarding, daily supervision of interns, facilitation of workshops, coordination of guest speakers and mentors, and tracking of performance outcomes. Results included 100% enrollment, 91 % completion, and at least 85% of participants showing measurable growth in college and career readiness. The partnership with OCYC further highlights OYC Miami's proven track record in managing structured youth employment programs that reduce crime risk, increase positive engagement, and prepare youth for academic and professional success. Please feel free to contact me for additional information about this project. Sincerely, Anthony L. Robinson, Executive Director Overtown Children and Youth Coalition •oo flow Us @Overtowncyc 786-373-5862 1951 NW 7th Avenue, 3rd Floor, Miami, FL 33136 info@overtowncyc.org I www.overtowncvc.org EXHIBIT "B" URGENT, INC. 1000 NW 1ST AVE. STE 100 MIAMI, FL 33136 786-581-7821 (0) 866-811-7778 (FAX) office@urgentinc.org FEIN: 65-0516506 CONTACT/LIAISON DR. SALIHA NELSON saliha@urgentinc.org 305-205-4605 (M) RFP NO. 25-04 REQUEST FOR PROPOSAL INNOVATION CRIME REDUCTION AND INTERVENTION PROGRAMMING SEOPW CRA REDEVELOPMENT BOUNDARIES, MIAMI, FL 33136 EXHIBIT "B" MINIUM QUALIFICATIONS RFP Certification Statement Acknowledgement of Receipt of Addenda Certifications Anti -Human Trafficking Affidavit Florida Certificate of Status Organization Capability Statement Letter of No Outstanding Debts Reference Letter- The Children's Trust Reference Letter- Overtown Children and Youth Coalition CHRISTINE KING Board Chair SECTION 5 5.0: RFP RESPONSE FORMS JAMES McQUEEN Executive Director 5.1. RFP INFORMATION FORM RFP No. 25-04: REQUEST FOR PROPOSALS - INNOVATION CRIME REDUCTION AND INTERVENTION PROGRAMMING SEOPW CRA REDEVELOPMENT BOUNDARIES, MIAMI, FL, 33136 I certify that any and all information contained in this RFP is true. I certify that this RFP is made without prior understanding, agreement, or connections with any corporation, firm or person submitting a response for the same materials, supplies, equipment, or services and is in all respects fair and without collusion or fraud. I agree to abide by all terms and conditions of the RFP and certify that I am authorized to sign for the Proposer's firm. Please print the following and sign your name: URGENT, INC. Firm's Name 1000 NW 1ST AVE. STE. 100 MIAMI, FL 33136 Principal Business Address 786-581-7821 Telephone 866-811-7778 Fax OFFICE@URGENTINC.ORG E-mail address DR. SALIHA NELSON Name CEO Title Authorized Signature FAILURE TO COMPLETE, SIGN, AND RETURN THIS FORM MAY DISQUALIFY YOUR RESPONSE SOUTHEAST OVERTOWN/PARK WEST COMMUNITY REDEVELOPMENT AGENCY 819 NW 2°d Avenue, 3rd Floor I Miami, FL 33136 (305) 679-6800 1 www.seopwcra.com cra@miamigov.com 21 CHRISTINE KING Board Chair SECTION 5 5.0: RFP RESPONSE FORMS JAMES McQUEEN Executive Director 5.1a. ACKNOWLEDGEMENT OF RECEIPT OF ADDENDUMS FORM RFP No. 25-04: REQUEST FOR PROPOSALS - INNOVATION CRIME REDUCTION AND INTERVENTION PROGRAMMING SEOPW CRA REDEVELOPMENT BOUNDARIES, MIAMI, FL, 33136 I acknowledge the receipt and have familiarized myself with all addendums for this RFP and certify that I am authorized to sign for the Proposer's firm. Any and all addendums can be found on the SEOPW CRA website by the Response Submission Date. Please print the following and sign your name: URGENT, INC. Firm's Name 1000 NW 1ST AVE. STE. 100 MIAMI, FL 33136 Principal Business Address 786-581-7821 Telephone 866-811-7778 Fax OFFICE@URGENTINC.ORG E-mail address DR. SALIHA NELSON Name CEO Title Authorized Signature FAILURE TO COMPLETE, SIGN, AND RETURN THIS FORM MAY DISQUALIFY YOUR RESPONSE SOUTHEAST OVERTOWN/PARK WEST COMMUNITY REDEVELOPMENT AGENCY 819 NW 2°d Avenue, 3rd Floor I Miami, FL 33136 (305) 679-6800 1 www.seopwcra.com cra@miamigov.com 22 EXHIBIT "B" State of Florida Department of State I certify from the records of this office that URGENT, INC. is a corporation organized under the laws of the State of Florida, filed on April 18, 1994. The document number of this corporation is N94000001986. I further certify that said corporation has paid all fees due this office through December 31, 2025, that its most recent annual report/uniform business report was filed on February 28, 2025, and that its status is active. I further certify that said corporation has not filed Articles of Dissolution. Given under my hand and the Great Seal of the State of Florida at Tallahassee, the Capital, this the Twenty-eighth day of February, 2025 Secretary of tate Tracking Number: 6151492736CC To authenticate this certificate,visit the following site,enter this number, and then follow the instructions displayed. https://services.sunbiz.org/Filings/CertificateofStatus/CertificateAuthentication CAPABILITIES • EXHIBIT "B" STATEMENT Creative Youth Development & Workforce Pathways CORE COMPETENCIES UGENT INCI • Design and delivery of evidence -based youth development programs integrating Positive Youth Development, Project -Based Learning, and Work Readiness. • Implementation of career -connected learning pathways in film, media arts, culture, entrepreneurship, and creative technologies. • Facilitation of youth and community -trust building through storytelling, media campaigns, and other digital assets. • Workforce readiness training, including financial literacy, employability skills, and paid internships/apprenticeships. • Production of youth -led cultural and public events that activate CRA-priority spaces. ORGANIZATIO SNAPSHOT • Founded:1994 • CRA Partner Since. II II • Service Reach: Overtown, Little aiti, Brownsville Annual Operating Budget: -$1.2M • Registered Apprenticeship Florida DOE Media Arts & Creative Technologies Selected Past Performance • FACE Program - SEOPW CRA (2010-Present) - Workforce readiness • Through Their Eyes - Carrie P. Meek Foundation - Supporting Safer Communities storytelling initiative • Work Readiness Youth Program - The Children's Trust - Paid internships, financial literacy, and career exploration. Key Partners SEOPW CRA I The Children's Trust Overtown Children and Youth Coalition I Miami -Dade County Public Schools DIFFERENTIATORS • Deep Local Roots - Over 30 years in Miami's historic communities with sustained CRA collaboration. • In -House Media Production Capacity - Professional equipment, editing suites, and staff to produce broadcast -quality campaigns. • Cross -Sector Partnerships - Schools, industry, cultural institutions, and grassroots organizations. • Proven Impact - 70-80% of participants show measurable workplace skill gains; over 60% report improved trust with law enforcement. • Culturally Responsive Approach - Programs reflect and celebrate the heritage, resilience, and voice of the communities served. CONTACT URGENT, Inc. Dr. Saliha Nelson, CEO 1000 NW 1st Ave. Ste. Miami, FL 33136 Phone: 786-581-7821 I Mobile: 305-205-4605 Email: offcice@urgentinc.org Website: www.urgentinc.org EXHIBIT "B" CZ=NT August 11, 2025 Mark Stallworth, Program Manager Southeast Overtown/Park West Community Redevelopment Agency (SEOPW CRA) 819 NW 2nd Ave. Miami, FL 3336 Re: Statement of Good Standing — No Outstanding Debts or Compliance Issues Dear Mark, This letter serves to affirm that URGENT, Inc. is in good standing with the City of Miami and the Southeast Overtown/Park West Community Redevelopment Agency (SEOPW CRA). As of the date of this letter: • URGENT, Inc. has no outstanding debts to the City of Miami or the SEOPW CRA. • URGENT, Inc. has no unresolved compliance issues with either entity. • All required reports, financial statements, and documentation related to prior agreements or funded projects have been submitted in accordance with contractual requirements. We value our partnership with the SEOPW CRA and remain committed to maintaining the highest standards of compliance, transparency, and accountability in all our activities. Should you require any further information or supporting documentation, please do not hesitate to contact me directly at [phone number] or [email address]. Sincerely, Saliha Nelson Chief Executive Officer URGENT, Inc. EXHIBIT "B" Board of Directors Kenneth C. Hoffman Chair Pamela Hollingsworth Vice -Chair Matthew Arsenault Treasurer Marissa Leichter Secretary Edward Abraham, M.D. Laura Adams Islamiyat Nancy Adebisi Alex Auguste Daniel Bagner, Ph.D. Hon. Dorothy Bendross-Mindingall, Ph.D. Cathy Burgos Silvia Castellanos Norie del Valle Lourdes Diaz Richard P. Dunn II Gilda Ferradaz Gioia Ploy Gentile Hon. Norman S. Gerstein (Ret.) Lourdes P. Gimenez Nicole Gomez Valrose Graham Mindy Grimes-Festge Osmani Gonzalez Hon. Keon Hardemon Malou C. Harrison, Ph.D, Thamara Labrousse Clara Lora Ospina, Psy.D. Hon. Orlando Prescott Hon. Alex Rizo Hon. Isaac Salver Alfred Sanchez Laurie Weiss Nuell David Lawrence Jr. Founding Chair James R. Haj President & CEO County Attorney's Office Legal Counsel THE CHILDREN'S TRUST August 11, 2025 Mark Stallworth, FRA-RP Program Manager Southeast Overtown/Park West Community Redevelopment Agency (SEOPW CRA) 819 NW 2nd Ave, 3rd Floor Miami, FL 33136 Re: Letter of Support for Urgent, Inc.'s FACE Program Funding Application Dear Mr. Stallworth, On behalf of The Children's Trust, I am pleased to provide this letter of strong support for Urgent, Inc.'s funding application to the SEOPW CRA for its Film, Arts, Culture, and Entrepreneurship (FACE) Program. As Miami -Dade County's dedicated funding source for children and youth services, The Children's Trust has proudly supported Urgent, Inc.'s work for several years and has seen firsthand the measurable impact FACE has on young people and their communities. FACE is a high -quality, creative youth development program that engages young people —many from Overtown and other underserved neighborhoods —in media arts education, leadership development, and entrepreneurial training. Through its project -based learning model, FACE equips youth with industry -relevant skills in filmmaking, digital storytelling, and production while providing platforms for them to address critical community issues, including gun violence prevention, economic mobility, and cultural preservation. The outcomes are both tangible and transformative. Youth participants emerge from the program with strengthened technical skills, expanded career pathways, and increased civic engagement. They produce documentaries, public service announcements, and community events that not only showcase their talents but also elevate the voices of Overtown residents and foster community pride. The SEOPW CRA's investment in FACE will directly expand access for more Overtown youth to these life -changing opportunities, amplifying their role as storytellers, problem -solvers, and leaders. Continued support for FACE aligns seamlessly with the CRA's mission to enhance quality of life, stimulate economic growth, and strengthen the cultural identity of the district, We urge you to give Urgent, Inc.'s application your full consideration and stand ready to collaborate in supporting the continued success and growth of the FACE program. Sincerely, • /asP- Juli'te Fabien, MBA, RN Chief Programs Officer 3150 SW 3rd Avenue, Sth Floor, Miami, Florida 33129 • Tel: 305,571.5700 • www.thechildrenstrust.org EXHIBIT "B" ErtTW children & youth coalition MISSION Through a collective impact model, Overtown Children and Youth Coalition (OCYC) serves as the backbone to support Overtown's anchoring organizations to empower all the community's children and youth to reach their full potential. BOARD of DIRECTORS Dr. Saliha Nelson, Chairwoman Tina Brown, Co -Chair Keon Williams, Secretary Sonia Jacobson, Treasurer Delerene Pitts l Trina Harris l James McQueen Anthony L. Robinson, Executive Director 00 August 8, 2025 Mark Stallworth, FRA-RP Program Manager Southeast Overtown/Park West Community Redevelopment Agency (SEOPW CRA) 819 NW 2nd Ave, 3rd Floor Miami, FL 33136 Re: Reference Letter for Urgent, Inc.'s FACE Program Funding Application Dear Mr. Stallworth, On behalf of the Overtown Children and Youth Coalition (OCYC), I am pleased to offer this letter of strong support for Urgent, Inc.'s funding application to the SEOPW CRA for its Film, Arts, Culture, and Entrepreneurship (FACE) Program. As a coalition committed to advancing the well-being and success of children, youth, and families in Overtown, we have witnessed firsthand the transformative impact of FACE on our community. Urgent, Inc. has been a valued partner of OCYC for the past 10 years, and we are proud to serve as both a collaborator and partner for the FACE program. This initiative engages young people in high -quality, culturally relevant media arts education that fosters creativity, critical thinking, and leadership. Through hands-on training in film, digital storytelling, and entrepreneurship, FACE equips youth with marketable skills while empowering them to address pressing social issues such as gun violence prevention, economic opportunity, and community identity. The program's impact extends beyond skill -building. FACE participants become ambassadors for positive change —producing documentaries, public service announcements, and community events that amplify local voices and inspire action. These youth -led narratives strengthen Overtown's cultural legacy, connect generations, and contribute to a safer, more vibrant neighborhood. 0 O Follow Us @Overtowncyc 786-373-5862 1951 NW 7th Avenue, 3rd Floor, Miami, FL 33136 info@overtowncyc.org I www.overtowncyc.org EXHIBIT "B" ErtTW children & youth coalition 00 The SEOPW CRA's investment in FACE will ensure that more Overtown youth can access these life - changing opportunities, expand the program's reach, and deepen its role as a catalyst for community pride and resilience. We strongly believe that continued support for FACE aligns with the CRA's mission to foster economic development, enhance quality of life, and celebrate the cultural assets of our district. We encourage your full consideration of Urgent, Inc.'s application and stand ready to collaborate in ensuring the continued success of the FACE program. Sincerely, Anthony Robinson Executive Director Overtown Children and Youth Coalition 0 O Follow Us @Overtowncyc 786-373-5862 1951 NW 7th Avenue, 3rd Floor, Miami, FL 33136 info@overtowncyc.org I www.overtowncyc.org EXHIBIT "B" TABLE OF CONTENTS EXECUTIVE SUMMARY 3 Overall Qualifications and Experience 3 Technical Qualifications 3 Summary of Work to Be Performed 4 PROPOSAL 5 EXPERIENCE AND PAST PERFORMANCE 5 Organizational History 5 Organizational Structure 5 Experience Providing Similar Services 5 Primary Geographic Markets Served 6 Comparable Contracts (5 years) 6 Other Related Information 8 Additional Qualifications & Experience 8 Pending Litigation 9 PROGRAM DESIGN & INNOVATION 9 Program Description 9 Participant Profile 10 Implementation Schedule 10 Program Sites 11 Program Objectives and Outcomes 11 Unique Components 12 ORGANIZATIONAL EXPERIENCE AND CAPACITY 12 Capacity to Achieve CRA Redevelopment Goals 13 COMMUNITY ENGAGEMENT STRATEGY 14 Stakeholder Involvement 14 Engagement & Trust -Building Principles 14 Key Engagement & Trust -Building Activities 14 Alignment with CRA Redevelopment Goals 15 CRIME REDUCTION IMPACT 16 Metrics for Success 16 Evidence -Based Strategies 17 SUSTAINABILITY AND EVALUATION 18 Long -Term Funding Strategy 18 Data Collection & Analysis 18 BUDGET AND COST EFFECTIVENESS 20 Budget 20 Cost -Benefit Alignment 21 Direct Program Impact 21 Administrative Efficiency 21 Return on Investment 21 2 EXHIBIT "B" Organization: URGENT, Inc. I Phone: 786-581-7821 Contact: Dr. Saliha Nelson, CEO I Email: saliha©uraentinc.org I Mobile: 305-205-4605 EXECUTIVE SUMMARY In Overtown, a camera can be more than a lens —it can be a lifeline. When placed in the hands of a young person, it becomes a tool for telling their story, building trust with neighbors and law enforcement, and opening pathways to careers in Miami's growing creative economy. For over a decade, URGENT, Inc. has partnered with the Southeast Overtown/Park West CRA to transform those possibilities into reality through youth -led storytelling, cultural activation, and workforce development. Overall Qualifications and Experience For over 30 years, URGENT, Inc. has been a trusted leader in creative youth development, workforce training, and community engagement in Miami. Since 2010, we have partnered with the CRA to advance redevelopment goals through youth -centered workforce readiness pathways. Our long-standing presence in the Overtown community ensures deep relationships with residents, schools, law enforcement, and local businesses —critical for fostering trust, sustaining engagement, and achieving measurable results. URGENT, Inc. has successfully managed large-scale, multi -year contracts with public and private funders, including The Children's Trust, Overtown Children and Youth Coalition, and the Carrie P. Meek Foundation, consistently meeting or exceeding performance targets. We bring proven expertise in implementing evidence -based models such as Positive Youth Development, Project -Based Learning, and Work Readiness, integrating them with culturally responsive programming that amplifies youth voices. Our track record includes reducing barriers to employment for youth, increasing civic engagement, and producing mission -driven media content that elevates community stories. Here's the updated Technical Qualifications section with the Minimum Qualification Requirements from page 6 of the CRA RFP integrated: Technical Qualifications URGENT, Inc. meets all Minimum Qualification Requirements: 1. Authority to do business: Urgent is registered to conduct business in the State of FL 3 EXHIBIT "B" 2. Demonstrated 2 years of experience operating similar youth development and workforce readiness programs within the Southeast Overtown/Park West CRA boundaries. 3. No outstanding debts or compliance issues with the City of Miami or SEOPW CRA 4. References from two funding sources that speak to the similar work performed Summary of Work to Be Performed Under this contract, URGENT, Inc. will implement the FACE Program to serve 80 youth (40 SY, 40 SUM) living or attending school in the CRA district with a blend of career -connected learning, creative skill -building, and public safety engagement. Core components include: • Recruitment and Enrollment of CRA-area youth for year-round participation. • Media Arts Training in film, photography, audio production, and digital design. • Work Readiness & Financial Literacy Workshops to prepare youth for employment and entrepreneurship. • Paid Internships and Apprenticeships that provide on-the-job training for high school youth and recent graduates.. • Restorative Practices & Trust -Building Activities in partnership with law enforcement and community leaders. • Community Storytelling & Public Safety Campaigns designed and produced by youth. • Family and Community Engagement Events, including showcases, screenings, and neighborhood activation projects. By the end of the program year, participants will have developed marketable creative skills, workplace competencies, and civic leadership experience while contributing directly to the CRA's goals of public safety, cultural vibrancy, and economic opportunity. Signature: Name: Dr. Saliha Nelson, CEO Date: 8/11 /2025 4 EXHIBIT "B" PROPOSAL EXPERIENCE AND PAST PERFORMANCE Organizational History Founded in 1994, URGENT, Inc. (Urban Renewal Greater Enhancement National Team) is a Miami -based 501(c)(3) nonprofit organization dedicated to creative youth development, career -connected learning, and community building in Overtown and neighboring communities. For over 30 years, URGENT, Inc. has designed and delivered innovative programs that combine arts education, workforce training, and youth leadership development to empower young people to transform their lives and their communities. The organization is led by Chief Executive Officer Dr. Saliha Nelson, supported by a dedicated leadership team that includes a Director of Programs & Operations, Director of Education, Finance & Grants Manager, and specialized program coordinators for each initiative. URGENT, Inc. employs a blended staffing model of full-time administrative and program staff, teaching artists, contracted industry professionals, and trained community facilitators to ensure high -quality, industry -relevant instruction and programming. Organizational Structure Led by Chief Executive Officer Dr. Saliha Nelson, URGENT's structure integrates four interconnected divisions: 1. Creative Youth Development Programs — Afterschool, summer, and school -day programming for K-12 students, grounded in project -based learning and social impact storytelling. 2. Workforce Development & Career Pathways — Registered youth apprenticeship programs, paid internships, and entrepreneurship training that connect creative skill -building to economic mobility. 3. Community Engagement & Cultural Programming — Public showcases, neighborhood activation events, and collaborative projects with grassroots organizations, cultural institutions, and local businesses. Experience Providing Similar Services URGENT, Inc. has a proven track record in implementing complex, cross -sector, and culturally relevant programs that advance public safety and community revitalization goals. Two recent projects exemplify this capacity: 5 EXHIBIT "B" • Through Their Eyes (Supporting Safer Communities Program) — An after -school and summer media arts initiative equipping high school youth to produce PSAs, documentaries, and photovoice projects addressing gun violence in Miami. Youth learned advanced media production, financial literacy, and leadership skills, culminating in public showcases and recognition at film festivals. The project fostered youth voice as a force for community healing and violence prevention. • Circle of Brotherhood Community Wellness Partnership — A collaborative agreement to document grassroots violence prevention activities led by the Circle of Brotherhood. Youth media teams captured testimonies, photography, and video coverage of peace -promoting activities, mentoring sessions, and community events. These stories are being shared to elevate the visibility of neighborhood -based anti -violence efforts, strengthen public awareness, and inspire resident participation in community safety initiatives. Primary Geographic Markets Served URGENT's programming is place -based and strategically aligned with CRA redevelopment goals. Core service areas include: • Overtown — The organization's home base and a hub for youth media labs, public showcases, and neighborhood trust -building activities. • Little Haiti — Cultural and media arts programs that celebrate heritage and empower youth to address local challenges. In each market, URGENT delivers not only skill -building programs but also platforms for community storytelling —transforming residents from passive observers into active narrators of their neighborhood's future. By integrating cultural expression with workforce readiness, URGENT, Inc. strengthens public safety, promotes cultural vitality, and supports the CRA's vision for equitable, resident -driven redevelopment. Comparable Contracts (5 years) Client: Southeast Overtown Park West CRA Description of Work: Work Readiness Youth Program Total Contract Value and Dates: - Oct 1, 2024 - Sep 30, 2025; $200,000 - Oct 1, 2023 - Sep 30, 2024; $204,376 - Mar 1, 2023 - Sep 30, 2023; $100,000 Client Contact: Mark Stallworth, Program Manager; Ph: 305-679-6800 Prime Contractor- Yes Responsibilities and Results: As prime contractor, URGENT, Inc. designed and delivered the FACE program to provide workforce readiness opportunities for youth in the Overtown community. Programming combined technical training in media arts, entrepreneurship education, and financial literacy with community -based projects that activated public spaces and 6 EXHIBIT "B" aligned with CRA redevelopment goals. Participants engaged in paid internships, produced awareness videos featuring local businesses and organizations. They also showcased their work at film festivals and the Miami 4 Social Change Youth Film Festival. Annual performance data showed high retention rates, measurable improvements in workplace skills, and increased youth participation in civic and cultural life —contributing to public safety, economic opportunity, and cultural vitality in the CRA district. Client: The Children's Trust Description of Work: Work Readiness Youth Program Total Contract Value and Dates: - Aug 15, 2023 - Aug 14, 2024; $475,000 - Aug 15, 2023 - Aug 14, 2024; $475,000 - Aug 1, 2022 - Sep 30, 2023; $592,207 - Aug 1, 2021 - Sep 30, 2022; $592,207 - Aug 1, 2020 - Sep 30, 2021; $592,207 Client Contact: Mario Valcin, Program Manager; Ph: 305-571-5700 Prime Contractor- Yes Responsibilities and Results: As prime contractor, URGENT, Inc. designed and delivered a comprehensive out -of -school -time and summer program integrating work readiness training, financial literacy, and career exploration for high school youth. Services included skills assessments and a paid internship. Over the contract periods (except 2020-2021), the program consistently exceeded enrollment and retention targets, with more than 80% of participants demonstrating measurable gains in workplace competencies. Activities aligned with Positive Youth Development (PYD) principles and strengthened participant employability, leadership, and civic engagement. Client: Overtown Children and Youth Coalition Description of Work: Work Readiness Youth Program Total Contract Value and Dates: - Oct 1, 2024 - Jun 30, 2025; $110,00 - Oct 1, 2023 - Jun 30, 2024; $155,000 - Mar 1, 2022 - Jun 30, 2023; $155,868 Client Contact: Anthony Robinson, Executive Director; Ph: 904-742-2332 Prime Contractor- No, subcontractor Responsibilities and Results: As a subcontractor, URGENT, Inc. implemented media arts -based work readiness programming, providing technical training, job readiness workshops, and paid work experiences for Overtown youth. URGENT contributed its expertise in project -based learning and industry partnerships to enhance youth engagement and skill acquisition. The program achieved high completion rates, with participants producing professional media projects, improving communication and problem -solving skills, and increasing preparedness for employment or further education. Collaborative reporting and evaluation processes ensured accountability and alignment with OCYC's youth empowerment goals. Client: Carrie P. Meek Foundation 7 EXHIBIT "B" Description of Work: Supporting Safer Communities Total Contract Value and Dates: - Oct 1, 2023 - Apr 30, 2025; $100,000 Client Contact: Matthew Beatty, VP/COO; Ph: 786-613-7399 Prime Contractor- Yes Responsibilities and Results: As prime contractor, URGENT, Inc. led the "Through Their Eyes" initiative, empowering high school youth to create public safety media campaigns, PSAs, and documentaries addressing gun violence and community healing. Youth engaged in intensive training in media production, storytelling, and public presentation, culminating in community screenings and festival submissions. The project fostered trust -building between youth and law enforcement, elevated resident voices in safety dialogues, and increased public awareness of grassroots violence prevention efforts. Evaluation data showed measurable improvements in youth perceptions of safety and their role as change agents in their communities. Other Related Information Additional Qualifications & Experience For more than 30 years, URGENT, Inc. has been more than a youth program provider —we've been a neighbor, collaborator, and cultural voice in Overtown. Since 2010, we have been a committed partner to the Southeast Overtown/Park West CRA, working side -by -side to advance redevelopment goals through youth leadership, cultural activation, and workforce development initiatives. Our work is rooted in the belief that when young people are given the tools to tell their own stories, they not only change how others see them —they change the trajectory of their own lives and the future of their community. When a group of high school students recently stood on stage at the Miami 4 Social Change Youth Film Festival to premiere their documentary on gun violence, the audience didn't just see a film. They saw young men and women who had transformed from hesitant participants into confident storytellers, equipped with media skills, media literacy, and a deeper sense of responsibility to their neighborhood. As one student said after the screening: "I used to feel like nobody cared what I thought. Now I know my voice can change something." This transformation is possible because URGENT, Inc. brings together three powerful strengths: 1. A Proven Model — Our programs integrate Positive Youth Development, Project -Based Learning, and Restorative Practices to address both the skills gap and the trust gap. These approaches are backed by research and adapted to the lived realities of CRA-district youth. 8 EXHIBIT "B" 2. Deep Local Roots — We've operated continuously in Overtown for decades, building trusted relationships with residents, schools, and cultural organizations. Our long-standing partnership with the CRA since 2010 has resulted in sustained youth engagement, neighborhood activation, and measurable community impact. 3. Industry -Connected Pathways — As the operator of Miami-Dade's first registered Media Arts & Creative Technologies Youth Apprenticeship, we open doors into the creative economy. Youth graduate our programs with professional portfolios, paid work experience, and a network of industry mentors. Through the Circle of Brotherhood Community Wellness Partnership, youth media teams documented peace walks, mentoring sessions, and neighborhood healing events. These weren't just videos —they were bridges of understanding. One young participant reflected: "At first, I only saw police as people who got you in trouble. Working on this project, I met officers who wanted to help us, and I realized trust goes both ways." Our partnerships extend far and wide. We collaborate with The Children's Trust, Overtown Children and Youth Coalition, the Carrie P. Meek Foundation, and Miami -Dade County Public Schools to create opportunities that extend beyond program walls. We also maintain in-house media production capacity —cameras, editing suites, sound equipment —allowing us to produce professional -grade public safety campaigns and cultural storytelling projects that uplift community -based stories. From activating public spaces with youth -led cultural events, to equipping residents with the skills to participate in Miami's creative economy, our impact is tangible: • 70-80% of participants show measurable gains in workplace competencies In short, URGENT, Inc. is not just prepared to fulfill the scope of this contract —we are uniquely positioned to magnify its impact. With more than a decade of partnership with the CRA, we will continue to turn cameras into tools for peace, turn classrooms into launchpads for careers, and turn local stories into catalysts for community pride, safety, and opportunity. Pending Litigation Disclosure URGENT, Inc. is currently a party to a complaint before the Equal Employment Opportunity Commission (EEOC). This matter is unrelated to program operations or financial management, and does not affect URGENT, Inc.'s ability to perform under this contract. URGENT, Inc. remains in full compliance and good standing with all governmental agencies, including the City of Miami and the Southeast Overtown/Park West CRA. PROGRAM DESIGN & INNOVATION Program Description 9 EXHIBIT "B" The Film Arts Culture Entrepreneurship (FACE) program, operated by URGENT, Inc., is a year-round creative youth development and career -connected learning initiative that delivers tangible social impact in the Overtown community. Through a dynamic blend of media arts training, cultural storytelling, and leadership development, FACE empowers youth to become catalysts for change, equipping them with the technical skills, entrepreneurial mindsets, and civic engagement experiences needed to thrive in today's economy, which strengthens community safety and advances the CRA's redevelopment goals. FACE integrates evidence -based practices —including Positive Youth Development (PYD), Project -Based Learning (PBL), Studio Thinking arts framework, and Workplace Success Skills training —into a scaffolded pathway from exploration to career readiness. Participants gain durable technical skills in film, photography, audio production, and creative technologies while developing leadership, financial literacy, and civic engagement competencies. In summary, the FACE program directly supports CRA redevelopment priorities by: • Expanding economic opportunity through career pipelines in high -demand creative industries. • Enhancing public safety via trust -building projects with local law enforcement. • Promoting cultural vitality and community pride through public showcases, exhibitions, and neighborhood activations. Participant Profile The FACE Program will serve two distinct youth cohorts annually: • Middle School Cohort (Grades 6-8): 40 students; 20 during the school year and 20 students during the summer session. • High School Cohort (grades 9-12): 40 students, 20 during the school year and 20 during the summer session. A minimum of 70% of participants will be residents of the Southeast Overtown/Park West CRA district, attend school within CRA boundaries, or demonstrate consistent engagement in CRA-area programming. Recruitment will prioritize youth residing in the Overtown community. Participants will be selected based on interest in creative industries, willingness to engage in workforce readiness activities, and commitment to completing the school year or summer session. Implementation Schedule School -Year Program (30 Weeks) 10 EXHIBIT "B" • Schedule: Middle School Cohort meets four times a week for 2 hours in school and four times a week for 2 hours after school. High School Cohort meets twice a week at each site for 2 hours after school, Monday -Thursday. We plan weekend and teacher planning day field trips and production shoots monthly. • Middle School Cohort (Pre -Employment): In -school and out -of -school time foundational media arts training, leadership development, and public safety storytelling in partnership with community stakeholders and law enforcement. • High School Cohort (Internship -to -Apprenticeship): Advanced technical training, portfolio development, client -based media production, and entrepreneurship. Paid work -based learning producing community -facing media projects, including public safety campaigns co -developed with local law enforcement. • Learning Milestones: Quarterly showcases (Fall, Winter, Spring, Summer) to present projects to families, community members, and CRA partners. Summer Program (7 Weeks) • Schedule: Monday —Friday, 6 hours/day • Middle School Camp: Intensive creative skills training, public art/media projects, and civic leadership workshops. • High School Internship: Paid work -based learning producing community -facing media projects, including public safety campaigns.. Program Sites • URGENT, Inc. (1000 NW 1st Ave, 33136) — Central hub for training, production labs, and leadership workshops. • Children's Village (219 NW 14 Terrace, 33136)— Multi -use youth development space for collaborative youth —law enforcement initiatives, media production, and community events. • Booker T. Washington Senior High School (1200 NW 6th Ave, 33136) — School -based site providing direct access to students, integrating career exploration with academic support, and connecting school -day learning to creative industry opportunities. Program Objectives and Outcomes Objective 1: Improve workforce readiness and employability skills for youth ages 12-18 in Overtown. 11 EXHIBIT "B" • Outcome: 70% of participants demonstrate measurable growth in workplace success skills using mid/post assessments (Signal Success). Objective 2: Increase technical proficiency in media arts and creative technologies. • Outcome: 75% of participants improve technical skill scores from mid/post assessments (YouthArts) Objective 3: Strengthen civic engagement and trust between youth and law enforcement. • Outcome: 60% of youth report improved perceptions of local law enforcement and community safety; at least 2 joint youth —law enforcement creative projects completed annually. Objective 4: Support CRA redevelopment goals by activating community spaces and promoting cultural vitality. • Outcome: Minimum of 3 public showcases/events annually that engage community members and highlight positive narratives of Overtown. Unique Components 1. Youth -Led Public Safety Campaigns — Collaborative production of PSAs, short films, event highlight reels, and photography exhibits with local law enforcement to promote violence prevention, conflict resolution, and community pride. 2. Apprenticeship -to -Employment Pathway — Florida's first registered Media Arts & Creative Technologies Apprenticeship pipeline, creating direct access to high -demand creative careers. 3. Integrated Financial Literacy and Entrepreneurship — Applied budgeting, project finance, and business planning embedded in creative project work, fostering real -world economic self-sufficiency skills. 4. Cultural Storytelling for Revitalization — Youth -led documentation and celebration of Overtown's history and future, aligning with CRA cultural heritage and tourism strategies. 5. Place -Based Learning and Activation — Programming that utilizes CRA-priority sites as hubs for youth engagement and positive community —police interaction. ORGANIZATIONAL EXPERIENCE AND CAPACITY Proven Track Record of Impact Since 1994, URGENT, Inc. has provided high -quality youth development, workforce training, and cultural programming to thousands of Miami youth. The organization is widely recognized for its innovation and impact, including: 12 EXHIBIT "B" • Serving over 500 Overtown youth through paid internships and apprenticeships. • Producing signature cultural events such as the Miami 4 Social Change Youth Film Festival and the Our Voice Matters multimedia exhibit during Soul Basel.. • Delivering measurable academic and workforce outcomes through the integration of Positive Youth Development, Project -Based Learning, and industry -standard training. Experienced Leadership and Staff • Executive Leadership: Dr. Saliha Nelson, CEO, with 20+ years of nonprofit and youth development expertise. • Program Team: Skilled teaching artists, certified educators, and industry professionals in film, photography, design, and entrepreneurship. • Support Infrastructure: Finance Manager, Internship & Apprenticeship Coordinator, and Director of Education ensure strong fiscal management, compliance, and instructional quality. Facilities and Technology • Fully equipped media labs with professional -grade cameras, lighting, and editing suites. • Dedicated spaces at URGENT HQ, Children's Village, and Booker T. Washington SHS for instruction, production, and community engagement. Partnership Network Collaborations include: • Overtown CBOs & Schools — Overtown Children and Youth Coalition, Suited for Success, Overtown Optimist Club, Girl Power, Lotus House, Children's Village, Urgent Academy, and Booker T. Washington Senior High School for coordinated services and advocacy. • Overton Businesses — Center for Black Innovation, Lil Greenhouse Grill • Media Industry Partners — WLRN, Telemundo Studios, NBCUniversal Creative Impact Lab for mentorship, portfolio development, and industry exposure. • Cultural Institutions — Black Police Precinct and Courthouse Museum, Black Archives History and Research Foundation/Historic Lyric Theater, Perez Art Museum Miami, Institute for Contemporary Art, PATH to Hip Hop, Overtown Library, Museum of Graffiti for experiential learning. Capacity to Achieve CRA Redevelopment Goals 13 EXHIBIT "B" With deep community roots, a proven program model, and cross -sector partnerships, URGENT, Inc. is uniquely positioned to deliver high -impact, place -based solutions that advance the CRA's redevelopment vision. The FACE program not only addresses youth development and workforce readiness but also contributes to public safety, economic growth, cultural preservation, and neighborhood revitalization —ensuring that Overtown's future is shaped by the creativity, leadership, and talent of its young people. COMMUNITY ENGAGEMENT STRATEGY Stakeholder Involvement The FACE program's community engagement strategy is designed to foster authentic partnerships, shared ownership of outcomes, and sustained resident participation in alignment with CRA redevelopment goals. A core priority is to strengthen trust between youth, residents, and law enforcement —building the social capital and mutual understanding necessary for safe, thriving neighborhoods. Through youth -driven creative projects, place -based events, and cross -sector collaborations, URGENT, Inc. ensures the program is deeply embedded in the fabric of Overtown and responsive to community priorities. Engagement & Trust -Building Principles Our approach is guided by the following principles: 1. Co -Creation: Residents, youth, and partners are active collaborators in program design, implementation, and evaluation. 2. Cultural Relevance: Activities reflect and celebrate Overtown's heritage, history, and creative traditions. 3. Transparency: Open communication, regular feedback loops, and visible follow-through on community input. 4. Consistency: Regular, predictable engagement opportunities to build familiarity and credibility. 5. Relationship -Centered Trust: Ongoing positive interactions between youth and law enforcement in non -enforcement settings to replace stereotypes with shared experiences. Key Engagement & Trust -Building Activities 1. Community Events and Showcases • Quarterly public events —including Our Voice Matters multimedia exhibit, Media Makers Summit, Spring and Summer Expo, and the Miami 4 Social Change Youth Film 14 EXHIBIT "B" Festival —invite residents, CRA stakeholders, and local businesses to experience youth -produced work. • Events are hosted in CRA-priority spaces, increasing foot traffic and economic activity for local businesses. • Law enforcement is invited as collaborators, mentors, and audience members, creating a shared stage for dialogue and recognition. 2. Collaborative Public Safety Storytelling • Co -create public safety campaigns, short films, and photography projects with the Miami Police Department's neighborhood officers. • Youth and officers work side -by -side as creative partners, reframing each other's roles and building trust through shared goals. • Storytelling workshops where youth interview officers and officers interview youth, producing joint narratives that highlight shared values. 3. Creative Dialogue Circles and Restorative Practices • Monthly "Creative Dialogue Circles" facilitated by trained mediators, blending art -making with conversation about community safety, mutual respect, and problem -solving. • These circles encourage vulnerability, empathy, and the dismantling of misconceptions. 4. Cultural Storytelling for Revitalization • Engage area businesses, organizations, and residents in storytelling activities and transforming these stories into films, photography exhibits, and public art displayed in CRA-activated spaces. • Final products— short films, documentaries, photography, and other public art —are displayed in CRA-activated spaces, making trust -building efforts visible and celebrated. 5. Family & Resident Engagement • Offer family media workshops and family impact nights so parents and caregivers can learn alongside youth, and youth can showcase their progress, strengthening home -school -community connections. Alignment with CRA Redevelopment Goals This strategy directly advances CRA objectives to: 15 EXHIBIT "B" • Enhance Public Safety by fostering trust, collaboration, and positive interaction between youth, residents, and law enforcement. • Promote Cultural Vitality by elevating Overtown's heritage through youth -led media and arts programming. • Increase Resident Engagement in redevelopment activities and activate public spaces as hubs of positive community life. • Support Economic Growth by drawing residents and visitors to CRA-priority sites, generating foot traffic for local businesses, and positioning Overtown as a creative destination. CRIME REDUCTION IMPACT The FACE program addresses crime reduction in Overtown by engaging youth in constructive, skill -building activities, fostering positive relationships with law enforcement, and creating safe, activated community spaces. By reducing risk factors —such as unsupervised after -school hours and limited employment opportunities —and strengthening protective factors —such as social -emotional skills, civic engagement, and mentorship—FACE contributes to a safer, more connected community. By addressing the social drivers of crime —such as lack of opportunity, social disconnection, and low trust in public institutions —FACE is projected to: • Reduce the number of unsupervised youth during high -risk hours. • Increase community cohesion through shared cultural events. • Improve public safety perceptions, leading to greater community -police cooperation. • Foster a generation of youth who are economically empowered, civically engaged, and invested in the well-being of their neighborhood. Metrics for Success Program -Level Metrics • Youth Engagement: 70% retention rate for 40 enrolled youth across the school year and 40 enrolled youth during the summer sessions. • Skill Development: 70% of participants demonstrate measurable improvement in workplace success skills (Signal Success assessment). • Civic Engagement: At least 2 youth —law enforcement collaborative projects completed annually. Crime Reduction & Public Safety Metrics 16 EXHIBIT "B" • Perception Shift: 60% of youth report improved trust in law enforcement; similar improvement reported by participating officers toward youth. • Community Activation: 4 or more public events annually in CRA-priority spaces, increasing positive foot traffic and community presence. Evidence -Based Strategies 1. Positive Youth Development (PYD) o Recognized by the U.S. Department of Justice's Office of Juvenile Justice and Delinquency Prevention (OJJDP) as an effective framework for reducing youth risk behaviors. o FACE integrates PYD by emphasizing youth voice, skill mastery, and leadership in all program components. 2. After -School and Out -of -School Time (OST) Programming o Research shows that OST participation reduces juvenile crime by keeping youth engaged during peak hours for delinquent activity (3-7 PM). o FACE operates during after -school and summer hours, providing supervised, purposeful activities. 3. Workforce Development and Career Pathways o Employment training reduces crime risk by increasing economic opportunity and decreasing idle time. o FACE's internship -to -apprenticeship model connects youth to legitimate income sources and industry -relevant skills. 4. Youth —Law Enforcement Trust -Building o Community policing research demonstrates that positive, non -enforcement interactions between youth and law enforcement improve perceptions of safety and reduce conflict. o FACE co -creates public safety campaigns and art projects with local law enforcement, fostering empathy and collaboration. 5. Restorative Practices and Dialogue Circles 17 EXHIBIT "B" o Proven to reduce suspensions, arrests, and recidivism by addressing harm, building empathy, and repairing relationships. o FACE incorporates monthly "Creative Dialogue Circles" blending art -making with restorative conversation. SUSTAINABILITY AND EVALUATION Long -Term Funding Strategy URGENT, Inc. is committed to sustaining the FACE program beyond the grant period through a diversified funding model that combines public investment, private philanthropy, earned income, and strategic partnerships. 1. Public Sector Funding • Maintain and expand partnerships with SEOPW CRA, The Children's Trust, Overtown Children, and Youth Coalition to secure multi -year contracts. • Pursue state and federal workforce development and public safety grants 2. Private Philanthropy • Engage local and national foundations with aligned priorities in youth development, workforce training, public safety, and creative industries. • Develop a multi -year sponsorship program for corporate partners in the creative, technology, and media sectors. 3. Earned Income • Expand the registered Media Arts & Creative Technologies Apprenticeship to serve as a fee -for -service training pipeline for industry clients. • Market youth -produced media products (PSAs, short films, photography) to community organizations and small businesses as a social enterprise revenue stream. 4. Individual Giving and Community Support • Implement an annual giving campaign during Give Miami Day, highlighting the "Opportunity Builder" donor identity strategy, leveraging success stories from the FACE program. • Host benefit events such as the Miami 4 Social Change Youth Film Festival with ticket sales, sponsorship packages, and auction items. Data Collection & Analysis URGENT, Inc. employs a rigorous, continuous improvement framework to ensure accountability, track impact, and inform program refinement. 18 EXHIBIT "B" 1. Data Collection Tools • Pre/Post Skills Assessments: Workplace skills assessment, YouthArts • Youth Surveys: Measure perceptions of safety, trust in law enforcement, and sense of community belonging. • Attendance & Retention Tracking: Daily sign -in logs to monitor engagement. • Partner Feedback: Surveys with law enforcement, cultural institutions, and community stakeholders. 2. Analysis Process • Data compiled quarterly for review by the FACE Program Manager and URGENT's leadership team. • Trends are analyzed to identify areas of strength, areas for improvement, and emerging community needs. • Results shared with the SEOPW CRA summarizing quantitative results and qualitative success stories. By pairing long-term funding strategies with data -driven decision -making, URGENT, Inc. will ensure that FACE remains a high -impact, community -rooted program that delivers measurable value to the CRA district for years to come. 19 EXHIBIT "B" BUDGET AND COST EFFECTIVENESS Budget 20 EXHIBIT "B" URGENT, INC INNOVATION CRIME REDUCTION AND INTERVENTION PROGRAMMING BUDGET 10/1/25 - 9/30/26 PROGRAM COSTS Amount Description Program Intern/Apprenticeship Manager $13,368.00 Salary $26.44/hr; Payroll is processed bi-monthly. Coordination, instruction/training, reporting Teaching Artists/Media Educators $28,485.00 $18.40-$25.48/hour based on experience and education; Payroll is processed bi-monthly. Instruction/training. Media Arts Producers/Apprentice $23,940.00 $15-$18.40/hour based on experience and education; Payroll is processed bi-monthly. Fringe Benefits FICA/MICA (7.65%), Health ($1135/ month), Dental ($24/ month), Life(0.2%), Worker's Comp (1.9%), Re-employment (1.6%); 90% Direct effort. Professional Services $10,000.00 Masterclasses, Academic Support, Training, Specialized Workshops; Evaluation Services, assessment tools, data visualization subcriptions $25-$65/hour Non Capital Equipment, Supplies and Materials $15,000.00 Cameras, lighting, audio gear, Adobe Creative Suite licenses, uniforms; Art supplies, printing, exhibition materials; copier and smartboard lease IT Services Office Supplies $3,000.00 Consumable office supplies and materials Background Screenings $500.00 Level 2 Background Screening for staff and trainers Field Trips, Travel, Snacks and Excursions $5,000.00 Bus and Van Rental/lease, on -demand transportation, Production Shoots, Field Trip Fees, Snacks, Bus Passess Youth Expo Events $6,000.00 Venue, A/V, marketing, hospitality Program Facility $12,000.00 Program facility leases Utilities -Electric, Water, Phone, Internet $8,000.00 Phone, wireless, electric, water, cleaning services Copier Lease + Printing $3,600.00 Copier, service and Smartboard Lease, Printing (Uniform, T-Shirts,Flyers, Banners, etc.) Internship/Apprenticeship Learning Stipend $50,000.00 Summer Learning Stipend up to $2000/participant (3 split payments) School Year Learning Stipend up to $1000/participant ($250/each distribution) SUBTOTAL $178,893.00 INDIRECT COSTS CEO $10,000.00 Salary, 10% effort; payroll processed bi-monthly. Financial Manager $8,000.00 Salary, 10% effort; payroll processed bi-monthly. Operations Manager $8,000.00 Salary, 10% effort; payroll processed bi-monthly. Fringe Benefits $4,420.00 FICA/MICA(7.65%), Health, Dental, Worker's Comp (1.9%), Re-employment (1.6%). Audit $3,000.00 Annual audit and IRS 990 preparation expense Evaluation and Data Management $5,000.00 Program Evaluation and Data Management services, software and applications Insurance $5,000.00 General, professional, accident, umbrella, auto, abuse, D&O, property SUBTOTAL $43,420.00 TOTAL $222,313.00 EXHIBIT "B" Cost -Benefit Alignment The proposed FACE Program budget of $222,313 represents a strategic investment in youth workforce development, public safety, and cultural activation that directly aligns with the CRA's redevelopment goals. Every expenditure is tied to a measurable deliverable, ensuring the program delivers a high return on investment for the CRA and the community. Direct Program Impact • $178,893 (80% of budget) is dedicated to direct program costs —staffing, participant stipends, instructional materials, equipment, facility use, and public engagement events. • $50,000 in internship/apprenticeship stipends ensures 100% of youth participants receive tangible economic benefits, reinforcing workforce readiness and financial literacy outcomes. • Investment in professional services ($10,000) brings in industry professionals and evaluators to deliver masterclasses, specialized workshops, and robust program assessment —enhancing quality and accountability. • Media arts equipment and supplies ($15,000) directly enable youth to produce high -quality public safety campaigns, documentaries, and cultural storytelling projects that increase public safety awareness and neighborhood pride. Administrative Efficiency • Indirect costs are limited to $43,420 (20% of budget) and cover only essential oversight, compliance, insurance, and evaluation services. • Executive leadership and management salaries are allocated at only 10% effort, ensuring administrative efficiency while maintaining high -quality program oversight. Return on Investment The program's outcomes provide both short-term community benefits and long-term economic impact: • Youth Employment & Skills: Stipend -supported training and hands-on media production experience lead to increased employment opportunities and career pathways in Miami's creative economy. • Crime Reduction & Public Safety: Youth -led public safety campaigns, restorative justice activities, and police —community engagement opportunities address the social 22 EXHIBIT "B" drivers of crime and improve trust in law enforcement. • Cultural & Economic Activation: Public showcases, expos, and media campaigns drive foot traffic, improve neighborhood perception, and contribute to CRA's place -making objectives. • Leverage of CRA Investment: CRA funding leverages partnerships with The Children's Trust and local industry partners, expanding program reach without increasing CRA cost. For every $1 invested by the CRA, the program generates community value through: 1. Direct economic benefit to youth and local vendors; 2. Measurable public safety and trust -building outcomes; 3. Increased community engagement and positive visibility for CRA neighborhoods. This cost structure ensures that the majority of funds flow directly to program delivery and participant benefit, aligning fiscal responsibility with maximum community impact. 23 EXHIBIT "B" MBA TRANSITION WWW TRANSITIONINC.ORG Proposer's Name: Transition Inc. Contact for RFP: Stephen Gilmore Proposer's Liaison for Contact: Stephen Gilmore Primary Office Location/Local Business Address: 1.550 N.W. 3rd Avenue, Bldg. C., Miami, FL 33136 Business Phone: (305) 571-2001 Business Fax: (305) 571-2002 Email. Address: sgilmore@transitioninc.org Title of RFP: INNOVATION CRIME REDUCTION AND INTERVENTION PROGRAMMING RFP Number: 25-04 Federal Employer Identification: 59-1440609 Program Title: Transition's Second Chance Center Submission Date: August 11, 2025 1 EXHIBIT "B" TABLE OF CONTENTS .A. Executive Summary B. Proposer's Experience and Past Performance C. Program Design and innovation ID. Experience and Qualifications E. Community Engagement F. Crime Reduction Potential G. Evaluation and Sus.tainability H. Budget and Cost Effectiveness I. Supporting Documentation J. Letters of Support K. RFP Information Form L. Acknowledgement of Receipt of Addendums Form M.Anti-Hurnan Trafficking Form EXHIBIT "B" August 11, 2025 Mr. James .McQueen, Executive Director Southeast Overtown/Park West Community Redevelopment Agency 819 N.W. 2"`' Avenue Miami, Florida 33136 Re: Executive SLunmaiy Transition, located in the heart of Overtown at 1550 N.W. 3rd Avenue, Bldg. C., Miami, Florida, has a rich history of com..bating violence and crime through effective Workforce Readiness Training and Employment Placement opportunities. Located for over 20 years in Overtown, Transition has provided job development, training, referrals, and placement services within the Southeast Overtown/Park West Redevelopment Boundaries to justice -involved and justice -impacted people as well as the unhoused, low-income, single -parented households, veterans, disabled and more! Our mission is simple: to provide clients with. workforce readiness training, career exploration, job placements, occupational skills training and proactive coaching. Overtown's crime rate is 44.38 per 1,000 residents according to the latest AreaVibes statistics, and the projected cost of crime in Overtown in 2025 is $7,736,592, which translates to $702 per resident and $1,580 per household. Transition's Second Chance Center is prepared to lower these statistics and continue to make positive impact in our Overtown community. Our program targets its efforts towards assisting youthful offenders, returning citizens, unhoused, disabled, veterans and low-income individuals as well as others facing various employment barriers. 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. We take pride in delivering comprehensive programs that positively impact our community. Recidivism rates in the United States are high. In 2020, there were approximately six million individuals under the supervision of the adult correctional system in the United States (Kluckow & Zeng, 2022). While the correctional population decreased by 22.4% from 2010 to 2020, there is a significant disproportion of inmates compared to other nations. Incarceration rates result from changes in policy and underlying issues such as mental illness, lack of education, and drug or alcohol addictions (Kluckow & Zeng, 2022). Since 1974, Transition has had a long history of proven success with our core mission of helping justice -involved people find and maintain meaningful, gainful employment. We have expanded our second chance services by providing "wrap -around" services, including GED preparation, transportation assistance, food stamps, case management, and almost everything else short of housing. Our partnership with the Florida Rights Restoration Coalition provides Imes 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 underserved communities we have come to assist, 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 at disparate locations to obtain other support. 3 EXHIBIT "B" Therefore, we offer our "Second Chance Center" to address the needs of Overtown residents. Employment plays a crucial role in combating crime by providing individuals with skills and opportunities necessary to succeed in the workforce. By offering job training programs and workforce development services, communities can help reduce the likelihood of recidivism and crime. here are some key points on how employment and training combat crime: Skill development, reduced recidivism, community impact, and social support. 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. As stated in the SEOPW CRA Redevelopment Plan, "There appears to be a consensus in the community that employment opportunities be made available to existing residents in Overtown as a high priority." Transition is prepared to offer real employment opportunities. Our "Second Chance 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 "Second Chance" 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 Time! With over 30 years of combined. experience in Career Services, Transition's staff maintains the technical and linguistic competencies needed to successfully assist justice -involved people, including policy, structures, practices, procedures, and dedicated resources to support our capacity. Over the past few years, Transition has developed mental health services through our partnership with Abundant Living, rights and restoration via our partnership with .Florida Rights Restoration Coalition, Driver's License and Florida Identification through our partnership with the Florida Department of Safety Motor Vehicles. It is the organization's experience that our participants do not have the time or bandwidth to make multiple appointments with different agencies to obtain other support. 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. Transition's Second Chance Center is an oasis of support for justice -involved and impacted people. Using job training and employment opportunities as the centerpiece of our services, this innovative venture will aid in reducing crime in Overtown. Transition is .located at 1550 N.W. 3"' Avenue, Building C., Miami, Florida 33136 at The Cuhner Community Resource Center Our contact is Stephen R. Gilmore, (305) 571-2001, Ext. 3007. Humbly Submitted, Stephen. Gi.hn Program Director 4 EXHIBIT "B" PROPOSER'S EXPERIENCE AND PAST P I RFORMANCE Our History Transition was founded in 1974 by Marvin Rauzin, a lawyer and businessman who firmly believed that if justice involved persons were given a "second chance" with employment and educational opportunities, the likelihood of them reoffending would 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 our reentry convnunity, and we remain the same organization today! We at-e a team of committed hard working professionals with hearts to serve underserved. communities with purpose, compassion and professionalism! We have a long track record of success in assisting previously incarcerated people as well as non - offenders. We take pride in delivering comprehensive programs that meet the needs of our diverse community. With over 30 years of combined experience in Career Services, Transition's staff maintains the linguistic competencies needed to successfully assist justice involved people, including policy, structures, practices, procedures, and dedicated resources to support our capacity. Located in the heart of Overtown, Transition serves any person who walla through the front doors or our center - Almost 50 V0 of our participants come from within the SEOPW CRA boundaries. We are experienced in working with the community we serve and one of our greatest strengths is the connections we have with the Overtown community. 'ibis relationship of trust is the cornerstone that we will use to motivate and engage participants. Residents come to our center for a variety of services including faxing, assistance completing documents, copies, etc. We will utilize several avenues to promote, motivate and support the target population of Overtown. Our grassroots effort will include outreach to community partners including faith -based organizations, in -person presentations, distributed flyers door-to-door and printed media, are a few of the ways we will. make direct contact with potential participants. Other vehicles will include social media (Facebook, instagram, .. ) and radio (we have a strong tie with IIot 1.05.1 n4 and NPR). We have the capacity, knowledge, compassion, and expertise to provide engagements to support our participants. OUR STRUCTURE Transition, Inc. is governed by a nine -member Board of Directors. Our Board of Directors are elected to govern and oversee the organization's operations. They are responsible for setting the organization's mission, strategy, and goals, and ensuring that the organization operates in compliance with legal and ethical standards. Our Board of Directors are also responsible for ensuring our organization's financial stability and sustainability. They maintain corporate minutes for all board meetings, and for committee meetings that are authorized by the Board of Directors. They perform an annual review of our organization's 990 form, and it is documented in their minutes. 5 EXHIBIT "B" Our Board of Directors volunteer their time and talent to the agency because they believe in our work and support our efforts. They maintain a conflict -of -interest policy and gift acceptance policy. Our nominative process includes submission of a resume by a potential Board Member for review, an interview by Board of Directors, nomination by a current Board of Directors member and a majority vote affirming membership to the board. Our team of professionals is led by Stephen Gilmore, Program Director. Mr. Gilmore has over 20 years of experience, first serving in the Career Services Department at Miami Dade College. He later became a college administrator before joining the Transition family in August of 2016. As the Program Director of Transition's Second Chance Center, Mr. Gilmore is responsible for the planning, organizing and direction of the organization's operations and programming Under Mr. Gilmore's leadership new partnerships have been developed over the past five years. They include Miami Dade College, Florida Department of Transportation, Florida Rights and Restoration Coalition, Linsey Hopkins Technical College, Florida Highway and Safety Motor Vehicles and Miami -Dade Department of Corrections and Rehabilitation. Mr. Gilmore manages a team of professionals dedicated to helping others reach their professional goals. The team is composed of a Supervisor, Case Manager, Placement Specialists, Peer Specialists, Outreach Coordinator and volunteers. Since 2022, Transition has served as the anchor agency for "An Umbrella of Hope Reentry Coalition." The coalition consists of over 80 Miami -Dade County community -based organizations and community stakeholders uniting to uplift our reentry community. Each of the last three years, the organization has hosted a very successful Reentry Summit. (See .Attachment A - Program Staffing Chart). COMPARABLE CONTRACTS In the past five years, Transition was awarded similar funding opportunities through the Southeast Overrtown/Park West CRA, The Miami Foundation and Miami -.Dade County Government. For instance, we earned a One -Stop Reentry Services, Workforce Readiness Training Grant, Boot Camp Reentry Grant, Supporting Safer Communities Grant, and Safe in the 305 Grant. No matter the size, each grant played an instrumental role in our ability to provide outstanding services to our community. Primarily, our grants centered on assisting justice -involved people and disenfranchised communities receive employment assistance, wrap -around services and/or items to remove barriers from employment including identification, clothing, and job training opportunities. Here's a breakdown of our most recent grant opportunities. Client - Southeast Overtown/Park West Conununity Redevelopment Agency Description of Work - One -Stop Reentry Services — Provided a center that our job preparedness services including employment referrals and placement. Dollar Amount - $437,000.00 Dates — October 1, 2024 — September 30, 2025 Contact — Mark Stallworth, (305) 679-6808 Statement — Transition is the prime contractor of grant. 6 EXHIBIT "B" Responsibilities and Results — 375 job placements, 252 job training opportunities, 5,602 mentoring sessions, 8 job fairs and 6 community outreach events. Client - The Miami Foundation's Community Grant Description of Work - Offers financial support for nonprofits in the reentry sector. Dollar Amount - $50,000 total ($25,000 in 2025 and $25,000 in 2026) Dates — July 1, 2025 — June 30, 2027 Contact — Vicky Checo, (305) 371-2711, Ext. 856 Statement — General support for staff and outreach initiatives. Responsibilities -The community grant assist with paying staff and supporting outreach initiative, for example, Family Fun Day and. Senior Citizen's Valentine's Dav Dance. Client - Miami -Dade County Office of _Neighborhood Safety Description of Work - Offers financial support for specifics items to assist justice -involved people. Dollar .Amount - $1,495 Dates — February 2025 — July 2025 Contact — Director A.nnika Holder, (305) 375-4716 Statement — Provided financial assistance to help pay for TWIC Cards and registration fees for students. Responsibilities — Offered financial assistance to participants in need of support. Client - Miami -Dade County Office of Management and Budget Description of Work - Offers financial support of the Boot Camp Reentry Dollar Amount - $84,000 Dates — October 1, 2024 — September 30, 2025 Contact — John Ise, Contract Officer, (305) 342-0125 Statement — Provided support for out Boot Camp Reentry Program at Correctional Center Responsibilities — Provided Workforce Readiness Training to youth (18-24) placed 47 cadets in permanent positions, offered case management services Client - Miami -Dade County Office of Neighborhood Safety Description of Work - Offers financial support to create and publish the Miami -Dade County Reentr Resource Guide. Dollar Amount - $25,000 ongoing Dates — January 2025 — September 2026 Contact — Director Annika Holder, (305) 375-4716 Statement — Provided financial assistance to produce the inaugural Miami -Dade County Reentry Resource Guide. Responsibilities — To oversee the production of a guide that will benefit Miami -Dade County's reentry community. Program. "Turner -Guilford -Knight inside TGK. Successfully and mentoring sessions. Statement Regarding Litigation Currently, Transition is not involved in any litigation, either civil or criminal. 7 y EXHIBIT "B" PROGRAM DESIGN & INNOVATION Our Objective Transition's Second Chance Center will use a multi. -prong approach to assist justice -involved people in creating a more positive and productive second chapter in their lives. This method will include Workforce Readiness Training, career exploration, job placement, mentoring, case management, support groups and counseling. Studies have determined the effectiveness of "wrap -around" services approach and we firmly believe and have witnessed this strategy to help change the lives of residents in Overtown. Transition maintains the experience, qualifications and capacity to deliver a first-rate program that will fight crime and reduce recidivism. We kindly ask you to review our software, on - boarding process, our answer to lowering crime in our community, service descriptions, objectives and outcomes in this section of our proposal. Our Software Transition utilizes Bonterra Apricot software for case management and employment services. It is a government case management software that specialize .in improving outcomes, simplifying complex workflows and showcasing our success — all while ensuring data security and compliance. The program streamlines administrative processes and improves data accuracy, allowing our agency to focus on critical health needs, employment services, and proactive community wellness programs. With Bonterra, Transition can efficiently track client outcomes, coordinate care across multiple providers, and easily generate compliance reports, ensuring a higher standard of public health services. All employees are competent in using this software. Transition has used Bonterra for five years with much success. Transition's Second Chance Center On -Boarding Process Program On -Boarding Process — Completion of program application, computerized assessment, background search, presentation of I-9 documentation. Establishing participants files in the Bonterra Apricot system. Prior to orientation the participants will meet with Transition's Peer Specialist and a representative from the Florida Rights Restoration Coalition to determine additional services. 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 Placement Specialist will provide orientation, assign participants and monitor 8 On -Boarding is offered daily (Mondays — Fridays, Sam- 10am & ipm — 3pm) Orientation is offered daily (Mondays — Fridays, 9am & 2pm) EXHIBIT "B" Initial Assessment — A review of the participants' file and questionnaire to determine participants' employment barriers. Workforce Readiness Training — Development of Resume, Cover Letter, Thank You Letter and. Mock Interview Session. Individual Employment Plan (IEP) or Individual Reentry Plan (IRP) - We chart the participants short- and long-term employment and educational goals within our Apricot system. Job Search — Placement Specialist assist the participant with job search. Case Management — Transition's Case Manager 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. Program Closeout Initial Assessments are performed at the participant's first meeting with their assigned Placement Specialist. 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. Participants remain in our program and receive services for two years. Ongoing -- Transition will obtain Employment Verifications as proof of that participant is currently working. October 1.5, 2026 — A final report will be presented to the SEOPW CRA and. City Commissioners. (See Attachment B — Transition's Cycle of Services) Our Answer to the Problem Each day justice -involved people are released from jails and prisons, and their family members and close friends are impacted by their situations. Miami -Dade County Corrections and Rehabilitation Department Daily Jail Population Statistics for July 2025 indicate between 75 and 200 inmates are 9 EXHIBIT "B" released back into our communities each month. This does not include people being released. from state or federal institutions. Our Second Chance 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 focus on treating clients according to their 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. Horne visits are part of continued outreach as well as support, advocacy and navigation when referred to and engaged in community services. To improve delivery of services, reduce gaps, and reduce homelessness, Peer Specialist will accompany participants to appointments and advocate, as needed. Transition's Second Chance Center Service Description Transition's Second Chance Center offers tangible solutions to eliminating barriers to employment and employment opportunities for justice -involved, justice -impacted, homeless, low-income, veterans, disabled, and single -parent households. Our dedicated team of professionals are trained to assist. Features and Benefits Transition's "Second Chance 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 in 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 10 EXHIBIT "B" 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 to 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, hospitality, 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 mentoring 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. Additional Programs Transition offers monthly Financial Literacy Workshops in partnership with Chase Bank. The purpose of the workshop series is to foster a better understanding of financial, credit and debt management that is necessary to make financially responsible decisions - choices that are integral to our everyday lives. Monthly supports groups for Men and Women, "ManUP" and "The Journey" and weekly Digital Education Class in partnership with Miami Dade College. These programs are designed to help participants improve how they manage the funds, build stronger interpersonal skills, improve mental health, and upgrade their skillset for today's job market. 11 EXHIBIT "B" Objective and Outcomes Our organization applies an equity lens to everything we do. We work with marginalized populations — formerly incarcerated, low-income, at -risk, unhoused, veterans and unemployed. individuals. We believe in leveling the playing field and providing a second chance for all. Our organization was founded on the premise that everyone deserves a second chance, that equity should be our guiding principle and that all people have the right to a life of economic security and freedom from crime and poverty. We are guided by the premises of equity, inclusion, and diversity. Our participants identify as 42% African American, 34% Latinx 4% Caucasian, 6% Bi-racial and 14% other. We equally serve all races, ethnicities, genders, sexual orientations, and economic statuses. The impact that this lens has on our delivery of programs and services to our community means that everyone is treated -with respect. It means that justice for all and fair treatment for each participant — no matter their history or status — this is the driving force behind our work. Here are the numbers for our "One -Stop Work Center" grant and our goals for our Second Chance Center. Our objective is clear: Assist justice -involved men and women and other marginalized people move from dependency to self-sufficiency by offering the support, guidance, skills and resources dedicated to change the trajectory of their lives. As a result, we will help to reduce crime and poverty by offering real jobs and opportunities for advancement. By the Numbers (10/1/2024 — 07/31/ 2025) Here are the outcomes of our current grant cycle: • Adult Reentry Participants 1,254 • Services for justice involved people 12,176 • Workforce Readiness Participants 1,217 • Individual Employment/Reentry P (IEP/IRP) 1,205 • Obtain Employment 475 • Job Training Opportunities 463 • Case Management Assessment 1,205 • Case Management Services/Referrals 654 • Counseling Sessions 315 12 EXHIBIT "B" Our "Second Chance Center" Goals Goals for Transition's Second Chance Center will. include successful completion of On -boarding, Workforce Readiness Training, Individual Employment/Reentry Plans, Employment Placements, Mental Health Assessments, and Case Management Services. Participants will be tracked by our Peer Specialist. Placements Specialist will receive Employment Verifications to ensure employment of our participants. In addition, weekly Case Management Meetings will be held to track the success of our wrap -around services. We firmly believe that our efforts will surpass our outlined goals for the year. • Adult Reentry Participants 2,000 • Services for justice involved people 15.000 • Workforce Readiness Participants 1,800 • Individual Employment/Reentry P (IEP/IRP) 1,750 • Obtain Employment 600 • Job 'Training Opportunities 725 • Mental Health Assessment 950 • Case Management Services/R.eferrals 1,000 • Counseling Sessions 500 Uniquely Qualified and Scalable Components Transition's Second Chance Center approach is unique in that we offer multiple services under one roof. Participants come to receive multiple services on a single visit, eliminating the red tape of bureaucracy. Our population of justice -involved people, unhoused, single parents and low-income are a special population who are reintegrating into mainstream society. They require the support of their family, friends, and organizations like Transition to be successful. This individualized care is the strength of our organization. As leaders in Miami -Dade Count-yy's reentry community, Transition has a history of working with this complex community. Many of our staff have lived experience and we are sensitive to the needs of our reentry community. For over 50 years, Transition has helped justice - involved people make a difference in their lives — moving from dependency to self-sufficiency. In addition, our staff has over 30 combined years of Career Service experience and consistently attends workshops and training opportunities to enhance their skillset. Transition is in Building C of the Cuhner Community Resource Center. Our complex has over 5,000 square feet and is comprised of a lobby, 1.2 offices, an advisor's breezeway (meeting space), a multi -purpose room (digital education classroom), ladies' boutique, and gentlemen's closet. We have the capacity to host several events each day, for instance, each morning at 10am we host Narcotics Anonymous, registration and serving clients at the same time. Most are surprised at the sheer number of activities we can host simultaneously. Transition's Second Chance Center can grow and serve a larger population without increasing costs or resources. We have witnessed first-hand tremendous growth in the in -take of participants due to the closing of the North.side Career Source Center. Currently, we help over 1,000 participants with services, and we have the capacity to serve another 500 participants. Of course, this will involve more volunteers, additional training and the use of developing online resources. We maintain a strong 13 EXHIBIT "B" relationship with Miami -Dade County Corrections and Rehabilitation Department and continue to strengthen our ties with the Probation Officers Department of the agency. Our Organizational Experience and Qualifications Transition has a team of dedicated professionals who truly wanted to make a difference in the lives of members within our reentry community! With over 30 years of combined experience in Career Services, Transition's staff maintains the linguistic competencies needed to successfully assist justice involved people, including policy, structures, practices, procedures, and dedicated resources to support participants. Sixty percent of our team have lived. experience and because of this, we arc uniquely qualified to understand participants' barriers (both physical and mental). Members of our team lead with hearts to serve underserved cominuni.ties with purpose, compassion and professionalism! Transition Inc. has a long -track record of success for helping previously incarcerated people as well as non --offenders. We take pride in delivering comprehensive programs that meet the needs of our diverse community. We have the experience, infrastructure, governance, and operational efficiency to improve the lives of participants. In addition, we trainings, leadership development and other resources needed to positively impact on the lives of Overtown residents, Background and Relevant Experience Key Team Members Our team is led by the Program Director Stephen Gilmore. Mr. Gilmore has over 20 years of experience in Career Services and Higher Education. As Program Director of Transition, Mr. Gilmore is responsible for the planning, organizing and direction of the organization's operations and programming. Under Mr. Giltnore-'s leadership many new partnerships were developed. They include Miami Dade College, Florida Department of Transportation, Florida Rights and Restoration Coalition, Linsey Iopkins Technical College, Florida Iighway and Safety Motor Vehicles and Miami - Dade Department of Corrections and Rehabilitation, to name a few. Recently, Mr. Gilmore served as a founding member of the "An 'Umbrella of Ilope Reentry Coalition." The coalition consists of over 80 ;'vIiami-Dade County community -based organizations and community stakeholders uniting to uplift our reentry community. Project Supervisor — Henryfrank Cole - I.Ienryfrank is responsible for overseeing our Second Chance Center. He facilitates our Workforce Readiness Training, provides employment assessments, job search, job placement and referrals for wrap -around services to our participants. Mr. Cole has four years of experience in Career Services. Placement Specialist — Marie Prophete. Marie's duties include providing workforce readiness training workshops, employment assessments, job referrals, job development and job placements. Placement Specialist — Shozanio Fleneury. Shozanio's duties include providing Workforce readiness training workshops, employment assessments, job referrals, job development and job placements. 14 EXHIBIT "B" Placement Specialist — Jennlys Duran. Jennlys' duties include providing Workforce readiness training workshops, employment assessments, job referrals, job development and job placements. Case Manger — Sonise Carri. With over 10 years of experience in case management, Sonise is also a credentialed Life Coach. Peer Specialist -Ruth Frederick. Ruth serves as a mentor for participants. She provides follow-ups and schedules job training opportunities. Peer Specialist — Raquel I Ianshaw. Raquel serves as a mentor for participants. She provides follow- ups and schedules job training opportunities. Outreach Coordinator — Shantae Whisby. Shantae has over 10 years of experience working as a Community Liaison and Event Planner. Community 1-1;ngagement Transition provides several community engagement activities throughout each year in the Overtown community. For example, we chaired our annual Overtown Employment & Education. Fair over the past three years. We also offer multiple job fairs at our center and the Overtown Performing Arts Center, and the Department of Motor Vehicles FLOW Unit provides monthly visits to our center, providing Driver's License and Florida ID services. We host our annual Family Fun Day, Thanksgiving Day Potluck and Voters Registration events for the residents of Overtown. It is important that our community understands that we are here for them and these small acts of kindness generate a sense of community and togetherness. Out strategy for community engagement includes clearly demonstrating the need for "second chance" opportunities for adults and youth in our community — we must continue our outreach in terms of communicating with all, including those standing on the street corners to churches and other local groups. We must continue to encourage our community to get involved, take advantage of programming, educational opportunities and more. We continue to set clear goals for our community and participants — with every certificate comes an employment opportunity. We must utilize our digital tools — thanks to The Miami Foundation, we have a refurbished computer lab where we offer free classes once a week. Finally, we must continue highlighting diverse voices — we must ensure that all perspectives are included in discussions. These strategies help build trust and collaboration within our communities. Transition has earned the trust of our community because we work hard each day — we stand true to our mission and create opportunities for Overtown residents. Stakeholder Involvement Transition's Second Chance Center will continue to provide stakeholders (participants and the community) with involvement in our programming. For example, we offer participants surveys and perform feedback sessions as part of our attempt to offer the best services to clients. We understand that by involving our participants, we can receive diverse perspectives, address concerns and create a network of champions who are willing to promote our work. In addition, our Program Director, maintains an "open door" policy with participants. At any time, a participant can elevate a concern of suggest — We are here for your clients and community. 15 EXHIBIT "B" Trust Building Efforts Transition is a vital part of the Overtown community. Beyond career services, we assist other organizations and perform tasks outside of our typical work. For instance, we've hosted food drives, karaoke parties, Valentine's dances and more to help foster trust between our agency and convnunity. We offer orientation twice a day for new members and during this process we explain our "open door" policy and other means for participants to share their viewpoint. Building a strong social contract is a top priority for our organization. We have a very limited. marketing budget, and we view our participants and our community as our prime marketing tool. Making certain that they are aware of our services and how they can utilize our services is key. Oftentimes, members of our community come to us for help in several ways — our thought process — if we don't have the answer, we will find the answer! That's the primary way we build trust with members of our community — we get the job done! During COVID-19, Transition was one of the few agencies to remain open in Miami -Dade County. During that time, we assisted Overtown residents with food and unemployment applications, sponsored food and clothing drives and made free phone calls for clients in need. These acts helped develop our reputations as a "community agency." Furthermore, we will continue to offer opportunities to engage in community empowerment initiatives such as Voter's Registration Drives and workshops. These initiatives promote trust through active participation and support. To that end, the City of Miami Police Department, a valued Comnnunity Partner, is always present at our Outreach events. We firmly believe that we are a convnu nity of "ONE" and their presence at outreach events creates an opportunity for us to strengthen the relationship between public safety and our Overtown residents. Building trust between law enforcement and our community is critical for effective policing and positive community relations. Some of the strategies we have utilized have included open communication, community engagement, transparency and accountability. We continue to actively work with our police department. At our events our police have work hard to foster a better understanding of our residents and develop a more cooperative environment. Crime Reduction Impact Prison and jail releases are at an all -tithe high in the United States, and many of those leaving prison are looking for jobs just as the country is recovering from the worst economic crisis since the Great Depression. What to do? Like other reentry programs throughout the country, Transition's Second Chance Center will help stem the tide of recidivism by offering opportunities over incarceration. Work remains an appealing possibility for reducing social ills such as repeated crimes and drug use. Jobs programs can make some measurable differences, such as lowering crime and reducing recidivism. Reducing recidivists not only protects society at large but also improves the life quality of individual. ex -offenders. Employment has long been recognized as having a negative correlation with crime (Uggen, 1999; Uggen et al., 2005). However, ex -prisoners face tremendous difficulties in obtaining employment opportunities post -release. Such a disadvantaged situation may be attributable to multiple reasons. First, most of the offenders may simply lack the necessary job skills for specific positions, 16 EXHIBIT "B" keeping them from those usually higher paid and more stable jobs. Second, many employers are reluctant to hire justice -involved people due to the stigma unposed by their previous criminal. records. That's why programs like "Transition's Second Chance Center are needed. Our program prepares justice -involved people for higher paying positions. Secondly, we partner with Community Employers that provide opportunities fo:r returning citizens. Both are required if we are going to make an impact in our communities. One longitudinal study consisted of a large sample from Norwegian prisons (Skardhamar & Telle, 2012) and used a wide range of individual information (offense type, post -release education, post -release social benefits, drug use/possession, time served, immigrant background, family type, education, parents' education, previous earnings from work, etc.). The researchers found that employment is associated with reduced recidivism, with the association "strongest for those who were sentenced for property and economic offenses and least strong for those who were sentenced for violent and traffic offenses" (Skardhamar & Telle, 2012, p.646-647). Their measure of post -release employment, though," is based on being registered. -in the central employee register," which does not include characteristics of the job. The literature on reentry to the community -after release from prison confirms that recidivism is lower among those who find stable, high -quality employment (Berg & Huebner, 2011; La Vigne et al., 2004; Lockwood et al., 2012; Uggen, 2000; Verweij et aL, 2021; Visher & Courtney, 2007; Visher et at., 2011). The relationship between employment and desistance is especially salient when individuals work in "career jobs" rather than "survival jobs" (Buckler) & Zajac, 2009; Niebuhr & Orrick, 2020; Uggen, 1999) . Despite the importance of obtaining employment soon after release from prison, reieasees face difficulty in finding work (Uggen & Staff, 2001; Visher & Courtney, 2007) . Those who have been incarcerated are often not well educated and lack job training and vocational skills (Coates, 2016; Duwe, 2018a; Petersitia, 2003; Visher et al., 2011); importantly, many incarcerated people are released with similar educational and vocational deficits as they had when they were incarcerated (Crayton & Neusteter, 2008; Solomon et al., 2004). Given the importance of education for obtaining employment, prison -based education and career training may be a key component of successful reentry. Transition's Second Chance Center is prepared to combat crime and reduce recidivism by providing employment opportunities, job training, case management and wrap -around services. Our work has a strong positive impact on the individuals we serve and the communities they reside in.. Metrics for Success Outcome Measures • 'Transition will assist 1,200 .residents with employment opportunities • 85% of participants will create Individual Employment/Reentry 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. 17 EXHIBIT "B" Identify the Deliverables • Participants will receive Initial Assessments by Placement Specialist • Participants will receive Workforce Readiness Training (job etiquette, mock interviews, creation of resume, cover letter, thank you letter and more! • Participants will receive job referrals and job placements. • Participants will receive job training skills • Participants will receive Initial Assessments from Case Management Team • Participants will have access to Individual and Group Counseling Evidence -Based Strategies Evidence -based programming focusing on reentry and successful reintegration are highly important to reducing recidivism. Transition's Second Chance Center addresses the three major components as outlined by the National Reentry Resource Center. Firstly, we combine the principles of Risk-Neecls- Responsivity (RNR), deterrence, procedural justice, and collaboration. Transition conducts individual risk and needs assessments to create case plans for each participant. A person's assessed risk of recidivism, and the factors that may contribute to their risk, should guide services and planning for each participant. Secondly. because of the assessment, we can tailor the programming for each participant and document their progress. Providing tailored and holistic support that starts during confinement and continues after release, with a focus on family involvement, cognitive -behavioral therapy, and community supervision. While we do not provide support during confinement, Transition offers support as soon as the participant begins registration. Thirdly, addressing critical needs such as housing, employment, family unification, and mental physical health. treatment. Participants are asked a series of questions during their assessment with our Case Manager. Our Case Manager creates a warm, welcoming environment which allows participants to feel comfortable and share more of themselves. As soon as barriers are elevated, we address them or find a Comtnun4 Partner who can address their. It is imperative that as many of a participant's needs are addressed immediately. If they are not, then the likelihood of a participant being successful is • reduced. Evaluation and Sustainability Transition has worked extremely hard over the last 5 years to improve our stance as a sustainable organization. In 2023, Transition was selected to participate in JP Morgan Chase Bank Service Corp Program. This program provided us with a team of Chase Bank professionals who evaluated our agency financially, progratrtmatically and our impact on our community. Throughout this one-year process, we were able to develop a detailed report which included our five-year business plan to boost our financial reserves, programmatic goals to include how we track the efficiency of our services, and tools to measure our impact on quantifiable outcomes and to ensure they are aligned with our mission 18 EXHIBIT "B" objectives. It was a valuable project that has helped us tremendously. We learned how to market ourselves to our community, track our resources and branding. We also continue to evaluate our community partnership and gauge via surveys and engagement analytics our performance. Our long-term sustainability will be achieved by furthers diversifying our income streams. Currently, funds come from grants, The Heroes Reception, our Annual Event, and Give Miami Day. These last two sources are unrestricted. We look to focus on more unrestricted dollars and earned income. Transition is an agency that evaluates all our work. With the help of the JP Morgan Chase Service Corps Program, we were able to better hone in on what it takes to be a fully evaluated organization. All our programs are evaluated to help us gauge constituents' successes by prograrn's end and after. For our youth Boot Camp, the assessment that will be used is the CASE' assessment. The CASEL framework is widely used by researchers, educators, and policymakers to help establish systemic, equitable, evidence based social and emotional learning for all preschool to high school students. It guides the design, implementation, and continuous improvement of school -family -community partnerships to enhance the social, emotional, and academic competencies of young people. • Pre -assessment helps participants reflect on prior knowledge and prepare for learning experiences. • Mid -assessment evaluates progress, engagement, and areas for improvement. ® Post -assessment measures growth, program impact, and key takeaways. Additionally, we use the True Colors Assessment; it provides participants with an overview of skills and talents they possess. True Colors can be a valuable tool for personal growth, improving relationships, and making informed decisions; and it is used to understand one's strengths, work on areas for development, and navigate interactions with others more effectively. For our adult re-entry program, participants receive a pre- and post-test. We measure satisfaction with the program, program efficacy, client motivation, number of interventions, job placement, job retention at the 30-, 90-, and 120-day marks. In the financial literacy and computer literacy classes, clients are measured by their pre- and post -knowledge of the subject matter. The results we hope to attain include: 1) that adults and youth do not re -offend 2) that youth are prepared for a promising career in a field of their choice 3) that adults maintain employment in a job we matched them with or other field 4) that constituents become self-sufficient. Long Term Funding Strategy Transition has performed the following tasks to create a long-ter.na stream. of revenue for our agency. This includes conducting a financial assessment to analyze our income sources, expenditures and overall financial health. Set clear financial goals that are specific, measurable and achievable financial goals aligned with our mission. We identified funding sources such as grants, donations, partnerships and earned income. We developed a diverse fundraising plan which we would focus on multiple streams to ensure financial stability. In addition, we engaged our stakeholders and continued to build relationships with donors, community partners, and board members to enhance trust and support. By 19 EXHIBIT "B" implementing these strategies, we believe we can enhance our financial sustainability and ensure our long-term success. Data Collection and Analysis Transition utilizes Bonterra's Apricot Software system. Known for its efficient workflows, powerful automations, and sophisticated reporting tools, .Apricot has always empowered agencies and nonprofits to improve service delivery. As part of the Bonterra Impact Management platform brings together industry -leading case management software, a library of trusted best practices, and robust impact measurement capabilities to give us a holistic way to achieve our goals. Transition uses this system in several ways, including our onboarding process, quarterly reports and annual reports. Budget and Cost Effectiveness Transition monitors income and expenses to ensure that we stay within planned budgets, which is essential for financial transparency and resource allocation. Our K.ey Performance Indicators (KPIs) measures our success by tracking the metrics such as the number of people served, impact on our community, and cost per outcome to evaluate our effectiveness. In addition, we perform financial analysis to align our spending with mission goals, assess financial health, and identify areas for improvement. Our Board of Directors utilizes data analytics to segment donors and track their contributions towards our annual Heroes Reception (our major fundraising event). Reasonable and Itemized Budget Transition's Second Chance Center PROGRAM BUDGET Annual Budget Description. Amount Staff Salaries Program Director $ 90,000.00 Proram Supervisor $ 60,000.00 Outreach Coordinator $ 44,000.00 Accounting $ 26,000.00 Program. Specialists $ 39,000.00 Case Manager $ 52,000.00 Placement Specialist $ 44,000.00 Placement Specialist $ 44,000.00 Placement Specialist $ 44,000.00 Peer Specialist $ 40,000.00 Peer Specialist $ 40,000.00 20 EXHIBIT "B" Total Salaries $ 523,000.00 Admin Fringe $ 62,393.90 Total Admin $ 62,393.90 Non - Salary Telephone and Network $ 8,000.00 Office Supplies $ 6,000.00 Postage $ 500.00 Copier $ 4,820.00 General Liability $ 12,000.00 Paychex $ 4,500.00 Total Non - Salary $ 35,820.00 Programing Forklift Classes $ 8,000.00 Training (O.S.H.A.) $ 4,000.00 GED/Food Handler's Certification $ 2,000.00 Security Guard License (Class D) $ 15,000.00 Program Supplies $ 6,000.00 CDL $ 30,000.00 Hospitality $ 5,000.00 Misc. Job Training Opportunities (HHA/CNA/Computer Ed.) $ 5,000.00 Total Programing $ 75,000.00 Total $ 697,213.90 Cost -Benefit Alignment Transition tracks cost benefit alignment by quantifying both financial and mission -centric benefits. As a nonprofit that supports marginalized communities, we place emphasis on direct services. Our participants need assistance with many items and often we must gently guide them through the process. Finding alignment with strategic goals (assisting justice -involved move towards independence), considering stakeholder perception and trust (surveys/feedback sessions/community engagement), and adopting structured approaches that incorporate elements of both cost -benefit and cost -impact analysis (the cost of a program or activity divided by the number_ of participants). By blending these models, we're able to optimize value, purpose, and ensure cost -efficiency and mission alignment. 21 EXHIBIT "B" IIIII))))A TRANSITION WWW.TRANSITIONINC.ORG upporting Documentation Attachment A Outreach Coordinator Transition's One -Stop Workforce Center Program Staffing Chart Program Specialist Program Director Program Supervisor Placement Specialist Placement Specialist Peer Specialist Accounting Placement Specialist Peer Specialist Case Manager „El.. 11131HX3 Transition's Cycle of Services Attachment B 1. On -Boarding Process (Online Registration, Computerized Assessment, and Orientation of new participant. 5. Ongoing Services Participant will meet weekly- with Placement Specialist for Job Referrals and Job Training Opportunities until they are hired. 30-, 60-, 90- and 120- follow-ups are provided. Participant remains active in program for 2 years. 2. Peer Specialist Initial Assessment of Employment Barriers. Participant receives weekly emails and phone calls for follow-up and updates. Proactive coaching is provided to ensure participant success. 3. Case Manager Initial Assessment of Wrap -Around Services to determine if participant needs additional support. Referrals for Social Services as well as mental health evaludon. If needed, in- house referrals for mental_ health services from Abundant Living Health & Wellness or rights and restoration from Florida Rights Restoration Coalition. 4. Placement Specialist \Xiorkforce Readiness including Resume Development, Cover Letter, Thank You Letter and dock Interview Sessions. Based on the participants performance they will move forward to the next step. EXHIBIT "B" USEEVERYON r A SECOND CHAN E IIIIINA TRANSITION WWW.TRANSITIONINC ORG Letters of Support EXHIBIT "B" August 7, 2025 Mark Stallworth SEOPW CRA 819 N.W. 2"(lAvenue Miami, Florida 33136 RE; Letter of Support for Transititm, itine„ Good day, This letter is submitted on behalf of Transition Inc. in response to RFP Number 25-04, Innovation Crinie Reduction and Intervention Programming, 71'ransition Inc. has been a valued partner of the Miami -Dade Corrections and Rehabilitation .Department for more than 20 years, delivering Workforce Readiness Training and Reentry Services to the young men and women in our Boot Camp Program. Throughout this partnership, Transition Inc. has consistently demonstrated expertise and commitment in preparing cadets for successful community reintegration by providing job skills development, training, referrals, and placement opportunities. Their contributions have played a vital role in supporting the personal and professional growth of the program participants. This letter is provided f • ly official purposes necessary to support Transition Inc.'s proposal and. to affirm our conthid confidence in their work. Respectfully, Forrest Mott .g Lieutenant I Facility Supervisor Miami -Dade Chrree•tions and Rehabilitation Department Boot Camp Program 6950 NW 41 Street, Miami FL 33166 (786) 263-5808 Office (786) 518-1513 Cellular Forrest.Mottll@miamidade.gov aid 3leus, Ph, Correctional Counselor Miami -Dade Corrections and Rehabilitation Department Boot Camp Program 6950 NW 41. Street, Miami FL 33166 (786) 263-5805 Office (786) 921-74.79 Cellular Reynald,Bleus@miamidade.gov "Delivering Excellence Everyday" SUITED FOR SUCCESS EXHIBIT "B" DRESS FOR SUCCESS® MIAMI Board of Directors Chrissie Mollicone President Ulta Shannon Nurse-Ferraresi Secretary/ Treasurer Ideal Image Nicole Barrow ECU Worldwide Solange Campuzano Florida Blue Jessica Delacruz Sharff, Wittmer, Kurtz, Jackson & Diaz PA Sonia Harty Miami Heat Lisa Lehr Royal Caribbean Valerie Major-Geter Comcast Jessica Merz Bacardi -Martini Inc. Sheila Oretsky Greenberg Traurig, P.A. Amy Spivok-Richman Richman Consulting LLC Roberto Serrano Capital One Paola Suarez JP Morgan Chase Sonia Jacobson Co -Founder/ Executive Director July 6, 2025 To: Stephen Gilmore / Executive Director Transition Inc. 1550 NW 3rd Ave Bldg. C Miami, Florida 33136 Re: Letter of Support To Whom It May Concern: I am pleased to express our strong support for Transition Inc. and their proposal to the SEOPW CRA. Their program aligns closely with the CRA's mission to implement innovative, community -driven strategies that reduce crime, strengthen public safety, and improve quality of life. Transition Inc. has a proven record of helping residents gain the skills, resources, and confidence needed to thrive. We believe their approach —combining workforce development, mentoring, training, and community engagement —addresses the root causes of crime and contributes meaningfully to its reduction in the community. We have partnered with Transition Inc. for many years, participating in their job fairs and community engagements, and demonstrating our shared commitment to a safer, more connected community. We wholeheartedly support Transition Inc. and look forward to continuing our work together to create a positive, lasting impact in our community. Sonia Jacobson Founder / Executive Director 1600 NW 3rd Ave, Suite 111, Miami, FL 33136 305-444-1944 EXHIBIT "B" 11111))))))) TRANSITION RFP INFOR - TION FORM EXHIBIT "B" CHRISTINE KING Board Chair SECTION 5 5.0: RFP RESPONSE FORMS JAMES McQUEEN Executive Director 5.1. RFP INFORMATION FORM RFP No. 25-04: REQUEST FOR PROPOSALS — INNOVATION CRIME REDUCTION AND INTERVENTION PROGRAMMING SEOPW CRA REDEVELOPMENT BOUNDARIES, MIAMI, FL, 33136 I certify that any and all information contained in this RFP is true. I certify that this RFP is made without prior understanding, agreement, or connections with any corporation, firm or person submitting a response for the same materials, supplies, equipment, or services and is in all respects fair and without collusion or fraud. I agree to abide by all terms and conditions of the RFP and certify that I am authorized to sign for the Proposer's firm. Please print the following and sign your namei Transition, Inc. Firm's Name 1550 N.W. 3rd Avenue, Miami, Florida 33136 Principal Business Address (305) 571-2001 Telephone (305) 571-2001 Fax sgilmore@transitioninc.org E-mail address Stephen Gilmore Name Program Director Title Authorized Signature FAILURE TO COMPLETE, SIGN, AND RETURN THIS FORM MAY DISQUALIFY YOUR RESPONSE SOUTHEAST OVERTOWN/PARK WEST COMMUNITY REDEVELOPMENT AGENCY 819 NW Avenue, 3'd Floor' Miami, EL 33136 (305) 679-68001 www.scopwcra.com 1 cra@miarniov.com 21 EXHIBIT "B" IIIIIII))D TRANSITION cknowledgement of Receipt of Addendums Form EXHIBIT 1 131 1 cxmSnmcmws Board Chair 5.0: RFP RESPONSE FORMS mwESmcQuEEm ExeCLItive Director 5.1o. ACKNOWLEDGEMENT OFRECEIPT [JFA[JOENOUK8GFORM RFP No.25'04: REQUEST FOR PROPOSALS — INNOVATION CRIME REDUCTION AND INTERVENTION PROGRAMN@UN6 | acknowledge the receipt and have familiarized myself with all addendumafor this RFPand certify that |amauthorized hosign forthePn000ee/ofinn. Any and all eddendumscan befound nnthe SEDPVVCRAvwaboite by the Response Submission Date, Please print the following and sign your name: Transition, Inc. FimfoNume 1550 N.W. 3rd Avenue, Miami, FL 33136 Principal Business Addea (305)571-2001 Telephone Fax E-mail address Stephen Gilmore Name Program Director Z FAILURE nDCOMPLETE, SIGN, AND RETURN THIS FORM MAY DISQUALIFY YOUR RESPONSE SOUnmm �� u/wmuwn,nsoavc/npmcwrxoswc, xwmWz""Avenue. a^nw,|w.xmin.006 22 EXHIBIT "B" MUDD TRANSITION ti-Human Trafficking Affidavit ANTI —HUMAN TRAFFICKING AFFIDAVIT The undersigned affirms, certifies, attests, and stipulates as follows: a. The entity is a non -governmental entity authorized to transact business in the State of Florida and in good standing with the Florida Department of State, Division of Corporations. b. The nongovernmental entity is either executing, renewing, or extending a contract (including, but not limited to, any amendments, as applicable) with the City of Miami ("City") or one of its agencies, authorities, boards, trusts, or other City entity which constitutes a governmental entity as defined in Section 287.138(1), Florida Statutes (2024). c. The nongovernmental entity is not in violation of Section 787.06, Florida Statutes (2024), titled "Human Trafficking." d. The nongovernmental entity does not use "coercion" for labor or services as defined in Section 787.06, Florida Statutes (2024), attached and incorporated herein as Exhibit Affidavit-1. 2. Under penalties of perjury, I declare the following: a. I have read and understand the foregoing Anti -Human Trafficking Affidavit and that the facts, statements and representations provided in Section 1 are true and correct. b. I am an officer or a representative of the nongovernmental entity authorized to execute this Anti - Human Trafficking Affidavit. Nongovernmental Entity: --G iu i S' I "IIi)/) , _I- C , —1.:..0 I )I2K ('''z. 1 len o i Officer Title: :;Y C'(]�� ve rl/' f ,--dpi:)7 Name: J Signature of Officer: r' ��� Office Address: j S S Z /U . rN... A-"Vtl ) ,t J (nal/1 11 i j:- (, 39156 Email Address: 39 f /iiiidi f) 2`-t-- -tvi 'l'f1 i"I Main Phone Number: (. j Th) c Ica1/ -c a: c 77- FEINNo5-j/l'Wabl r/, I`/1CeJ,y STATE OF FLORIDA COUNTY OF MIAMI-DADE The foregoing instrument was sworn to and subscribed before me by means of physical presence or ® online notarization, this (.Q day of by as the authorized officer or representative for the nongovernmental entity.. He/she is perso>ta- ly known to me or ha produced PYlv-dJ as identification. �Yvit'9AItY PUIHIKMevaoHEEKS * MY COMMISSION it HH 318526 EXPIRES: February 3, 2027 4 My Commission Expires:b .Jirr r tir�l ,\(\17: g/111,&4„44,all, Signature of Person Taking Oath (Printed, Typed, or Stamped Name of Notary Public) EXHIBIT 1 131 1 Select Year 2024~ 7�� Title Chapter787 XU8 KIDNAPPING; CUSTODY OFFENSES; HUMAN TRAFFICKING; AND RELATED CRIMES OFFENSES View Entire Chapter 787'06 HumantraffiddnQ,— (1)(a) The Legislature finds that human trafficking is a form of modern-day slavery. Victims of human trafficking are young children, teenagers, and adults. Thousands of victims are trafficked annually across international borders worldwide. Many ufthese victims are trafficked into this state. Victims of human trafficking also include citizens of the United States and those persons trafficked domestically within the borders of the United States. The Legislature finds that victims of human trafficking are subjected to force, fraud, or coercion for the purpose of sexual exploitation orforced labor. (b) The Legislature finds that while many victims of human trafficking are forced to work in prostitution or the sexual entertainment industry, trafficking also occurs in forms of tabor exploitation, such as domestic servitude, restaurant work, janitorial work, sweatshop factory work, and migrant agricultural work. (c) The Legislature finds that traffickers use various techniques to instill fear in victims and to keep them enslaved. Some traffickers keep their victims under lock and key. However, the most frequently used practices are less obvious techniques that include isolating victims from the public and family members; confiscating passports, visas, urother identification documents; using orthreatening touse violence toward victims ortheir families; telling victims that they will be imprisoned or deported for immigration violations if they contact authorities; and controlling the victims' funds by holding the money ostensibly for safekeeping. (d) It is the intent of the Legislature that the perpetrators of human trafficking be penalized for their illegal conduct and that the victirns of trafficking be protected and assisted by this state and its agencies. In furtherance of this policy, it is the intent ofthe Legislature that the state Supreme [uurL` The Florida Bar, and relevant state agencies prepare and implement training programs in order that judges, attorneys, taw enforcement personnel, investigators, and others are able tnidentify traffickers and victims ofhuman trafficking and direct victims to appropriate agencies for assistance. It is the intent ofthe Legislature that the Department ofChildren and Families and other state agencies cooperate with other, state and federal agencies to ensure that victims of human trafficking can access social services and benefits toalleviate their plight. (2) As used in this section, the term: (o) "Coercion" means: 1. Using orthreatening touse physical force against any person; l. Restraining, isolating, orconfining orthreatening to restrain, isolate, nrconfine any person without iaw/u\ authority and against her orhis will; 3. Using [ending or other credit methods to establish a debt by any person when tabor or services are pledged as auecuhty for the debt' if the value of the tabor orservices as reasonably assessed is not applied toward the liquidation of the debt, the length and nature of the tabor orservices are not respectively limited and defined; 4. Destroying, concealing, removing, confiscating, withholding, nrpossessing any actual nrpurported passport, visa, mrother immigration document, or any other actual or purported government identification document, of any person; 5. Causing orthreatening tocause financial harm tuany person; 0. Enticing oriuring any person by fraud or deceit; or EXHIBIT 1 131 1 7. Providing a controlled substance as outlined in Schedule I or Schedule 11 of s. Q93.O3Luany person for the purpose ofexploitation of that person. (b) "Commercial, sexual activity' means any violation ofchapter 796 or an attempt to commit any such offense, and includes sexually explicit performances and the production of pornography. (c) "Finoncia|harm"inciudesextorbnna1eextensionofcvedit,ioansharkinguxdeMnedinx.687.071`or employment contracts that violate the statute of frauds as provided in s. 725.01. (d) "Human trafficking" means transporting, soliciting, recruiting, harboring, providing, enticing, maintaining, purchasing, patronizing, procuring, or obtaining another person for the purpose ofexploitation ofthat person. (o) "Labor" means work ofeconomic or financial value. (0 "Maintain" moans' in relation to labor orservices, to secure or make possible continued performance thenon[' regardless of any initial agreement on the part of the victim to perform such type service. (g) "Ohtain" means, in relation to labor, commercial sexual activity, or services, to receive, take possession of, ortake custody ofanother person orsecure performance thereof. (h) "Services" means any act committed at the behest of, under the supervision of, or for the benefit of another. The term includes, but is not limited to, forced marriage, servitude, or, the removal wforgans. (/) "Sexually explicit performance" means an act orshow, whether, public o,private, that is live, photographed' recorded, or videotaped and intended to arouse orsatisfy the sexual desires or appeal to the prudent interest. (j) "Unauthorized alien" means an alien who is not authorized under federal taw to be employed in the United States, asprovided in8U.S.C. u. 1324a(h)(3). The term shall be interpreted consistently with that section and any applicable federal rules orregulations. (k) "Venture" means any group oftwo nrmore individuals associated in fact, whether nrnot u legal entity. (]) Any person who knowingly, or in reckless disregard ofthe facts, engages in human trafficking, or attempts to engage in human trafficking, or benefits financially by receiving anything ofvalue from participation in a venture that has subjected aperson tohuman trafficking: (a)1. For labor or services of any child younger than 18 years of age or an adult believed by the person to be a child younger than 18years ofage commits afelony ofthe first degree, punishable axprovided ins.775.002's. 775.083'urs.775.084. 2. Using coercion for labor or services of an adult commits a felony of the first degree, punishable asprovided in o. 775.082, s. 775.083' ors. 775.084. (b) Using coercion for commercial sexual activity of an adult commits a felony ofthe first degree, punishable as provided in o. 775.082' s. 775.083' or s. 775,084. (c)1. For tabor or services of any child younger than 18 years of age or an adult believed by the person to be a child younger than 18 years of age who is an unauthorized alien commits a felony of the first degree, punishable as provided in s. 775.082' s. 7Z5.083' or s. 775.084. 2. Using coercion for tabor or services of an adult who is an unauthorized alien commits a felony of the first degree, punishable as provided in m. 775.082, u. 775.083' ors. 775.084. (d) Using coercion for commercial sexual activity of an adult who is an unauthorized alien commits a felony of the first degree, punishable as provided in s. 775.082, x. 775.083, ors. 775.884. (o)1. For tabor or services who does so by the transfer or transport of any child younger than 18 years of age or an adult believed by the person to be achild younger than 18years ofage from outside this state towithin this state commits e felony of the Mot degree, punishable as provided in o. 775.082' x. 775.883' or s. 775.084. 2. Using coercion for tabor or services who does so by the transfer or transport of an adult from outside this state towithin this state commits afelony ofthe first degree, punishable as provided in o. 775.082, y. 775083, or x.775.O84. (f)1. For commercial sexual activity who does so by the transfer or transport of any child younger than 18 years nfage or on adult believed by the person to be a child younger than 18yearu ofage from outside this state to within this state commits afelony ofthe first degree, punishable byimprisonment for uterm ufyears not exceeding life, or as provided in n. 775.082' x. 775.083' or s. 775.084. EXHIBIT 1 131 1 I. Using coercion for commercial sexual activity who does so by the transfer ortransport of an adult from outside this state to within this state commits a felony ofthe first degree, punishable as provided in x, 775.002' s. 775.083' or s. 775.084. (g) For commercial sexual activity inwhich any child younger than 1Oyears ofage oran adult believed by the person to be a child younger than 18 year's of age, or in which any person who is mentally defective or mentally incapacitated as those terms are defined in o. 794.D11(1)' ioinvolved commits o life felony, punishable as provided For each instance of human trafficking ofany individual under this subsection, a separate crime is committed and a separate punishment ioauthorized. (4)(a) Any parent, legal guardian, orother person having custody orcontrol of minor who sells orotherwise transfers custody or control of such minor, or offers to set( or otherwise transfer custody of such minor, with knowledge or in nackiex» disregard ofthe fact that, as a consequence ofthe sale or transfer, the minor wilt be subject to human trafficking commits u life felony, punishable as provided in x 775.087' x. 775.083' or s. 775.084. (b) Any person who, for the purpose of committing or facilitating an offense under this section, permanently brands, or directs to be branded, avictim of an offense under this section commits a second degree felony, punishable as provided in m. 775.0�2, s. 775.083, or s. 775.084. For purposes nfthis subsection, the term "permanently branded" means a mark on the individual's body that, if it can be removed or repaired at all, can only be removed or repaired by surgical means, laser treatment, orother medical procedure. (5) The Criminal Justice Standards and Training Commission shalt establish standards for basic and advanced training programs for taw enforcement officers in the subjects ofinvestigating and preventing human trafficking crimes. Every basic skills course required for law enforcement officers toobtain initial certification must include training unhuman trafficking crime prevention and investigation. (6) Each state attorney shall develop standards n[instruction for prosecutors to receive training on the investigation and prosecution of human trafficking crimes and shalt provide for periodic and timely instruction. (7) Any real property or personal property that was used, attempted to be used, or intended to be used in violation of this section may be seized and shall be forfeited as provided by the Florida Contraband Forfeiture Act. After satisfying any Uens on the property, the remaining proceeds from the sale of any property seized under this section and owned by a defendant convicted of a violation of this section must first be allocated to pay any order of restitution of a human trafficking victim in the criminal case for which the owner was convicted. If there are multiple human trafficking victims in the criminal case, the remaining proceeds must be allocated equally among the victims to pay restitution. If the proceeds are sufficient to pay any such order of restitution, any remaining proceeds must bedisbursed as required by s. 932.7055(5)'(9). (8) The degree of an offense shalt be reclassified as follows if a person causes great bodily harm, permanent disability, or permanent disfigurement to another person during the commission of an offense under this section: (a) A felony of the second degree shall be reclassified as a felony of the first degree. (b) Afelony ofthe first degree shalt bereclassified asalife felony. (9) In a prosecution under this section, the defendant's ignorance ofthe v1cMm'xage, thevicbm's misrepresentation ofhis orher age, orthe defendant's bona Ode belief ofthe victim's age cannot be raised as defense. (iU)(a) Information about the location of a residential facility offering services for adult victims of human trafficking involving commercial sexual activity, which is held by an agency, as defined in s. 110.O11'iyconfidential and exempt from u. 11V.07(1)and y.24(a),Art. )ofthe State Constitution. This exemption applies tnsuch confidential and exempt information held by an agency before, on, orafter the effective date ofthe exemption. (b) Information about the location of residential facility offering services for adult victims ofhuman trafficking involving commercial sexual activity maybe provided to on agency, as defined in x. 119.011' as necessary to maintain health and safety standards and toaddress emergency situations in the residential facility. (c) The exemptions from x. 119.O7(1)and s.24(o)'Art. |ofthe State Constitution provided inthis subsection do not apply to facilities licensed by the Agency for Health Care Administration. EXHIBIT 1 131 1 (11) Avicdm'stack ofchastity orthe willingness orconsent ofuvictim isnot adefense toprosecution under this section ifthe victim was under 18years of age at the time of the offense, (1I) The Legislature encourages each state attorney tuadopt u pro -prosecution policy for human trafficking offenses, an provided in this section. After consulting the victim, or making a good faith attempt to consult the victim, the state attorney shall determine the filing, nunfiUng, or diversion of criminal charges even in circumstances when there is no cooperation from avictim urover the objection ofthe victim, if necessary. (13) When ocontract isexecuted, renewed, urextended between anongovernmental entity and a governmental entity, the nongovernmental entity must provide the governmental entity with an affidavit signed by an officer or a representative of the nongovernmental entity under penalty of perjury attesting that the nongovernmental entity does not use coercion for labor or services as defined in this section. For purposes of this subsection, the term "governmental entity" has the same meaning axins. 287'138(1). mstvr^—s.z,ch. loof'sv1;,. 1,ch. zvo6'16o/,. o,ch. zU1z'p7/,. »n8,ch. z01+1v/s.7,ch. 0w'1oo/s.v6,ch. zo1s'z/s.z,ch. 2015447; s. z' ch.zo1o'24; o.z5'ch. 2o1a1o5; s.4.ch. 2016-199; s. 2.ch. lozn'*p;a. %.ch. 202/'189;o. 3, ch.2o2J'nm; s.7' ch. 2024' 184. Copyright 01995'2024 The Florida Legislature . Privacy Statement ,Contact Us EXHIBIT "B" 1. COVER PAGE Proposer's name: Girl Power Rocks, Inc. Contact Person for the RFP: Rashada Campbell Firm's Liaison for the Contract: Rashada Campbell Primary Office Location: 1600 NW 3rd Avenue, Suite 100, Miami, FL 33136 Local Business Address, if applicable: 1600 NW 3rd Avenue, Suite 100, Miami, FL 33136 Business Phone and Fax Numbers, if applicable: 305-745-5502, phone 305-757-7374, fax Email addresses: Rashada(a girlpowerrocks.org Title of RFP: Request For Proposals, Innovation Crime Reduction And Intervention Programming, SEOPW CRA Redevelopment Boundaries, Miami, Fl, 33136 RFP Number: 25-04 Federal Employer Identification Number or Social Security Number: 65-0737649 irl Power Rocks empowers at -promise girls G in Overtown through a fun, trauma -informed program that blends proven prevention strategies with engaging STEAM, mentorslip, law enforcement and community partnerships, delivering measurable success in reducing juvenile crime and building lifelong skills. Authorized Signature a__ Thema Campbell, Founder/CEO f EXHIBIT "B" 2. TABLE OF CONTENTS Page # 1. Cover Page ,1 2. Table of Contents 2 3. Executive Summary 3 4. Proposer's Experience Past Performance 5 a. Key Team Members „5 b. Comparable Contracts Table (Attachment A) See page 27 5. Program Design and Innovation 7 a. Evidenced Based Strategies 7 b. Mentorship That Transforms 8 c. Objective and Outcomes 8 d. Building Safer Futures Through Law Enforcement Partnerships .8 e. Infusing Fun into Learning and Growth 9 6. Community Engagement Strategy 10 a. Trust Building Efforts 10 7. Crime Reduction Impact 11 8. Evaluation and Sustainability 12 a. Evaluation Plan 12 b. b. Metrics for Success .12 c. Data Collection and Analysis ..12 d. Sustainability Plan ..12 e. Long Tern Funding Strategies .13 f. Stakeholder Involvement 13 9. Budget and Cost -Effective Alignment .15 a. Cost Effective Aligmnent 15 b. Itemized Budget ..16 10. Innovation Crime Reduction & Intervention Programming Certification Form ..17 11. Innovation Crime Reduction & Intervention Programming Addendum Certification Form 18 12. Anti -Human Trafficking Affidavit Form ..19 13. MOU's a. DoGood4-1 .21 b. Law Enforcement 23 c. Jewish Community Services of South Florida 25 14. Comparable Contracts Table (Attachment A) 27 EXHIBIT "B" 3. EXECUTIVE SUMMARY Girl Power Rocks, Inc., (GPR), is a 501(c)3 not -for -profit social service organization for at - promise girls. An at -promise girl is an amazing and promising your girl whose bright future is at risk of harm or self -harm and who needs our help, protection and guidance. GPR's contact person is Rashada Campbell, Director of Operations and the phone number is (305) 756-5502. GPR was created in 2000, with a goal of creating safe spaces where girls could heal, grow, and thrive, free from judgment and full of love and possibility. Our mission is simple but urgent: to protect the power of girls. We create safe, supportive spaces that nurture leadership, education, and long-term well-being. We envision a world where girls are nurtured, celebrated, and equipped to lead. Our model prioritizes prevention over punishment, offering rnentorship, academic support, emotional wellness, creative expression, and workforce development for girls who have experienced poverty, abuse, and systemic neglect. Over the past 25 years, we've grown from a small grassroots initiative into a recognized leader in girls' services. In 2025, Girl Power published the Florida Girls Databook, the first statewide research report of its kind, shining a light on the unmet needs of over 1.36 million "at -promise" Florida girls. During the past 25 years, thousands of "hard -to -serve" girls ages 7 to 17, have benefited from the organization's programs and services. GPR has thrived by making a meaningful impact through its distinctive gender -responsive, multi -dimensional programs. GPR has helped 90% of girls we've served improve their academic performance while helping them avoid the school to prison pipeline. Our program services include academic support, STEAM, workforce readiness, music/art education, rnentoring, human trafficking prevention, psycho -social support, health/wellness, parental support, trauma informed therapy and field trips. Although the organization is located in Miami -Dade County's historic Overtown community, we also provide similar programs and services to at -promise girls in the Liberty City, Brownsville, Homestead and Richmond/Perrine communities. The organization boasts a sound organizational management infrastructure and has over two decades of experience managing grant awards such as the Department of Juvenile Justice and United Way. Strong organizational capacity is demonstrated, in part, by consistently earning high scores on monitoring reports from notable funders like Miami -Dade County and The Children's Trust. "According to Florida Girls Initiative's (an initiative of GPR), the Florida Girls Data Book highlight many barriers effecting the wellbeing of adolescent girls across the state. Evidence from the study highlighted the following data: EXHIBIT "B" • At least 1.3 million Florida girls, or 65% of all girls are living with distress, crisis, or risk circumstances. • Nearly six in 10 Florida girls feel sad or depressed daily (58.4%). • Girls are 1.6 tunes more likely than boys to experience sadness and depression. • 42% of girls in Florida self -report substance abuse. • Human trafficking recently reported are three to 15 times more prevalent than reported. • An estimated 3,697 girls in Florida surveyed reported being victimized in the past year. The health, social sciences and law enforcement fields identify a range of risk factors that limit or endanger the future of children and teens; these fields also identify protective factors that give children and teens the greatest odds of success or that mitigate or heal negative impacts in their lives." At- promise girls of color in Miami -Dade have less access to life -skills, restorative justice, career development and STEAM programing. The Girl Rocks After -Shoot program along with the summer camp creates a safe and supportive space where girls not only build social - emotional, STEAM and career development skills, but also can heal and recover from trauma and crisis. These programs help close the gap in services that at -promise girls in Overtown desperately need. GPR has prioritized the social, emotional, and psychical health and safety of girls and has developed a school year and summer camp intervention that allows girls the opportunity to learn, grow and develop when they are out of school and at increased risk. GPR hopes that girls will acquire knowledge required to build their protective factors and reduce risk factors through skills -development sessions (psycho -social support, human trafficking /violence prevention, restorative justice, conflict resolution and problem solving, etc.), STEAM activities, academic support, career readiness/workforce develop and music and arts education. GPR's goal is to expand enrollment at the school year sites (Girls Rocks After -School) and at the summer STEAM and Workforce Training Camp by targeting more at -promise girls who live in Overtown. The expansion of the program will help GPR reach more girls in need of these transformative programs with the hope that they will surpass current benchmarks and goals and reduce crime and human trafficking in Overtown and Miami -Dade County. EXHIBIT "B" 4. EXPERIENCE AND PAST PERFORMANCE GPR serves as the prime contractor of all the above contracts. GPR's primary responsibility as the prime contractor is to design, implement, and manage a high -quality, girl -centered, trauma - informed after -school program that supports the academic, social -emotional, and personal development of at -promise girls. This includes ensuring a safe, nurturing, and culturally responsive environment where at -promise girls receive consistent reinforcement, mentorship, educational enrichment, sex trafficking prevention education and access to life skills, workforce readiness, and wellness resources. The organization also ensures compliance with contractual obligations, comprehensive data collection, monitoring, reporting, staff training, community engagement, and alignment with evidence -based curriculums and practices that promote positive outcomes and long-term impact. GPR's primary geographic market to be served under this RFP includes middle and high school girls within the Southeast Overtown Park West /CRA boundaries. We plan to serve approximately 40 at -promise girls during the school year for approximately 36 weeks and 30 girls during the summer for 6-weeks. Our outcomes & monitoring framework is used to measure the agency's impact across academic, behavioral, emotional, and life skills for girls. Academic outcomes and measures include improved school attendance, increased overall academic performance and grade promotions, measured by student report cards and attendance records. Social-emotional/Life skills and knowledge that are measured include improved self -efficacy and confidence, conflict resolution and decision -making skills in school, with peers and in their family and communities. Both qualitative and quantitative data is collected to ensure reliability and validity (surveys, focus groups, KII's (key informant interviews etc.) Workforce readiness knowledge and skills that are measured include Workforce skills (improved communication, decision making and problem solving, collaboration etc). STEAM growth is also measured through girl's increase in knowledge and skills focusing on science, technology, engineering, arts and math. Health and wellness measures for at -promise girls and their families include increased knowledge and access to mental health services and wellness resources. These outcomes are measured by monitoring and tracking girls risky behaviors such as substance abuse and self -harm or neglect. Both GPR programs monitors and measures the rate of reduction in school suspensions and arrest for girls in Overtown with the goal of reducing violence in the community. a. Key Team Members Direct Service Staff/Program Instructors: Recruit students at partner schools, conduct intakes with students and families, facilitate program curriculum, attend field trips and outings Program and Fidelity manager: Ensure Program Fidelity, Program Oversight and Coordination, Evaluating, Data Collection and Reporting, Staff Training and Support, Quality Improvement, Partnership and Compliance Management, Participant Engagement and Retention Director of Programs: Program Leadership and Strategy, Oversight of Program Delivery, Staff Management and Development, Program Partnership Development and Management, Data and EXHIBIT "B" Outcome Management, Program Budgeting and Resource Allocation, Advocacy and Representation, Innovation and Scalability Director of Operations: Operational Leadership and Management, Staff Supervision and Support, Financial Oversight and Budget Management, Facilities and Resource Management, Compliance and Risk Management, Technology and Data Systems Management, Logistics and Program Support, Strategic Planning and Process Improvement Mentoring Coordinator: Mentor Recruitment and Screening, Mentor Training and Support, Matchmaking and Relationship Building, Program Coordination and Scheduling, Data Collection and Reporting, Collaboration with Program Staff and Partners, Promoting a Safe and. Supportive Environment Founder/CEO: Visionary Leadership, Organizational Management, Fundraising and Resource Development, Board Relations and Governance, External Relations and Advocacy, Financial Oversight, Program Oversight and Quality Assurance, Strategic Partnerships. b. Comparable Contracts Table (see ATTACHMENT "A") EXHIBIT "B" 5. PROGRAM DESIGN AND INNOVATION The Girl Rocks After -school & Steam Summer Camp program at GPR are designed to meet the specific needs of "at -promise" girls in Overtown. The program is unique because it uses a holistic girl -centered mentorship-focused model informed by evidence -based, trauma -informed, restorative justice approach in partnership with law enforcement and utilizing integrated services addressing academic, emotional, and safety needs or girls in Overtown. The model is sustainable with an evidence based curricula, and adaptable partnerships that allow it to be scalable in other high -need schools in Overtown, and the surrounding communities. The program will deliver measurable impact in the reduction of juvenile crime while building pathways to education, careers, and leadership for at -promise girls. The programs are evidence -based and aligned with best practices in girl -centered programming, restorative justice (including sex trafficking/crime prevention), psycho -social support & trauma - informed therapy and care, STEAM and workforce readiness, academic support and mentoring. These program focus areas are designed to prepare girls for success in school, at home, in their communities and in the workforce. GPR's after -school and summer programs can significantly reduce youth crime by providing a safe and structured environment for at -promise girls during high -risk hours, when juvenile crime rates tend to peak. Our programs offer alternatives to unsupervised time, engage girls in positive activities, and help develop essential life skills, ultimately preventing involvement in delinquent behavior. During the school year, the program will operate 4 days per week, 2 hours per day at Dunbar Middle School serving 20 or more girls annually and at the GPR headquarters in Overtown serving 20 or more girls annually. During the summer the program is designed for approximately 30 girls at Dunbar for 7-hours per day, 5-days per week for 6-weeks. During the summer the program will also be offered at the GPR headquarters, 4 days per week, 4 hours per day for 6-weeks. Program services at each site will focus on sex trafficking/crime prevention, life skills development( conflict resolution, communication skills, goal setting etc.), psycho -social education, violence prevention education, and mentorship which serves as powerful protective factors, offering girls the tools, support, and hope they need to break free from the pathways that can lead to delinquent behavior and violence. Additional and equally as important programmatic activities include academic support, trauma informed therapy and care, workforce readiness, career exploration, fitness, and STEAM. STEAM will be facilitated by our Overtown partner Do Good 4-1, -crime prevention activities will be co -facilitated by our law enforcement partner and mental health services will be co -facilitated by Jewish Community Services of South Florida(see attached MOU's"). a. Evidenced Based Strategies Girl Power utilizes the following evidenced based curricula facilitated by trained staff during both programs (after -school and summer). • Not a Number (Anti Human Trafficking Curriculum) EXHIBIT "B" • Girls Circle (Gender -responsive life skills education curriculum designed to reduce delinquency) • Teen Outreach Program (TOP) b. Mentorship That Transforms At GPR our Sister Circle Mentoring Program has been a key strategically designed program intervention in preventing juvenile crime, promoting violence prevention education and supporting at -promise girls in Miami -Dade County for 15-years. Our trauma -informed mentoring model provides each girl that enrolls in GPR programs with a positive female role model for a minimum of one year, 4-hours per month. The mentors help girls build trust, confidence, and emotional health, coping skills and resilience. Mentors guide girls by modeling and reinforcing positive behavior, improved academic and life goals, and connect their mentee's to career and enrichment opportunities. c. Objective and Outcomes As a result, Girl Power program's impact includes: • 90% of at -promise girls will avoid arrest and/or re -arrest • 85% of at -promise girls will receive fewer suspensions and expulsion • 85% improvement school attendance and academic engagement • 95% increase in self-esteem, conflict resolution, and decision -making skills • 75% demonstrated improved career awareness and workforce readiness d. Building Safer Futures Through Law Enforcement Partnerships Partnering with the City of Miami Police Department is essential to Girl Power's mission of empowering at -promise girls and breaking cycles of delinquency, violence, incarceration and justice system involvement. Through this important collaboration with the law enforcement community, Girl Power can reach girls at critical moments —often before challenges escalate (prevention) by connecting them to supportive services, mentoring, and educational opportunities. This partnership initiatives aligns with the City of Miami Police Department Pillar 2 by building trust and collaboration between youth and law enforcement officers, replacing fear and mistrust with understanding and respect. This partnership also ensures coordinated care, where law enforcement, Girl Power, schools, and community agencies work together to address the root causes of risky behavior. By collaborating with key stakeholders in the community and sharing resources and expertise, GPR only can work toward reducing recidivism but also create safer, supportive and a stronger Overtown community where girls can thrive, grow and make positive life choices. EXHIBIT "B" e. Infusing Fun into Learning and Growth At Girl Power, we believe that fun is not an extra, it's an essential part of empowering at -promise girls to thrive. Our after -school and summer programs are infused with activities that spark joy, creativity, and curiosity, from hands-on STEAM projects and interactive crime/violence prevention activities. Additionally, girls participate in fitness/wellness challenges, arts education and workshops and cultural field trips. These experiences create positive memories, build peer connections, and offer healthy outlets for girls' energy and self-expression, making the program a safe space where girls want to be. We embed fun into our program design to keep girls engaged, reinforce learning and show girls that growth and healing can happen in a place filled with laughter and excitement. J( S EXHIBIT "B" 6. COMMUNITY ENGAGEMENT STRATEGY To ensure the success and sustainability of GPR's after -school & summer programs, we will implement a comprehensive community engagement strategy involving staff, students and community agencies that will be rooted in collaboration, visibility, and accessibility. We will build strong partnerships with local schools within the Southeast Overtown Park West CRA boundaries, law enforcement, faith -based organizations, and other girl and youth -serving agencies, to identify and refer at -promise girls in need of additional support. Through parent meetings, public & community -based performances and participating in community engagement events we will amplify the voices of at -promise girls and their families. We will collaborate with key stakeholders to inform the design and continuous improvement of the program design and ensure cultural relevancy. a. Trust Building Efforts • Our staff will continue to maintain a regular presence at school sites where programs are facilitated, local events in and around Overtown and the City of Miami to raise awareness, share resources, and build trust in the community. We will also continue to have a strong presence in the Overtown Children and Youth Coalition, Soul Basel and other cultural and community events. • We will continue to engage our local leaders, businesses, and partners in GPR's programs and services to ensure that the program is not only community -based, but community driven with a shared commitment to empowering Overtown's girls to thrive. • Staff and students will engage in comprehensive and collaborative engagement within Overtown community. To deepen our community engagement in Overtown, during Women's History Month in 2026, GPR will host a Foster Care Round -table Discussion titled "Lift Every Voice: Foster Care and the Future of Overtown's at -promise Girls". Girls in foster care are amongst the most vulnerable youth in the juvenile justice system due to their high exposure to trauma, instability, and systemic neglect. Research shows a strong correlation between foster care involvement and juvenile justice contact, particularly for girls who have experienced abuse, neglect, and repeated placement disruptions (FGI, 2024). These experiences can lead to trauma -related behaviors, such as running away, truancy, or substance use, that are criminalized rather than addressed with supportive interventions (FGI, 2024). Known as "crossover youth," foster care girls are disproportionately represented in the juvenile justice system and face heightened risks of arrest, incarceration, and exploitation, including human trafficking (FGI, 2024). GPR's programs focus on psycho -social support and education, trauma informed therapy and care, STEAM, violence prevention, life skills education and mentorship that serve as powerful protective factors, offering at -promise girls the tools, support, and hope they need to break free from the pathways that can lead from foster care to incarceration. 10 EXHIBIT "B" 7. CRIME REDUCTION IMPACT GPR's after -school & summer programs are designed as targeted, evidence -based crime & violence prevention interventions designed to reduce juvenile delinquency among at -promise girls in Miami -Dade County with a specific focus in Overtown. By operating during peak hours for juvenile crime (after school and summer) GPR provides a safe, structured, and enriching environment that addresses the root causes of risky behavior: trauma, lack of supervision, and limited access to opportunity. Our programming integrates the above -mentioned evidenced -based curricula, human trafficking/crime prevention education, psycho -social support, trauma -informed therapy and care, life skills development and STEAM education coupled with one-on-one mentoring as a prevention approach to reducing crime, delinquency and risk -factors in at -promise girls in Overtown and Miami -Dade County. Le-P4 'eA---(ona 1� EXHIBIT "B" 8. EVALUATION AND SUSTAINABILITY a. Evaluation Plan Girl Power Rocks (GPR) will implement a rigorous monitoring and evaluation (M&E) framework to measure the effectiveness, fidelity and impact of the After -school and summer programs targeting at -promise girls in Overtown. b. Metrics for Success The program will be monitored and evaluated by measuring and tracking short- and long-term outcomes using a mixed -methods approach of combining quantitative data (e.g., participant surveys, school attendance records, behavior incident reports, recidivism rates, and workforce readiness benchmarks) with qualitative data collection included but not limited to (e.g., participant focus groups, , parent/guardian interviews, and mentor reports). Key performance indicators include: • 90% of at -promise girls will avoid arrest and/or re -arrest • 85% of at -promise girls will receive fewer suspensions and expulsion • 85% improvement school attendance and academic engagement • 95% increase in self-esteem, conflict resolution, and decision -making skills • 75% demonstrated improved career awareness and workforce readiness c. Data Collection and Analysis Direct service staff will administer participant surveys and other data from students and families throughout the school year and summer sessions. The Fidelity and Quality Assurance Manager will ensure that data is properly entered in data system to be analyzed for monthly, quarterly and annual reviews and reports by the Director of Programs to ensure continuous improvement. The evaluation specialist in partnership with the Director of Programs, will collect and analyze qualitative data (interviews, focus groups etc.) and triangulate the qualitative and qunitative data collected to measure girls outcomes and overall program impact. GPR will also report outcomes & impact to the SEOPW CRA and community stakeholders through annual and other reports as required. d. Sustainability Plan To ensure long-term impact and sustainability, GPR has developed a multi -tiered sustainability strategy centered around community partnerships, diversified funding, and capacity -building. This includes: • Strengthening partnerships with Miami -Dade County Public Schools, Southeast Overtown Park West CRA, Police, and Overtown-based organizations like Do Good 4-1 and OCYC to align services, share resources, and reduce duplication. • Building organizational capacity through leadership development, mentor training, and succession planning. GPR's deep roots in Miami -Dade County for over 25-years and Overtown for almost 15-years and 25-years of serving at -promise girls uniquely position EXHIBIT "B" us to deliver meaningful, measurable change. GPR is not a short-term solution, it's a community -rooted investment in long-term safety, healing, and opportunity for girls and families in Historic Overtown. e. Long Tern Funding Strategies GPR will: • Leverage comprehensive evidence & impact through data collection and participant success stories to secure ongoing support from philanthropic foundations, corporate sponsors, and public -sector grants. • Expand earned income opportunities through social enterprise ventures and fee -for - service programs. • Diversify Revenue Streams and by expand major donor cultivation and Stewardship • Continue ongoing grant research, writing and renewal • Develop social enterprise and earned Income through GPR's branded merchandise (signature candles and apparel, stationary) • Develop girl -centered fee for services workshop and training • Expand the Florida Girls Initiative's Data Book by developing research & evidence based solutions that can be monetized. • Develop and cultivate community and corporate partnerships including in -kind support and co -branded fundraising events. • Continue building, branding and expanding the organization's annual fundraising event. f. Stakeholder Involvement • At -Promise Girls - Central to the program, girls actively engage in tailored activities that meet their unique needs, providing feedback to help shape program content and delivery. • Families and Caregivers - Support girls' participation, communicate with program staff, and reinforce skills and positive behaviors at home. • Program Staff and Mentors - Deliver evidence -based curricula, provide trauma - informed mentoring, and create a safe, fun, and supportive environment for girls. • Law Enforcement Partners - Co -facilitate crime prevention education, foster positive youth -officer relationships, and collaborate on early intervention to reduce juvenile justice involvement. • Mental Health Partners - Deliver trauma -informed therapy and behavioral health education, supporting girls' emotional well-being and resilience. • MDCPS - Host program activities, support academic components, and assist with participant referrals and progress monitoring. i3 EXHIBIT "B" • Community Organizations and STEAM Partners - Provide specialized programming (STEAM), resources, and enrichment opportunities that enhance learning and engagement. • Funders - Provide financial support and oversight, requiring regular reporting and demonstrating program effectiveness and impact. • GPR Board of Directors and Leadership Team- Guide strategic direction, ensure program alignment with mission, and monitor overall program quality and sustainability. LEW I i EXHIBIT "B" 9. BUDGET AND COST EFFECTIVENESS a. Cost Effective Alignment Girl Power's budget is cost-effective because it strategically leverages community partnerships, evidence -based curricula, and existing local resources —maximizing impact while minimizing overhead. By integrating services like law enforcement -led crime prevention, mental health support through trusted providers, and STEAM programming from established partners, Girl Power reduces the need for costly standalone services, ensuring every dollar directly benefits at - promise girls with high -quality, proven interventions. Girl Power aligns its costs strategically to deliver high -impact outcomes that far outweigh program expenses, ensuring strong return on investment (ROI). By focusing resources on evidence -based, trauma -informed programming and leveraging community partnerships —such as law enforcement for crime prevention and trusted mental health providers Girl Power maximizes program effectiveness while controlling costs. The resulting benefits, including reduced juvenile arrests, improved school attendance, enhanced self-esteem and workforce readiness, translate into long-term savings for the justice system, education sector, and community, making the program both economically and socially sustainable. b. Itemized Budget f.5 EXHIBIT "B" A I B I C 1 D 1 CRA Innovation Crime Reduction and Intervention Programming Budget 2 RFP 25-04 3 4 5 BUDGET ITEMS Description Amount 6 Salaries 7 Program Instructor (Dunbar K8) $45,000 annual salary x 50% $ 22,500.00 8 Assistant Classroom Summer (DK8) $20 per hour x 7 hours x 5 days per week x 6 weeks x 100% $ 4,200.00 9 GIPP Overtown School -year & summer $25 per per hour x 20 hours per week x 42 weeks x $ 10,500.00 10 Administrative Cost 10% of total budget cost $ 23,274.00 11 Program and Fidelity Manager $55,000 annual salary x 35% $ 19,500.00 12 Driver and Community Outreach $18 per hour x 20 hours per week x 42 weeks x 50% $ 7,560.00 13 Director of Program $80,000 annuall salary x 25% allocated to this $ 20,000.00 14 Total Salaries $ 107,539.00 15 Fringes 16 FICA/MICA FICA/MICA x 7.65% of total salaries $ 8,226.35 17 Health Insurance Health Insurance Premiums for contract staff x 8% $ 8,602.72 18 Other Fringes Workers comp, Unemployment Compensation and Retirement benefits for contract staff x 3% $ 3,226.02 19 Total Fringes $ 20,055.09 20 Contraetoors' 21 Mentoring Coordinator $46,000 annually x 35% $ 16,100.00 22 STEAM - Robotics $15,000 per site x 2 Overtown sites school year and summer x 66.65% $ 20,000.00 23 Core Staff Trainings annually 3 professional staff trainings (Trauma Informed Care, Restorative Justice Practives & Anti Human Trafficking) @ $3500 per training x 100% $ 10,500.00 24 Workforce Readiness & Career Coach school- year and summer 8 1.5-hour sessions per school year and 6 per xummer x $200 per session x 100% $ 2,800.00 25 Evaluation Annual Program Evaluation to include review and repoting of goals and objectives, outcomes, engage and retention, fidelity, tracking and analysis and recommendations for improvement (a). $25 000 $ 7,500.00 26 Foster Care Roundtable - Overtown Cost include venue, logistics, marketing, refreshments, AV equipment, and staffing x 100% $ 10,000.00 27 Total Contractors $ 66,900.00 28 Other! Costs 29 Student t-shirts $7 per shirt x 80 students x 3 shirts per student x 50% $ 840.00 30 Student Transportation Van and Mileage Door to door student drop off services and field trip transportation and gasoline x 2 program sites @ $25,000 annually x 25% $ 7,500.00 31 Supplies school year and summer Student supplies @ $100 per student x 80 students x $ 4,000.00 32 Field trips Educational student field trips x 4 during school year $ 6,400.00 33 Marketing/Promotions Monthly marketing services @ $2750 monthly x 12 $ 9,900.00 34 Accounting and Bookkeeping Monthly accounting @ $2950 x 12 months x 20% $ 7,080.00 35 Annual Audit Annual financial audit @ $12,000 x 20% $ 2,400.00 36 Total Other Costs $ 38,120.00 37 TOTAL $ 232,609.09 38 Total Cost per Participant $ 2,907 61 39 40 41 42 43 44 45 EXHIBIT "B" RFP INFORMATION FORM RFP No. 25-04: REQUEST FOR PROPOSALS INNOVATION CRIME REDUCTION AND INTERVENTION PROGRAMMING SEOPW CRA REDEVELOPMENT BOUNDARIES, MIAMI, FL, 33136 I certify that any and all information contained in this RFP is true. I certify that this RFP is made without prior understanding, agreement, or connections with any corporation, firm or person submitting a response for the same materials, supplies, equipment, or services and is in all respects fair and without collusion or fraud. I agree to abide by all terms and conditions of the RFP and certify that I am authorized to sign for the Proposer's firm. Please print the following and sign your name: Firm's Name: Girl Power Rocks, Inc. Principal Business Address: 1600 NW 3rd Avenue, Suite 100, Miami, FL 33136 Telephone: 305-756-5502 Fax: 305-757-7374 E-mail address: Thema(a,girlpowerrocks.org Name: Thema Campbell Title: Founder/CEO Authorized Signature: EXHIBIT "B" RFP No. 25-04: REQUEST FOR PROPOSALS — INNOVATION CRIME REDUCTION AND INTERVENTION PROGRAMMING SEOPW CRA REDEVELOPMENT BOUNDARIES, MIAMI, FL, 33136 I acknowledge the receipt and have familiarized myself with all addendums for this RFP and certify that I am authorized to sign for the Proposer's firm. Any and all addendums can be found on the SEOPW CRA website by the Response Submission Date. Please print the following and sign your name: Firm's Name: Girl Power Rocks, Inc. Principal Business Address: 1600 NW 3''d Avenue, Suite 100, Miami, FL 33136 Telephone: 305-756-5502 Fax: 305-757-7374 E-mail address: ThemaAgirlpowerrocks.org Name: Thema Campbell Title: Founder/CEO Authorized Signature: EXHIBIT "B" ANTI -HUMAN TRAFFICKING AFFIDAVIT The undersigned affirms, certifies, attests, and stipulates as follows: The entity is a non- governmental entity authorized to transact business in the State of Florida and in good standing with the Florida Department of State, Division of Corporations. The nongovernmental entity is either executing, renewing, or extending a contract (including, but not limited to, any amendments, as applicable) with the City of Miami ("City") or one of its agencies, authorities, boards, trusts, or other City entity which constitutes a governmental entity as defined in Section 287.138(1), Florida Statutes (2024).c. The nongovernmental entity is not in violation of Section 787.06, Florida Statutes (2024), titled" Human Trafficking." D. The nongovernmental entity does not use "coercion" for labor or services as defined in Section787.06, Florida Statutes (2024), attached and incorporated herein as Exhibit Affidavit-1. I have read and understand the foregoing Anti -Human Trafficking Affidavit and that the facts, statements and representations provided in Section 1 are true and correct. I am an officer or a representative of the nongovermnental entity authorized to execute this Anti - Human Trafficking Affidavit. 1. Under penalties of perjury, I declare the following: Nongovernmental Entity: GIRL POWER ROCKS, INC. Name: Thema Campbell Of ict�( Title: Signature of Officer: Office Address: 1600 NW 3rd Avenue, Suite 100, M ami, FL 33136 Email Address: thema(at,girlpowerrocks.ore Main Phone Number: (305) 756-5502 FEIN No. 6 5/0 7 3 7 6 4 9 STATE OF FLORIDA ) COUNTY OF MIAMI-DADE ) lq EXHIBIT "B" The foregoing instrument was sworn to and subscribed before me by means ofXphysical presence or ® online notarization, this 6+1. day of A Lys+ by Q 0 Q5 as the authorized officer or representative for the nongovernmental�entity.. He/she is personally known to me or has produced as identification. (NOTARY PUBLIC SEAL) Signature of P rson Ta, Thema Camp e ""��!!"'' Katherine Chippey `'� Comm.:HH265242 Nam••, `Qr Ex ires:Ma 1t12026 ��'%4° ; ;- Notar y Public • State of Florida (Printed, Typed, or Stamped Naive of Notary Public) My Commission Expires: May ( f Ltd fwct-kt,t.Ytn.a.. aIni (0 EXHIBIT "B" PARTNERSHIP AGREEMENT This agreement is made and entered into this 12th day of August 2025, by and between Girl Power Rocks, Inc. 1600 NW 3rd Avenue, Suite 100, Miami, FL 33136, (hereinafter referred to as GPR) and. Do Good 4-1, 1600 NW 3rd Avenue, Suite 112, Miami, FL 33136, (herein referred to as after "DG41"). 1. PURPOSE The purpose of this collaborative partnership and workforce training agreement between the above -named agencies, is to invest in at -promise girls by connecting them with STEAM enrichment programs and services that can effectively contribute to crime prevention and intervention, community safety, and trust -building in the historic Overtown neighborhood. 2. THE PARTNERS Girl Power Rocks, Inc. is proud to mark 25 years of inspiring, nurturing, and empowering at - promised girls to reach their fullest potential. Our mission remains steadfast— to cultivate resilience, foster growth, and create thriving communities where every at -promised girl is supported to lead and succeed. As we celebrate this milestone, we remain dedicated to uplifting the next generation of leaders, building stronger families, and making lasting, positive impacts for at -promised girls everywhere. GPR will provide the following: a. Classroom space at two locations for the program facilitation. b. Middle and High School program participants. c. Sign in sheets to track attendance for all program participants. d. Administrative support to include copies of program materials if needed. e. Payment for services to Do Good 4-1 at a rate of $20,000 annually as agreed upon by both parties. f. Program Instructor to be present during all sessions to monitor student behavior. g. Monthly meetings with DG41 liaison to discuss progress, challenges and/or additional strategies for maximum success. Do Good 4-1's mission is to bridge the educational opportunity gap by offering high -quality STEM education to high -need communities. Do Good 41 provides comprehensive education support services designed to empower students in K-12 and beyond. The program offers targeted tutoring in core subjects, including math, science, English language arts, and social studies, to build a strong academic foundation. For high school students, Do Good 41 specializes in college preparation, offering SAT/ACT test prep, AP/IB course support, and guidance on college applications, including essay writing. Do Good 4-1 will provide the following: a. Two facilitators to deliver the high -quality STEM education at two locations in Overtown. b. Curriculums will be facilitated for 60 minutes, once per week at each location during the school year and summer. c. Pre and Post surveys to be administered before and after the completion of the first and last session, which will be made available to Girl Power for evaluation and for finders. Page 1 of 2 EXHIBIT "B" d. Program materials and worksheets if needed. e. Monitor program participant's behavior during program sessions. f. Monthly meetings with DG41 liaison to discuss progress, challenges and/or additional strategies for maximum success. 3. TERMS The terms of this agreement shall begin on October 1, 2025. Neither party shall have any obligation to the other, upon non -renewal or expiration of this Agreement, except to the extent that such obligation shall have accrued on or prior to such non -renewal or expiration. (Contract will only expire if either party initiates cancellation). 4. AUHORITY Neither Partner has the authority to and shall neither bind nor commit the other Partner to any duties or responsibilities outside of this Partnership Agreement. 5. CANCELLATION This agreement may be cancelled at any time by either Partner providing that thirty (30) day advance notice in writing is provided to each Partner. In witness whereof, bo h P rtners has caused this Agreement to be executed as of the day, and year writte a nZo ve. ema Campbell Ma Jose h. Founder/CEO President/Founder Girl Power Rocks, Inc. Do Good 4-1 Page 2 of 2 EXHIBIT "B" PARTNERSHIP AGREEMENT This agreement is made and entered into this 12th day of August 2025, between Girl Power Rocks, Inc. 1600 NW 3rd Avenue, Suite 100, Miami, FL 33136, (hereinafter referred to as GPR) and Miami Police Department, 400 NW 2nd Avenue, Miami, FL 33128, (herein referred to as after MPD). I. PURPOSE The purpose of this collaborative partnership and workforce training agreement between the above - named agencies, is to invest in at -promise girls by connecting them with individual therapy services and psycho -educational group therapy focusing on anger management, conflict resolution, self- esteem building & violence prevention services, that can effectively contribute to crime prevention and intervention, community safety, and trust -building in the historic Overtown neighborhood. 2. THE PARTNERS Girl Power Rocks, Inc. is proud to mark 25 years of inspiring, nurturing, and empowering at - promised girls to reach their fullest potential. Our mission remains steadfast— to cultivate resilience, foster growth, and create thriving communities where every at -promised girl is supported to lead and succeed. As we celebrate this milestone, we remain dedicated to uplifting the next generation of leaders, building stronger families, and making lasting, positive impacts for at -promised girls everywhere. GPR will provide the following: a. Classroom space at two locations for the program facilitation. b. Middle and High School program participants. c. Sign in sheets to track attendance for all program participants. d. Administrative support to include copies of program materials if needed. e. Program Instructor to be present during all sessions to monitor student behavior. f. Meet with MPD liaison to discuss progress, challenges and/or additional strategies for maximum success. The City of Miami Police Department's Strategic Plan builds on three principal pillars: reduce violent crime, build community trust, and enhance employee wellness. The City of Miami's Building Trust Pilar 2's goal is to develop positive relationships with the community that builds trust and further enforces the legitimacy of policing with a goal of increasing community trust and support of the Miami Police Department. This partnership will provide officers with alternative methods of interacting with citizens by utilizing enhanced interpersonal skills as follows: a. Provide 2 or more officers to conduct crime prevention and/or community safety workshops with at -promise girls enrolled in the Girl Power Rocks after -school and summer programs at 2 locations within the Overtown community at a mutually agreed upon time. b. Meet with GPR liaison to discuss progress, challenges and/or additional strategies for maximum success. Page 1 of 2 EXHIBIT "B" 3. TERMS The terms of this agreement shall begin on October 1, 2025. Neither party shall have any obligation to the other, upon non -renewal or expiration of this Agreement, except to the extent that such obligation shall have accrued on or prior to such non -renewal or expiration. This Partnership Agreement will only expire if either party initiates cancellation. 4. AUHORITY Neither Partner has the authority to and shall neither bind nor commit the other Partner to any duties or responsibilities outside of this Partnership Agreement. 5. CANCELLATION This agreement may be cancelled at any time by either Partner providing that thirty (30) day advance notice in writing is provided to each Partner. In witness whereof, both Partners , as caused this Agreement to be executed as of the day, and year written abov Thema Campbell Chief Manuel A. Morales Founder/CEO Chief of Police Girl Power Rocks, Inc. City of Miami Police Department Page 2 of 2 EXHIBIT "B" PARTNERSHIP AGREEMENT This agreement is made and entered into this 121" day of August 2025, by and between Girl Power Rocks, Inc. 1600 NW 3`d Avenue, Suite 100, Miami, FL 33136, (hereinafter referred to as GPR) and Jewish Community Services of South Florida, 12000 Biscayne Blvd, North Miami, FL 33181, (herein referred to as after JCS). I. PURPOSE The purpose of this collaborative partnership and workforce training agreement between the above - named agencies, is to invest in at -promise girls by connecting them with individual therapy services and psycho -educational group therapy focusing on anger management, conflict resolution, self- esteem building & violence prevention services, that can effectively contribute to crime prevention and intervention, community safety, and trust -building in the historic Overtown neighborhood. 2. THE PARTNERS Girl Power Rocks, Inc. is proud to mark 25 years of inspiring, nurturing, and empowering at - promised girls to reach their fullest potential. Our mission remains steadfast— to cultivate resilience, foster growth, and create thriving communities where every at -promised girl is supported to lead and succeed. As we celebrate this milestone, we remain dedicated to uplifting the next generation of leaders, building stronger families, and making lasting, positive impacts for at -promised girls everywhere. GPR will provide the following: a. Classroom space at two locations for the program facilitation. b. Middle and High School program participants. c. Sign in sheets to track attendance for all program participants. d. Administrative support to include copies of program materials if needed. e. Program Instructor to be present during all sessions to monitor student behavior. f. Monthly meetings with JCS liaison to discuss progress, challenges and/or additional strategies for maximum success. Jewish Community Services of South Florida - Since 1920, Jewish Community Services of South Florida has remained true to its original mission of providing exemplary social services through compassionate and comprehensive programs that help people stay healthy and productive. By partnering with our funding agencies, sister organizations and local leaders, JCS continuously strengthens and solidifies its outreach and its impact by specializing in compassionate services that address the unique needs of children, adolescents and young adults. Through this Letter of Support and Partnership, we acknowledge specific roles and responsibilities we will fulfill in this partnership as a continued supporter and partner with Girl Power Rocks under this CRA proposal: a. Provide individual therapy services and psycho -educational group therapy focusing on anger management, conflict resolution, self-esteem building & violence prevention for at -promise girls that can effectively contribute to crime prevention and intervention, community safety, and trust -building. Page 1 of 2 EXHIBIT "B" b. Provide monthly reports to Girl Power on the progress of students served by JSC through this partnership. c. Meet with GPR liaison to discuss progress, challenges and/or additional strategies for maximum success. 3. TERMS The terms of this agreement shall begin on October 1, 2025. Neither party shall have any obligation to the other, upon non -renewal or expiration of this Agreement, except to the extent that such obligation shall have accrued on or prior to such non -renewal or expiration. (Contract will only expire if either party initiates cancellation). 4. AUHORITY Neither Partner has the authority to and shall neither bind nor commit the other Partner to any duties or responsibilities outside of this Partnership Agreement. 5. CANCELLATION This agreement may be cancelled at any time by either Partner providing that thirty (30) day advance notice in writing is provided to each Partner. In witness whereof, both Partner h. s c. ised this Agreement to be executed as of the day, and year written move Thema Campbell Miriam Singer Founder/CEO President/CEO Girl Power Rocks, Inc. Jewish Community Services of South Florida Page 2 of 2 EXHIBIT "B" Attachment A Comparable Contracts Table Comparable Contracting Clients Description of Funding Length of Time Program Agency Work Amount Funded Girls Rock Afterschool The Children's Trust Miami -Dade County 60 Middle school girls (grades 6-8) Academic support, mentoring behavioral health education, fitness, health and wellness, STEAM, career preparedness, field trips, community service learning, trauma informed therapy. $380,000 annually $122,600 annually 2004 to present (ongoing contract) Girls Intervention Program PLUS Miami -Dade County 40 High school girls (grades 9- 12) Sex trafficking prevention and behavioral health education, academic support, mentoring workforce readiness, life skills, community service learning, trauma informed therapy. $99,900 annually 2010 to present (ongoing contract) Preventing the Trafficking of Girls Department of Justice 40 High school girls (grades 9- 12) Sex trafficking prevention and behavioral health education, academic support, workforce readiness, life skills, community $400,000/over 3- years $400,000/over 3- years 2020 — 2023 and 2024 — 2027 (Ongoing contract) service learning, trauma informed therapy. Summer Academic STEAM Southeast Overtown Park West CRA 30 Middle School girls (grades 6-8) STEAM Education, academic support, field $165,967 over 5 years $33,194 average per year 2017 — 2021 (successfully completed) Page 1 of 2 EXHIBIT "B" Attachment A Comparable Contracts Table Comparable Contracting Clients Description of Funding Length of Time Program Agency Work Amount Funded trips, health and wellness, financial literacy, behavioral health education, trauma informed therapy, mentoring. Summer Southeast 30 Middle Workforce $247,040 over 4 2022 - 2025 STEAM & Overtown Park School girls Readiness, years (successfully Workforce Training Camp West CRA (grades 6-8) STEAM Education, academic support, field trips, health and wellness, fmaneial literacy, behavioral health education, trauma informed therapy, mentoring. $61,760 average per year completed) Violence Overtown 40 Middle Academic $50,000 2021-2022 Prevention Children and Youth Coalition /DJJ School girls (grades 6-8) support, behavioral health education, fitness, health and wellness, violence prevention, field trips, community service learning, trauma informed therapy, mentoring. (successfully completed) Page 2 of 2 EXHIBIT "B" Table of Contents A. Exhibit Affidavit 1 B. Trafficking Affidavits- Signed and Notarized 2 C. RFP Information Form 3 D. Acknowledgement of Receipt of Addendum Form 4 E. State of FL Certificates 5 F. LBT License 6 G. LBT License 7 H. LBT License 8 I. Reference Letters 9 3. Reference Letters 10 K. Cover Letter 11 L. Executive Summary 12 M. Executive Summary 13 N. Proposer's Experience and Past Performance 14 0. Prior or Pending Litigation - Civil or Criminal 15 P. Budget 16 EXHIBIT "B" EXHIBIT AFFIDAVIT-1 SECTION 787.06, FLORIDA STATUTES (2024) 6•1 ANTI -HUMAN TRAFFICKING AFFIDAVIT The undersigned affirms, certifies, attests, and stipulates as follows: a. The entity is a non -governmental entity authorized to transact business in the State of Florida and in good standing with the Florida Department of State, Division of Corporations. b. The nongovernmental entity is either executing, renewing, or extending a contract (including, but not limited to, any amendments, as applicable) with the City of Miami ("City") or one of its agencies, authorities, boards, trusts, or other City entity which constitutes a governmental entity as defined in Section 287.138(1), Florida Statutes (2024). c. The nongovernmental entity is not in violation of Section 787.06, Florida Statutes (2024), titled "Human Trafficking." d. The nongovernmental entity does not use "coercion" for labor or services as defined in Section 787.06, Florida Statutes (2024), attached and incorporated herein as Exhibit Affidavit -I. 2. Under penalties of perjury, I declare the following: a. I have read and understand the foregoing Anti -Human Trafficking Affidavit and that the facts, statements and representations provided in Section 1 are true and correct. b. I am an officer or a representative of the nongovernmental entity authorized to execute this Anti - Human Trafficking Affidavit. Nongovernmental Entity: 41M ina.A41,1 I / C1,& % iQ4}i i/J Ajf-c,„4j/ 7;J(; Name: .�ryj j i Ad4sifi- 7 Officer Title: l •Q (-Ai/ / e Signature of Officer:? Office Address: /Y90 Alta 3/ e-° , fi}194, f 4 . / 3 6 Email Address: C. 4' T/'e e A/CMain Phone Number: -QC- 7b/ C.ern FEIN No 47 14/57(11#13 STATE OF FLORIDA COUNTY OF MIAMI-DADE The foregoing instrument was sworn to and subscribed before me by means of gTphysical presence or El online notarization, this t 1 day of by 06,1 l►)3Nril the authorized officer or representative for the nongovernmental entity.. He/she is pets 1ly known to me or has produced i as identification. c--. SHAMEEKA CHEEKS MY COMMISSION # HH 316526 EXPIRES: February 3.2027 My Commission Expires: Signature of Person Taking Oath (Printed, Typed, or Stamped Name of Notary Public) f'ORlGr P. CHRISTINE KING Board Chair SECTION 5 5.0: RFP RESPONSE FORMS 5.1. RFP INFORMATION FORM RFP No. 25-04: EXHIBIT "B" TAMES McQUEEN Executive Director REQUEST FOR PROPOSALS — INNOVATION CRIME REDUCTION AND INTERVENTION PROGRAMMING SEOPW CRA REDEVELOPMENT BOUNDARIES, MIAMI, FL, 33136 1 certify that any and all information contained in this RFP is true. I certify that this RFP is made without prior understanding, agreement, or connections with any corporation, firm or person submitting a response for the same materials, supplies, equipment, or services and is in all respects fair and without collusion or fraud. I agree to abide by all terms and conditions of the RFP and certify that I am authorized to sign for the Proposer's firm. Please print the following and sign your name: /� Cc')mmcam✓.rT yr l2/ crAnziltA✓6 %i2a f�1r� 7/Jc Firm's Name ‘717to ,//uj 3, ;E. /�'1� �-,� ,Fz .g 3 / Principal Business Address 3os-741-7y 3 ccLL 7i6- 703-r045' ° te-- Telephone Fax ifs'- („ P2- e 44) l to Gam` Gt/ ? ' con-i E-mail address Name Title /44A141C1- smat5t°^1 R S/ 0e/pi 1 %C' 6.0. Authorized Signature FAILURE TO COMPLETE, SIGN, AND RETURN THIS FORM MAY DISQUALIFY YOUR RESPONSE SOUTHLAS 1 OV 1:R OWN!PARK WEST COMMUNITY REDEVELOPMENT AGENCY 819 NW 2'' Avenue, 3'' Floor 1 Miami, FL 3313E i57b79-68OO www.seopwcril.com cragmiamigov.com Pt 3 at EXHIBIT "B" CHRISTINE KING Board Chair SECTION 5 5.0: RFP RESPONSE FORMS DAMES McQUEEN Executive Director 5.1a. ACKNOWLEDGEMENT OF RECEIPT OF ADDENDUMS FORM RFP No. 25-04: REQUEST FOR PROPOSALS - INNOVATION CRIME REDUCTION AND INTERVENTION PROGRAMMING SEOPW CRA REDEVELOPMENT BOUNDARIES, MIAMI, FL, 33136 I acknowledge the receipt and have familiarized myself with all addendums for this RFP and certify that l am authorized to sign for the Proposer's firm. Any and all addendums can be found on the SEOPW CRA website by the Response Submission Date. Please print the following and sign your name: .�� �fOMm �Cr7,fvi Z 7 q iv'/c/ c/�,� //1oq/'yi . itf c. Firm's Name / V 96 Vetif. 3 ,.� .friotm j - '3 /34 Principal Business Address 30 -7 v': cei( 78'6703 - jt Jy O c Telephone Fax e L(J .r/ dGv 7 -i d/C E-mail address /'? / t// 4`: fi//.a 1"7zs,✓ Name Title Authorized Si • - -ture FAILURE TO COMPLETE, SIGN, AND RETURN THIS FORM MAY DISQUALIFY YOUR RESPONSE 5[)lI I I I_ S I OVER rOWNiPARK W1 S COMMGN111' REDEVELOPMENT ACF:N( l 819 NW 2'"' Avenue. 3'"' Floor I Miami, FL 33136 13051679-6800 I Www,seopwcra.com craI(CVmiamigov.com WI EXHIBIT "B" State of Florida Department of State I certify from the records of this office that COMMUNITY WORK TRAINING PROGRAM, INC. is a corporation organized under the laws of the State of Florida, filed on May 18, 2010. The document number of this corporation is P10000042763. I further certify that said corporation has paid all fees due this office through December 31, 2025, that its most recent annual report/uniform business report was filed on January 21, 2025, and that its status is active. I further certify that said corporation has not filed Articles of Dissolution. Given under my hand and the Great Seal of the State of Florida at Tallahassee, the Capital, this the Twenty-first day of January, 2025 Secretary of tate Tracking Number: 4361276141CC To authenticate this certificate,visit the following site,enter this number, and then follow the instructions displayed. https://services.su n biz.org,Filings/Certificateofstatus/CertiiicateAuthentication EXHIBIT "B" Local Business Tax Receipt Miami -Dade County Office of The TaxCollector -THIS iS NOT A BILL -DO NOT PAY 6655675 BUSINESS NAME/LOCATION COMMUNITY WORK TRAINING PROGRAM INC 1490 NW 3RD AVE STE 106 MIAMI, FL 33136-1838 OWNER COMMUNITY WORK TRAINING PROGRAM INC Employee(s) LBT RECEIPT NO. RENEWAL 6926787 EXPIRES SEPTEMBER 30, 2026 Must be disprayed at place of business Pursuant to County Code Chapter SA - Art. 9 & 10 SEC. TYPE OF BUSINESS 213 SERVICE BUSINESS PAYMENT RECEIVED BY TAX COLLECTOR 45.00 07/07/2025 2 PTBTE-25-291204 This Local Business Tax Receipt only confirms payment of the Local Business Tax. The Receipt is n license, permit, or a certification of the holder's qualifications, to do business. Holder must comply e any governmental or nongovernmental regulatory laws and requirements which apply to the busine The RECEIPT NO. above must be displayed on all commercial vehicles - Miami -Dade Code Sec Sa-: For more information, visit mdctaxcollector.gov ;:, 4xee l S4400c,cI EXHIBIT "B" oo 2321 Local Business Tax Receipt Miami -Dade County, State of Florida -THIS IS NOT A BILL - DO NOT PAY 6655675 BUSINESS NAME/LOCATION COMMUNITY WORK TRAINING PROGRAM INCRENEWAL 1490 NW 3RDD AVE STE 106 6926787 MIAMI FL 33136-1838 RECEIPT NO. OWNER SEC. TYPE OF BUSINESS COMMUNITY WORK TRAINING PROGRAM INC 213 SERVICE BUSINESS EXPIRES SEPTEMBER 30, 2024 Must be displayed at place of business Pursuant to County Code Chapter 8A - Art. 9 & 10 PAYMENT RECEIVED BY TAX COLLECTOR $45.00 08/30/2023 INT-23--436369 Employee(s) 2 parmiAt, orla certification Business o of ey holders qualifications,confiment odothe busiines . Holder must comply with t ls not a any governmental or nongovernmental regulatory laws and requirements which apply to the business. The RECEIPT NO. above must be displayed on all commercial vehicles - Miami -bade Code Sec 8a-276 For more fntormation,visit on(miamda_da=novltaKcollactor Ate-z6-0-7:// 5E7 VIG S Py . 7 EXHIBIT "B" 003059 Local Business Tax Receipt Miami -Dade County, State of Florida -THIS IS NOT A BILL - DO NOT PAY 6655675 BUSINESS NAME/LOCATION FIECEIPT NO COMMUNITY WORK TRAINING PROGRAM INCRENEWAL 1490 NW 3RD AVE STE 106 6926787 MIAMI FL 33136-1838 OWNER SEC. TYPE OF BUSINESS COMMUNITY WORK TRAINING PROGRAM INC 213 SERVICE BUSINESS Employee(s) 2 LBT EXPIRES SEPTEMBER 30, 2023 Must be displayed at place of business Pursuant to County Code Chapter 8A - Art. 9 & 10 PAYMENT RECEIVED BY TAX COLLECTOR $45.00 08/26/2022 INT-22-398490 This Local 8usirieas Tax Receipt only confirms paymerd of the Local Business Tex. The Receipt is not a license, permit, or a certification of the holder's qualifications, to do business, Ifoldermurt comply with any govemmentai or nongovernmental regulatory laws and requirements which apply to the business, The RECEIPT NO above must be displayed on all commercial vehicles - Miami -Dade Code Sec 8a-276. For more information, visit www imam idade,gov/taxcollector /pe. - V9 N EXHIBIT "B" August 5, 2025 Southeast Overtown Park West Community Redevelopment Agency c/o Mr. Mark Stallworth 819 NW 2nd Avenue Miami, FL 33136 RE: Letter of Reference & Collaboration for Community Work Training Program, Inc Response to SEOPW CRA RFP — 25-04, Innovation Crime Reduction and Intervention Programming Dear Mr. Stallworth, On behalf of the Overtown Optimist Club, 1 am pleased to express our full commitment to partnering and collaborating with Community Work Training Program, Inc. in support of impactful community development initiatives. Together, we aim to deliver technical assistance, apprenticeships, non-traditional occupation pathways, and employer -facing and summit -based skill -building sessions. These services will be specifically designed for justice -impacted individuals, returning citizens, and community residents in need of structured, strategically supportive programming. Our shared goal is to promote innovation and provide effective interventions that reduce —and ultimately help eliminate —crime and violence in our community. THE OPTIMIST CLUB OF OVERTOWN 350 NW 12th Street Miami. FL 33136 P.O. Box 12895 Miami. FL 33101 www.overtownoptimist.org 305.680.0430 in€o@theoptimistclub,org EXHIBIT "B" GANGALTERNATIVE, I NC. UILDING CHARACTER THAT LASTS Miami Corporate Office 12000 Biscayne Boulevard, Ste. 402. North Miami, FL 33181 786.391.2375 1786.391.2379 F North Miami Beach Community Office 1854 NE 164 Street North Miami Beach, FL 33161 786.391.2375 1786.391.2379 F Little Haiti Community Center 6620 North Miami Avenue Miami, FL 33150 786.391.2375 1786.391.2379 F Homestead Corporate Office 15600 SW 288th St, Ste. 402 Homestead, FL 33033 786.391.2375 1786.391.2379 F Boynton Beach Corporate Office 2300 High Ridge Road, Suite 369 Boynton Beach, FL 33426 786.39L2375 1786,391.2379 F Belle Glade Corporate Office 24 SW Avenue B Belle Glade, FL 33430 786.391.2375 1786.391.2379 F Broward Corporate Office 4500 N. State Road 7, Ste. 301 Lauderdale Lakes, FL 33319 954.360.8833 1954.360.8866 F August 8, 2025 TO WHOM IT MA CONCERN On behalf of Gang Alternative, Inc., I am writing to express our full commitment to partnering and collaborating with Community Work Training Program, Inc. to provide technical assistance, non-traditional occupation initiatives, employer -facing and summit skill -building sessions based on eligibility and availability of grant funds. These sessions will be designed for eligible participants who have been justice impacted, returning citizens and/or any of our community residents that require a structured and strategically supportive program that provides innovation and intervention to reduce and possibly eliminate crime and violence within our community. This letter represents our commitment to collaborate with Community Work Training Program, Inc. regarding innovation crime reduction and intervention programming. This collaboration signals an intent to work together on initiatives aimed at reducing crime and enhancing community support through employment and business development opportunities. Sincerely, Icilda Humes Chief of Staff, Gang Alternative Inc. EXHIBIT "B" Community Work Training Program, Inc. "We Put the Community to Work" RFP-25-04 Request for Proposals Innovation Crime Reduction and Intervention Programming SEOPW CRA Redevelopment Boundaries, Miami, Florida 33136 Submitted by: Emanuel Washington, Sr. EIN: 27-2665583 1490 NW 3rd Avenue, Suite 106, Miami, FL 33136 Mobile: (305) 761-7443 1 Office: (786) 703-8098 Email: cwtp@cwtpinc.com J Website: www.communityworkprogram.com EXHIBIT "B" Proposer's Overall Qualifications and Experience Organization Name: Community Work Training Program, Inc. (CWTP, Inc.) Address: 1490 NW 3rd Avenue, Suite 106. Miami, Florida 33136 Phone: Mobile: (305) 761-7443 I Office: (786) 703-8098 Contact Person: Emanuel Washington, Sr., President/C00 Email: cwtp@cwtpinc.com Executive Summary Summary of Work to Be Performed: Community Work Training Program, Inc. (CWTP, Inc.) will continue to operate and expand the Overtown Employment Assistance Center, delivering comprehensive workforce development, employment readiness. job placement, financial literacy. and wraparound support services to residents of the Southeast Overtown/Park West (SEOPW) Community Redevelopment Area. Services will address barriers to employment by providing: - Individualized job readiness coaching and skills assessments. - Resume preparation and interview skills training. - Targeted job referrals and placement services. - Transportation and document recovery assistance. - Compliance oversight with Davis -Bacon and Section 3 requirements. - Post -placement follow-up to ensure retention and long-term stability. The goal is to disrupt the patterns that lead to poverty, unemployment, and justice -system involvement by creating sustained pathways to economic independence. Qualifications and Experience: CWTP, Inc. has over 14 years of documented success in workforce development, serving unemployed residents. justice -impacted individuals. and other underserved populations. Since July 2017, the organization has: - Welcomed 13,393 residents for employment assistance. - Registered 1,748 job seekers for comprehensive services. - Referred 2,725 residents to 4,698 employment opportunities. - Achieved 484 documented full-time job placements with tracked employment retention. - Generated more than $3.22 million in documented wages earned by placed residents within the community. - With an average wage of $15/hour (equivalent to $31,200 annually), the 484 full-time placements represent a projected $15 million in annualized community economic impact from wages alone. Technical Qualifications: CWTP's technical expertise is rooted in: - Leadership Experience: President/C00 Emanuel Washington, Sr. brings over 40 years of combined experience in community development, municipal program administration, workforce training, and nonprofit management. - Employer Partnerships: Established relationships with hiring partners across construction. hospitality, transportation, security, retail, and public works sectors. - Compliance Capacity: Proven history of managing Davis -Bacon and Section 3 program compliance EXHIBIT "B" for emp}oyers and residents, - Data -Driven Accountability: Robust tracking of referrals, placements, wages, and economic impact to measure program success. - Comprehensive Support Services: Ability to integrate job placement with supportive resources such as housing navigation, transportation, financial literacy, and skills enhancement training. This combination of community trust, measurable outcomes, and specialized workforce expertise uniquely positions CWTP. Inc. to continue delivering high -impact employment solutions for SEOPW CRA residents. EXHIBIT "B" Experience & Past Performance Organizational Experience Community Work Training Program, Inc. (CWTP) has been a trusted and results -driven workforce development organization serving the Overtown community and surrounding areas for over 14 years. Operating the Overtown Employment Assistance Center at 1490 NW 3rd Avenue, Suite 106, CWTP consistently delivers high -quality employment readiness, placement, and retention services. Since 2017, CWTP has facilitated more than 13,393 visitations, registered over 1,748 residents seeking employment, referred 2,725 individuals to 4,698 job opportunities, and achieved 484 full-time documented job placements, generating over $3.2 million in direct wages for Overtown residents. Workforce Event Coordination & Job Fair Impact CWTP's proven track record includes planning, hosting, and facilitating high -volume job fairs that connect local residents with contractors and employers tied to public and private development projects: Beauchamp Construction Career Expo — January 13, 2024 - 50 participants registered; 239 interviews conducted with the general contractor and 10 subcontractors. - Key subcontractor activity: Triumph Construction (35 interviews), Beauchamp Construction (28), A & P Air Conditioning (26), Aurora Plumbing (23), Integrated Openings Solutions (23) - Contact: Geraldine Grimes — 786.707.0167 Hibiscus Grove Job Fair — May 16, 2025 - 81 participants registered, 50 attended; 209 interviews conducted. - Ratings: 37 participants rated "4" and 52 rated "5" by subcontractors. - High -performing companies included Gulf Plumbing (6 rated "4," 10 rated "5") and CG Electrical & Consulting (16 rated "5"). - Contact: Lima Gomez — 305.761.5178 NoMi Square Job Fair — August 1, 2025 - 97 participants registered, 47 attended; 221 interviews conducted. - Ratings: 43 participants rated "4" and 14 rated "5" by subcontractors. - Standout companies included Exclusive Trim (12 rated "4") and Aurora Plumbing Corp. (6 rated "4," 5 rated "5"). - Contact: Lima Gomez — 305.761.5178 Atlantic Pacific Hiring Events — Block 45 and Culmer Apartments Phase 1 (2023-2024) Culmer Phase 1: 28 initial applications; 217 invited to the hiring fair; 55 attended; 295 interviews conducted. - Hires: 6 individuals with total starting wages exceeding $11,600 for the first month alone. - Block 45: 27 referrals resulting in 4 hires with starting wages totaling over $101,000 annually. - Combined total: 622 applications/referrals, 10 confirmed hires, and $113,010.60 in tracked wages. - Contact: Kenneth Naylor — 305.898.2189 Riviera Beach (Estate Companies) Job Fair — July 16, 2025 - 50 participants registered, 14 attended; interviews conducted count pending confirmation. - 3 confirmed hires; wage tracking in progress. - Contact: Stephanie Vanvark — 305.710.2212 Beacon Council Workforce Event — FY September 2021—October 2022 - Event hosted in partnership with the Beacon Council to connect Miami -Dade residents with targeted industry employers. - Activities included employer meet -and -greets, on -site applications, and career coaching. - Quantitative metrics included in organizational performance dashboard, demonstrating direct placements and sustained follow-up for wage growth. - Contact: Taqualla Eatman — 305.850.7596 17 EXHIBIT "B" Ongoing Monthly Outcomes Beyond major events, CWTP maintains consistent placement pipelines. In June 2025, the center recorded 65 visitations, 12 new registrations, 23 individuals referred to 82 positions, and 3 job placements, with referrals spanning retail, hospitality, construction, security, and transportation. Leadership President & COO Emanuel Washington, Sr. brings over 40 years of public service, nonprofit leadership, and program development experience. He has secured multimillion -dollar grants, directed large-scale community projects, and developed workforce initiatives with municipal, county, and private sector partners. Program Expertise CWTP specializes in employment readiness, workforce training, and wraparound support services for justice -impacted, unemployed, and underemployed residents. Services include: - Career coaching and mentoring - Resume development and application assistance - Section 3 and Davis -Bacon compliance coordination - Employer engagement and job matching - Retention support and wage tracking - Financial literacy Capacity & Accountability CWTP operates with experienced program staff, clear administrative structures, and established financial oversight protocols. All outcomes are supported by rigorous tracking, monthly reporting, and continuous follow-up with employers to verify hires and start dates. Financial Stability CWTP maintains sound financial health, as demonstrated by clean annual audits, diversified funding sources, and over a decade of uninterrupted operations. The organization has consistently met fiscal compliance requirements for federal, state, and municipal contracts and manages grants with strict adherence to reporting and accountability standards. Litigation Statement CWTP has no criminal or civil litigation, prior or pending, in the past five years or ever,. including any involving governmental agencies. Additionally, no CWTP employee has any criminal or civil litigation, prior or pending, in the past five years or ever, including any involving governmental agencies. EXHIBIT "B" 2025-2026 RFP #25-04 Innovation Crime and Programing Intervention Line Item Amount Justification Direct Service Providers 1. Program Coordinator 2. Assistant Program Coordinator 3. Program Administrator 4. Administrative Assistant 'Program Administration 5. Program / FICO-PR Liability 'Center Operations $65,000.00 $45,000.00 $45,000.00' $45,000.00 These staff positions provide direct services to clients and participants, facilitating and managing individual success plans, delivering coaching, and supporting participants in achieving their program goals. These staff positions provide aiiet services to clients and participants, facilitating and managing individual success plans, delivering coaching, and supporting participants in achieving their program goals. These staff positions provide direct services to clients and participants, facilitating and managing individual success plans, delivering coaching, and supporting participants in achieving their program goals. These staff positions provide direct services to clients and participants, facilitating and managing individual success plans, delivering coaching, and supporting participants in achieving their program goals. $22,000.00 6. Insurance 7. Communication S. Business License Fees 9. Office Furniture and Fixtures 10. Participant Supplies 11. Computer & Software 12. Office Supplies 13. Rent $2,000.00 $2,500.00 $1,000.00 $1,000.00 $1,000.00 $2,000.00 $2,000.00 $11,500.00 $245,000.00 Provides essential administrative functions including tax preparation, payroll processing, invoicing, fringe benefits, and compliance -related costs. These line items provide support services to clients, wraparound services, and essential resources for program operations. These line items provide support services to clients, wraparound services, and essential resources for program operations. These line items provide support services to clients, wraparound services, and essential resources for program operations. These line items provide support services to clients, wraparound services, and essential resources for program operations. These line items provide support services to clients, wraparound services, and essential resources for program operations. These line items provide support services to clients, wraparound services, and essential resources for program operations. These line items provpport services to clients, wraparound services, and essential resources for program operations. These line items provide support services to clients, wraparound services, and essential resources for program operations. EXHIBIT "B" CHRISTINE KING Board Chair SECTION 5 5.0: RFP RESPONSE FORMS 5.1. RFP INFORMATION FORM RFP No. 25.04: JAMES McQUEEN Executive Director REQUEST FOR PROPOSALS — INNOVATION CRIME REDUCTION AND INTERVENTION PROGRAMMING ROM CRA REDEVELOPMENT BOUNDARIES, MIAMI, FL, 33136 I certify that any and all information contained in this RFP is true. I certify that this RFP is made without prior understanding, agreement, or connections with any corporation, firm or person submitting a response for the same materials, supplies, equipment, or services and is in all respects fair and without collusion or fraud. I agree to abide by all terms and conditions of the RFP and certify that I am authorized to sign for the Proposer's firm. Please print the following and sign your name: Overtown Optimist Club,lnc, Firm's Name 350 NW 12th Street Miami, FL 33136 Principal Business Address 305-517-6E108 Telephone N/A Fax ihaynie@theoptimistclub.org E-mail address leshia Haynie Name Executive Director Title ikia Hg/lie) eX eV/al:fie" Nrearr Authorized Signature FAILURE TO COMPLETE, SICIIN, AND RETURN THIS FORM MAY DISQUALIFY YOUR RESPONSE SOUTHEAST OVERTOWN/PARK WEST commuNrrY REDEVELOPMENT AGENCY 819 NW 2 Avenue, 3Floor I Miami, FL 33136 (305) 679-6800 I www.seggivera.com 1cra@Diamiggiaom 21 ANTI -HUMAN TRAFFICKING AFFIDAVIT 1. The undersigned affirms, certifies, attests, and stipulates as follows: a. The entity is a non -governmental entity authorized to transact business in the State of Florida and in good standing with the Florida Department of State, Division of Corporations. b. The nongovernmental entity is either executing, renewing, or extending a contract (including, but not limited to, any amendments, as applicable) with the City of Miami ("City") or one of its agencies, authorities, boards, trusts, or other City entity which constitutes a governmental entity as defined in Section 287.138(1), Florida Statutes (2024). c. The nongovernmental entity is not in violation of Section 787.06, Florida Statutes (2024), titled "Human Trafficking." d. The nongovernmental entity does not use "coercion" for labor or services as defined in Section 787.06, Florida Statutes (2024), attached and incorporated herein as Exhibit Affidavit-1. 2. Under penalties of perjury, I declare the following: a. I have read and understand the foregoing Anti. Human Trafficking Affidavit and that the facts, statements and representations provided in Section 1 are true and correct. b. ) am an officer or a representative of the nongovernmental entity authorized to execute this Anti - Human Trafficking Affidavit. Nongovernmental Entity: Overtown Optimist Club, Inc. Name: lesliiia Haynie Officer Title: Executive Director Signature of Officer: Office Address: 350 N\'V 12th Street Miami, FL 33136 Email Address: ihaynie@theoptimistclub.org theoptimistcl.ub.org Main Phone Number 305 517.6608 FEIN No. 81 - 019/9/0/7/4/5 STATE OF FLORIDA COUNTY OF MIAMI-DADE 1}e foregoin,:, instrument was sworn to and sub cribed before me by means of !hysical presence or C1 online notarization, this I� day of S hi fi. ijA�n i e as the authorized officer or representative for the nongovernmental entity.. He/she is perso ly own to me o has produced as identification. (NOTARY PUBLIC SEAL) My Commission Expires: DENISEREGION Notary Public State of Florida Comm# HH644302 Expires 2/24/2029 Si ture or'Person .king Oath , De 11St; * D Y7 (Printed, Typed, or Stamid Name of Notary Public) EXHIBIT "B" CHIRISTINE KING Board Chair SECTION 5 5.0: RFP RESPONSE FORMS 5.1a. ACKNOWLEDGEMENT OF RECEIPT OF ADDENDUMS FORM RFP No. 25-04: JAMES McQLJEEN Executive Director REQUEST FOR PROPOSALS INNOVATION CRIME REDUCTION AND INTERVENTION PROGRAMMING SEOPW CRA REDEVELOPMENT BOUNDARIES, MIAMI, FL, 33136 I acknowledge the receipt and have familiarized myseif with all addendums for this RFP and certify that I am authorized to sign for the Proposer's firm. Any and all addendums can be found on the SEOPW CRA website by the Response Submission Date. Please print the following and sign your name: Overtown Optimist Club, Inc. Firm's Name 350 NW 12th Street Miami, FL 33136 Principal Business Address 305-517-6608 Telephone Fax ihaynie@theoptimistclub.org E-mail address Ieshia haynie Name Executive Director Titlefelk; Authorized Signature nu" irV'v vir FAILURE TO COMPLETE, SION, AND RETURN THIS FORM MAY DISQUALIFY 'YOUR RESPONSE SOUTHEAST OVERTOWN/PARK WEST COMMUNITY REDEVELOPMENT AGENCY 819 NW 2"d Avenue, 3rd Floor I Miami, FL 33136 (305) 679-6800 I www.Seopwcra.cor CI'c1 miamjgov.corn 22, State of Florida Department of State I certify :from the records of this office that OVERTOWN OPTIMIST CLUB, INC. is a corporation organized under the laws of the State of Florida, filed on December 30, 2015, effective January 1, 2016. The document number of this corporation is N16000000067. I thither certify that said corporation has paid all fees due this office through December 31, 2025, that its most recent annual report/uniform business report was filed on February 28, 2025, and that its status is active. I further certify that said corporation has not filed Articles of Dissolutioa. Given under my hernd and the Great Seal of the State of Florida at Tallahassee, the Capital, this the Twenty.first day of July, 2025 Secretary te e Tracking Number: 9454612895CU To authenticate this certiticate,visit the following site,enter this number, and then follow the instructions displayed. https://services.sunhiz.org/Filings/Certificate0fStatus/CertificateAuthentication EXHIBIT "B" Contact Person: leshia Haynie Contract Liaison: leshia Haynie Primary Office Location: 350 NW 12th Street Miami, FL 33136 Local Business Address: 350 NW 12th Street Miami, FL 33136 Business Phone: 305.517.6608 Email address: ihaynie@theoptimistclub.org info©theoptimistclub.org FEIN: 81-0990745 EXHIBIT "B" SOUTHEAST OVERTOWN PARK WEST/CRA RFP 25-04 Contract Manager: Mark Stallworth Ieshia Haynie 350 NW 12th Street Miami, FL 33136 305-517-6608 Deadline: August 12, 2025 at 11:00 am EXHIBIT "B" ADDENDA References Affidavits, etc EXHIBIT "B" EXECUTIVE SUMMARY Overtown Optimist Club - 30 Years of Youth Empowerment Through Sports and Safe Spaces For over three decades, the Overtown Optimist Club has been a pillar of positive youth development in the heart of Miami's historic Overtown neighborhood. Founded with the mission to empower youth through structured athletics, mentorship, and life -skills training, the organization has provided thousands of children and teens with access to organized sports and character - building opportunities in a safe and supportive environment. At the core of our work is the activation and maintenance of a vital green space in the City of Miami —transforming it into a hub of community connection, physical activity, and safety. We serve youth ages 4-19 through athletic, academic, wellness and food and nutrition programming. Beyond recreation, our work is a strategy for crime prevention and community stability. Afterschool athletic and youth development programs are a direct pathway to building safer communities. Between 3 PM and 6 PM —the peak hours for juvenile crime and victimization —many youth are left unsupervised, increasing the likelihood of risky behaviors. Our afterschool athletic program addresses this critical need by providing structured, engaging activities that keep youth active, focused, and connected. By combining sports with positive mentorship and life skills development, we offer an alternative to street influence. Youth learn discipline, accountability, teamwork, and conflict resolution in a supportive environment led by trained coaches and rote models. Program Benefits Include: • Safe, supervised space during high -risk hours • Reduced likelihood of delinquency and gang involvement • Improved peer relationships and community connection • Positive interactions with mentors and authority figures • Enhanced physical and emotional welt -being • Year-round professional development for coaches EXHIBIT "B" EXECUTIVE SUM ARY cont. The Overtown Optimist Club is more than a sports program —it's a trusted institution that builds safer neighborhoods, stronger families, and resilient young people prepared for life. With continued support, we will expand our reach, strengthen our impact, and honor our 30-year legacy of service. The Overtown Optimist Club crime reduction and prevention Initiative takes a two -pronged approach to supporting youth and families. The primary goal is to create and sustain a safe, structured haven during critical out -of -school hours for students and families living in and attending schools in Overtown. The second approach is to increase access to high quality youth development programming that provides youth with guidance to become active participants in the lives which they'd like to pursue. Aligned with this mission, we have a wellness strategy grounded in the belief that healthy habits begin early and last a lifetime, the Overtown Optimist Club is committed to helping children and teens of all ages develop positive behaviors across physical, emotional, and academic domains. We believe it is essential to design community -based ecosystems that equip young people with the tools and support they need for a healthy, successful future. Our innovative wellness strategies bring local law enforcement and the community together through activities like basketball tournaments, yoga sessions, and book readings. These non - confrontational interactions lay the foundation for deeper trust, fostering mutual respect, understanding, and tasting partnerships. v fvut) leshia Hayhie, Executive Director Overtown Optimist Club Dated 8/10/2025 EXHIBIT "B" V. Afterschool Athletic & Youth Development Program Happy Healthy Me Afterschool Athletics & Life Skills for Youth The Overtown Optimist Club's program model is intentionally designed to meet the complex needs faced by youth and families in high -need communities through a dynamic blend of athletics, academic support, and life -skills development. Our innovative, whole -child approach leverages the power of sports to build trust, teach discipline, and create access points for broader educational and wellness outcomes. Key Design Features: • Athletics as an Anchor • Organized team sports serve as a consistent and engaging foundation for participation, offering youth structure, motivation, and positive peer relationships. • Afterschool and Out -of -School Enrichment & Academic Support • Daily academic sessions focus on homework help, literacy, and STEM engagement — closing opportunity gaps and reinforcing classroom learning. • Life Skills & Leadership Development • Weekly workshops integrate social -emotional learning (SEL), conflict resolution, financial literacy, and youth leadership pathways. • Health & Wellness Integration • Nutritional education, fitness training, and mental health support are woven into programming to foster long-term healthy habits. • Community Ecosystem Model • By partnering with schools, families, local law enforcement, and community organizations, we create a wraparound network of care that keeps youth safe, supported, and inspired. EXHIBIT "B" PROGRAM DESIGN & INNOVATION Afterschool Athletic & Youth Development Program Happy Healthy Me Afterschool Athletics & Life Skills for Youth Innovation in Practice: • Youth -Led Program Design • Program offerings are informed by regular youth feedback, ensuring cultural relevance, voice, and choice in how services are delivered. • Trauma -Informed Coaching • Staff and volunteers are trained to recognize and respond to trauma, creating emotionally safe environments for all participants. • Data -Driven Impact • A performance tracking system monitors academic progress, attendance, behavior, and health indicators to guide continuous improvement. • Integrated Physical Health Awareness • Embedding physical wellness education into daily activities —promoting healthy eating, hydration, and movement through interactive workshops, team discussions, and hands-on experiences. Youth receive consistent messaging around the importance of balanced nutrition, staying active, and maintaining hydration, while also engaging in age -appropriate substance abuse prevention lessons. • By normalizing conversations around health and wellness, we empower participants to build lifelong healthy habits in a safe, supportive environment. Target Population • Youth ages 4 -19 • Youth living or attending schools in Overtown or its surrounding areas. • Youth at -risk of developing unhealthy habits (e.g. smoking, vaping, drinking) • Youth disconnected from traditional education settings, under supervision and justice - impacted EXHIBIT "B" OBJECTIVES & OUTCOMES Objectives • Provide a consistent, structured, and supervised environment for youth during critical out -of -school hours. • Foster resilience, conflict resolution, and leadership skills through mentorship and team sports. • Engage at -risk youth in positive peer groups and community -building activities. • Partner with families, schools, and taw enforcement to identify early warning signs and intervene proactively. • Offer trauma -informed support and mental. health resources to youth exposed to violence. Outcomes • Reduction in Juvenile Offenses: 65% decrease in reported disciplinary or criminal incidents among participants. • Increased Positive Social Behavior: 80% of youth report improved ability to manage conflict and emotions. • Improved Peer and Family Relationships: 75% of youth report strengthened peer bonds and family engagement. • Safe Program Environments: 100% of program sessions operate without violent incidents or safety breaches. • Reduced Recidivism Rates: 85% of previously at -risk youth do not re-engage in risky or unlawful behavior. • Community Safety Impact: Demonstrated reduction in neighborhood youth crime rates in program -served areas (with partner reporting). EXHIBIT "B" REPLICATION 0 SCALABILITY The Overtown Optimist Club's proven track record over three decades —serving more than 15,000 youth —positions our programming as a scalable model for impact -driven youth development. Rooted in structured afterschool, spring, summer athletics, mentorship, and academic support, our model reduces youth violence by addressing root causes such as lack of supervision, trauma, and limited access to opportunity. Our scalable framework includes: • Evidence -based youth engagement strategies • Community -centered partnerships • Cost-effective program design • Train -the -trainer models to replicate leadership development With increased investment and cross -sector collaboration, we are prepared to expand our services beyond Overtown—into other underserved Miami neighborhoods and statewide —bringing holistic, prevention -first programming to more youth in need. EXHIBIT 1 131 1 IZATI` �����AL \�N��nu�mwp�� nm `.., . EXPERIENCE 3Q+Years of Preventing Violence and Promoting Wellness Through Athletics andD8entorship For over three decades, the OV9rtow/DOptimist Club has empowered Miami's youth toavoid violence, embrace healthy lifestyles, and achieve their full potential through year-round athletics, rDonto[ehip, and wellness education. Umits tenure of service, the 0vertownOptimist Club has been a successful grantee of: ^ GBJPVVCRAduring years 2022-2O23 and2O24-2O25. ^ Prime- C>Ve[towOOptimist Club) $200`000&3180,000 » For more than 30 years, the {)mert)VVO Optimist Club (][>r) has been G trusted, volunteer - founded safe haven for children during the critical oUt-nf-Gch#oihours. Utilizing our year-round affermohVoL spring break, and summer programming [nOd8L we provide not only athletic opportunities but also academic motivation, enrichment, and character 8dVcation. These services act as a proactive force for crime reduction and violence prevention by giving youth a secure` supportive environment that steers them @vV8y from CO[nDluDity |iia. Our programs intentionally connect youth with positive mentors, including law enforcement and individuals with lived experiences, fostering trust, accountability, and hope. Many participants start with us as early as age four and remain engaged through high school graduation and beyond. * Carrie Meek Foundation/Miami-Dade County ONS Supporting Safer Communities » Prime: (]vertovVD Optimist Club -$3O,0OO (The Ben Hanks Effect) o The {}vertnvvnOptimist Club iScommitted tQbuilding the capacity ofits coaching staff through ongoing professional development, including specialized training in bullying prevention, trauma awareness, CPR, injury pnevent|Qn,poaitivonodineotion,mndmngernnonagerneDt--mnauringfhey are fully equipped to support youth with care, avoid re -traumatization, and pnDDlOtm safe, healthy development, w Subcontactor, Carrie Meek Foundation/Miami-Dade County ONS Supporting Safer Communities o Prirne.-Transitions, Inc. -$75,OOO(The Call) * Carrie Meek FoUndation/K4iGrni-Oade CoUntyC}NS Supporting Safer Communities « Prime: Transitions, Inc. -$3OO,OOO (The Umbrella ofHope Coalition) * Subcontractor, The Miami Foundation Anti -Violence Initiative o Prime: Transition, Inc, -$250,0O0 ° Miami -Dade County Office of Neighborhood Safety, Safe in the 305 recipient (2022, 2023, 2024.) « /Prinle,[>ve[boVvnOptimist Club) ° Subcontractor, Department of Education, Happy Healthy Me and You Belong Here (2019-2025) » (Phnn#:[)vertovvDChildren and Youth Coalition) $44^000 « By integrating vveUneos programming with nneOto[Ghipand skiit-building,the Ov8rtovvn Optimist Club uses physical health, mental well-being, and positive pee[ engagement as proven strategies to reduce violence and foster safer, stronger communities. EXHIBIT "B" ORGANIZATIONAL EXPERIENCE cont. • Subcontractor, Department of Education, Happy Healthy Me and You Belong Here (2019- 2025) o (Prime: Overtown Children and Youth Coalition) $44,000 o By integrating wellness programming with mentorship and skill -building, the Overtown Optimist Club uses physical health, mental welt -being, and positive peer engagement as proven strategies to reduce violence and foster safer, stronger communities. • Subcontractor, DoA, On Our Wellness Journey (2020, 2021, 2022, 2023) o (Primo: Overtown Children and Youth Coalition) $32,000 o By integrating wellness programming with mentorship and skill -building, the Overtown Optimist Club uses physical health, mental well-being, and positive peer engagement as proven strategies to reduce violence and foster safer, stronger communities • Subcontractor, DCF, Happy Healthy Me (2023-2024) o (Prime: Overtown Children and Youth Coalition) $12,000 o By integrating wellness programming with mentorship and skill -building, the Overtown Optimist Club uses physical health, mental well-being, and positive peer engagement as proven strategies to reduce violence and foster safer, stronger communities • City of Miami, Mayor Francis Suarez - Happy Healthy Me - $49,500 o Prime: Overtown Optimist Club o By integrating wellness programming with mentorship and skill -building, the Overtown Optimist Club uses physical health, mental well-being, and positive peer engagement as proven strategies to reduce violence and foster safer, stronger communities Our legacy is measured not only in trophies, but in transformed lives. Today, many of our former participants are thriving adults who credit our program with helping them stay on the right path. As we look to the future, we remain committed to expanding our impact and continuing our mission: preventing violence, promoting wellness, and building brighter futures —one child at a time. LITIGATION STATEMENT The Overtown Optimist Club has never been, nor is it currently, involved in any civil, criminal, or governmental investigation or court proceeding. Likewise, no key member of the organization is, or has been, subject to any such oversight or legal action. EXHIBIT "B" ORGANIZATIONAL EXPERIENCE cont. For three decades, we have served as a stabilizing force for youth facing high exposure to poverty, community violence, and systemic disadvantage. By engaging over 500 young people annually through sports, academic enrichment, mentorship, and trauma -informed support, we have created protective environments that reduce risk factors associated with criminal behavior. Key strategies we employ include: • Afterschool and Summer Programming: Providing safe spaces during peak hours for youth crime, with access to academic support, recreational activities, and life skills education. • Youth Sports & Coaching Mentorship: Our athletic programs (football, basketball, cheerleading, etc.) double as intervention platforms —using trusted coaches as mentors to guide young people toward positive choices and away from violence and gang involvement. • Partnerships with Law Enforcement & Community Organizations: We collaborate with local police, juvenile justice systems, and violence prevention networks to identify at -risk youth and provide intervention services before involvement in the criminal justice system. • Conflict Resolution & Behavior Health Support: Youth receive social -emotional learning, peer mediation training, and access to mental health counselors who address trauma, anger management, and emotional regulation. • Workforce Readiness & Life Skills: Older youth participate in job training, internships, financial. literacy, and college/career planning and tours —reducing the appeal of illegal activity by opening real pathways to success. • Community Engagement & Service: instilling a culture of compassion and civic responsibility by engaging youth in meaningful community service projects —such as neighborhood cleanups, food drives, and care initiatives for the elderly and unhoused—teaching them to care for others beyond their own families and to take pride in uplifting their community. KEY TEA E EXHIBIT "B" BERS ANTONIO SANDERS, SR., DIRECTOR OF MENTORSHIP & CAREER EXPOSURE Antonio Sanders is a dedicated educator and community Leader who currently serves as the Senior Director of Mentorship & Career Exposure at the Overtown Optimist Club. With over 17 years of experience working with youth and young adults, Mr. Sanders has made it his life's mission to broaden horizons and expose young people to opportunities beyond the boundaries of their immediate environment. A proud Overtown native, born and raised in the very community he now serves, Mr. Sanders brings unmatched authenticity, empathy, and purpose to his work. He is especially passionate about creating pathways to higher education and workforce readiness for underrepresented youth. One of his signature initiatives is the annual weeklong college tour, which he personally curates. Unlike traditional tours, Mr. Sanders ensures that students not only visit college campuses but also engage with the surrounding communities —helping them gain a deeper understanding of the environment where they may spend the next four years of their lives. This intentional approach prepares students not just academically, but socially and emotionally for the journey ahead. Mr. Sanders is widely respected for his consistency, compassion, and commitment to mentorship. His work continues to impact hundreds of lives annually, helping young people envision and pursue brighter futures far beyond their zip code. Mr. Sanders is a homeowner in Overtown, and resides with his family. EXHIBIT "B" BENJAMIN HANKS, SR., SENIOR ATHLETIC DIRECTOR Benjamin Hanks Sr. serves in -kind as the Senior Athletic Director at the Overtown Optimist Club, where his leadership, vision, and unwavering commitment have made him a pillar of strength in the community. Widely regarded as a statesman and affectionately known as the "Mayor of Overtown," Mr. Hanks is more than a coach ----he is a community builder, mentor, and trusted voice for generations of youth and families. A proud Overtown native, Mr. Hanks was born and raised in the very neighborhood he now serves. After moving away to pursue higher education and a career in professional sports — including time in the National Football League (NFL) —he made the intentional decision to return home. His purpose was clear: to pour his wisdom, experience, and love into the same streets and families that shaped him. Mr. Hanks possesses an extraordinary gift for creating safe, welcoming spaces where young people and community members can gather, grow, and heal. Whether through football practices, sideline mentorship, community celebrations, or moments of shared grief, he has cultivated a culture of belonging, accountability, and pride that resonates far beyond the field. As Senior Athletic Director, he is responsible for overseeing all aspects of the Club's athletic programs, which are widely respected throughout South Florida for their excellence, integrity, and impact. His leadership has been instrumental in the longevity, discipline, and success of Overtown Optimist's sports offerings —ensuring that children of all ages have access to structured, meaningful opportunities to develop not just athletic skills, but life skills. Mr. Hanks' influence can be seen in the alumni who return to coach, the families who trust him implicitly, and the countless young people whose lives have been shaped by his mentorship. His work is rooted in a deep understanding of the community's needs, and an unwavering belief in the potential of every child he serves. A coach, a mentor, a father figure, and a community statesman —Benjamin Hanks Sr. embodies the spirit of Overtown. His legacy is not just in the championships won, but in the lives changed. Mr. Hanks is a homeowner in Overtown, and resides there with his wife, children and family dog Bentley. EXHIBIT "B" DENISE REGION, DIRECTOR, AFTERSCHOOL ENGAGEMENT & EXPOSURE Denise Region serves as the Director of Afterschool Engagement & Exposure at the Overtown Optimist Club, where she oversees the day-to-day operations and strategic development of afterschool programs, enrichment activities, and experiential learning opportunities. With a deep personal connection to the Overtown community, Ms. Region brings not only professional expertise, but a legacy of lived experience, compassion, and resilience to her role. A proud Overtown native, born and raised in the neighborhood she now serves, Ms. Region is deeply rooted in the values of service, family, and community uplift. She raised five children in Overtown, each of whom has gone on to pursue meaningful and impactful careers —as an economist/educator, a small business owner, a member of the U.S. Armed Services, a phlebotomist, and a City of Miami firefighter candidate. Her life is a testament to the power of commitment, structure, and nurturing care —and she brings that same energy to the hundreds of children entrusted to her programs each year. At the heart of Ms. Region's leadership is an unwavering dedication to the safety, well-being, and holistic development of every child. She understands that before learning can occur, young people must feel safe, seen, and supported. Her approach emphasizes structured play, curiosity -driven learning, and creating a joyful, secure environment where children are free to grow socially, emotionally, and intellectually. Ms. Region also excels at curating exposure -based experiences —trips, workshops, and enrichment opportunities that introduce youth to new places, people, and ideas. She believes that exposing children to the world beyond their immediate surroundings is essential in cultivating aspiration, confidence, and a sense of possibility. Her leadership style is both hands-on and heart -led. Whether she's managing logistics, supporting staff, greeting children at the door, or sitting with a student who needs extra care, Ms. Region leads with love, consistency, and purpose. She is respected across the organization and the community as a protector, a nurturer, and a powerful advocate for youth and families. Denise Region's work continues to shape the lives of countless young people in Overtown—and her legacy is reflected in every smile, every safe space, and every child who learns to dream bigger under her watch. EXHIBIT "B" ERICK WILLIAMS, SENIOR MANAGER OF TRANSPORTATION & EXTERNAL EXPOSURE Erick Williams serves as the Transportation Manager at the Overtown Optimist Club, where he plays a vital role in ensuring the safety, reliability, and accessibility of daily operations for youth and families. A native of Overtown, born and raised in the very community he now serves, Mr. Williams is more than a logistics leader —he is a statesman, a mentor, and a gentle soul whose quiet strength and unwavering dedication have left an indelible mark on generations of young people. For over 26 years, Mr. Williams has devoted his time, talent, and heart to coaching and guiding youth, offering not just instruction on the field but life lessons that extend far beyond the game. His calm demeanor, humble spirit, and consistent presence have earned him the deep respect of colleagues, parents, and especially the children he serves. In his role as Transportation Manager, Mr. Williams is entrusted with more than moving students from one location to another —he is responsible for ensuring that every child arrives safely, is welcomed with care, and feels a sense of belonging from the moment they step onto a van. His attention to detail, professionalism, and compassionate approach make him an essential figure in creating a nurturing environment at the Overtown Optimist Club. Beyond transportation, Mr. Williams is a pillar of mentorship and emotional support. He often serves as a first point of contact for children and parents, offering a listening ear, a word of encouragement, or a comforting presence in times of need. His lifelong commitment to youth development reflects a deep belief in the potential of every child and a calling to uplift his community through patience, consistency, and love. Mr. Williams' impact is felt daily —in the trust he has earned, the programs he supports, and the lives he has helped shape. He stands as a living example of servant leadership, demonstrating that true care begins with showing up, staying present, and leading with heart. EXHIBIT "B" KEY TEAM MEMBERS IESHIA HAYNIE, EXECUTIVE DIRECTOR leshia Haynie serves as the Executive Director of the Overtown Optimist Club, bringing over two decades of experience in the nonprofit and social impact sector. Throughout her career, Ms. Haynie has demonstrated a deep and unwavering commitment to advancing equity and improving outcomes for vulnerable and underserved populations —particularly children, youth, and families who face systemic barriers to opportunity. A seasoned leader and systems thinker, Ms. Haynie has cultivated expertise in program design, strategic planning, and cross -sector collaboration. Her work is distinguished by her ability to bring together government agencies, grassroots organizations, educational institutions, healthcare providers, and private sector partners to drive place -based impact —ensuring that resources and interventions are both community -informed and culturally responsive. Under her leadership, the Overtown Optimist Club has expanded its reach and deepened its programming to address critical issues such as violence prevention, educational attainment, health equity, and youth development. She is a passionate advocate for justice, dignity, and access, and works tirelessly to ensure that historically marginalized communities are not only served, but empowered. Ms. Haynie's approach is rooted in a profound personal and professional commitment to social justice and human welfare. She is especially driven by the belief that all individuals —regardless of their background or circumstances —deserve equitable access to the resources, opportunities, and support systems that allow them to thrive. Her leadership style blends strategic vision with compassion and accountability, and her impact continues to shape systems, shift narratives, and strengthen communities. Ms. Haynie is widely recognized for her integrity, insight, and ability to inspire collective action that leads to measurable and lasting change. EXHIBIT "B" C. Co UflitV;. n•a;•ement At the Overtown Optimist Club, trust -building is at the heart of everything we do. For over 30 years, we have built lasting relationships with children, youth, families, and community stakeholders by consistently showing up as a safe, supportive, and empowering presence in their lives. Our trust -building efforts are rooted in consistency, transparency, and accountability. We earn the trust of families by being responsive to their needs, delivering high -quality programming, and fostering open tines of communication. Through mentorship, athletic training, and academic support, we create environments where young people feel seen, heard, and valued. We engage local partners, schools, and caregivers to create a shared sense of responsibility and collaboration. By maintaining a reliable presence in the community and honoring our commitments, we reinforce a culture of trust that allows youth to thrive not just in our programs —but in life. STAKEHOLDERS & TRUST BUILDING The Overtown Optimist Club recognizes that the strength of our mission lies in the power of our partnerships. Our stakeholders —youth, families, community leaders, law enforcment personnel, with specific eye towards our Neighborhood Resource Officers, educators, funders, local businesses, and partner organizations —are essential collaborators in creating a thriving and resilient Overtown. With the activation of our new site at the Children's Village, located at 219 NW 14th Terrace, Miami, FL, we are expanding our reach and deepening our impact. This shared space fosters an environment where stakeholders can work side -by -side, share resources, and align strategies to meet the needs of our community more effectively. Together, we form an integrated ecosystem that drives innovation, supports long-term sustainability, and opens the door to increased collaborative grant opportunities. Our commitment is to ensure that every stakehotder's voice is valued, every partnership is nurtured, and every contribution —whether time, talent, or resources —advances the shared vision of empowering youth and strengthening families in Overtown. EXHIBIT "B" rime e.ucti.nlm.act Overtown Optimist Club has been a cornerstone of crime prevention and youth safety in the heart of one of Miami's most historically underserved communities. By consistently engaging over 500 children and youth annually in structured, high -impact programming, the Club has created a powerful alternative to negative influences during the most critical out -of -school hours. Our afterschoot, summer, sports, mentorship, academic, and wellness programs are strategically designed to interrupt cycles of violence and disengagement, replacing them with accountability, teamwork, discipline, and hope. Young people who might otherwise be vulnerable to street violence, gang recruitment, or incarceration are instead given a pathway toward leadership, achievement, and personal growth. With a deep focus on relationship -building, life skills, and positive adult mentorship, the Club has helped generations of families steer their children away from crime and toward opportunity. The measurable result is a safer, more connected community —one where young people are not only surviving but thriving. To date, the Club has been able to serve more than 15,000 children and youth in the last 30 years. 16000 14000 12000 10000 8000 u To 6000 12. 4000 2000 Cumulative Number of Children Served by the Overtown Optimist Club {1993-2023) o) 0h op7 Ooc� 01, 013 Q1h q1 1a� oryy own, ti ti ti ti ti ti ti ti ti ti ti Year EXHIBIT "B" Metrics for Success PACT... 1.Youth Participation Metrics — 500 children served annually with 85% average attendance. 2.Academic Progress Metrics — 90% maintain/improve GPA, 95% on -time promotion,100% high school graduation. 3.Violence Prevention Metrics — 0 incidents during program time, 70% risk factor reduction. 4. Health & Wellness Metrics — 80% increase in physical activity, 90% nutrition awareness. 5.Social and Family Engagement Metrics — 85% report social -emotional growth, 75% family participation. 10n 60 40 20 0 100 Ertl 60 40 20 11 Violence Prevention Metrics incidents 'Program Time) Si•Yi Risk Factor Reduction Social and family lingagement Metrics 0 itt l0'6I tt44It Vain lv Engagement 100 80 60 40 20 0 100 110 60 40 20 0 Afiainizoinilmnr"len (IDA Academic Progress Metrics Ort Time Promotion Health & Wellness Metrics WU% nn uranuarion Physical Activity 1 Nutrition Awareness 1 EXHIBIT "B" IE The Overtown Optimist Club is committed to implementing evidence -based strategies that address the holistic needs of youth while fostering safe, inclusive, and resilient communities. Central. to our approach is the integration of "You Belong Here", an evidence -informed anti -violence curriculum designed to equip young people with the skills, awareness, and confidence to navigate conflict, build healthy relationships, and contribute positively to their community. Grounded in research on social -emotional learning (SEL) and violence prevention, "You Belong Here" provides interactive lessons and activities that promote empathy, cultural understanding, and restorative practices. Through guided discussions, role-play scenarios, and peer -to -peer engagement, participants learn to identify triggers, de-escalate conflict, and practice positive decision -making. We pair this curriculum with complementary evidence -based practices, including trauma -informed care, mentoring, and family engagement strategies, ensuring that our approach is comprehensive and responsive to the lived experiences of youth in Overtown. Outcomes are tracked through pre - and post -program assessments, participant feedback, and behavioral observation to measure reductions in violent incidents, increases in pro -social behaviors, and improvements in emotional regu talon. By embedding "You Belong Here" within our afterschoot and enrichment programming, we are not only addressing immediate safety concerns but also laying the foundation for long-term community transformation. EXHIBIT "B" E. SUSTAINABILI LUATI The Overtown Optimist Club is committed to ensuring the long-term success and impact of our Afterschool Camp program through a comprehensive sustainability plan. Our strategy encompasses diversified funding streams, strong community partnerships, and ongoing capacity building. To sustain the program financially beyond initial grants and registration fees, we actively pursue multiple funding sources, including local government support, private donations, corporate sponsorships, and fundraising events. By cultivating relationships with community stakeholders, businesses, and philanthropic organizations, we secure both financial resources and in -kind contributions such as facilities, equipment, and volunteer expertise. We also prioritize building internal capacity by investing in staff professional development and leveraging technology for efficient program management. Our community engagement efforts nurture strong volunteer networks and partnerships with local schools and law enforcement agencies, fostering a supportive ecosystem around our youth. This collaborative model not only enhances program quality but also anchors the model as a valued and lasting community resource. LONG TERM FUNDING STRATEGY GROWING SUSTAINABILITY THROUGH COLLABORATION The activation of our new site at the Children's Village, located at 219 NW 14th Terrace, Miami, FL, marks a pivotal step in strengthening sustainability through strategic collaboration. This integrated ecosystem brings together diverse community stakeholders, service providers, and local organizations under one roof, fostering a dynamic environment of shared resources and unified goals. By co -locating services and programs within the Children's Village, we create opportunities for deeper partnerships and coordinated efforts that amplify our collective impact. This collaborative model not only enhances service delivery to youth and families in Overtown but also positions us to pursue more robust and diverse grant opportunities. Funders increasingly value partnerships that demonstrate efficient resource utilization and cross -sector collaboration, making this integrated site a catalyst for sustainable growth and expanded community investment. EXHIBIT "B" ATA A ALYSI The Overtown Optimist Club employs a structured data collection and analysis process to ensure continuous improvement and measurable impact across all program areas. Attendance is recorded daily through a digital tracking system, allowing us to monitor engagement trends, identify at -risk participants, and tailor outreach to improve consistency. Participation in community service projects is logged by hours and type of service, enabling us to assess civic engagement growth and the development of leadership skills. Financial literacy workshops are evaluated through pre- and post -assessments measuring knowledge gain, budgeting skills, and practical application in participants' daily lives. Our summer internships are tracked by placement type, duration, and supervisor evaluations, with follow-up surveys assessing participants' skill development and career readiness. The annual college tour includes pre- and post -trip surveys to gauge changes in college awareness, aspirations, and preparedness, along with tracking subsequent college applications and acceptances. Collected data is compiled quarterly and analyzed for trends, correlations, and outcome achievement. These findings are shared with staff, stakeholders, and funders to guide decision - making, strengthen program design, and ensure that our services remain responsive, impactful, and aligned with our mission to prepare youth for lifelong success. EXHIBIT "B" ST EFFE TIVENESS The Overtown Optimist Club maintains a fiscally responsible approach to budgeting, ensuring that every dollar invested in our programs yields maximum impact for the youth and families we serve. Our budget is strategically allocated to balance staffing costs —which directly influence program quality and participant outcomes —with essential program expenses that support high -quality, evidence -based services. Staffing represents a core investment, as our trained educators, mentors, and program coordinators are critical to delivering personalized support, academic enrichment, and skill -building activities. We prioritize recruiting and retaining highly qualified staff by offering competitive wages, professional development, and clear pathways for advancement, reducing turnover and ensuring program continuity. Program costs are carefully managed to cover curriculum materials, equipment, transportation, meals, and enrichment activities. We leverage community partnerships, in -kind donations, and volunteer support to reduce overhead and stretch resources further, allowing more funds to be directed toward direct services. Regular financial reviews, cost -benefit analyses, and outcome -based evaluations ensure that our expenditures are aligned with measurable program goals. This disciplined fiscal management enables us to demonstrate to funders and stakeholders that we deliver high -value outcomes —such as increased academic performance, enhanced life skills, and improved community engagement —while maintaining a lean, efficient operational model. EXHIBIT "B" REASONA Amount Request Other ed Fun in IZED BURG Overtown Optimist Club DIRECTCOSTS ..... ui..UUvurvuu.U,Ut,vUJ/I CI ,,outUrcn Executive Direcor 17,500 62,500term Senior Operating Officer, charged with actualizing the mission and vision, with an eye towards the tong - growth . nd sustainabili of the Overtown 0 timist Club. PT Sr. Director of Mentorship + Caree 15,000 20,000 Oversees the curation of mentorship activities, annual college tour, exposure events and community service Sr. Director of Athletic Operations (in- 0 0 Overseeing all aspects of the OOC athletic program, including hiring coaches, scheduling, budget preparation, 3romotion, compliance, and facility management Dir., Afterschool Engagement + Expos 27,000 40,000Dversees the day to day operations of Afterschool Program, Spring, Summer and Athletics FT Program Manager 0 40,0005upports year-round programmatic activities and direct service programming. PT Registrar and Admissions 24,000 8,000=ngages parents, children, and community about admissions and special events. PT Accountant 20,000 12,500Ensures annual filings and monthly reconciliations. Professional Service (Literacy) 0 3,000 Professional Dev. (Staff, Coach, Volun 8,500 Annual Professional development classes for staffing and volunteer coaching staff Food & Nutrition 3,200 43,2005upports daily meals, snack and hydration Transportation 18,00 5,000'orfieldtrips, Transporters are charged with securing and maintaining a M-D Chauffeur license, white operating OOC vehicles carrying people or goods. Also includes commissioned bus services college tours, athletic games which may require travel Program Supplies 0 Zerox paper, pens, pencils, printer ink, scissors, curriculum Athletic Uniforms (shirts & polos) 12,00 14,000Uniforms, practice sets coach, staff and volunteer uniforms Professional Service (Tech Support) 0 0 16,00 TOTAL Direct Costs 108,700 165,700 INDIRECTCOSTS 15,00 Insurance 0 6,500Annual liability coverage for agency. Phone 6,300Agency basic landline service &Staff Telephone Stipends Internet 1,500 Agency internet (wifi and basic cabte service) Professional Svc (Audit) 3,000Annual fiscal and operational review Rent 4,500 12,000Agency rental payments for 4,800 square feet of space TOTALIndirect Costs 4,500 29,300 TOTAL 167,700 224,300 SEOPW/CRA Response to RFP-25-04 EXHIBIT "B" COST BENEFIT ALIGNMENT The Overtown Optimist Club's investment in Afterschool, Spring, Summer, and Athletic programming yields a high return in measurable outcomes for youth, families, and the community. By strategically allocating resources across these programs, we deliver year-round academic support, social - emotional skill development, health and wellness initiatives, and structured recreational opportunities —all at a fraction of the cost of comparable private services. Our cost -benefit analysis demonstrates that for every dollar spent, the value extends beyond direct program participation. Afterschool programs reduce unsupervised hours, lowering the risk of juvenile involvement in negative behaviors. Spring and Summer programming provide academic enrichment and career exposure, helping prevent summer learning loss and increasing postsecondary readiness. Athletic programming promotes discipline, teamwork, and healthy lifestyles while offering a constructive alternative to risky activities. Through careful budgeting, leveraging of partnerships, and securing in -kind contributions, we maximize the impact of our expenditures. The long-term benefits —improved academic outcomes, reduced crime risk, enhanced community engagement, and greater economic mobility —far outweigh program delivery costs, reinforcing the value of sustained investment in our youth development initiatives. Estimated Youth Program Cost ($) Served Key Impact Metrics Cost per Participant ($) Afterschool 60,000 120 Homework completion 1 500.00 35%, behavior incidents 1 20% Spring 25,000 80 Reading/math retention t 312.50 25% Summer 55,000 150 College/career exposure 1 366.67 40%, summer learning Toss i Athletic 27,500 100 Physical fitness t 30%, 275.00 teamwork skills t TOTAL 167,500 450 Year-round academic, social- 372.22 emotional, and physical development Our requested funding of $167,500 will allow us to service 450 children and youth. Every dollar which is invested has measurable benefits for each kid and for the safety of the community. EXHIBIT "B" children & youth coalition vflSSJON Through a collective impact nodel, Overtown Children and south Coalition (OCYC) erves as the backbone to upport Overtown's anchoring rrganizations to empower all he community's children and 'truth to reach their full )otential. 30ARD of DIRECTORS )r. Saliha Nelson, Thairwornan na 13rown, Co -Chair Ceon Williams, Secretary Ionia Jacobson, Treasurer )elerene Pitts I Trina Harris I antes McQueen nthony L. Robinson, xecutive Director Follow Us @Overtowncyc August 6, 2025 Mr. Mark Stallworth Southeast Overtown Park West/Community Redevelopment Agency 819 NW 2" Avenue Miami, FL 33136 Dear Mr. Stallworth, am writing this letter in full support. of the Overtown Optimist Club, an organization that has stood as a beacon of hope, safety, and resilience in the Overtown community for more than three decades. Through their unwavering commitment to youth development, the Club has played a vital role in reducing crime and preventing violence by engaging young people in structured, iinpactful afterschool and out -of -school programs. Over the years, the Overtown Optimist Club has consistently .provided youth with safe alternatives during the hours when they are most vulnerable to negative influences. By offering orgimized athletics, rnentorship, academic support, wellness education, and leadership training, the Club has created a powerful ecosystem of protection, growth, and opportunity. Their programs do not just keep kids off the streets.. —they give them the tools, confidence, and support systems they need to thrive. The Club's presence has not only benefited individual participants but has also contributed to broader community safety and stability. Their strategic programming has served as a deterrent to youth violence, gang recruitment, and other risk behaviors that often stem from lack of supervision, opportunity, and positive role models. I have witnessed firsthand the transformational power of their work and the measurable outcomes it yields. Alumni of the program often return as coaches, mentors, and community leaders —an enduring testament to the impact of early intervention and sustained engagement. It is without hesitation that I commend the Overtown Optimist Club for its 30-year long dedication to violence prevention, youth empowerment, and community transformation. They are a trusted and essential partner in building a safer and stronger future for all. Sincerely and Respectfully, Anthony L. Robinson, Executive Director Overtown Children and Youth Coalition 786-373-5862 1951 NW 7th Avenue, 3rd Floor, Miami, FL 33136 irrfoRovertoncyc,ocg www.overtown,tycorg EXHIBIT "B" Mr, Mark Stet(worth Southeast Overtown Park West/Community Redevelopment Agency 819 NW 2"d Avenue Miami, FL 33136 Dear Mr, StetWorth, I am writing this letter in full support of the Ovortown Optimist Club, an organization that has stood as a beacon of hope, safety, and resilience in the Overtown community for rnore than three decades. Through their unwavering commitment to youth development, the Club has played a vital role in reducing crime and preventing violence by engaging young people in structured, irnpactful afterschool and out -of -school programs. Over the years, the Ovortown Optimist Club has consistently provided youth with safe alternatives during the hours when they are most vulnerable to negative influences. By offering organized athletics, mentorship, academic support, wellness education, and leadership training, the Club has created a powerful ecosystem of protection, growth, and opportunity. Their programs do not just keep kids off the streets ---they give them the tools, confidence, and support systems they need to thrive. The Club's presence has not only benefited individual participants but has also contributed to broader community safety and stability. Their strategic programming has served as a deterrent to youth violence, gang recruitment, and other risk behaviors that often stem from lack of supervision, opportunity, and positive role models. I have witnessed firsthand the transformational power of their work and the measurable outcomes it yields. Alumni of the program often return as coaches, mentors, and community leaders —an enduring testament to the Impact of early intervention and sustained engagement. It is without hesitation that I commend the Overtown Optimist Club for its 30-year long dedication to violence prevention, youth empowerment, and community transformation. They are a trusted and essential partner In building a safer and stronger future for all. Sincerely and Respectfully, Mr. Ahmed R, Newbold Director of Bands Booker T. Washington Sr. High School Scanned with (1) CamScanner" Mr. Mark Stallworth Southeast Overtown Park West/Community Redevelopment Agency 819 NW 2nd Avenue Miami, FL 33136 Dear Mr. Stallworth, arn writing this letter in full support of the Overtown Optimist Club, and its response to RFP No. 26-04,Innovation Crime Reduction and Intervention Programming SEOPW CRA Redevelopment Boundaries, Miami, FL 33136, Through their unwavering commitment to youth development, the Club has played a vital role in reducing crime and preventing violence by engaging young people in structured, impactful afterschool and out -of -school programs. Over the years, the Overtown Optimist Club has consistently provided youth with safe alternatives during the hours when they are most vulnerable to negative influences. By offering organized athletics, mentorship, academic support, wellness education, and leadership training, the Club has created a powerful ecosystem of protection, growth, and opportunity. Their programs do not just keep kids off the streets they give them the tools, confidence, and support systems they need to thrive. The Club's presence has not only benefited individual participants but has also contributed to broader community safety and stability. Their strategic programming has served as a deterrent to youth violence, gang recruitment, and other risk behaviors that often stem from lack of supervision, opportunity, and positive role models. have witnessed firsthand the transformational power of their work and the measurable outcomes it yields. Alumni of the program often return as coaches, mentors, and cornmunity leaders an enduring testament to the impact of early intervention and sustained engagement. It is without hesitation that I commend the Overtown Optimist Club for its 30-year long dedication to violence prevention, youth empowerment, and community transformation. They are a trusted and essential partner in building a safer and stronger future for all. Sincerely and Respectfully, Emanuel Washington Sr. President/C.Q. EXHIBIT 1 131 1 ��U���^ti Mr Mark Sta|lw0rtl Southeast Ove,towvnPark ovest/conmnounityRedevelopment Agency 81gNVV2ndAvenue Miami, FL33136 Dear Mr. Stallworth, innovate /anwriting this letter infull support ofthe Overkow0Optimist Club, anorganization that has stood as uhVaoonufhVpn, safety, and resilience in the Overtown cnmnVn/ty6,rmonathanthneedecadwS`Throu8hthe/runwaVehngcomnitmeMttoy0UthdeVe/opment,the[/ubhoupioyed@vita|r0/mimredut|Ugcrimeandprevnnt}ngv|o/encebyenQog|ngyuungpenp|einotructuned' |mp$vth,|aferschuo| and out-0f-ochoo/programs. Over the years, the Overtown Optimist Club has consistently provided youth with safe (alternatives during the hours when they are most vulnerable tonegative inf/uencos By o�edngo�anizedwtn/ebcv n1entorxh|Aacwdenn/cyUppor�vve}/neuseducation, and leadership trai'~i'^w�the C|u6h��mye�te' ua pV�rfu/�couyat�rnofprotection,0ruwth,andopportUn|t�programs Theirdonvtjuotkegpk|u»p vvoff the utrewts--theygive them the too|s,,Confi���n�mndoupportoyatennsth^'''=vdtothhvo The C/ub'spresence has notonly bone�but t has also contributed tohroador ' community safety and stability. Their strategic programming has aer«e gang recruitnnmnt,and otherrisk bmhav|Vothat often stemlack �u«sau«Terr�ntt�Y»uth«|o/enoe, pps|�ivaru/�nnpdm|u. �u�»«pgrv)�iun,up�orto�&mnd I have Witnessed firsthand the transformational power of their work and the measurable outcomes it Yields. AJUOnniofthe program often return ascoaches, mentors, and oJnlnnunitv/eode�—'unenduh0g ce�an1enttothe impact pfearly intervention and SV�u/neden#agemnent. ' /t|mwithout hesitation that | commend the OvertownOptimist Club for its 30'yemrlong dedication t violence prevention, youth e/npuvvermontand community tronsfornnabon They are otrusted and « essential partner |Ubuilding asafer and stronger future for all. ' Dx3aUha Nelson CEO, Urgent Inc. About URGENT, Inc. URGENT, Inc, Isonaward-winning creative youth development Organization dedicated tnempowering young Creative m|nds\n transformlives year-round paid Internships onomppreoUvp hips,utikdngtheoransfurmotivnpowe,ofmediaansodunatio�positive~yvoth "="."vven�anocemo�conoeuoad|eam|mV. 1000NVVIst Ave Ste 1U0Miami, RL33136 /786-581^78211 office@ urgentimc, orQ EXHIBIT "B" hl .l' :" i-U•} is the l,c.Ttirct fit for the work ut thl; ( )‘crto\\ n (Jul,.' l'lu.141.:n t Hill support al(. . mission to ulc•rc:l,c snlcic•nt Sllll ksuamilr accc•:;s r, af'G)rcl:thlc•, iltchusivc•, hi!h-cluliily vomit de% ulopnwni pr+)gr:unnung. Transition tic•h,ylchc:rrrcclls sulsll„rr= c )ccrto,A-n Ohtinli>,r (.lub's grain al,l,lic:ui,,,n..H.R. funding llr„\ iciccl rhr ,u;. h !his grant a ill (Ambit O.( ).(:. tt, c„ntinnt: their rind cc<uk. Kind regards, Styphrrl GI 11N)11: TOUCHING M1M1 WITH LOVE REQUEST FOR PROPOSAL Southeast Overtown/Park West Community Redevelopment Agency Title of RFP: HEARTbeat Initiative RFP Number: 25-04 Proposer's Name: Touching Miami with Love Contact Person: Trina Harris, CEO Organization's Liaison: Jennie Georges, CPO Primary Office Location: 711 NW 6th Avenue Miami, FL 33136 Business Phone Number: (305) 416-0435 Email Addresses: trina@touchingmiamiwithlove.org Federal Employer Identification Number: 65-0831654 EXHIBIT "B" Table of Contents Executive Summary 3 Strategic Impact and Sustainability 4 Proposer's Experience Past Performance 5 Organizational History and Structure 5 Comparable Contracts within the Past Five Years 6 Additional Qualifications and Documentation 7 Prior or Pending Litigation 8 Scope of Services 9 Program Design and Innovation 9 Objectives and Outcome 9 Community Engagement Strategy 10 Stakeholder Involvement 1 1 Trust -Building Efforts 1 1 Crime Reduction Impact 1 1 Metrics for Success 1 1 Evidence -Based Strategies 1 1 Sustainability and Evaluation 12 Long -Term Funding Strategy 12 Budget Narrative 12 Reasonableness and Cost -Effectiveness 14 Attachments 14 Anti -Human Trafficking 14 RFP Response Form 14 Acknowledgement of Receipt of Addendums Form 14 Certificate of Insurance 14 Letter of Support 14 2 EXHIBIT "B" Executive Summary Touching Miami with Love Contact Person: Trina Harris, Chief Executive Officer Phone: 305-416-0435 Ext. 204 Email: trina@touchingmiamiwithlove.org Touching Miami with Love (TML) is a trusted, community -rooted nonprofit with a legacy spanning more than 30 years, serving some of Miami -Dade County's most vulnerable populations. Founded in 1995, TML operates in the heart of Overtown and West Homestead, delivering high -impact programming that empowers children, youth, and adults through education, mentorship, spiritual development, economic upliftment, and wraparound support services. TML has a proven track record of successfully managing and implementing government -funded and foundation -supported programs with excellence, transparency, and compliance. Our team brings extensive expertise in strategic planning, program development, financial oversight, data -driven evaluation, risk management, and community engagement. TML's executive leadership and program managers bring combined decades of experience in nonprofit administration, youth development, educational programming, trauma -informed care, and case management. Our technical qualifications include robust internal systems that support fiscal accountability, performance measurement, and contract compliance. We utilize MonkeyPod for comprehensive data collection and reporting, QuickBooks for financial management, and have established protocols for timely monitoring and evaluation. TML's operational infrastructure includes bilingual staff, culturally competent practices, and a network of partners, volunteers, and stakeholders who support sustainable community -level transformation. Under this RFP, TML proposes the HEARTbeat Initiative (Healing, Engagement, and Restoration for Towners)—a transformational, trauma -informed violence prevention and intervention model for youth ages 14-24 residing within the Southeast OvertownlPark West Community Redevelopment Area (SEOPW CRA). Designed as a three-year initiative, HEARTbeat responds to the intersection of trauma, youth disconnection, and community violence with a unified strategy that integrates healing, safety, and opportunity. Building upon the organization's decades -long community presence and cross -sector partnerships, the HEARTbeat Initiative targets youth who are disconnected from school or employment, involved in or at risk of involvement in the justice system, or experiencing significant trauma and instability. The initiative will be anchored by four integrated pillars: 1. Youth Restorative Space Safe, accessible spaces hosted on TML's secure Overtown campuses will provide trauma -responsive environments for youth to engage in healing circles, expressive arts therapy, mental health counseling, and individual coaching. Programming includes family restoration workshops, restorative justice practices, and culturally tailored wellness services, intentionally scheduled during peak hours of community violence. 2. Community Ambassador Corps 3 EXHIBIT "B" This corps will employ and train g adult residents of Overtown to serve as trusted community safety allies. Ambassadors will patrol neighborhood hot spots on foot and e-bikes, equipped with training in trauma - informed care, CPR, de-escalation techniques, and systems navigation. Serving as visible, approachable figures, Ambassadors will build relationships with residents, deter conflict, and connect youth and families to supportive resources. By being present in the community on a consistent basis, they will help foster a greater sense of safety, trust, and unity among neighbors. 3. Workforce Pathways This robust component provides a continuum of academic, vocational, and career development services including: • GED support, credit recovery, and tutoring. • Credentialing access such as driver's license preparation and testing. • Trade/Vocational training such as construction, technology, hospitality, barbering and cosmetology. • Job readiness coaching and employer partnerships to secure internships and job placement. 4. No Alcohol and No Drug Awareness Campaign In collaboration with City of Miami PD, we offer four workshops using the Too Cool for Drugs Curriculum and three community fatal vision impairment demos. Topics covered in the workshops will include: • General knowledge on substance abuse • Misuse and abuse of both legal and illegal drugs • Internal, peer and media influences • Responsible decision -making. Strategic Impact and Sustainability The HEARTbeat Initiative represents a data -informed, evidence -based approach to public safety grounded in community restoration. Inspired by national models such as Cure Violence and Safe Passage, it adapts proven strategies to the unique dynamics of the SEOPW CRA. Measurable outcomes include reductions in youth -involved violent incidents, increases in educational re -engagement and employment, and elevated perceptions of safety among youth and families. TMI,'s leadership CEO Trina Harris, COO Dr. 011ie Wheeler, and CPO Jennie Georges bring decades of visionary experience and operational excellence to the implementation of this initiative. The organization's internal infrastructure, strong fiscal management, and history of multi -year grants from The Children's Trust, United Way, and The Miami Foundation provide a firm foundation for sustained success. The HEARTbeat Initiative is designed for long-term impact and scalability. With a sustainability plan that leverages existing assets, builds capacity through public -private partnerships, and positions the model for replication in similar communities, TML is prepared to deliver a high -impact, community -anchored solution to youth violence and trauma. Proposer Signature, Trina Harris, CEO Date ?/i//35' 4 EXHIBIT "B" Proposer's Experience Past Performance Organizational History and Structure Touching Miami with Love, Inc. (TML) was established in 1995 as a community -based nonprofit initially dedicated to supporting individuals affected by deep poverty and drug -stricken conditions. Over time, the organization transitioned its focus to advancing the well-being of children, youth, and families in Overtown and West Homestead. For nearly three decades, TML has provided safe spaces, transformative programs, and essential resources that empower participants to thrive academically, socially, and emotionally. Through a holistic approach that addresses both immediate needs and long- term opportunities, TML has become a trusted pillar of hope, resilience, and community transformation. TML is governed by a 14-member Board of Directors that provides fiduciary oversight and strategic policy direction. Day-to-day administration is led by an Executive Leadership Team consisting of a Chief Executive Officer, Chief Operating Officer, Chief Program Officer, Director of Finance, and Director of Development. Programmatic functions are organized into three service divisions: Youth Development, Adult Empowerment, and Community Engagement. TML is a founding member of the Healing and Justice Coalition, a cross -sector alliance dedicated to addressing trauma, violence, and systemic inequities in Miami -Dade County. Through this coalition, TML leads and participates in coordinated strategies for crisis response, violence interruption, and community healing —bringing trauma -informed, culturally competent approaches into every facet of our programming. TML also has extensive experience serving System -Involved Youth, young people who have been engaged in or are at high risk for involvement with the juvenile or criminal justice systems. Our specialized programming for this population integrates case management, educational re -engagement, workforce readiness, mentorship, and wraparound services to reduce recidivism, promote stability, and build pathways to self-sufficiency. Funded by multi -year government and foundation grants, TML has consistently achieved measurable outcomes, including high rates of school re-entry, job placement, and sustained engagement with positive community supports. To strengthen our expertise in community -based safety strategies, TML's leadership has received formal training from the Community Violence Intervention (CVI) network and the Newark Community Street Team. These nationally recognized programs provided our team with advanced tools in violence interruption, credible messenger development, conflict mediation, and community trust -building, fiirther enhancing our capacity to deliver effective, evidence -informed crime reduction initiatives. For three decades, TML has delivered comprehensive after -school, literacy, workforce, and wellness services, continuously adapting to municipal, county, and state contractual requirements. Its primary geographic service area is Miami -Dade County, with concentrated activity in the Southeast Overtown/Park West (SEOPW) CRA district, surrounding City of Miami neighborhoods, and the municipality of Homestead. This long-standing presence has positioned TML as both a service provider and trusted community anchor, uniquely qualified to implement innovative crime reduction and intervention programming that is responsive to the needs, assets, and aspirations of the community. 5 EXHIBIT "B" Comparable Contracts within the Past Five Years 1. Client: The Children's Trust of Miami -Dade County Description: Youth Development Program —'Pouching Miami with Love offers a comprehensive, year-round Youth Development Program serving students in grades K-12 through dynamic out -of -school time programming. The initiative integrates academic support, fitness, Art, STEAM -based enrichment, social -emotional learning, and monthly family engagement activities that strengthen the connection between home -school -and -community. Designed to promote academic achievement, positive behaviors, and long-term success, the program also features targeted workforce development for middle and high school students --- including career exploration, job readiness training, mentorship, and leadership development. All services are delivered in safe, supportive environments that foster belonging and prioritize the safety and well-being of every child and teen. Contract Value: $1,800,000 annually Terra: August 2023 — July 2028 (Funded since 2010) Client Contact: Mr. Erick Guerra, Program Manager, (347) 610-2002 Role: Prime contractor Responsibilities and Results: Touching Miami with Love (TML) delivers exemplary programming for students in grades K-12 and consistently fulfills all grant obligations with integrity and precision. Any minor variances identified through routine oversight are expeditiously addressed as part of TML's rigorous commitment to quality assurance and programmatic excellence. The organization maintains an 80% average daily attendance rate, achieves a 96% grade promotion rate among participants, and consistently meets all data reporting benchmarks on The Children's Trust's SAMIS platform. 2. Client: The Children's Trust of Miami -Dade County Description: Touching Miami with Love's System -Involved Youth Program provides comprehensive, trauma -informed services for youth ages 14-21 who are disconnected from traditional educational pathways or have experienced involvement in the justice system. The program focuses on re -engagement through educational support, workforce development, career readiness training, mentorship, life skills development, and personalized case management. Services are delivered in a safe, supportive environment that prioritizes stability, empowerment, and long-term success. Contract Value: $324,000 annually Terra: August 2023 — July 2028 Client Contact: Mr. Erick Guerra, Program Manager, (347) 610-2002 Role: Prime contractor Responsibilities and Results: TML assumes a strategic role in serving youth disengaged from formal education and those impacted by the justice system. Core responsibilities include the implementation of comprehensive interventions, such as workforce development, job placement support, credit recovery, and GED preparation, designed to restore academic continuity and facilitate economic mobility. As a direct outcome of these efforts, TML attained an impressive 91 % average daily attendance rate within this priority population. Moreover, the organization demonstrated unwavering fidelity to data integrity by fulfilling all reporting benchmarks mandated by The Children's Trust via the SAMIS platform, exemplifying its commitment to operational excellence and accountability. 3. Client: United Way Miami Description: Providing services for individuals ages 14-21 who are disconnected from school or was involved in the justice or foster care system 6 EXHIBIT "B" Contract Value: $153,000 Term: June 2025 — June 2026 Client Contact: Tyler O'dneal (305) 646-7094 Role: Prime contractor Responsibilities and Results: Provides comprehensive services for youth who are disconnected from traditional educational pathways or have experienced involvement in the justice system. The program focuses on re -engagement through educational support, workforce development, career readiness training, mentorship, life skills development, and personalized case management. 4. Client: SEOPW CRA Description: Touching Miami with Love, in partnership Touching Miami with Love, in partnership with the Southeast OvertownlPark West Community Redevelopment Agency (SEOPW CRA), implemented a robust and multifaceted job training and workforce development initiative that holistically equipped youth with the competencies, experiences, and professional acumen essential for sustained career success. Through strategically designed internship placements, participants were immersed in authentic workplace environments that cultivated employability, adaptability, and leadership. The program's core pillars encompassed Aquaculture Training, delivering immersive, hands-on instruction in sustainable agricultural practices and environmental stewardship; Financial Literacy, empowering participants with fiscal discipline, budgeting expertise, and foundational economic insight; Social Skills and Civic Engagement, fostering interpersonal communication, collaborative proficiency, and a deepened commitment to civic responsibility; Conflict Management and Self -Regulation, instilling emotional intelligence and constructive resolution strategies to navigate complex interpersonal dynamics; and Entrepreneurship, inspiring innovation and entrepreneurial thinking through the development of practical skills necessary to launch and manage small enterprises. Together, these elements formed an integrative framework that not only advanced workforce readiness but also nurtured socially conscious, economically empowered, and future -oriented community leaders. Contract Value: $200,000 annually Term: January 2024 - January 2025 Client Contact: Mark Stallworth, Grant Manager, (305) 679-6800 Role: Prime contractor Responsibilities and Results: Touching Miami with Love (TML) implemented a robust, multidimensional workforce development initiative, encompassing specialized trainings, targeted coursework, and structured internship placements for youth within the community. Program responsibilities included delivering comprehensive job training curricula, facilitating experiential learning through internships, and equipping participants with the competencies necessary for sustainable career advancement. As a result of these concerted efforts, the program achieved a 90% attendance rate among youth engaged in job training. Moreover, 85% of participants demonstrated measurable improvement in critical workforce readiness domains, including leadership acumen, collaborative teamwork, advanced problem -solving abilities, and the cultivation of a strong professional work ethic. These outcomes reflect the program's efficacy in fostering both the technical and soft skills essential for long -terra employability and civic engagement. Additional Qualifications and Documentation • Financial Stewardship: Touching Miami with Love has demonstrated a longstanding commitment to financial accountability and transparency. Annual independent audits, conducted 7 EXHIBIT "B" by Thomas & Company, CPA, PA have resulted in unmodified (clean) opinions for fifteen consecutive years, reflecting sound fiscal management and adherence to generally accepted accounting principles (GAAP). • Accreditations: TML holds Green Apple Accreditation, a nationally recognized standard that affirms the organization's commitment to excellence in programming, governance, financial integrity, and outcomes -driven services. • Data Competency: The organization employs MonkeyPod for integrated case management and programmatic data tracking, alongside QuickBooks Enterprise for robust financial reporting. This dual -platform approach enables real-time compliance monitoring, accurate fund allocation, and comprehensive performance evaluation across all service areas. • Workforce Capacity: TML maintains a core team of 54 full- and part-time employees with diverse professional backgrounds in education, social services, administration, and community outreach. This team is supported by a pipeline of 75 thoroughly vetted volunteers and interns, enhancing operational flexibility and allowing for swift scaling of services in response to community needs. • Risk Management: TML has implemented a proactive risk management framework that includes regular facility safety audits, staff training in crisis response and mandated reporting, strict data privacy protocols, and comprehensive insurance coverage. This approach ensures the protection of participants, staff, and organizational assets, while maintaining compliance with local, state, and federal regulatory standards. Prior or Pending Litigation Neither Touching Miami with Love, Inc. nor any officer, director, or employee has been a party to civil or criminal litigation involving a governmental agency, nor is any such action pending, during the past five years. A litigation search conducted in June 2025 confirmed the absence of suits that could impede the execution of services under the anticipated contract. 8 EXHIBIT "B" Scope of Services Program Design and Innovation Objectives and Outcome Youth Restorative Space Description: TML will operate two secure, trauma -responsive Youth Restorative Spaces on its Overtown campus, designed to provide a safe, healing -centered environment for youth impacted by violence and adverse community conditions. These spaces will offer healing circles, expressive arts therapy, mental health counseling, individual coaching, family restoration workshops, restorative justice practices, and culturally tailored wellness services. Activities will be intentionally scheduled during peak hours of community violence to provide a safe refuge and proactive intervention. Objectives: 1. Reduce youth exposure to and involvement in community violence. 2. Improve mental health, coping skills, and conflict resolution abilities. 3. Strengthen family relationships through restorative approaches. Frequency of Services: 1. Healing circles: Weekly (minimum 30 annually) 2. Expressive arts therapy sessions: 12 Sessions 3. Individual counseling/coaching: Available weekly, year-round 4. Family restoration workshops: Quarterly (4) Measurable Outcomes: 1. Serve at least 30 unduplicated youth annually. 2. 70% of participants demonstrate improved conflict resolution skills. 3. 70% of participants report reduced stress and anxiety levels after 3 months of participation. Community Ambassador Corps Description: TML will employ and train 8 adult residents from Overtown to serve as trusted community allies. Ambassadors will patrol neighborhood hot spots on foot and e-bikes, equipped with training in trauma - informed care, CPR, de-escalation techniques, and systems navigation. Objectives: 1. Enhance community safety and visibility in identified hot spots. 2. Build trust between residents and law enforcement. 3. Provide immediate intervention and referral for youth at risk of violence. Frequency of Services: 1. Ambassador: 5 days per week, 4-6 hours per shift. 2. Community engagement activities: Weekly (minimum 40 annually). 3. Partnership meetings with police: Bi-monthly. Measurable Outcomes: 1. At least 1,000 direct resident interactions annually. 2. 70% of surveyed residents report increased perception of safety in targeted areas. 3. Respond to and redirect at least 30 youth annually toward support programs. 9 EXHIBIT "B" Workforce Pathways Description: TML will provide a comprehensive continuum of academic, vocational, and career development - services to ensure participants are equipped for economic self-sufficiency. Services will include GED support, credit recovery, tutoring, credentialing access (including driver's license preparation/testing), and vocational training in construction, technology, hospitality, barbering, and cosmetology. Participants will also receive job readiness coaching, career exploration, and placement in internships or employment opportunities through partnerships with local employers. Objectives: 1. Increase employability and income potential for residents. 2. Remove educational and credentialing barriers to workforce participation. 3. Provide pathways to stable, long-term careers. Frequency of Services: 1. GED/credit recovery/tutoring: Weekly (year-round) 2. Driver's license prep/testing: Quarterly (minimum 4 cycles annually) 3. Vocational training cohorts: Quarterly (minimum 4 annually) 4. Job readiness workshops: Monthly (minimum 12 annually) Measurable Outcomes: 1. 30 participants annually complete GED, credentialing, or vocational training. 2. 70% of participants secure employment or paid internship within 3 months of program completion. No Alcohol and No Drug Awareness Campaign Description: TML will implement a targeted prevention campaign to educate youth and community members on the dangers of alcohol and drug use. The campaign will use the Too Cool for Drugs curriculum, hosting four workshops and three community demonstrations using fatal vision impairment simulation goggles. Workshops will address general knowledge of substance abuse, misuse of legal/illegal substances, influence of peers/media, and responsible decision -making skills Objectives: 1. Reduce substance misuse among youth and young adults. 2. Increase knowledge and awareness of the short- and long-term effects of drugs and alcohol. 3. Strengthen decision -making and refusal skills. Frequency of Services: 1. Educational workshops: Quarterly (minimum 4 annually) 2. Community impairment demos: Tri-annually (minimum 3 annually) Measurable Outcomes: 1. Reach at least 200 youth annually through campaign activities. 2. 85% of participants demonstrate increased knowledge on substance abuse prevention in pre/post surveys. 3. 75% of participants report greater confidence in making healthy, informed decisions. Community Engagement Strategy 'Pouching Miami with Love's (TML) community engagement strategy is rooted in three decades of deep, on -the -ground presence in Overtown and Homestead. Our approach is relational, trauma- 10 EXHIBIT "B" informed, and built on trust earned through consistent service delivery, cultural competence, and transparency. The HEARTbeat Initiative amplifies this approach by positioning the community not outside agencies —as the driving force in reducing violence and creating safe, thriving neighborhoods. Stakeholder Involvement "1'ML actively involves diverse stakeholders throughout program design, implementation, and evaluation, including: • Residents & Youth: Engaged through listening sessions, focus groups, and advisory roles to ensure programming reflects lived experiences. • Local Businesses: Partner with workforce pathways to provide internships, apprenticeships, and job placement. • Faith Leaders: Serve as referral partners and trusted messengers in prevention campaigns. • Nonprofits & Social Service Providers: Coordinate wraparound services for participants, including housing support, healthcare access, and mental health resources. • Neighborhood Associations: Collaborate on public safety forums and community events that increase visibility and unity. Trust -Building Efforts Our trust -building efforts are informed by TML's role as a founding member of the Healing and Justice Coalition, where we have successfully mediated community tensions and coordinated trauma response services. • Community Ambassador Corps: Employs local residents as visible, friendly safety allies not law enforcement to reduce fear, deter violence, and connect neighbors to resources. • Restorative Spaces: Offer healing circles, family restoration workshops, and culturally relevant wellness activities in safe, welcoming environments. • Open Communication: Maintain accessible lines of communication through neighborhood events, door-to-door outreach, and social media updates in both English and Spanish/Creole. Crime Reduction Impact Metrics for Success By addressing both the symptoms and root causes of violence, the HEARTbeat Initiative aims to reduce youth -involved violent incidents and increase perceptions of safety. • Short -Term: Increased safe spaces during peak hours of violence, rapid conflict mediation, and direct engagement with at -risk youth. • Mid -Term: Reduced recidivism rates for system -involved youth, higher school re -engagement, and increased employment rates. • Long -Term: Cultural shift toward community -led safety, sustained economic stability, and generational reduction in violence. Evidence -Based Strategies The HEARTbeat Initiative draws on proven, nationally recognized models and practices, including: Cure Violence Model: Treating violence as a public health crisis, using credible messengers to mediate conflicts before they escalate. 11 EXHIBIT "B" • Safe Passage Programs: Ensuring youth have trusted adults monitoring and protecting routes to and from school or community programs. • Restorative Justice Practices: Reducing punitive approaches in favor of conflict resolution and relationship repair. • Trauma -Informed Care: Embedding mental health and wellness supports in all service components. TML's leadership has completed specialized training from the Community Violence Intervention (CVI) Network and the Newark Community Street Team, equipping our team with advanced tools in mediation, violence interruption, and community organizing. Sustainability and Evaluation Long -Term Funding Strategy Sustainability is central to our approach. Our long-term funding strategy includes: • Leveraging Public Funding: Maintain and expand multi -year contracts with entities such as The Children's Trust, United Way Miami, and Miami -Dade County. • Private Philanthropy: Engage foundation and corporate partners with demonstrated interest in public safety, youth development, and workforce readiness. • Earned Revenue: Explore fee -for -service workforce training and event space rentals at TML campuses to generate unrestricted income. • Partnership -Driven Grants: Collaborate with other nonprofits to pursue federal Department of Justice grants, CDC violence prevention funding, and state -level public health safety initiatives. This diversified approach ensures that the HEARTbeat Initiative remains financially viable beyond the initial CRA investment, allowing for ongoing community impact. Program Timeline Phase Phase 1: Program Launch & Outreach Phase 2: Full Program Implementation Phase 3: Evaluation & Reporting Budget Narrative Tiineframe Months 1-3 Months 4-9 Months 10-12 Key Activities Recruit/train Community Ambassadors; launch outreach campaigns; initiate youth enrollment; launch app. Deliver all core service components at full frequency; track data and adjust services as needed. Collect and analyze outcome data; submit final report to CRA. The proposed budget of $300,900 for the HEARTbeat Initiative is both reasonable and cost-effective, reflecting a strategic allocation of resources that directly supports program objectives while maximizing community impact. Each cost item has been carefully calculated to ensure fiscal responsibility and alignment with evidence -based crime reduction strategies. 12 EXHIBIT "B" Personnel — $234,000 Personnel costs represent the largest portion of the budget, which is appropriate given the program's focus on direct service delivery and community engagement. • Program Director (FT) — $56,000: Oversees all initiative operations, ensures contract compliance, supervises staff, and maintains coordination with stakeholders. This role is essential to guarantee high -quality implementation and adherence to CRA performance standards. • Community Ambassadors (8 PT) — $128,000: Employs trained local residents as trusted safety allies who will patrol violence -prone areas and engage directly with residents. These positions create economic opportunities for neighborhood residents while increasing visible safety presence. • Workforce Development Coordinator (FT) — $50,000: Manages all workforce and vocational training components, ensuring participants secure meaningful employment and credentials. This personnel investment ensures the program has qualified, dedicated staff to deliver services consistently and effectively. Fringe Benefits ---- $21,060 Calculated at 9% for FICA/MICA, health insurance, and payroll taxes. This percentage is industry standard and necessary to attract and retain qualified staff. TML will contribute $2,000 in matching funds toward fringe costs. Program Supplies & Materials $2,154.30 Includes Mental Health Program Supplies ($1,004.30) for• therapeutic materials to support healing services and Community Outreach Materials ($1,150) for uniforms, advertising, and safety literature. These items are critical to service delivery and trust -building with participants. TML will contribute $1,000 in matching funds toward mental health supplies. Job Training & Workforce Development — $20,500 • Trade/Vocational Training Contractors — $5,000: Provides instruction in targeted career pathways such as technology, hospitality, and barbering. • Certification & Licensing Fees — $8,000: Covers direct costs for driver's licenses, food handling permits, and vocational licenses. • Participant Stipends — $7,500: Supports youth and young adults in training programs, removing financial barriers to participation. TML will contribute $7,500 in matching funds for participant stipends. This investment in workforce pathways directly addresses economic drivers of crime by providing sustainable employment opportunities. Equipment — $8,000 Purchase of 10 e-bikes ($800 each) for the Community Ambassador Corps, enabling greater mobility, coverage, and visibility in violence -prone areas. This is a one-time, durable investment that will serve the program for multiple years. Indirect Costs — $14,285.72 Calculated at 5%, covering administrative and operational expenses such as insurance, utilities, and facility maintenance. This rate is significantly below the federal allowable indirect rate, demonstrating TML's cost -efficiency. TMI, will contribute $14,000 in snatching funds toward indirect costs. 13 EXHIBIT "B" TML Matching Contribution $24,500 TML is leveraging internal resources to contribute $24,500 in matching funds, underscoring organizational commitment and reducing the CRA's funding burden. Reasonableness and Cost -Effectiveness This budget is reasonable because: • Personnel costs are proportionate to the level of direct service delivery required. • Fringe, indirect, and supply costs are well below typical industry percentages. • Matching funds demonstrate shared investment and fiscal responsibility. It is cost-effective because: • 'I'he largest investment is in direct service staff, ensuring funds go directly to community impact. • One-time equipment purchases and modest supply costs maximize utility over time. • Workforce development and training costs address root causes of crime, creating long-term safety benefits beyond the grant period. Category Description Cost ($) TML Matching Personnel Program Director (FT) - Oversees initiative implementation, manages staff, ensures compliance, reporting $56,000 Personnel Community Ambassadors (8 PT) - Local residents providing patrols, outreach, and trust -building $128,000 Personnel Workforce Development Coordinator (FT) - Oversees job readiness, training, and employer partnerships $50,000 Fringe Benefits (9%) FICA/MICA, Health insurance and payroll taxes $21,060 $2,000 Program Supplies & Materials Mental Health Program Supplies -- Therapeutic materials, group session resources $1,004 $1,000 Program Supplies & Materials Community Outreach Materials - Uniforms, Advertisement and promotional items $1,150 Job Training & Workforce Trade/Vocational Training Contractors $5,000 Job Training & Workforce Certification & Licensing Fees - Driving, food handling, barber licenses, etc. $8,000 Job Training & Workforce Participant Stipends - Support for youth/young adults in training $500 each for 30 youth $7,500 $7,500 Equipment E-Bikes (10) $800 each $8,000 $285,714 Indirect Cost 5% $14,286 $14,000 TOTAL $300,000 $24,500 Attachments Anti -Human Trafficking RFP Response Form Acluiowledgement of Receipt of Addendums Form Certificate of Insurance Letter of Support 14 EXHIBIT "B" CHRISTINE KING Board Chair SECTION 5 5.0: RFP RESPONSE FORMS JAMES M[QUEEN Executive Director 5.1a. ACKNOWLEDGEMENT OF RECEIPT OF ADDENDUMS FORM RFP No. 25-04: REQUEST FOR PROPOSALS — INNOVATION CRIME REDUCTION AND INTERVENTION PROGRAMMING SEOPW CRA REDEVELOPMENT BOUNDARIES, MIAMI, FL, 33136 acknowledge the receipt and have familiarized myself with all addendums for this RFP and certify that I am authorized to sign for the Proposer's firm. Any and all addendums can be found on the SEOPW CRA website by the Response Submission Date. Please print the following and sign your name: TOUCHING MIAMI WITH LOVE MINISTRIES, INC Firm's Name 711 NW 6th Avenue, Miami, FL 33136 Principal Business Address (786) 877-4503 Telephone Fax trina@touchingmiamiwithlove.org E-mail address Trine Harris Name Chief Executive Officer Title Authorized Signature FAILURE TO COMPLETE, SIGN, AND RETURN THIS FORM MAY DISQUALIFY YOUR RESPONSE SOUTHEAST OVERTOWN/PARR WEST COMMUNITY REDEVELOPMENT AGENCY 810 NW 2"r Avenue, 3" Floor i Miami, FL 33136 (305) 679-6300 i www.seopwcra.com j craab,,nllamigov.com 22 EXHIBIT "B" CHRISTINE KING Board Chair SECTION 5 5.0: RFP RESPONSE FORMS JAMES M[UUEEN Executive Director 5.1. RFP INFORMATION FORM RFP No. 25-04: REQUEST FOR PROPOSALS — INNOVATION CRIME REDUCTION AND INTERVENTION PROGRAMMING SEOPW CRA REDEVELOPMENT BOUNDARIES, MIAMI, EL, 33136 I certify that any and all information contained in this RFP is true. I certify that this RFP is made without prior understanding, agreement, or connections with any corporation, firm or person submitting a response for the same materials, supplies, equipment, or services and is in all respects fair and without collusion or fraud. I agree to abide by all terms and conditions of the RFP and certify that I am authorized to sign for the Proposer's firm. Please print the following and sign your name: TOUCHING MIAMI WITH LOVE MINISTRIES, INC Firm's Name 711 NW 6TH AVENUE, MIAMI, FL 33136 Principal Business Address (786) 877-4503 Telephone Fax_ touchingmiamiwithlove.org E-mail address Trine Harris Name Chief Executive Officer Title Authorized Signature FAILURE TO COMPLETE, SIGN, AND RETURN THIS FORM MAY DISQUALIFY YOUR RESPONSE SOUTHEAST OVERTOIVN/PARK WEST COMMUNITY REDEVELOPMENT AGENCY 819 MN' 21''1 Avenue, 3' Floor i Miami, EL 33136 (305) 679-6800 i www.seopwcra.com i cra@miamigov.com 21 ANTI -HUMAN TRAFFICKING AFFIDAVIT 1. The undersigned affirms, certifies, attests, and stipulates as follows: a. The entity is a non -governmental entity authorized to transact business in the State of Florida and in good standing with the Florida Department of State, Division of Corporations. b. The nongovernmental entity is either executing, renewing, or extending a contract (including, but not limited to, any amendments, as applicable) with the City of Miami ("City") or one of its agencies, authorities, boards, tests, or other City entity which constitutes a governmental entity as defined in Section 287.138(1), Florida Statutes (2024). c. The nongovernmental entity is not in violation of Section 787.06, Florida Statutes (2024), titled "Human Trafficking." d. The nongovernmental entity does not use "coercion" for labor or services as defined in Section 787.06, Florida Statutes (2024), attached and incorporated herein as Exhibit Affidavit-1. 2. Under penalties of pet jury, I declare the following: a. I have read and understand the foregoing Anti -Human Trafficking Affidavit and that the facts, statements and representations provided in Section 1 are true and correct. b. I am an officer or a representative of the nongovernmental entity authorized to execute this Anti - Human Trafficking Affidavit. Nongovernmental Entity: Name: Trina Harris Signature of Officer. Office Address: Email Address: TOUCHING MIAMI WITH LOVE MINISTRIES, INC Officer Title: Chief Executive Officer 711 NW 6TH AVENUE, MIAMI, FL, 33136 trina@touchingmiamiwithlove.org touchingmiamiwithlove.org FEIN No. 6/5 -0 /8 /3 /1 /6 /5 /4 STATE OF FLORIDA COUNTY OF MIAMI-DADE Main Phone Number: (786) 877-4503 The foregoing instrument was sworn to and s ibscribed before me by means of O physical presence or VOnline notarization, this nday of �► �; ((� �[ F (�L� r(I� , as the authorized officer or representative for the nongovernmental entity.. He/she ' pers • - ply knowry o me or has produced as identification. (NOTARY PUBLIC SEAL) re BRITFNEYJACKSON MY COMMISSION # HH 472963 '•T.F'�oe EXPIRES: January 28, 2028 My Coinn i a Lxplees. I014j,)\ i n Sature, ()M re�on T. king.Cath 1 tA (Printed, Typed, or Staged Name of Notary Public) EXHIBIT "B" ACoR�® l CERTIFICATE OF LIABILITY INSURANCE DATE IMM/IIDTYYYYt 9/16/2024 THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER. IMPORTANT: if the certificate holder is an ADDITIONAL INSURED, the policy(ies) must be endorsed. If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder In lieu of such endorsement(s). PRODUCER Wilson, Washburn & Forster Insurance 16505 NW 13th Ave Miami FL 33169 CONTACT NAME: PHONE I FAX IANC. NQ, EXtil 305-666-6636 j LAIC, Not: 305-662-7778 E-MAIL acsr@a wwtins.com INSURER(S) AFFORDING COVERAGE NAIC fi INSURER A : Church Mutual Insurance Co. 18767 INSURED TOUCMIA-01 Touching Miami with Love, Inc. dba Open House Ministries TML Homestead, LLC & TML Overtown, LLC 711 NW 6 Ave Miami FL 33136 INSURER B : Zenith Insurance Company() 13269 INSURERC: INSURER : INSURER E: INSURER F : COVERAGES CERTIFICATE NUMBER: 1243185241 REVISION NUMBER_ THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. INSR LTR TYPE OF INSURANCE ADDL INSD SUBR WVD POLICY NUMBER POLICY EFF IMMIDDIYYYYI POLICY EXP IMM/DD/YYYY] LIMITS A X COMMERCIAL GENERAL LIABILITY Y 0400841-02.643066 9/10/2024 9/10/2025 EACH OCCURRENCE $ 1,000,000 DAMAGE TO RENTED PREMISES (Ea occurrence) $ 1,000,000 CLAIMS -MADE X OCCUR MED EXP (Any one person) $ 10,000 PERSONAL & ADV INJURY $ 1,000,000 GENERAL AGGREGATE $ 3,000,000 GEN'L X AGGREGATE OTHER: LIMIT APPLIES PER: PRO- 1i LOC PRODUCTS-COMP/OPAGG $1,000,000 $ A AUTOMOBILE X X W LIABILITY ANY AUTO ALL OWNED X SCHEDULED AUTOS AUT OS ED Y 0400841-09-64306B 9/10/2024 9/10/2025 COMBINED SINGLE LIMIT (Ea accident) 5 1 coo 000 BODILY INJURY (Per person) $ BODILY INJURY (Per accident) $ PROPERTY (Per scc enIDAMAGE $ $ UMBRELLA LIAR EXCESS LIAR O OCCUR CLAIMS -MADE EACH OCCURRENCE 5 AGGREGATE 5 5 DED RETENTION5 B WORKERS COMPENSATION AND EMPLOYERS' LIABILITY ANY PROPRIETOR/PARTNER/EXECUTIVE OFFICER/MEMBER EXCLUDED? (Mandatory In NH) I1 yes, describe under DESCRIPTION OF OPERATIONS below Y f N N f A Z139687002 11/13/2023 11/13/2024 X PEATUTE ORH E.L. EACH ACCIDENT $ 1,000,000 E.L DISEASE - EA EMPLOYEE $ 4000,000 E.L. L7ISEASE - POLICY LIMIT $1 000,000 A Professional Liability Sexual MlsconductJMoleslalion Lia 0400841-02-643056 9/10/2024 9/10/2025 Each Or-cum/Aggregate 1000000/3000090 Each Occur/Aggregate 1000000/2000000 DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (ACORD 161, Additional Remarks Schedule, may be attached it more space Is regal ed) Re: 711 NW 6th Abe Miami, FL 33136 1350 SW 4th St Homestead, FL 33030 100 NW 171h Miami, FL 33106 1450 NW 1st Court Miami, FL 33136 City of Miami listed as additional insured with respects to the General Liability. coverage is primary and non-contributory. CERTIFICATE HOLDER CANCELLATION I The City of Miami 444 SW 2nd Ave. Miami FL 33130 SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS. AUTHORIZED REPRESENTATIVE ACORD 25 (2014/01) © 1988-2014 ACORD CORPORATION. Ail rights reserved. The ACORD name and logo are registered marks of ACORD EXHIBIT "B" 1. A� oCERTIFICATE OF LIABILITY INSURANCE DATE (MraronmvYi W16/2024 THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER. IMPORTANT: If the certificate holder Is an ADDITIONAL INSURED, the policy(ies) must be endorsed. If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s). PRODUCER Wilson, Washburn & Forster Insurance 16505 NW 13th Ave Miami FL 33169 CONTACT NAME: PHONE FAX talc No,1 xt1. 305-666-6636 (Arc No): 305-662-7778 ADDRIEss: aCsr@WWEIns,COm INSURER{SI AFFORDING COVERAGE NAIC H INSURER A : Church Mutual Insurance Co. 18767 INSURED TOUCMIA-01 Touching Miami with Love, Inc. dba Open House Ministries TML Homestead, LLC & TML Overtown, LLC 711 NW 6 Ave Miami FL 33136 INSURER B : Zenith Insurance Company(FL) 13269 INSURERC: INSURER D: INSURER E : INSURER F COVERAGES CERTIFICATE NUMBER: 1319334148 REVISION NUMBER: THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. INSR LTRINSD TYPE OF INSURANCE ADOL SUER WVD(IA/NOD/TTY's() pOLSCY NUMBER POLICY EFF POLICY EXP 4MM/DDJYYYY! WITS A X COMMERCIAL GENERAL CLAIMS -MADE X LIABILITY OCCUR Y 0400841-02-643066 9/10/2024 9/10/2025 EACH OCCURRENCE $ 1,000,000 DAMAGE TO RENTED PREMISES (Ea occurrence) $ 1,060,000 MED EXP (Any one person) 5 10,000 PERSONAL & AOV INJURY $ 1,000,000 GENERAL AGGREGATE S 3,090,000 GEN'L X AGGREGATE POLICY OTHER, LIMIT APPLIES PRO JFCT PER: LOC PRODUCTS - COMP/OP AGG $1,000,000 $ A AUTOMOBILE X X LIABILITY ANY AUTO ALL OWNED AUTOS HIRED AUTOS X SCHEDULED Y 0400841-09-643058 9/10/2024 9110/2025 COMBINED SINGLE LIMIT (Ea accidents S 1,000.000 BODILY INJURY (Per person) $ BODILY INJURY (Per accident) $ PerjPERTnlDAMAGE $ $ UMBRELLA LIAB EXCESS LIAR OCCUR CLAIMS -MADE EACH OCCURRENCE S AGGREGATE $ DED RETENTION$ a WORKERS COMPENSATION AND EMPLOYERS LIABILITY ANY PROPRIETOR/PARTNER/EXECUTIVE OFFICER/MEMBER EXCLUDED? (Mandatory In NH) II yes, describe under DESCRIPTION OF OPERATIONS below Y 1 N - NIA Z139687002 11/13/2023 11/13/2024 X STATUTE OTH ER E.LEACH ACCIDENT 51,000,000 E.L. DISEASE - EA EMPLOYEE $1,000,000 E.L. DISEASE - POLICY LIMIT $1,€100,000 A ProfessionalLiabiiity Sexual Misconduct/Molestation Lia 0400841-02-643056 9/10/2024 9/10/2025 EachOccurr/Aggregate 1000000/3000000 Each Occur/Aggregate 1000000/2000000 DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is requi ed) Re: 711 NW 6th Abe Miami, FL 33136 1350 SW 4th St Homestead, FL 33030 100 NW 17th Miami, FL 33186 1450 NW 1st Court Miami, FL 33136 Certificate holder is as additional insured primary and noncontributory endorsement applies CERTIFICATE HOLDER CANCELLATION Southeast Overtown Park West Community Redevelopment Agency 819 NW 2nd Ave 3rd Floor Miami, FL 33136 SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS. AUTHORIZED REPRESENTATIVE ACORD 25 (2014101) O 1988-2014 ACORD CORPORATION. All rights reserved. The ACORD name and logo are registered marks of ACORD Through a collective impact model; :Overtown Children and Youth Coalition (OCYC) serves as the backbone to support Ovcrtown's anchoring organizations to empower all the community's children and youth to reach their full potential. BOARD of DIRECTORS Dr. Salina Nelson, Chairwoman Tina Brown, Co -Chair Keon Williams, Secretary Sonia Jacobson, Treasurer Delerene Pitts Trina Harris James McQueen Anthony L. Robinson, Executive Director Follow Us @Overtowncyc August 7, 2025 Southeast Overtown/Park West Community Redevelopment Agency Attn: Selection Committee -- RFP No. 25-04 819 NW 2nd Ave Miami, FL 33136 Re: Letter of Support — RFP No. 25-04 — Innovation Crime Reduction and Intervention Programming Dear Selection Committee, On behalf of the Overtown Children and Youth Coalition (OCYC), 1 am pleased to offer our full support for Touching Miami with Love's (TML) proposal in response to RFP No. 25-04 for Innovation Crime Reduction and Intervention Programming in the SEOPW CRA Redevelopment Area. The OCYC's mission is to unite community organizations, residents, and partners in creating equitable opportunities for the children and youth of Overtown to thrive. We have long recognized TML as a trusted, committed partner whose decades of service in our community have consistently resulted in positive, measurable outcomes for youth and families. TML's proposed HEARTbeat Initiative —including the Youth Restorative Space, Community Ambassador Corps, Workforce Pathways, and No Alcohol and No Drug Awareness Campaign —aligns seamlessly with our coalition's focus on creating safe environments, expanding educational and economic opportunities, and reducing risk factors for violence. We are particularly encouraged by the initiative's trauma - informed, culturally responsive approach, as well as its commitment to hiring local residents and addressing root causes of community violence. As an active member of the Overtown community and a convener of multiple youth - serving organizations, OCYC stands ready to collaborate with TML to support program outreach, connect participants to additional resources, and share data to enhance collective impact. We believe this partnership will significantly advance the CRA's goals for crime reduction, public safety, and neighborhood revitalization. 786-373-5862 1951 NW 7lh Avenue, 3`d Floor, Miami, FL 33136 info@overtowncyc.org I www.overtowncyc.org We urge the Southeast Overtown/Park West CRA to fund this important initiative and invest in a proven community partner. Sincerely, Anthony Robinson Executive Director Overtown Children and Youth Coalition Follow Us @Overtowncyc 786-373-5862 1951 NW 7th Avenue, 3rd Floor, Miami, FL 33136 info@overtowncyc.org I www.overtowncyc.org EXHIBIT "B" From: Cooper, Alex (Commander) To: Trina Harris Subject: Re: Touching Miami with Love Support Date: Tuesday, August 12, 2025 9:31:47 AM Attachments: image001.pnq Dear Ms. Harris, Thank you for reaching out and for your continued dedication to the Overtown community. The City of Miami Police Department remains committed to public safety, youth engagement, and strengthening community trust through collaborative partnerships. We are proud to support Touching Miami with Love's proposed HEARTbeat initiative and its integrated components, including the No Alcohol and No Drug Awareness Campaign. Our department values the positive impact these programs have on our community and looks forward to participating in this important effort once again. We appreciate the opportunity to work alongside your team to protect, engage, and empower the residents we serve. Best regards, Commander A. Cooper City of Miami Police Department From: Trina Harris <trina@touchingmiamiwithlove.org> Sent: Monday, August 11, 2025 4:31:18 PM To: Cooper, Alex (Commander) <27230@miami-police.org> Subject: Touching Miami with Love Support Caution: This is an email from an external source. Do not click links or open attachments unless you recognize the sender and know the content is safe. Dear Commander Cooper, EXHIBIT "B" Touching Miami with Love (TML) is submitting a proposal in response to the Southeast Overtown/Park West CRA's RFP No. 25-04 — Innovation Crime Reduction and Intervention Programming. As a long-standing partner of the City of Miami Police Department, we value the collaboration we've shared, especially in hosting and participating in the No Alcohol and No Drug Awareness Campaign in past years. Our proposed initiative, HEARTbeat (Healing, Engagement, and Restoration forTowners), builds upon this history of partnership and includes four integrated components: • Youth Restorative Space • Community Ambassadors Corps • Workforce Pathways • No Alcohol and No Drug Awareness Campaign (in collaboration with City of Miami PD) Given our joint commitment to public safety, youth engagement, and community trust -building, I would greatly appreciate your support in the form of an email. This email will demonstrate our continued alignment and collaboration, and your department's interest in participating again in the No Alcohol and No Drug Awareness Campaign under this new initiative. Thank you for your continued partnership and for all you do to protect and strengthen our community. I look forward to the opportunity to work alongside your team once again. Best regards, Trina Harris CEO, Touching Miami with Love • s JOIN : BE A PART OF THE LEGACY: us SHARE YOUR STORY • ATTEND AN EVENT • DONATE o.,;� : TO BUILD 30 MORE YEARS OF IMPACT HTTPS:i/TOUCHINGM!AMIVVITHLOVE.0RG130THANNIVERSARYI https://www.touchingmiamiwithlove.orct Mailing: P.O. Box 01-3279 * Miami, FL 33101 Overtown Site: 711 NW 6th Avenue * Miami, FL 33136 West Homestead Site: 1350 SW 4th Street * Homestead, FL 33030 Phone: (305) 416-0435, ext. 204 Cell: 786-877-4503 Check us out on Social Media n v o EXHIBIT ' 2025-06 KNOWING THE LAW PROPOSAL Awareness + Education = Smarter Choices U INNOVATION CRIME REDUCTION AND INTERVENTION PROGRAMMING SEOPW CRA RFP#25-04 Proposer: Terrance Cribbs-Lorrant Email: Director@historicalblacprecinct.org CITY OF MIAMI:BLACK POLICE PRECINCT AND COURTHOUSE MUSEUM 480 NW 11th Street Miarrni, FL. 33136 305.329.2713 E I N:27-2553769' BLACK POLICE PRFCIN 8/12/25, 10:13 AM EXHIBirrnis.ni Table of Contents.png hops://mail.google,com/mail/u/0///inbox/KtbxLvHHkvLrQ(STzQMuBXeNI{gmxsZrCbB?projector= I &messagePartld=0.2 1/1 EXHIBIT "B" Knowing The Law: Awareness + Education = Smarter Choices © City of Miami Black Police Precinct and. Courthouse Museum 305.329.2513 Proposer- Terrance Cribbs-Lorrant Museum Director/Cultural Curator Executive Summa The City of Miami Black Police Precinct and Courthouse Museum is a living archive of resilience, civic duty, and the pursuit of equitable justice. Born out of the Black community's demand for fair representation under the law during the Jim Crow era, our institution preserves history and transforms it into a platform for education, prevention, and empowerment. As a cultural institution, we understand that history alone cannot safeguard our communities; it must be paired with accessible legal knowledge and practical decision -making tools. The Knowing The Law initiative is a culturally responsive public education initiative designed to empower youth and community members through critical legal awareness, civic understanding, and behavioral insight. Designed by Terrance Cribbs-Lorrant and brought to the City of Miami Black Police Precinct and Courthouse Museum as a tool to demystify law enforcement interactions, enhance knowledge of individual rights, and promote safer, informed decision -making, particularly among Black and Brown communities. By blending historical context, practical legal education, and open dialogue, the project bridges the gap between citizens and the legal system, encouraging proactive, respectful engagement while addressing systemic mistrust and fostering a shared responsibility for safer communities. We present not simply a program, but the proven capacity to design, deliver, and evaluate initiatives that achieve measurable results. Over a five-year pilot phase (2019-2024), Knowing The Law directly engaged more than 4,500 residents and school -age students through guided tours, exhibit presentations, and civic forums. Managed through the museum's educational programs, Retired and Reserve officers from the City of Miami Police Department and County Sheriff's Office, the initiative has been built in collaboration with the Miami Community Police Benevolent Association, local schools, neighborhood associations, and faith -based organizations. EXHIBIT "B" Developed in consultation with community stakeholders, the program is culturally grounded, ensuring relevance, trust, and accessibility for diverse Black and Brown populations. The museum possesses the infrastructure, human capital, and methodology required to scale Knowing The Law to meet the scope of this one (1) year proposal. Our ctuTiculum integrates historical context, relevant Florida law, and scenario -based learning to enhance comprehension and application. Instruction is delivered by a qualified team of educators, former law enforcement officers, and legal advisors trained to facilitate sensitive discussions. We integrate data driven decision [D3] to inform expected behaviors, with pre- and post -assessments showing an average 46% increase in legal knowledge. Our facility, equipped with classroom space, multimedia technology, and curated exhibits serves as an iminersive learning environment, supported by multilingual outreach strategies to ensure robust participation. Pilot results confirm our readiness: 25+ workgroups across summer camps, community centers, and museum exhibits; a 22% reduction in self -reported risky behaviors among youth participants; and documented improvements in civic confidence and decision -making. The Knowing The Law program is not theoretical —it is a tested model with demonstrated outcomes. Coupling historical legitimacy with contemporary program expertise, we are prepared to launch immediately upon award, ensuring participants gain the awareness and education needed to make smarter, safer choices. EXHIBIT "B" Experience Past Performance The Knowing the Law Project was originally conceived as a pedagogical tool to enhance the capacity of museum docents and educational facilitators who lacked formal legal training or prior experience in law enforcement. Initially designed as a "quick -reference" guide, it served as a supplementary resource during guided historical tours of the museum, tours that frequently prompted visitors to inquire about contemporary encounters with law enforcement, often in connection to personal experiences or incidents encountered through social media. By late 2018, the museum reintroduced the nationally recognized program What Do You Do When You Get Stopped by the Police, a best -practice framework developed in 2015 by the National Association of Black Law Enforcement Officers. This initiative emerged in direct response to the growing national discourse on police —community relations. The program was implemented through 60-minute, community -centered focus groups convened both on -site at the museum and in off -site partner venues. These sessions were exclusively facilitated by certified law enforcement professionals with specialized training in traffic enforcement and/or domestic violence intervention. While demand for these focus groups was consistently high, the limited number of qualified volunteer officers constrained the museum's ability to meet community interest at scale. In September 2022, in the wake of the COVID-19 pandemic, the museum was awarded a $275,000 City Commission approved operational grant renewable annually through September 2026 for a total not to exceed $1.1 million. In response, the museum director proposed a strategic expansion of programming to address ongoing community calls for improved policing practices and greater public understanding of the historical significance of the Black Police Precinct. This vision included scaling the museum's educational initiatives through the appointment of a former City of Miami Police Officer (an African American woman), a project and curriculum specialist, a curator of history, and a social media manager, alongside the curation of six new exhibits —four of which would be incorporated into the museum's permanent collection of artifacts and oral histories. EXHIBIT "B" Notable Accomplishment • 2022- "Black Citizenship In the Age of Jim Crow" annex exhibit from History Miami curated by Christopher Barfield (CBarfield,ghistoryMiami.org) and assistant curator Anita Franeios (AFrancios HistoryMiami.ojg) . Adaptation curated Terrance Cribbs-Lorrant • 2023- This Woman's Work I & II. exhibit. Chief Anita Najiy (786.973.1141) permanent collection • 2023- Heroes of the Law (Soul Basel) exhibit. Illustration artist Chavis Davis (paintwithfaith(ii gmail.com) permanent collection • 2023- Crossing Overtown. PBS DocuFilm Scott Barnett (Scott a,fuxion.ty ) Emmy (TM) Award • 2023- Anything But A Slum: Miami-Overtown Before 1-95/395. Exhibit permanent collection • 2024- Grief Not Guilty: Reclaiming My Time. exhibit Gary Tyler & Library Street Collective (Leal 1sc allery.com) EXHIBIT "B" Project Design and Implementation A 2020 report on civic illiteracy by Don Willett for the Cato Institute revealed that 71 % of Americans cannot identify the Constitution as the supreme law of the land, and 63% cannot name at least one U.S. Senator. Similarly, a 2019 Pew Research study on Americans' attitudes toward privacy policies found that only 37% of adults say they understand these laws at least somewhat, with 33% responding "somewhat" and just 3% saying "a great deal." Conversely, 63% admitted to understanding privacy laws very little or not at all. These findings highlight a significant gap in legal literacy and awareness of basic laws that impact how you navigate throughout the day. Many people lack knowledge not only about national or abstract laws but also about everyday, local regulations that directly affect their lives; making it more likely they may unknowingly break the law. Since ignorance of the law is not a valid excuse, education is crucial. The Knowing The Law Project addresses this need by: AWARENESS 1. Providing clear, relatable education about legal rights and responsibilities. 2. Correcting common misconceptions, such as misunderstandings about civil legal counsel and local ordinances. 3. Utilizing data -driven evaluations through pre- and post -surveys to measure improvements in participants' awareness, confidence, and accurate understanding. Knowing The Law seeks to transform fear and ignorance surrounding the law into confidence and empowerment by creating a safe and engaging learning environment. One example is Crime No Crime, a card trivia game designed to test knowledge of common laws that impact everyday life. Crime No Crime was created by a family of lawyers; including former prosecutors, a judge, a public defender, criminal defense attorneys, and corporate lawyers, who have firsthand experience witnessing the consequences of individuals not knowing or misusing the law during critical moments. EXHIBIT "B" Pre & Post Survey Questions: Have you ever talked about what to do if you're stopped by the police? YES- NO- Not Sure What would you do first if you were stopped by a police officer? Why? (Write in answer) How confident do you feel about knowing what your rights are during a police stop? Very confident I Somewhat confident I Not confident I I don't know what rights I have What do you think is the most important thing to do if a police officer stops you? (Write in answer) How do you feel when you think about interacting with police officers? Safe and comfortable I Nervous but okay I Scared or unsure I I've never really thought about it How much control do you think you have over what happens during a police stop? A lot I Some ( Very little I None Should police officers reflect the community they are sworn to serve and protect? Why? Yes No 1 Why? (Write In Answer) To be support and assist with closing the knowledge gap is having the proper EDUUCATION The Knowing The Law Project works with active officers, retired and reserve officers, lawyers (law students) and law makers to ensure the information that is being presented is the most uptodate and accurate. Partnerships and collaborations with organizations like Beyond The Bars LLC, Miami Community Police Benevolence Association, Wilkie D. Ferguson, and University of Miami Innocence Clinic provide regular validity to the information to ensure what our facilitators and docents are delivering is in accordance with local, state and federal laws. SMARTER CHOICES foster the sustainable growth of both the project and the participants' long-term actions and behaviors. As Dr. Maya Angelou wisely advised, "Do the best you can until you know better Then when you know better, do better." Through the collection of both qualitative and quantitative data, the project is positioned to pursue additional funding, thereby expanding its reach and deepening its impact. For participants, these smarter choices may serve as the ounce of prevention that averts early hardships —such as avoiding a juvenile criminal record that could jeopardize professional EXHIBIT "B" certifications or future job security. For the project, each documented smarter choice becomes a best -practice model, grounded in evidence -based frameworks, which can be shared with other museums and community organizations for adaptation and implementation in their own contexts. By turning awareness into informed action, the project not only empowers individuals to navigate their civic and legal landscapes with confidence, but also ensures the program itself remains a sustainable and replicable tool for community betterment. In essence, Knowing The Law transforms awareness into education, and education into Smarter Choices —choices that sustain both lives and legacies. EXHIBIT "B" Year -Long Timeline — October to September Month 1— October 2025 • Engage schools and organizations within and around CRA boundaries • Update Training facilitators in legal updates, trauma -informed engagement, and culturally responsive delivery. • Present "Talk" Pre -Post Community and Organizations Month 2 — November 2025 • Begin first "Knowing The Law Talk" sessions in schools, youth organizations, and community centers. • Collect baseline pre -survey data from initial cohorts. Month 3 — December 2025 • Present Exhibit (1) Art as AWARENESS • Conduct post -surveys for early cohorts and begin preliminary data analysis. Month 4 — January 2026 • Host first community -police dialogue event, featuring officers from local precincts who reflect the community's demographics. • Introduce Know Your Rights: Crime No Crime Month 5 — February 2026 • Mid -year Community Forum to share early findings and collect stakeholder feedback. • Redemption Exhibit (1) Month 6 — March 2026 • Launch Know Your Rights online video series for broader reach. • Reach 250-participant milestone by end of month. Month 7 — April 2026 • Begin second cohort of "Knowing The Law Talks" in partnership with schools preparing for spring civic engagement activities. • Continue pre- and post -survey collection. Month 8 — May 2026 EXHIBIT "B" • Conduct follow-up knowledge retention survey for first cohort (6 months post -program). • Publish first interim progress report for stakeholders and funders. Month 9 - June 2026 • Host youth -led "Know Your Rights" day, featuring peer ambassadors trained earlier in the year. • Begin planning for summer youth camp programming. • School Year Exhibit (3) Month 10 — July 2026 • Launch Summer Knowing The Law Youth TALK integrating role-play police encounters, mock court trials, and civic history sessions. • Continue ongoing cohort sessions in community centers. Month 11— Aug. 2026 • Reach 250-participant milestone (2024-2026). • Host special summer community -police roundtable focused on youth engagement. • Summer Smarter Choices Exhibit (4) Month 12 — September 2026 • Conduct final cohort post -surveys. • Compile final year's data and success stories. • Host Closing Symposium to present results, highlight success stories, and share recommendations for scaling the program. • Publish comprehensive annual report including all data, outcomes, and testimonials. RFP# 25-04 Innovation Crime Reduction Applicant Organization: City of Miami Black Police Precinct and Courthouse Museum Project Name: Knowing The Law: Awareness + Education = Smarter Choices Project Start Date/End Date: 10/1/2025 - 09/30/2026 A. Salary, Wages & Benefits Please list each staff member on as a separate line item in column B. ----'- -. _...-.......... . •--'-I, ..e .c ucug Museum Director -FT (does not include fring.benefits) $38.46 Amount $ 80,000.00 Museum Curator -PT $23 x 26hr x 48wk 24,960.00 Education$ Coordinator- PT $20 x 26hrs x 48wk $ 24,960.00 Recorder/ Bookkeeper -PT $28 x 12hr x 48wk $ 16,128.00 Docents/Oral Historian Facilitator (3) $18 x 23.5hr x 48 wk $ 60,912.00 A. Salary, Wages & Benefits Total $ 210,704.00 B. Equipment Not to exceed 20% of total project costs. $ $ $ B. Equipment Total $ - C. Supplies & Materials Exhibit Panels: Text and image panels for exhibit -materials and printing. $ 3,500.00 Knowing The Law Crime No Crime $120 x 25 people $ 3,000.00 C. Supplies & Materials Total $ 6,500.00 D. Design & Publication Costs Print Ads (5): Miami Herald and Miami Times- Quoted cost $ 4,250.00 Banners {3): Announcing exhibit opening, one interior, one exterior $500 x 3 $ 1,500.00 Printing: Program and exhibit brochures $.80 x 4000 $ 3,200.00 Printing: Announcement cards of exhibit $.50 x 2272 $ 1,136.00 D. Design & Publication Costs Total $ 10,086.00 E. Consultant Costs Knowing The Law Practices $52 x 350hrs $ 18,200.00 Exhibit Designer. $25 x 200 hours $ 5,000.00 Exhibit Installation: (4 exhibits: $375 x 4) $ 1,500.00 Graphic/Application Designer: 325/hr x 300 hrs $ 7,500.00 Cinematographer: $52/hrx 130 hrs (Digital materials) $ 6,760.00 $ - E. Consultant Costs Total $ 38,960.00 F. Other Direct Costs Speakers (5): Honoraria $250 x 5 "TALK" $ 1,250.00 Include any direct costs that do not fit into one of the above categories. Community (Overtown)Focus Group Participants (25): Compensation $50 $ 1,250.00 Community (Overtown)Focus Group Participants (25): Compensation $50 $ 6,250.00 $ - $ - F. Other Direct Costs Total $ 8,750.00 TOTAL DIRECT COSTS $275,000 iJE riY:,J'�F'Ai r i I�:$4?'',,go ,,ol,R i", 'tlp,V ry0a i. " ✓, fir 4, rTt 12!',fs *�G'� �.w ,' 3 Pik 44 , M � 1! M4\ ��,.. rµ,;r m, � "� �Tm7�,, a�&. ,* ��5 Mi.: � parr . 'r Y 'v f Y,3 �.,�,�� NM G. Indirect Costs 0% .,i?„ $0 x i h ayil $k vn' �1.rs�..iN::PC�..k�rnrt.:{�J GP`11..rYe$Sa}'�;*'�Jt'�,r�.iri,..iCh?S;Y..E',4-Tx�,�Y",✓h'fi.��4 ' . -.. �"5am:r+rW)" �'ker ;��yiXn AS�r..4Y .dh .L14m„"Tyy�� �J H. Total Project Costs $275,000 Exhibit Panels: Text and image panels for exhibit -materials and printing. $700 x 5 1 Knowing The Law Crime No Crime $120 x 25 people EXHIBIT "B" CHRISTINE KING Board Chair SECTION 5 5.0: RFP RESPONSE FORMS JAMES McQUEEN Executive Director 5.1. RFP INFORMATION FORM RFP No. 25-04: REQUEST FOR PROPOSALS — INNOVATION CRIME REDUCTION AND INTERVENTION PROGRAMMING SEOPW CRA REDEVELOPMENT BOUNDARIES, MIAMI, FL, 33136 I certify that any and all information contained in this RFP is true. I certify that this RFP is made without prior understanding, agreement, or connections with any corporation, firm or person submitting a response for the same materials, supplies, equipment, or services and is in all respects fair and without collusion or fraud. I agree to abide by all terms and conditions of the RFP and certify that I am authorized to sign for the Proposer's firm. Please print the following and sign your name: (NV ���ta{ 'Rif) lc H)11lC l3 c,r1- Cour\-hamI� , w,c,�vn Firm Name i�E\1W I S e&.-- Principal Business Address Telephone Fax `Direr rW,skocgc,,1 c' ►c..96-ec.;y1e4-. E-mail address i k a o AcAice, Co-lbMIQ.(234‘6"T Name FAILURE TO COMPLETE, SIGN, AND RETURN THIS FORM MAY DISQUALIFY YOUR RESPONSE SOUTI (EAST OVERTOWNiPARK WEST COMMUNITY REDEVELOPMENT AGENCY X19 NW 2" Avenue, 3' Floor I Miami, FL 33136 t 3051 679-6800 1 WWW.Scopwcra.com 1 cra miamigov.com 21 �I ANTIHUMAN TRAFFICKING AFFIDAVIT . The undersigned affirms, certifies, attests, and stipulates as follows: a. The entity is a non -governmental entity authorized to transact business in the State of Florida and in good standing with the Florida Department of State, Division of Corporations. b. The nongovernmental entity is either executing, renewing, or extending a contract (including, but not limited to, any amendments, as applicable) with the City of Miami ("City") or one of its agencies, authorities, boards, trusts, or other City entity which constitutes a governmental entity as defined in Section 287.138(1), Florida Statutes (2024). c. The nongovernmental entity is not in violation of Section 787.06, Florida Statutes (2024), titled "Human Trafficking." d. The nongovernmental entity does not use "coercion" for labor or services as defined in Section 787.06, Florida Statutes (2024), attached and incorporated herein as Exhibit Affidavit-1. 2. Under penalties of perjury, I declare the following: a. I have read and understand the foregoing Anti -Human Trafficking Affidavit and that the facts, statements and representations provided in Section 1 are true and correct. b. .I am an officer or a representative of the nongovernmental entity, authorized to execute this Anti - Human Trafficking Affidavit. Nongovernmental Entity: Cam .��o � MI , , c P1NCE��eC. Cal Coup-,l. sk. Name: \`gi21Z c\ ct, ' ' f�`:;:a. Officer Title: 'flj v s y‘ r Signature of Officer: ' �'� Office Address: '� ,,..I r'�'.' 5k101-7i cr2' L.1 -�'� L `3 1 -&(10 '(t Email Address: -e�c . ..�-\'i`S C.r-I`Mac'ir%-9horc Number: ,4D5, 3c c3 e 1� `f' FEIN No 4/ 5/ /-/C"Ck STATE OF FLORIDA COUNTY OF MIAMI-DADE The foregoin instrument was sworn to and subscribed befort_me by means of hysical presence or ei online notarization, this '2-day of l t, by 1 erfavice. Qv ko6,Lcfl,cgAfie authorized officer or representative for the nongovernmental entity.. He/she is ersonal known to me or� has produced as identification. (NOT ` IC SElloriscia iW: Foldkes ,o- Comm.: HH 62753E 1%. , o';: Expires: Jan. 122029 � .,ZFfaa.o�.,� Notary Public - State of Hotta My Commission Expires:ACvV! U.C.t,rul ,2009 king Oath U ' Ot S (Printed, Typed, or Stamped Name of Notary Public) EXHIBIT "B" 305-202-4094 vanessa©vmcagency.org 5355 West 14 Ave. Hialeah, FL 330'12 To the Administrators of the Innovation & Crime Reduction Grant, I am writing to express my enthusiastic support for the Black Police Precinct & Courthouse Museum and its groundbreaking Knowing the Law initiative. Since 2023, the museum has not only continued its mission of preserving and sharing the important history of Miami's Black police officers but has also taken bold, innovative steps to connect with the community in a fresh and impactful way. Knowing the Law stands out as an exemplary program; one that educates residents about their rights, civic responsibilities, and the Iaw's role in daily life. What makes this effort especially notable is how the museum has embraced creative marketing strategies to reach audiences far beyond its walls. Since VMC Agency began collaborating with the museum in 2023, we have seen firsthand their dedication to engaging the public through multi -channel storytelling, dynamic visuals, and culturally resonant messaging. The museum has leveraged social media, video storytelling, and community partnerships to transform Knowing the Law from a traditional program into an accessible, shareable, and conversation -sparking experience. Through this innovative approach, Knowing the Law has reached new audiences, empowering them with knowledge that fosters both community trust and informed civic participation. It has strengthened the museum's role as not just a keeper of history, but an active agent for education and positive change in Miami. The Black Police Precinct & Courthouse Museum is a vital cultural institution, and Knowing the Law exemplifies the kind of forward -thinking, community -focused programming that deserves continued recognition and support. I am proud to endorse their work and confident in their continued impact for years to come. Sincerely, 7,4upteSSa/ Vanessa Contreras Principal, VMC Agency vanessa@vmcagency.org vmcagency.org EXHIBIT "B" MeinotansismiLoWnsiorstansting.1.114.0.11) Between Date:7/01 /2025 Beyond the Bars and the Historic Black Police Precinct and Courthouse Museum Term:Ongoing 1 Purpose This MOU outlines the partnership between Beyond the Bars (BTB), through its Caged Bird Ms program, and the Historic Black Police Precinct and Courthouse Museum to collaborate the °anted curation, exhibition and celebration of artwork created by currently and formerly incarcebr artists. This partnership aims to uplift the voices of impacted individuals, engage the public in ersations around incarceration and labor, and support healing and economic freedom through art. 2. Roles and Responsibilities Beyond the Bars (Caged Bird Arts Program): • Curate and collect original artwork, poetry, and visual storytelling from currently and formerly incarcerated artists. • Facilitate at least one of the following community events at the museum during the term of the partnership: O A healing circle centered around justice -impacted artists and community members, or o An Art Slam focused on workers with records who use art as protest and expression. • Ensure all artists whose work is exhibited are supported in ways determined in collaboration with each artist or their designated family member. This includes: o A percentage of proceeds from any art sales going directly to the artist, with that percentage to be mutually determined prior to exhibition for curation/exhibition fees. o Option to donate a portion of proceeds to the Caged Bird Arts program, which supports system -impacted creatives. o Option to exhibit anonymously or without sales, based on the artist's preference. • Coordinate exhibit narrative text, layout, and support material, ensuring the lived experience and voices of the artists remain centered. • Promote the exhibit and events through BTB's community network, membership base, and media partners. EXHIBIT noBno Hintor'CBlack Police prnn}noj based aodCoumUjuuooK0u�oxm ' "extension ^'mee»hk�(o«oemoandgoUeryupauaforammimumof3Odays with the p«h*nha|for Offer ALLY o"//ocUed«Uno' ' mc!udea: -~^p«en«UCo<»oUregistered Beyond the Bars participants. which wFour oomp|imentaryALLY � 4� LYU«ke��noeuo 8em*| *8ou| 8aue|AL tickets per pm�iciporH w Month|yrile mew»}at�/ b�ro_un|yn ° Oiaonun1uto special eve wOMe/�~°roduoedcom /«aa»dProgramo hx»unhyPo�narahipmtao^°for meebnga.events, and cmnln�unityQathe �CoUmbor��uonmee""Qomnavailability uUowm, re|atedpnug/omm»aOmg'Outreach, and documenkahonm/the exhibit and wQ, 3.Shared Connmhmenbo Both Parties nommitto: o Honoring the dignity, mutonom�and »naub»avision ofay�om-impa�oda�ista. Amplifying nenetiveothat expose the intersections oflabor oxp|ndatinn.inc�roena�on. a»dcuKunain3oudhF/ohdm Promoting cultural education, economic support, and healing through art and community 4. Point of Contact Beyond the Bars Caged phone:|nser Email] � Historic Black Police Precinct and Courthouse Museum Nome: \[|naartName] Terrance Chbbu'Lonant Email: \[|noertEmai(] Oinactot,@Histohoa|BlmokPnacinctorg Phone: V|nnwrtPhone] 3O5-329'2513 2023-2026 CITY OF MIAMI CHAPTER EXECUTIVE COMMITTEE Daniel Moore President Racquel Hicks Vice President Ella Moore Secretary Willie R. Jackson, Jr. Fiscal Officer Sharon Marbury Sergeants -at -Arms Marquise Williams Parliamentarian Vacant Chaplains Valerie Cummings Regional Delegate Vacant Regional Delegate Vacant Alternate Delegate EXHIBIT "B" NATIONAL BLACK POLICE ASSOCIATION - CiTY OF MIAMI CHAPTER 480 NW 11 Street Miami, Florida 33136 (305) 691-5850 nbpamiachapter©gmail.com August 05, 2025 To: Grant Committee Crime Reduction Grant From: W. R. Jackson, ,!.,, iscal Officer NBPA/City of Miami Chapter Subject: City of Miami Black Police Museum Crime Reduction: What Do You Do When Stopped This letter is in support of the work the City of Miami Black Police Precinct And Courthouse Museum has been performing for the community through programs and exhibit services. I can attest to the programming around What Do You Do When Stop By The Police, as I have been one of the facilitators on behalf of the NBPA-Miami Chapter who is Certified to provide the training. The museum education staff has been offering these workshops since 2019-present and has added to the services Knowing The Law; which includes some this training as well. The National Black Police Association- City of Miami Chapter is thrilled to see this work continue and will do our part in providing skilled and certified workshops around this topic 2025-2026. Digital Media Communication Connection www.stephaniecreates.com 201 NW 7th Street #108 Miami, FL. 33136 Dear Grant Review Committee, I am pleased to submit this letter on behalf of the City of Miami Black Police Precinct & Courthouse Museum, an institution that has long served as a pillar of public engagement, education, and community safety in Overtown and beyond. Through innovative initiatives such as the Knowing the Law program —and dynamic exhibitions, the museum not only preserves and protects critical aspects of our shared history, but also ensures that these narratives are meaningfully shared with the public. The museum's work extends far beyond historic preservation. It functions as a vital resource for harm reduction and public safety, fostering informed dialogue about the law and its application. By making legal knowledge accessible to all — regardless of educational background or economic circumstance —it helps to ensure that laws are both adhered to and understood, strengthening the foundation of civic responsibility and justice in our community. I am confident that continued support for this institution will yield significant and lasting benefits, both for the residents of Overtown and for the broader public it serves. Thank you, Jkviu Stephanie van Vark StephanieCreates GoingOvertown.org The official site for Historic Overtown 305-710-2212 What StephanieCreates EXHIBIT "B" August 11, 2025 Title of RFP: Innovation Crime Reduction and Intervention Programming SEOPW CRA Redevelopment Boundaries, Miami, FL. 33136 RFP Number: 25-04 RFP Contact: Mark Stallworth Abundant Living Health & Wellness Resulting Services, Inc. Contact Person: Dr. Cheryl Coleman Primary Office Location: 1550 N.W. 3" Ave. Miami FL. 33136 Local Business Address: 1810 N.W. 153' St. Miami FL. 33162 Business Phone: 305-930-3555 Email: Abundantlivinghhs(kgmail.com Website: abundantlivinghhs.com FEIN #: 45-4441708 EXHIBIT "B" Table of Contents: Executive Summary Page 3 Program Design and Innovation (25 points) Page 5 1. Clearly defined objectives and outcomes 2. Unique or scalable components Organizational Experience and Capacity (20 points) Page 8 3. Background and relevant experience 4. Key team members Community Engagement Strategy (15 points) Page 10 5. Stakeholder involvement 6. Trust -building efforts Crime Reduction Impact (15 points) Page 11 7. Metrics for success 8. Evidence -based strategies Sustainability and Evaluation (15 points) Page 12 9. Long -Term Funding Strategy 10. Data Collection Analysis Budget and Cost Effectiveness (10 points) Page 13 11. Reasonable and Itemized Budget 12. Cost -Benefit Alignment Appendices Page 18 Certificate of Liability Insurance Anti -Trafficking Affidavit RFP Response Form Letters of Recommendations 2 EXHIBIT "B" Executive Summary: Abundant Living Health and Wellness Resulting Services, Inc. (ALHWRS) is a Non -Profit 501c3 organization incorporated in 2012. Our mission is to provide mind, body, spirit and soul health and wellness support services. Our services foster healthy and holistic living with an individualized approach promoting healing, restoration, and resiliency. Through health education, advocacy, training and equipping, counseling, and facilitation of support groups, we aim to empower individuals and communities to prioritize their mental, spiritual, emotional, and physical wellbeing by seeking help when needed and developing a self -care plan for successful living. Our service delivery fosters caring inclusive intervention making every individual feel valued, seen, heard, and supported on their wellness journey. We care for all people, however, there is a special emphasis on serving the marginalized and underserved communities (to include: at -risk individuals, low-income populations, youthful offenders, trauma and abuse, returning citizens, homeless individuals, disabled persons, veterans, elderly, and those suffering with mental issues). These communities tend to suffer poorer health outcomes and lack access to resources that support mental, spiritual, emotional, and physical wellbeing. Therefore, since our inception we have served approximately 10,000 Miami Dade County residents to include Overtown and Liberty City with their health and wellness needs. We have provided community health education, mental and physical health counseling/coaching, health lectures, health trainings, and health fairs and healing support groups. These health endeavors focused on conditions that adversely impact marginalized communities the most to include Cardiac Disease, Cancer, Hypertension, Stroke, Diabetes, COVID-19 Virus/Vaccinations, Grief & Loss, Mental Health, Gun Violence Prevention, and Trauma informed Care. Additionally, we have provided mental health education for 500 at risk youth, 60 caregiver workshops post COVID-19, and trained 200 individuals to conduct Grief and Loss support groups. We have also provided culturally competent diversity and inclusion healthcare training for 5 primary health care clinics in Miami Dade County post COVID-19 aimed at improving the patient care experience and the mental anguish around seeking equitable medical services. Our work has been funded by Center of Disease Control, Florida Department of Health, Live Healthy Miami Gardens, fund raising, and private donations and most recently Southeast Overtown/Park West Redevelopment Agency. Abundant Living Health and Wellness Resulting Services exist to make a positive health and wellness impact on individuals, families, and the most vulnerable community members thus promoting safe holistic harmonious living. The organization was founded by Dr. Cheryl Coleman who provides leadership and oversight of the day-to-day operations and direct services. Dr. Cheryl Coleman is a healthcare champion with over 30 years of healthcare experience. She is a PhD prepared Advanced Practice Nurse with Critical Care and Emergency Room experience. She has served in various nursing roles to include Assistant VP Critical Care & Emergency Services, Director of Clinical Education, 3 EXHIBIT "B" Director of Acute Care & Dialysis, Charge Nurse, Staff Nurse, Nursing Professor, and Mental Health Counselor. Dr. Coleman's passion for seeing people healthy and whole mind body spirit and soul has led her to her most recent area of service as the Founder/CEO of Abundant Living Health & Wellness Resulting Services, Inc, a non-profit organization focused on ten -dimensional healing education modalities. She is also a licensed/ordained Minister and over the course of her 30 years in healthcare has served as a Faith Community Nurse working closely with churches and their surrounding communities to promote health education, facilitate faith health support groups, health coaching, mental and spiritual counseling to include grief and loss/trauma. Dr. Coleman also serves as a Faith Community Organizer working with 25 local churches and various community organizations on systemic issues that plague our community all with the intent on restoring and building a beloved community that fosters health and holistic living. Experience Past Performance: Center of Disease Control: Grant Title: LIVE HEALTHY MIAMI GARDENS — CDC REACH SUPPLEMENTAL FLU/COVID $19,500 (Abundant Living HWRS subcontracted) Years 2021-2022 Florida Department of Health: Grant Title: COVID-19 Initiative 30,000 (Abundant Living HWRS subcontracted) Year 2023-2024 Live Healthy Miami Gardens: Grant Title: Florida Department of Health "Health Equity Project" "A Place for ALL" (Abundant Living HWRS subcontracted) Year 2023-2024 $58, 500 Grant Cycled Completed with all Deliverable met to include training 5 Community Organizations on Diversity Inclusion & Equity while serving a Diverse Population Southeast Overtown/Park West Redevelopment: Granted Directly for Grace Mental Wellness Initiative: Year 2024-2025 Amount Funded: $125,000.00 Grant deliverables: include providing individual and group mental health counseling as well as community health and wellness education. Abundant Living Health &,Wellness Resulting Service, Inc. �y c 1'/ m'J Contact Name: Signature: Date: 4 EXHIBIT "B" Program Design and Innovation: We are living through one of the greatest health crises of our time. The aftermath of the COVID-19 pandemic has negatively impacted our world and the mental health of many Americans. Life as we once knew it has forever changed. Many people have incurred tremendous losses to include family members, friends, economic stability, housing, social interaction, pets, and jobs. These types of compounded losses cause mental health challenges leading people to experience chronic states of hopelessness and despair. The persistent rise in mental health challenges, compounded grief, and unresolved trauma in Miami -Dade County underscores a critical need for targeted, innovative interventions. There is an undeniable relationship between untreated mental health issues, exposure to grief /loss, and trauma that manifests to higher rates of crime and community instability. Individuals facing unresolved trauma or chronic mental distress are statistically more likely to engage in high -risk behaviors or become entangled in the criminal justice system —often because of a lack of access to culturally competent mental health care and support networks. Our approach recognizes that sustainable crime reduction must be rooted in holistic community health. Grief is not an isolated emotional state but a complex experience that can lead to prolonged psychological distress, risky coping strategies, and the erosion of social cohesion. Trauma, whether due to violence, loss, or chronic adversity, can impair judgment, increase impulsivity, and perpetuate cycles of violence. Addressing these root causes is therefore fundamental to breaking the cycle. To meet these challenges, we are seeking funding support to continue the work started through the GRACE Mental Health Initiative which is a trauma -informed, evidence -based mental health and grief intervention program specifically tailored to the unique needs of historically underserved communities in Miami (specifically Southeast Overtown Park West). The core pillars of this initiative include: Delivery of accessible, high -quality mental health counseling that addresses the underlying factors contributing to both individual suffering and community instability. By providing evidence -based, trauma -informed counseling services, we aim to intervene early in the cycle of emotional distress, offering individuals an opportunity to heal before their experiences escalate into harmful behaviors or encounters with the criminal justice system. These counseling interventions are designed to be culturally responsive, honoring the unique backgrounds and needs of Miami's diverse communities, and are delivered by trained professionals who understand the intersection of trauma, grief, and community violence. Community -Based Trauma -Informed Care: Training community organizations and leaders in grief loss and trauma -informed practices to ensure every point of contact —whether a school, faith institution, or social service —offers safe, supportive environments for individuals experiencing distress. 5 EXHIBIT "B" Grief & Loss Support Networks: Establishing accessible, culturally competent grief counseling and peer support groups to provide safe spaces for residents to process loss, build resilience, and prevent the escalation of complicated grief into chronic mental health conditions or violence. Family and Caregiver Support: Offering education and resources to families impacted by trauma, violence, or loss, empowering caregivers to support healing and interrupt patterns of intergenerational trauma. By targeting the intersections of mental health, trauma, and grief, this program seeks not only to enhance individual wellbeing but to strengthen the social fabric of neighborhoods most affected by crime. Data consistently shows that communities with robust mental health infrastructures experience reduced rates of violence, recidivism, and incarceration. Our innovative model, rooted in community engagement and clinical best practices, is designed to create lasting change —transforming cycles of trauma into pathways of hope, healing, and safety for all. Our goal is to aid the Southeast Overtown/Park West Community Redevelopment Agency in improving the quality of life and community safety of its residents by providing customized Mental Health & Wellness Services. SCOPE OF WORK: GRACE Mental Wellness Initiative Approach/Delivery G=Grief/Loss/Trauma informed Care through Training/Education R- Resiliency to Recover Strategies A=Active Listening & Action Driven Interventions C= Compassionate Caring Outcomes E=Evidence based Empowerment Practices Our objectives: 1. Provide evidence -based education, increased awareness, and understanding of the effects of Grief and Loss, Trauma Informed Care, and Mental illnesses and disorders, as well Mental Health and Wellness Interventions to the residents who live, work, and play in the Southeast Overtown/Park West Community Redevelopment area. 2. To provide accessible and inclusive mental health support services that include mental health counseling and mental wellness plan of resiliency for each client utilizing the G.R.A.C.E approach 3. To Collaborate with Transition Inc. as well as network with local organizations, mental health professionals, businesses, and Faith -Based Organizations to reduce the stigma around seeking mental health services 4. To empower individuals to improve their quality of life by prioritizing their mental wellbeing and seeking help when needed. Primary Work Location: Abundant Living Health & Wellness Resulting Services, Inc will be located at Transition Inc. main office in the heart of Overtown, 1550 N.W. 3' Avenue, Building C, Miami, FL 33136 6 EXHIBIT "B" Program Activities and Deliverables: 1. Community Mental Wellness Education: Conduct workshops, seminars, and awareness campaigns to educate the community about common mental health issues (Illness, grief loss, and trauma), coping strategies, and available resources utilizing In -person events, social media platforms, and distributing informational materials to schools, businesses, community and faith -based institutions to reach 2,500 individuals Annually). 2. One on One mental health counseling: Provide 1:1 mental health counseling session utilizing the ten dimensions of health assessment and the G.R.A.C.E. resiliency model with the goal of developing a selfcare health and wellness plan for each client (720 one on one counseling sessions Annually). 3. Support Groups: Conduct Bi-weekly support groups utilizing guest speakers and subject matter experts to cover topics: Grief and Loss, Trauma Healing, Mindfulness Practices, Conflict Resolution, Anger Management, Forgiveness, Family Reunification, Self -Care, and access to resources (24 Support Group Sessions Annually). 4. Community Mental Wellness Summit in collaboration with mental health service providers (NAMI), health department, Transition, Inc., Veteran coalition, and South Florida Health Foundation and other invested stakeholders (1 Summit Annually). Outcomes Measures: • Community Mental Wellness Education provided to 2, 500 residents in Overtown in collaboration with Transition and other community health organizations • Provide 720 1:1 Mental health counseling to Overtown residents via referrals from Transition and other community organizations. (See fifteen clients per week for 48 weeks) with a goal of each client developing their personalized health and wellness selfcare plan • Provide 24 Sessions of Bi-weekly Grief & Loss Mental Wellness support groups • Provide (1) Mental Wellness Summit in collaboration with Community Mental Health stakeholders: NAMI-Miami, Health Department, Transition Inc.,Veterans Services, South Florida Health Foundation, Faith Community Leaders, and other vested stake holders We are confident that the comprehensive mental health and wellness initiatives implemented under this grant will have a meaningful impact on crime reduction in our community. Through robust educational outreach, individualized counseling, support groups, and collaborative summits, our efforts directly address the root causes of mental health challenges. By empowering residents with knowledge, resilience, and accessible resources, we are fostering safer, healthier neighborhoods and laying the foundation for lasting positive change. 7 EXHIBIT "B" Organizational Experience and Capacity Abundant Living Health and Wellness Resulting Services, Inc. brings a wealth of experience and unwavering dedication to the implementation and sustainability of mental health crime reduction initiatives. With a proven track record of delivering comprehensive interventions, our organization has consistently addressed the intricate intersections between grief, loss, trauma, mental illness, and holistic wellness. Our team is composed of seasoned mental health professionals, certified counselors, and community advocates who have led transformative programs across diverse populations. Through years of direct service, we have cultivated a deep understanding of the unique mental health challenges faced in high -impact communities, particularly those marked by elevated rates of crime and trauma. Leveraging evidence -based frameworks and culturally attuned practices, Abundant Living has successfully coordinated grief and loss support groups, trauma recovery sessions, and mental wellness summits in partnership with local agencies and national organizations. Our approach integrates individual counseling, group facilitation, educational outreach, and the development of personalized wellness plans —all designed to foster resilience, reduce risk factors associated with criminal behavior, and empower individuals toward lasting change. Notably, our collaborative efforts with public health departments, veterans' coalitions, and faith -based organizations have strengthened community networks and ensured broad access to vital resources. These partnerships enable us to deliver targeted interventions that address both immediate mental health needs and the structural conditions fueling cycles of loss and trauma. Abundant Living is deeply committed to continuous evaluations, ensuring that our programs evolve to meet the shifting dynamics of the communities we serve. By combining clinical expertise with grassroots engagement, we have demonstrated our capacity not only to launch, but also to sustain, grant -funded initiatives that drive measurable improvements in mental wellness and community safety. In sum, the experience and dedication of Abundant Living Health and Wellness Resulting Services, Inc. position us as an ideal partner to lead and sustain a mental health crime reduction grant. Our holistic, trauma -informed approach directly confronts the underlying causes of crime —grief, trauma, and mental illness —while nurturing overall health and wellness for enduring community transformation. 8 EXHIBIT "B" Key team members: Our staff roster reflects the depth and breadth of expertise needed to realize the ambitious goals of this grant. Key team members include: Clinical Program Director — Oversees program design and ensures fidelity to evidence -based mental health practices. Community Engagement Coordinator — Cultivates vital relationships with local stakeholders, orchestrating collaborative outreach and summit events. Mental Health Counselor — Provides individualized and group counseling, tailoring interventions to the unique needs of our community's residents. Administrative Assistant — Supports daily operations, maintaining seamless communication, scheduling, and logistical organization. Bookkeeper — Manages fiscal responsibilities, ensuring transparent and accountable stewardship of grant funds. Grief & Loss/Trauma Group Facilitator — Leads specialized support groups, fostering healing for individuals navigating bereavement, grief, loss and trauma. Data and Outcome Analyst — Collects, tracks, and interprets program metrics, guiding continuous improvement and demonstrating impact. Mental Health Ambassador — Serves as a community champion, raising awareness and promoting engagement in mental wellness initiatives. Each member brings a distinct skill set and perspective, working in concert to advance our holistic, trauma -informed mission and ensure enduring positive change throughout the community. 9 EXHIBIT "B" Community Engagement Strategy: Our community engagement strategy is built upon authentic collaboration and trust -building to reduce crime by directly addressing root causes such as untreated mental health conditions, unresolved grief, loss, and trauma. 1. Strategic Partnerships: We will continue forming alliances with local law enforcement, educational institutions, faith -based organizations, and grassroots groups, co -developing interventions that bridge mental health services with public safety efforts. 2. Culturally Responsive Outreach: By engaging trusted community leaders and cultural brokers, we will deliver tailored workshops and forums that destigmatize mental health, trauma, and loss, ensuring access for historically marginalized populations. 3. Healing -Centered Events: Regularly scheduled community summits, healing circles, and storytelling events will provide safe spaces for residents to process grief, loss, and trauma —transforming individual pain into collective resilience and reducing the cycles of violence. 4. Peer Support Networks: We will empower and train "Community Mental Health Ambassadors" —residents with lived experience of injustice or loss to serve as bridge -builders, connecting their peers to counseling, support groups, and restorative justice opportunities. By addressing the invisible wounds that can drive crime, our engagement strategy works upstream —cultivating resilience, trust, and hope as the foundations for lasting community safety. Stakeholder involvement: Stakeholder involvement is anchored in transparent communication and reciprocal engagement. We plan to convene advisory groups composed of residents, service providers, local officials, and advocacy organizations, ensuring that each voice is heard and respected in shaping program design and delivery. Through regular feedback loops, collaborative planning sessions, and participatory decision -making, stakeholders will not only inform strategy but also share ownership of outcomes, deepening trust and commitment across all sectors of the community. Trust -building efforts : Our trust -building efforts center on active listening, transparency, and consistent follow-through. By honoring lived experiences, following through on commitments, and creating ongoing opportunities for honest dialogue, we seek to repair and strengthen relationships, laying the groundwork for shared accountability and sustainable progress. 10 EXHIBIT "B" Crime Reduction Impact (15 points) A comprehensive approach to mental health —addressing untreated mental illness, unprocessed grief, persistent loss, and community trauma —has a direct and measurable impact on reducing crime. By meeting these underlying needs, interventions disrupt cycles of harm and retaliation, increase help -seeking behaviors, and foster social cohesion. Communities that invest in accessible, culturally attuned mental health support consistently experience decreases in violence, recidivism, and justice system involvement. By prioritizing healing, we shift the narrative from reaction to prevention, transforming sites of hardship into sources of hope and safety. Metrics for success: To evaluate the success of this initiative, we will deploy a range of quantitative and qualitative metrics that capture both immediate outcomes and long-term impact. Key indicators will include: Reductions in violent incidents and recidivism rates: Tracking police reports, hospital admissions, and justice system data to monitor decreases in violence, retaliation, and repeat offenses within the targeted neighborhoods. Increased utilization of mental health resources: Monitoring the number of residents accessing counseling, peer support groups, and healing events, as well as referrals made by Community Mental Health Ambassadors. Improvements in community well-being and resilience: Using validated tools and surveys to assess shifts in psychological distress, collective efficacy, trust in institutions, and sense of belonging among residents. Participant feedback and satisfaction: Gathering qualitative data through interviews, focus groups, and anonymous surveys to ensure interventions are culturally responsive, accessible, and meaningful to those they are intended to serve. Stakeholder engagement and collaboration: Measuring participation in advisory groups, collaborative sessions, and feedback loops, as well as the degree of shared leadership and ownership achieved across sectors. Public narrative change: Evaluating changes in community dialogue, media coverage, and institutional language around crime and healing, signaling a shift from punitive to preventive and restorative approaches. These metrics will be continuously reviewed in partnership with community stakeholders, allowing for data -informed adjustments that honor lived experience and advance both safety and healing. Evidence -based strategies: To address grief, loss, trauma, and mental illness effectively, the initiative will implement evidence -based strategies and interventions recognized by the CDC and SAMHSA. These include: 11 EXHIBIT "B" Trauma -informed care: Training community providers and ambassadors to recognize and respond sensitively to trauma, ensuring that all interventions prioritize safety, choice, and empowerment. Grief and loss support groups: Facilitating peer -led and professionally guided groups where individuals can process bereavement in culturally affirming and supportive environments. Cognitive -behavioral interventions: Offering accessible, brief therapies —including trauma -focused CBT—to help participants develop adaptive coping skills and reduce symptoms of depression, anxiety, and post -traumatic stress. Community healing events: Hosting gatherings that integrate traditional practices, storytelling, and creative expression to foster collective resilience and provide space for shared healing from loss and adversity. Accessible referral pathways: Establishing clear connections to clinical mental health services, crisis supports, and longer -term therapeutic care for residents experiencing acute or chronic mental health challenges. Psychoeducation and stigma reduction: Delivering workshops and campaigns that normalize help -seeking, increase awareness of mental health resources, and challenge harmful narratives around mental illness and trauma. Together, these strategies are tailored to meet the diverse needs of the community, reduce barriers to access, and promote sustained well-being and recovery as well as safer communities. Sustainability and Evaluation (15 points) To ensure the longevity and effectiveness of these services, the initiative will prioritize sustainability through diversified funding, community partnerships, and capacity building among local providers. Evaluation will involve ongoing data collection, outcome tracking, and community feedback to measure impact, inform continuous improvement, and demonstrate accountability for grant deliverables. Long -Term Funding Strategy The long-term funding . strategy for this mental health initiative centers on creating a resilient financial foundation to support ongoing efforts in reducing crime through mental health promotion. We will blend philanthropic support, local government funding, and strategic partnerships with healthcare providers and insurers to ensure continuity. Our organization applies for multi -year grants, cultivates individual donors invested in community wellness, and explores public -private collaborations that can underwrite services and digital platforms. We also plan to 12 EXHIBIT "B" implement a modest fee -for -service component for non-resident participants and corporate wellness partnerships. Data Collection Analysis: All program activities and outcomes will be tracked using HIPAA-compliant case management documentation/software, with regular audits to ensure data integrity. We will collect baseline, midline, and endline data on key indicators (violence incidence, wellness engagement, trauma symptoms, and community perceptions). Qualitative feedback from focus groups and participant testimonials will supplement quantitative analyses. Results will be shared with stakeholders to inform ongoing adaptation and accountability. Budget and Cost Effectiveness (10 points) A comprehensive and transparent approach to budgeting underpins the financial stewardship of this initiative. The proposed budget is both reasonable and itemized, detailing projected costs across personnel, program delivery, outreach, technology infrastructure, evaluation, and administrative support. Each expenditure is carefully aligned with programmatic priorities, ensuring that resources are allocated efficiently to maximize direct impact on participant outcomes and community safety. Cost-effectiveness is achieved by leveraging existing community assets, investing in early intervention and prevention, and utilizing scalable digital solutions to minimize overhead. Collaborative partnerships facilitate resource sharing, while fee -for -service and corporate wellness programs generate supplementary revenue to offset expenses. Every dollar is strategically invested, not only to maintain service continuity but also to amplify savings through reduced crime' rates, lower emergency service utilization, and improved long-term mental health outcomes. Regular reviews of cost -benefit alignment will guide financial adjustments, guaranteeing that funds deliver measurable benefits both to individual residents and the broader community. 13 EXHIBIT "B" Reasonable and Itemiized Budget: ANNUAL BUDGET DIRECT SERVICES Clinical Program director • Direct Clinical services (70%) $75,000 Mental Health Counselor $60,000 CONSULTANTS/GROUP MENTAL HEALTH SESSIONS Guest Group Mental health Facilitators 24 sessions X 300= $7,200 $7200 Mental Health Wellness Materials 24 sessions X 150=$3600 $3600 Mental Health Ambassador/Educator $6000 MENTAL WELLNESS SUMMIT The mental health and wellness summit will target 300 minorities/residents in the Overtown area and will focus on closing the gap in mental health disparities that plaque our community. This direct service will also help bridge the gap with other health disparities such as Heart Disease, Diabetes, Hypertension, Strokes as mental wellness guides life choices and discipline needed to combat these diseases. The summit will be held in an area to be determined in Overtown. $7500 14 EXHIBIT "B" TOTAL DIRECT SERVICES $159,300 INDIRECT COST Clerical & Scheduling Assistance $15,000 Bookkeeping & Billing $7200 EQUIPMENT Mental Health Documentation/tracking software $3600 Computer Desk Top $2500 Zoom/Otter Transcription $500 Office Supplies/Telephone $5000 Printer $1000 Accounting/Payroll Payroll $1200 Audit $2500 Liability Insurance $1000 TOTAL INDIRECT COST $39,500 TOTAL BUDGET $198,800 Cost -Benefit Alignment: The intersection of mental health and crime represents a critical challenge for communities and policymakers. Traditional criminal justice approaches often fail to address the underlying causes associated with mental illness, leading to cyclical patterns of incarceration and recidivism. The mental health crime reduction initiative seeks to implement targeted programs that provide early intervention, treatment, and support, thereby reducing the burden on law enforcement, judicial systems, and society as a whole. A thorough cost -benefit alignment ensures that resources are used efficiently to maximize both fiscal responsibility and social impact. Mental health crime reduction initiatives typically encompass a variety of strategies, including community -based treatment, crisis intervention teams, diversion programs, and comprehensive support services. These efforts are designed to reduce the incidence of crime by addressing mental health needs proactively, rather than relying exclusively on punitive measures. 15 EXHIBIT "B" Objectives: Reduce criminal behavior linked to untreated mental health conditions. Lower rates of recidivism among individuals with mental illness. Enhance public safety and community well-being. Optimize resource utilization across healthcare and justice systems. Benefits Overview: The benefits of mental health crime reduction initiatives can be both quantitative and qualitative. They span fiscal savings, improved health outcomes, and enhanced social equity. Reduced Incarceration Costs: Diverting individuals with mental illness from jail or prison to treatment programs significantly lowers the cost burden on correctional facilities. Lower Recidivism Rates: Effective intervention curtails repeat offenses, reducing long-term reliance on the justice system. Improved Health and Stability: Access to mental health treatment leads to better medication compliance, lower emergency room visits, and improved quality of life. Community Safety: Decreased criminal activity enhances public safety and fosters community trust in public institutions. Economic Productivity: Successful reintegration and stabilization of individuals increases workforce participation and overall economic output. Cost -Benefit Alignment Analysis: Cost -benefit alignment involves systematically evaluating the initiative's expenses against its anticipated benefits to ensure optimal allocation of resources. Direct Costs vs. Savings Program Costs: While initial investments in training, salaries, and infrastructure may be substantial, these are offset by reductions in jail time and court costs. Healthcare Savings: Enhanced mental health support reduces emergency medical interventions and hospitalizations. Insurance and Audit: Indirect costs such as audit ($2,500) and liability insurance ($1,000) provide necessary oversight and risk management, safeguarding long-term sustainability. Social Impact and Quality of Life Initiatives that address mental health needs contribute to overall social stability, reducing the stigma associated with mental illness and promoting inclusion. Families and communities benefit from reduced stress and trauma related to crime and incarceration. 16 EXHIBIT "B" Risk Assessment and Mitigation: Careful planning and performance monitoring ensure that resources are channeled toward evidence -based strategies. Ongoing evaluation identifies areas for improvement and adjusts services to maximize benefit realization. Measuring Outcomes and Adjusting Investment To maintain cost -benefit alignment, ongoing measurement of outcomes is essential. Key performance indicators include: Reduction in arrests and incarcerations for individuals with mental illness. Improvement in mental health and social stability measures. Decreased emergency service utilization. Enhanced satisfaction among program participants and stakeholders. Regular feedback loops with stakeholders, data -driven adjustments, and transparent reporting ensure that the initiative remains responsive to changing needs and optimizes returns on investment. Conclusion Cost -benefit alignment for mental health crime reduction initiatives is a dynamic process requiring strategic planning, robust evaluation, and flexible resource management. By centering services around evidence -based interventions and maintaining a clear focus on both fiscal responsibility and social impact, communities can reduce crime, improve mental health outcomes, and foster lasting positive change. The effective alignment of costs and benefits ensures that every dollar spent contributes to a safer, healthier, and more equitable society. In light of these demonstrated benefits and the potential for transformative community impact, we respectfully request your consideration for continued and enhanced funding. With dedicated support, we can expand evidence -based interventions, refine our strategies, and reach more individuals in need —ensuring that the success of these initiatives endures and evolves. Your investment is pivotal to building a safer, healthier future for all. 17 EXHIBIT "B" APPENDICES 18 ui r ui ----"--, ® GAfl I DI AR o CERTIFICATE OF LIABILITYINSURANCE IY DATE (MMIDDYYY) 08/11/2025 THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER. IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must have ADDITIONAL INSURED provisions or be endorsed. If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s). PRODUCER Next First Insurance Agency, Inc. PO Box 60787 Palo Alto, CA 94306 CONTACT NAME: PHONE (855) 222-5919 FAX (AM No. Ext): (A/C, No): ADDRESS: support@nextinsurance.com INSURER(S) AFFORDING COVERAGE NAIC # INSURER A: State National Insurance Company, Inc. 12831 INSURED Cheryl Coleman Abundant Living Health & Wellness Resulting Services, Inc. 1550 NW 3rd Ave Miami, FL 33136 INSURER B : INSURER C : INSURER D : INSURER E : INSURER F : 509785462 REVISION NUMBER: THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. INSR LTR LT TYPE OF INSURANCE ADDL INSD SUBR WVD NUMBER (MM/DDYEFF POLICPOLICY /YYYY) POLICY EXP (M M DD/YYYY) LIMITS A X COMMERCIAL GENERAL LIABILITY X NXTWCWRHWH-01-GL 08/09/2025 08/09/2026 EACH OCCURRENCE $1,000,000.00 DAMAGE TO RETED PREMISES (Ea occurrence) $100,000.00 CLAIMS -MADE X OCCUR MED EXP (Any one person) $15,000.00 PERSONAL&ACV INJURY $1,000,000.00 GENERAL AGGREGATE $ 2,000,000.00 GEN'L X AGGREGATE POLICY OTHER: LIMIT APPLIES PRO JECT PER: LOC PRODUCTS - COMP/OPAGG $2,000,000.00 $ AUTOMOBILE _ LIABILITY ANY AUTO OWNED AUTOS ONLY HIRED AUTOS ONLY SCHEDULED AUTOS NON -OWNED AUTOS ONLY COMBINED SINGLE LIMIT (Ea accident) $ BODILY INJURY (Per person) $ BODILY INJURY (Per accident) $ PROPERTY DAMAGE (Per accident) $ $ A X UMBRELLA LIAB EXCESS LIAB X OCCUR CLAIMS -MADE X NXTWCWRHWH-0I-GL 08/09/2025 08/09/2026 EACH OCCURRENCE $ 2,000,000.00 AGGREGATE $ 2,000,000.00 $ DED RETENTION $ WORKERS COMPENSATION AND EMPLOYERS' LIABILITY ANYPROPRIETOR/PARTNER/EXECUTIVE OFFICER/MEMBEREXCLUDED7 (Mandatory in NH) If yes, describe under DESCRIPTION OF OPERATIONS below Y / N N / A PER STATUTE OTH- ER E.L. EACH ACCIDENT $ E.L. DISEASE - EA EMPLOYEE $ E.L. DISEASE - POLICY LIMIT $ A Professional Liability NXTWCWRHWH-01-GL 08/09/2025 08/09/2026 Each Occurrence: Aggregate: $1,000,000.00 $2,000,000.00 DESCRIPTION OF OPERATIONS / LOCATIONS 1 VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached If more space is required) The Certificate Holder is Southeast Overtown/ Park West Community Redevelopment Agency (SEOPW CRA). This Certificate Holder is an Additional Insured on the General Liability policy and Umbrella/Excess Liability policy per the Additional Insured Automatic Status Endorsement. All Certificate Holder privileges apply only if required by written agreement between the Certificate Holder and the insured, and are subject to policy terms and conditions. CERTIFICATE HOLDER CANCELLATION Southeast Overtown/ Park West Community Redevelopment Agency (SEOPW CRA) City of Miami 819NW2ndAve Miami, FL 33136 LIVE CERTIFICATE Click or scan to view SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS. AUTHORIZED REPRESENTATIVE ACORD 25 (2016/03) © 1988-2015 ACORD CORPORATION. All rights reserved. The ACORD name and logo are registered marks of ACORD I1 ANTI -HUMAN TRAFFICKING AFFIDAVIT 1. The undersigned affirms, certifies, attests, and stipulates as follows: a. The entity is a non -governmental entity authorized to transact business in the State of Florida and in good standing with the Florida Department of State, Division of Corporations. b. The nongovernmental entity is either executing, renewing, or extending a contract (including, but not limited to, any amendments, as applicable) with the City of Miami ("City") or one of its agencies, authorities, boards, trusts, or other City entity which constitutes a governmental entity as defined in Section 287.138(1), Florida Statutes (2024). c. The nongovernmental entity is not in violation of Section 787.06, Florida Statutes (2024), titled "Human Trafficking." d. The nongovernmental entity does not use "coercion" for labor or services as defined in Section 787.06, Florida Statutes (2024), attached and incorporated herein as Exhibit Affidavit-1. 2. Under penalties of perjury, I declare the following: a. I have read and understand the foregoing Anti -Human Trafficking Affidavit and that the facts, statements and representations provided in Section 1 are true and correct. b. I am an officer or a representative of the nongovernmental entity authorized to execute this Anti - Human Trafficking Affidavit. Nongovernmental Entity: ) 01 d IrI (15 1\9640 V" n tress Name: r�, (�b jar(lct•- Officer Title: faltr Signature of Officer: Office Address: 1 5-57) De0 616 /4411, Of 3 3 / 3 (a Email Address:A' u 044 4Ul r1)1 hS�7I f j Main Phone Number: � ' 93o`3 5 FEIN No. / / / / '7 C?�yy) STATE OF FLORIDA COUNTY OF MIAMI-DADE The foregoing instrument was sworn to and subscribed before me by means of LzYphysical presence or O online notarization, this t day of 4u 1L , . C' • t_ h& I (b1E/n41 as the authorized officer or representative for the nongovernmental entity.. He/she is p- sonally known tom- or has produced as identification. (NOTARY PUBLIC SEAL) My Commission Expires: 5/a/ao9 (Printed, Ty\ \beiffQpatate tIotary Public) oPen 20Q2a7t�\RY C) Veronica M L n ..� arnar = �� MHH g93s Sion 1�: CHRISTINE KING Board Chair SECTION 5 5.0: RFP RESPONSE FORMS JAMES McQUEEN Executive Director 5.1. RFP INFORMATION FORM RFP No. 25-04: REQUEST FOR PROPOSALS — IINNOVATION CRIME REDUCTION AND INTERVENTION PROGRAMMING SEOPW CRA REDEVELOPMENT BOUNDARIES, MIAMI, FL, 33136 I certify that any and all information contained in this RFP is true. I certify that this RFP is made without prior understanding, agreement, or connections with any corporation, firm or person submitting a response for the same materials, supplies, equipment, or services and is in all respects fair and without collusion or fraud. I agree to abide by all terms and conditions of the RFP and certify that I am authorized to sign for the Proposer's firm. Please print the following and sign your name: Ptiatrdan+ 10i1rwss cr,terms►.-dam. Firms Name 15s Diu fuovt 41 33c, Principal Business Address Telephone -rRail adcrlssri l Title L Authorized Signature FAILURE TO COMPLETE, SIGN, AND RETURN THIS FORM MAY DISQUALIFY YOUR RESPONSE SOUTHEAST OVERTOWN/PARK WEST COMMUNITY REDEVELOPMENT AGENCY 819 NW rd Avenue, 3N Floor I Miami, FL 33136 (305) 679-6800 WWw.seopwcra.com 1 cra@miamigov.com 21 CHRISTINE KING Board Chair SECTION 5 5.0: RFP RESPONSE FORMS JAMES McQUEEN Executive Director 5.1a. ACKNOWLEDGEMENT OF RECEIPT OF ADDENDUMS FORM RFP No. 25-04: REQUEST FOR PROPOSALS - INNOVATION CRIME REDUCTION AND INTERVENTION PROGRAMMING SEOPW CRA REDEVELOPMENT BOUNDARIES, MIAMI, FL, 33136 I acknowledge the receipt and have familiarized myself with all addendums for this RFP and certify that I am authorized to sign for the Proposer's firm. Any and all addendums can be found on the SEOPW CRA website by the Response Submission Date. Please print the following and sign your name: 4trJck LOIN 1 l 11055 .t1 1 v � u Leal . Firm's Name ram`�f 6' 0 J� � <b -Ali (Thms irl 3313c Principal Business Address 505 qr 3a - 35 Telephone Fa o ar l\ of nc,11} ? grrlcL.Loor E-mail addre,p� � (drn 4/1 Nan �11 Title Authorized Signature FAILURE TO COMPLETE, SIGN, AND RETURN THIS FORM MAY DISQUALIFY YOUR RESPONSE SOUTHEAST OVERTOWNJPARK WEST COMMUNITY REDEVELOPMENT AGENCY 819 NW 2i1 Avenue, 3"' Floor f Miami, FL 33136 (305) 679-6800 I www.seopwcra.com i Cra((d?miamigov.com 22 EXHIBIT "B" To Whom It May Concern, It is with great enthusiasm and unwavering confidence that I write this letter of recommendation for Dr. Cheryl Coleman, owner and founder of Abundant Living Health & Wellness Resulting Services, Inc. Dr. Coleman's work in the arena of health equity, access, and organizational capacity -building has been nothing short of transformative. Her leadership and visionary approach have directly advanced the goals of equitable health outcomes and improved community resilience for organizations across diverse backgrounds. Dr. Coleman is distinguished by her deep commitment to health equity —a principle she not only teaches but embodies through her day-to-day work. She brings to the table not only years of experience but also a nuanced understanding of the social determinants of health that impact individuals and communities. Through Abundant Living Health & Wellness Resulting Services, Inc., she has championed the cause that every person deserves fair and just opportunities to achieve their highest level of health. Her training sessions go beyond mere information -sharing; they are immersive experiences that empower organizations to reevaluate internal policies, foster inclusive environments, and deploy resources where they are needed most. Dr. Coleman's ability to tailor training to the unique needs of each organization has resulted in measurable improvement in service delivery ----especially in underserved and marginalized communities. Her curriculum design incorporates the latest research and best practices in health equity. She has trained healthcare professionals, educators, community leaders, and business executives alike, equipping them with practical tools to identify disparities, address gaps in access, and advocatefor systemic change. Dr. Coleman approaches organizational development with a holistic perspective. She understands that achieving health equity requires more than passion; it demands strategic planning, coalition -building, and ongoing evaluation. In recent years, Dr. Coleman has expanded her vision to include crime reduction through enhanced mental health access, counseling, and training. She recognizes that mental health is both a public health and public safety issue, and she has actively worked to bridge the gap between these sectors. Her innovative programs provide evidence -based mental health services, trauma -informed care, and counseling to at -risk populations and those impacted by crime. It is with sincere conviction that I recommend Dr. Cheryl Coleman and Abundant Living Health & Wellness Resulting Services, Inc. for grant funding, particularly for initiatives focused on crime reduction through mental health access, counseling, and organizational training. Her proven track record of successful implementation, her commitment to evidence -based practices, and her unwavering dedication to community wellness make her an ideal recipient for such funding. If you have any questions or require additional information, please do not hesitate to contact me. Thank you for your consideration of this exceptional candidate and her important work. Sincerely.��— DR. DEI3ORAH GEORGE, DDS. FACD, FICD EXECUTIVE VICE PRESIDENT & CHIEF DENTAL OFFICER JESSIE TRICE COMMUNITY HEALTH SYSTEM. INC 5607 NW 27th Ave I Miami Florida 33142 (Oflice:I305)305-805-1700Idgeor^ ajtchs.orel EXHIBIT "B" nnmi National Alliance on Mental Illness August 11, 2025 Dear Grant Committee, Miami -Dade County Re: Letter of Support for Abundant Living Health and Wellness Resulting Services, Inc. The National Alliance on Mental Illness (NAMI) is pleased to express our strong support for Abundant Living Health and Wellness Resulting Services in their efforts to secure funding to address crime reduction in Overtown. Research consistently shows that when communities address mental health crises with timely intervention, skilled de-escalation, and strong connections to care, rates of violence, recidivism, and unnecessary incarceration decline. This initiative represents a critical opportunity to reduce crime by tackling one of its root causes —unmet mental health needs —while strengthening trust between residents and those charged with public safety. NAMI's mission is to build better lives for the millions of Americans affected by mental illness. This project aligns closely with that mission by equipping frontline professionals with practical tools to safely manage high -stress encounters, divert individuals from the criminal justice system, and Zink them with life- saving community resources. Such interventions not only improve individual outcomes but also contribute to safer streets, reduced repeat offenses, and stronger neighborhood cohesion. Funding for this initiative will enable the delivery of proven, evidence -based approaches that support both immediate crisis resolution and Tong -term public safety goals. By fostering strong partnerships between public safety professionals and mental health organizations like NAMI, this effort will help create a sustainable model for reducing crime while improving quality of life for Overtown residents. We are confident that this initiative will have a measurable and lasting impact on crime reduction in Overtown. NAMI looks forward to collaborating as a resource and partner to help ensure its success. Should you require additional information, please contact me at (786) 425-7111 or Susan.Holtzman@namimiami.org. Susan O. Holtzman President & CEO 3150 SW 38th Ave. • Suite 500 • Miami, FL 33146 • 305-665-2540 . NAMIMiarni.org EXHIBIT "B" 11111))))))).1 TRANSITION Changing hirer Oii /.'b nt tl 'Pint., August 8, 2025 Mark Stallworth SEOPW CRA 819 N.W 2nd .Avenue Miami, Florida 33136 RE: Letter of Support for Abundant Living Health & Wellness Services Greetings, I am writing this letter to express our support for the grant application submitted by Abundant Living Health & Wellness Services for RFP Number 25-04, Innovation Crime Reduction and Intervention Programming. On behalf of Transition, a nonprofit organization dedicated to lifting individuals out of the cycle of crime and poverty, I have witnessed firsthand the amazing services and support received by participants from Abundant Living Health & Wellness Services. We're truly thankful for their services and are thrilled to call them "Community Partners." Abundant Living Health & Wellness Services provides mental health services to Overtown residents. These services are greatly needed by members of our community who have experienced some form of trauma. Almost all of us have experienced major loss or an event or series of events that have caused significant emotional distress, psychological harm, and/or disruption to our lives. For our participants, being away from your family and friends during their stay in jail or prison is a traumatic event. We are grateful to have Dr. Cheryl Coleman as Community Partner because she cares about the community she serves. I can't tell you the number of times I have seen Dr. Coleman go beyond the call of duty to provide services. Without solid mental well-being, it's almost impossible for us to help participants become employed or get job training. Dr. Coleman makes herself available to participants at all times of day, including zoom calls when necessary. She is valuable part of the Overtown community. RFP 25-04 is thc perfect fit for thc work of Abundant Living Iealth & Wellness Services. This grant will support their mission to continue offering support to Overtown's marginalized residents free mental health services. Transition wholeheartedly supports Abundant Living Ilealth & Wellness grant application. Kind regards, teph -Gilmore Transition EXHIBIT "B" COMMUNITY MENTAL HEALTH CENTER. INC. 1469 NW 36th Street, Miami, Florida 33142 Phone: 305.635.0366 FAX: 305-634-2755 Letter of Recommendation for Dr. Cheryl Coleman To Whom It May Concern, It is with great enthusiasm and confidence that I write this letter of recommendation on behalf of Dr. Coleman, the esteemed founder of Abundant Living Health & Wellness Resulting Services, Inc. Dr. Coleman has been a visionary in the field of holistic healthcare, steadfastly dedicated to supporting individuals on their journey toward mental, emotional, and physical well-being. Over the course of Dr. Coleman's collaboration with New Horizons Clinic Mental Health Systems, I have witnessed an exemplary commitment to enhancing the quality and accessibility of mental health services within our community. This partnership has yielded significant results, particularly in the areas of psychiatric referrals, thorough diagnosis, and effective medication management for individuals experiencing mental health challenges. Dr. Coleman's approach is rooted in a philosophy that values the whole person. Through careful coordination with the team at New Horizons Clinic, clients under Dr. Coleman's care benefit from streamlined psychiatric referrals and comprehensive diagnostic assessments. Dr. Coleman ensures that each client's unique needs are addressed with compassion, clinical expertise, and unwavering integrity. The collaboration has led to a robust system of medication management that prioritizes safety and long-term wellness. Under Dr. Coleman's guidance, clients receive not only medical oversight but also education and support designed to empower them in their recovery. This integrated model has proven invaluable for those striving to live independent, meaningful, and safe lives despite the challenges of mental illness. Moreover, Dr. Coleman's leadership has fostered a culture of mutual respect, innovation, and continuous improvement within both organi7Ations. The ultimate goal —to assist individuals with mental illness in achieving holistic, safe living —remains the driving force behind every initiative and service offered through this partnership. It is without reservation that I recommend Dr. Coleman for any opportunity or collaboration focused on advancing mental health care. Dr. Coleman's dedication, expertise, and compassionate leadership continue to inspire all who work alongside her and her team. I am confident that Dr. Coleman's contributions will have a lasting, positive impact on the lives of countless individuals and the broader community. Should you require further information, please do not hesitate to contact me. Sincerely, KrAnA' Nusrat Karim Chief Clinical Officer Phone: 786-433-8490 Email: nkarim<jnhcmhc.org EXHIBIT "B" SUITED FOR SUCCESS DRESS FOR SUCCESS MIAMI Sonia Jacobson 1600 NW 3rd Ave Suite 111 Miami, FL 33136 305-444-1944 Sj@suitedforsuccess.org Request for Proposals Innovation Crime Reduction and Intervention Programming SEOPW CRA Redevelopment Boundaries, Miami, FL, 33136 RFP NO. 25-04 65-0508106 EXHIBIT "B" SUITED FOR SUCCESS 0 DRESS FOR SUCCESS° MIAMI Table of Contents Executive Summary Page 3 Proposer's Experience- Past Performance Page 4 Program Design and Innovation Page 6 Objectives and Outcomes Page 7 Unique or Scalable Components .Page 8 Organizational Experience and Capacity Page 8 Background and Relevant Experience Page 9 Key Team Members Page 10 Community Engagement Strategy Page 11 Stakeholder Involvement ..Page 12 Trust -building Efforts Page 14 Crime Reduction Impact Page 15 Metrics for Success Page 16 Evidence Based Strategies .Page 17 Sustainability and Evaluation ..Page 18 Long-term Funding Strategy Page 19 Data Collection and Analysis Page 20 Budget and Cost Effectiveness ..Page 21 Reasonable and Itemized Budget .Page 22 Cost -benefit Alignment ..Page 23 Conclusion ..Page 24 References Page 25 Affidavits Page 30 Appendices ..Page 34 2 1600 NW 3rd Ave, Suite 111, Miami, FL 33136 305-444-1944 www.suitedforsuccess.org EXHIBIT "B" SUITED FOR SUCCESS DRESS FOR SUCCESS® MIAMI Executive Summary Organization Name: Suited for Success Inc. Business Phone: 305-444-1944 Contact Person: Sonia Jacobson Suited for Success is a nonprofit that has been helping people prepare for the workforce and achieve self-sufficiency for over 31 years. We provide job readiness training, personalized 1-on- 1 career coaching and professional attire that gives our participants the skills, confidence, and support they need to succeed. By improving economic stability and building community connections, our work directly supports safer neighborhoods and stronger relationships between residents and law enforcement. We plan to offer, in addition to our current programming, monthly job readiness workshops and community engagement events at our facility, with active participation from City of Miami Police officers to foster trust, share resources, and connect residents to opportunities that reduce the risk of crime. Our approach combines proven workforce development strategies with community -driven solutions, ensuring the program remains both effective and scalable. Qualifications and Experience: • Over 31 years of proven success delivering workforce readiness and community programs in diverse neighborhoods. • Established partnerships with local government agencies, community organizations, schools, and businesses. • Demonstrated ability to implement, and expand programs that achieve measurable results in employment, community trust, and quality of life. • Skilled team with expertise in workforce training, community engagement and image consulting. • Program evaluation systems to track participant progress to ensure continuous improvement. • Strong administrative and grant management processes that ensure compliance with funding requirements. With our expertise, partnerships, and commitment, Suited for Success will continue to deliver programming that reduces crime, strengthens community trust, and improves quality of life. Submitted by: Signature: Date: Zoaf 1600 NW 3' Ave, Suite 111, Miami, FL 33136 305-444-1944 www.suitedforsuccess.org 3 EXHIBIT "B" SUITED FOR SUCCESS DRESS FOR SUCCESS' MIAMI Proposer's Experience — Past Performance a) Organizational History and Structure Suited for Success is a nonprofit organization established in 1994, dedicated to providing workforce readiness programs, career coaching, and professional attire to individuals seeking employment. For over 31 years, we have helped residents overcome employment barriers, build confidence, and achieve long term self-sufficiency. We operate with a dedicated team of professional staff and trained volunteers, supported by an engaged Board of Directors. Our services are available to clients throughout Miami -Dade County, with a focus on underserved communities. We partner with numerous social service agencies and community organizations, some through formal Memorandums of Understanding (MOUs) and others through longstanding working relationships, to ensure that clients have seamless access to our programs and resources. Our primary geographic market is Miami -Dade County, Florida, where we have developed strong, trusted relationships with community stakeholders, local government agencies, and nonprofit partners. b) Comparable Contracts within the Past Five Years Client: SEOPW CRA Description of Work: Provided employment skills training, one-on-one career coaching, and professional attire to residents of the SEOPW Empowerment Zone. Services included resume development, interview preparation, workplace readiness, and access to professional clothing for job interviews and new employment. Total Dollar Value of the Contract: $171,000 Contract Term: October 1 — September 30 (on yearly basis) Client Contact Person & Phone Number: Mark Stallworth, 305-679-6800 Prime or Subcontractor: Prime Contractor Responsibilities: Suited for Success was responsible for delivering workforce readiness programming, conducting one-on-one career coaching sessions, and providing professional attire to clients. We maintained ongoing communication with the CRA, ensured accurate reporting and upheld all contractual requirements. Results: Each year, we met or exceeded the number of Empowerment Zone clients targeted for service, consistently delivering programming that produced measurable improvements in employment readiness, interview success rates and job placements. 1600 NW 3rd Ave, Suite 111, Miami, FL 33136 305-444-1944 www.suitedforsuccess.org EXHIBIT "B" SUITED FOR SUCCESS DRESS FOR SUCCESS® MIAMI c) Additional Qualifications and Experience In addition to our work with the SEOPW CRA, Suited for Success provides services to clients referred from social service agencies and organizations throughout Miami -Dade County. These include partnerships with workforce development agencies, community -based organizations, and educational institutions. Many of these partnerships are supported by formal MOUs, while others are maintained through ongoing, undocumented collaborations. This vast network allows us to maximize resources, reach more residents and ensure our programs are integrated into the community support system. Our track record demonstrates our ability to manage grants effectively, deliver measurable outcomes and adapt our programming to meet evolving community needs. d) Prior or Pending Litigation Suited for Success has no prior or pending litigation, either civil or criminal, involving any governmental agency or which may affect the performance of services to be rendered under this contract. 1600 NW 3rd Ave, Suite 111, Miami, FL 33136 305-444-1944 www.suitedforsuccess.org 5 EXHIBIT "B" SUITED FOR SUCCESS DRESS FOR SUCCESS® MIAMI Program Design and Innovation Suited for Success will continue to integrate targeted crime reduction and intervention strategies that are aligned with the Southeast Overtown/Park West (SEOPW) Community Redevelopment Agency's Master Plan goals. For over three decades, our organization has advanced economic development by preparing underserved men, women, and youth for employment through job readiness training, personalized 1-on-1 career coaching and professional attire. This integration has deepened our impact by addressing barriers that contribute to poverty, recidivism, and neighborhood instability, key issues identified within SEOPW's objectives to reduce crime and improve quality of life through human capital investment. In support of the SEOPW CRA's focus on crime prevention, workforce development, and education, we have incorporated expanding partnerships with local law enforcement and reentry organizations to reduce criminal behavior and strengthen public safety for justice -involved and high -risk individuals. These services have been merged with our existing workforce readiness framework to ensure a seamless continuum of support for clients at every stage of their reentry or recovery journey. A virtual workshop component will enhance our capacity to serve individuals living in transitional housing, or facing transportation/ childcare barriers, supporting the SEOPW CRA's goal of equitable access to opportunity. This program continues to align with SEOPW CRA's goals to foster public -private partnerships, stimulate local employment, and enhance neighborhood stability through investment in people. By empowering residents with career tools, professional image development, and individualized coaching, we will increase employability, reduce reliance on public systems, and contribute to a safer, more economically vibrant community. 6 1600 NW 3rd Ave, Suite 111, Miami, FL 33136 305-444-1944 www.suitedforsuccess.org EXHIBIT "B" SUITED FOR SUCCESS 1. Objectives and Outcomes DRESS FOR SUCCESS® MIAMI Suited for Success is a nonprofit that helps people in Miami -Dade County prepare for work, build confidence, and create better futures. We focus on helping low to moderate income residents, especially those with justice system involvement, gain job readiness training, personalized 1-on-1 career coaching and professional attire. We work closely with law enforcement and reentry organizations to help prevent crime and recidivism. Our programs get real results: within 90 days, half of our participants find jobs, start training, or secure internships, and nearly all report feeling more confident and motivated. By building strong partnerships and reaching high -need neighborhoods, we're helping make communities safer and stronger. Key Objectives • Advance economic opportunity by increasing job readiness and workforce participation among low to moderate income individuals. • Reduce crime and justice system involvement through early intervention and restorative justice informed support. • Build strong partnerships with local law enforcement, juvenile diversion programs, and reentry organizations. • Improve quality of life in underserved neighborhoods through holistic support services, including career coaching, professional attire, and outreach. • Expand access to essential resources for justice -involved individuals through virtual platforms. • Contribute to long-term community revitalization by increasing employability, building confidence, and breaking cycles of poverty. Expected Outcomes • 50% of participants will gain employment, enroll in workforce training, or secure internships within 90 days of completing the program. • 96% of participants will report increased self-confidence, improved communication skills, and motivation for long-term success. • Establish at least 10 new cross -sector referral partnerships in the areas of criminal justice, housing, and employment services. • Strengthen engagement in high -priority redevelopment zones through targeted virtual outreach initiatives. 7 1600 NW 3' Ave, Suite 111, Miami, FL 33136 305-444-1944 www.suitedforsuccess.org EXHIBIT "B" SLwr! FOR SUCCESS DRESS FOR$UCCESS® MIAMI 2. Unique or Scalable Components Suited for Success helps people in Miami -Dade County prepare for jobs, build confidence, and improve their lives. We provide career coaching, job readiness training, professional clothing, and connections to local employers and support services. By partnering with law enforcement, diversion programs, and reentry organizations, we work to prevent crime, expand opportunities, and strengthen communities. • Integrated Support Model — Embeds crime prevention and reentry services into a well - established employment preparation framework. • Virtual Coaching & Styling Platform — Offers flexible access to workshops, resume support, and appearance coaching for clients with limited mobility or supervision restrictions. • Replicable Community Model — Structured to scale across neighborhoods and jurisdictions, supporting broader efforts in crime prevention, workforce development, and economic inclusion. 2. B: Organizational Experience and Capacity Suited for Success is a nonprofit organization that has been helping people prepare for the workforce and achieve personal and professional success for over 31 years. We provide job - readiness training, personalized 1-on-1 career coaching and professional attire, resources that help remove barriers to employment and open doors to opportunity. Our work directly supports the SEOPW CRA's goals to reduce crime, improve trust between residents and law enforcement, and make neighborhoods safer and stronger. We believe that giving people the tools, skills, and support they need is one of the most effective ways to prevent crime and improve quality of life. What we bring to the table: • Strong Partnerships: We work closely with local government, community groups, businesses, and schools to share resources and make a bigger impact. • Proven Results: We track our progress using current data analysis and feedback to ensure our strategies deliver measurable and consistent outcomes. • Capacity to Deliver: We have experienced staff and strong grant management practices to make sure we meet goals and follow all funding requirements. By offering job -readiness training, personalized 1-on-1 career coaching and professional attire we help address the root causes of crime, like unemployment and lack of opportunity, while building positive connections between residents and law enforcement. Our programs are designed to create lasting change and safer, stronger communities. 8 1600 NW 3rd Ave, Suite 111, Miami, FL 33136 305-444-1944 www.suitedforsuccess.org EXHIBIT "B" sumo FOR SUCCESS DRESS FOR SUCCESS® MIAMI 3. Background and Relevant Experience Suited for Success has more than 30 years of experience empowering economically disadvantaged individuals with the professional tools and confidence needed to enter or re-enter the workforce. As one of the longest standing nonprofits in South Florida focused on workforce readiness through professional attire and career coaching, we have built a trusted reputation among community partners, employers, and social service agencies. Our organization has consistently served clients facing multiple barriers to employment, including housing instability, limited formal education, justice system involvement, and single parenthood. We operate from a client -centered model that integrates image consulting, and coaching to promote long-term economic self-sufficiency. Our success is reflected in strong retention among past clients and the continued demand for our services from social service agencies, diversion programs, shelters, schools, and workforce agencies. We have effectively partnered with over 100 referral and placement agencies across Miami -Dade County including, but not limited to, the Juvenile Services Department, CareerSource South Florida, Transition, Mission United/ United Way, Chapman, Camillus House, Lotus House and Miami -Dade Public Schools. These long-standing collaborations have positioned us as a responsive and reliable service provider capable of adapting to evolving community needs. 9 1600 NW 3rd Ave, Suite 111, Miami, FL 33136 305-444-1944 www.suitedforsuccess.org EXHIBIT "B" SUITED FOR SUCCESS DRESS FOR SUCCESS`' MIAMI 4. Key Team Members Suited for Success is led by a multidisciplinary team with deep expertise in workforce development, community engagement, and justice -informed programming Key personnel include: • Sonia Jacobson- Founder/ Program Director and Lead Facilitator Sonia Jacobson serves as the Program Director and Lead Facilitator at Suited for Success. With over 40 years of experience, she oversees the day-to-day program delivery, leads client workshops, and provides direct career coaching. Sonia is deeply involved in guiding the program's evolution to meet the needs of justice -involved and underserved individuals, ensuring a compassionate, client centered approach. • Ketsia Marcellus —Senior Program Manager Ketsia Marcellus serves as the Senior Program Manager at Suited for Success, overseeing program development, implementation, and community partnerships. She leads the integration of workforce readiness, reentry support, and various outreach services, ensuring programs are aligned with organizational goals. Ketsia brings extensive experience in nonprofit leadership and is key to scaling and innovating service delivery across underserved communities. • Lylliette Noguera — Program and Volunteer Coordinator Lylliette Noguera serves as the Program and Volunteer Coordinator at Suited for Success, overseeing the coordination and execution of daily program operations. She manages client intake, scheduling, and workshop logistics, ensuring participants receive timely and high quality services. Lylliette supports both in -person and virtual programming, maintains strong relationships with referral partners. The staff at Suited for Success is supported by a network of dedicated volunteers, including image consultants, human resource professionals, and former clients. The team's combined skills, cultural competency, and lived experience allow us to deliver high -impact, personalized support that aligns with community revitalization and public safety goals. 10 1600 NW 3rd Ave, Suite 111, Miami, FL 33136 305-444-1944 www.suitedforsuccess.org EXHIBIT "B" SUITED FOR SUCCESS DRESS FOR SUCCESS® MIAMI 4. C: Community Engagement Strategy Suited for Success is an organization designed to empower individuals with the skills, attire, and confidence needed to secure and maintain employment. This strategy outlines an inclusive and participatory approach to community engagement that aligns with the Florida Statute 163.370, Crime reduction objectives and the 2018 SEOPW CRA Redevelopment Plan Update. Strategic Pillars: A. Outreach & Engagement • Community Listening Sessions: Host quarterly forums for residents of the community to gather input, build trust, and increase visibility of our program. B. Crime Reduction through Empowerment • Reentry & At -Risk Youth Initiatives: Partner with local reentry programs to provide employment skills training and professional attire. C. Strategic Partnerships • Law Enforcement and Community Policing: o Co -host events with local police that focus on restorative justice and safety planning. o Volunteer services at our location on a monthly basis. • Faith -Based & Cultural Organizations: o Integrate programming with churches, mosques, and cultural institutions to broaden reach. • Schools and Colleges: o Provide workshops and internships through Booker T. Washington High School, Miami Dade College, and other institutions. 11 1600 NW 3rd Ave, Suite 111, Miami, FL 33136 305-444-1944 www.suitedforsuccess.org EXHIBIT "B" iTED FOR SUCCESS DRESS FOR SUCCESS® MIAMI 5. Stakeholder Involvement Plan This plan outlines the strategy for involving key stakeholders with Suited for Success. A. SEOPW CRA Board and Staff • Role: Oversight, strategic alignment, funding coordination, performance monitoring. • Engagement: Participate in quarterly program reviews, provide policy guidance, and ensure alignment with the 2018 CRA Plan. B. Local Residents • Role: Primary beneficiaries, program designers through feedback. • Engagement: o Resident focus groups. o Surveys and feedback collection at program events. C. Local Law Enforcement (e.g., City of Miami Police Department) • Role: Community safety partners, program co -hosts, reentry support. • Engagement: o Joint public safety events and workshops. o Volunteer services at our location on a monthly basis. D. Nonprofit & Faith -Based Organizations • Examples: Overtown Youth Center, Lotus House, local churches/mosques. • Role: Referral partners, host sites, wraparound service providers. • Engagement: o MOUs for client referrals and space -sharing. o Collaborative community events and resource fairs. E. Local Employers & Business Associations • Role: Second -chance employers, sponsors, mentors, internship providers. • Engagement: o Employer roundtables to shape job readiness curriculum. o Job fairs and internship programs. 1600 NW 3`d Ave, Suite 111, Miami, FL 33136 305-444-1944 www.suitedforsuccess.org EXHIBIT "B" SUITED FOR SUCCESS ep DRESS FOR SUCCESS® MIAMI F. Educational Institutions • Examples: Miami Dade College, Booker T. Washington High School. • Role: Curriculum co -developers, certification partners • Engagement: o Host workshops at their various locations. o Student volunteers and interns supporting community outreach. G. Justice & Reentry Organizations • Examples: Transition Inc., Re -Entry One • Role: Connecting with returning citizens. • Engagement: o Joint planning for various resources geared toward justice -impacted residents. 1600 NW 3rd Ave, Suite 111, Miami, FL 33136 305-444-1944 www.suitedforsuccess.org EXHIBIT "B" SUITED FOR SUCCESS 0 DRESS FOR SUCCESS® MIAMI 6. Trust -Building Efforts This outlines the intentional strategies to build and sustain trust among community residents, stakeholders and institutions through the Suited for Success program. Core Trust -Building Components A. Transparent Communication • Quarterly Newsletters: Provide updates, community spotlights, and upcoming events. B. Resident Empowerment • Program Design Workshops: Include residents, youth, and returning citizens in helping update our curriculum. C. Consistent Presence & Relationship Building • Trusted Locations: Hold workshops/ trainings at locations that are already trusted by residents. D. Collaborative Crime Reduction Initiatives • Community -Police Partnerships: o Co -host "Coffee with a Cop" for open conversations about justice, safety, and employment. o Law enforcement will offer volunteer services at our location on a monthly basis. 14 1600 NW 3rd Ave, Suite 111, Miami, FL 33136 305-444-1944 www.suitedforsuccess.org EXHIBIT "B" SUITED FOR SUCCESS 0 DRESS FOR SUCCESS® MIAMI 6. D: Crime Reduction Impact The Suited for Success program leverages workforce development, reentry support, and community empowerment to address the root causes of crime. This plan details how the program will reduce criminal activity, improve community safety, and foster long-term social stability. Crime Reduction Objectives • Reduce recidivism and justice involvement among young adults and returning citizens. • Provide alternatives to criminal activity through employment and life skills. • Increase trust and collaboration between residents and law enforcement. Program Components Aligned with Crime Reduction A. Workforce Readiness & Employment • Employment Skills Trainings: Partner with local colleges and high schools. • Second Chance Hiring Network: Job fairs committed to hiring program participants. B. Legal & Reentry Support • Partner Organizations: Provide our services and continue supporting organizations that assist with legal and reentry initiatives. D. Community -Law Enforcement Partnerships • Know Your Rights & Safety Seminars: Co -hosted by police and civil rights advocates. 4. Monitoring • Monthly Crime Reports: Tracked in partnership with Miami Police Department. • Participant Tracking: Employment statuses. 5. Long -Term Impact Vision By embedding employment, and restoration into the SEOPW CRA's redevelopment framework, Suited for Success aims to: • Break cycles of generational poverty and incarceration. • Improve community -police relations. • Help position the SEOPW CRA as a model for inclusive and safety -first redevelopment. 15 1600 NW 3rd Ave, Suite 111, Miami, FL 33136 305-444-1944 www.suitedforsuccess.org EXHIBIT "B" SUITED FOR SUCCESS 0 DRESS FOR SUCCESS® MIAMI 7. Metrics for Success This metrics framework provides actionable indicators to measure the success of Suited for Success. Program Participation and Engagement: Metrics Participants using our services from SEOPW Zone Community events Workforce & Economic Outcomes: Target 300 per year 4 per year Metrics Job placement rate within 6 months Crime Reduction & Public Safety Outcomes: Target 50% Metrics Number of diverted individuals Community -police engagement events held Community Trust & Satisfaction Target 25 per year 6 per year Metrics Resident satisfaction with program (via surveys) Active Partnership Involvement: Target 96% + Metrics Active partnership involvement (nonprofits, law enforcement, etc.) Monitoring Practices: Target 20+ Metrics Target Quarterly reporting 100% compliance 16 1600 NW 3rd Ave, Suite 111, Miami, FL 33136 305-444-1944 www.suitedforsuccess.org EXHIBIT "B" SUITED FOR SUCCESS DRESS FOR SUCCESS® MIAMI 8. Evidence -based Strategies These strategies demonstrate how Suited for Success uses proven, evidence -based methods to reduce crime, strengthen communities, and build economic opportunity within the SEOPW. Transitional Employment & Reentry Support Strategy: Transitional Jobs Paired with Wraparound Services Suited for Success participants, especially returning citizens, receive job coaching and life -skills support. Evidence Base: Programs like Transition Inc. and Re -Entry One demonstrate reduced recidivism and increased job placement. Youth Diversion and Workforce Preparation Strategy: Employment First with Youth Mentorship Suited for Success will engage in job readiness workshops for youth aged 16-24 designed to divert them from the justice system. • Evidence Base: Programs like OCYC, Girl Power and OYC reduce arrests and improve educational outcomes. Community Policing Engagement Strategy: Police -Resident Trust -Building Law enforcement will provide volunteer services at our location for our participants. • Evidence Base: Volunteer services provided by law enforcement will help reduce recidivism and continue to build public trust. Holistic Support Services Strategy: Barrier Reduction through Wraparound Services Suited for Success's participants will have access to various resources, all coordinated through local partnerships. • Evidence Base: United Way Miami's "UpSkill Miami" program shows success when workforce programs include supportive services. 17 1600 NW 3rd Ave, Suite 111, Miami, FL 33136 305-444-1944 www.suitedforsuccess.org EXHIBIT "B" SibTW FOR SUCCESS DRESS FOR SUCCESS' MIAMI 8. E. Sustainability and Evaluation To ensure long-term success and measurable impact of the program, Suited for Success will implement a sustainability and evaluation strategy. This approach will support ongoing service deliveries, continuous improvements, and be in alignment with the SEOPW CRA Master Plan. • Public Funding: Secure multi -year contracts or recurring grants from the SEOPW CRA, Miami -Dade County, and state/federal sources tied to workforce development, reentry, and crime prevention. • Private Foundations: Continue cultivating relationships with foundations focused on social equity, economic empowerment, and recidivism reduction. • Corporate Sponsorships/ Partnerships: Partner with businesses/ corporations for financial support, in -kind donations and volunteer services. • Individual Giving Campaigns: Create an annual donor program with named giving tiers, storytelling campaigns, and events. • Endowment Building: Establish or grow an endowment fund to support core operations over time. Evaluation • Process Metrics: o Number of individuals served by category (justice -involved, youth, unemployed) o Workshop attendance and completion rates o Referrals made and services accessed (housing, legal aid, etc.) o Pre- and post -service surveys to measure the participant's progress and satisfaction o Publish an annual impact report with outcomes and client success stories o Share evaluation results with the CRA and other fenders to support ongoing investment • Outcome Metrics: o Job placement and retention at 3, 6, and 12 months o Increase in participant income and self -reported stability o Community -level improvements (e.g., neighborhood crime stats via police data) 18 1600 NW 3'd Ave, Suite 111, Miami, FL 33136 305-444-1944 www.suitedforsuccess.org EXHIBIT "B" W D FOR SUCCESS DRESS FOR SUCCESS® MIAMI 9. Long-term Funding Strategies The long-term funding strategy for Suited for Success proposes the expansion of several key elements aligned with our goals and the SEOPW Community Redevelopment Agency's (CRA) Master Plan: 1. Grant Funding: Seek grants from local, state, and federal sources focused on workforce development, crime prevention, and community revitalization. 2. Corporate Partnerships: Forge partnerships with local businesses and corporations interested in workforce development, diverse initiatives, and community impact. Offer opportunities for sponsorship of specific programs. 3. Individual Donors: Continue cultivating the relationship with individual donors who are passionate about social justice, economic development, and community empowerment. 4. Foundation Support: Approach private and family foundations that fund initiatives related to education, job training, and reducing poverty. Emphasize the approach of integrating crime reduction strategies into our workforce development programs. 5. Public Funding: Explore opportunities for government funding at the city, county, and state levels, especially those earmarked for community redevelopment, public safety enhancements, and education. 6. Endowment Building: Establish an endowment fund to provide sustainable, long-term funding for the ongoing operations of the program. 7. Community Engagement: Involve the local community in fundraising efforts through various events that build awareness and support for the organization's mission. By diversifying funding sources and aligning them strategically with the goals of the SEOPW CRA's Master Plan, Suited for Success can ensure the sustainability and scalability of our programs while making a significant impact on reducing poverty, crime, and improving community stability in Miami -Dade County. 19 1600 NW 3rd Ave, Suite 111, Miami, FL 33136 305-444-1944 www.suitedforsuccess.org EXHIBIT "B" SUITED FOR SUCCESS iDRESS FOR SUCCESS® MIAMI 10. Data Collection and Analysis The data collection and analysis model that Suited for Success would use is as follows: Participant Intake: • Collect demographic data (age, gender, race/ethnicity, zip code) • Capture justice involvement status (e.g., reentry, diversion program participant) • Record educational attainment, housing status and annual household income Program Participation Tracking • Attendance in job readiness workshops, virtual or in -person • Use of professional attire services (interview suitings, employment suitings) • Number and types of coaching sessions (resume assistance and interview prep) • Referrals to partner organizations (e.g., mental health, legal aid, reentry services) Quantitative Analysis • Use CRM or case management software (e.g., Salesforce, Neon) to collect participant data • Analyze correlations between participation in our program and employment rates Qualitative Analysis • Conduct structured participant interviews and surveys • Use participant testimonials to capture personal stories of transformation • Conduct quarterly reviews of participant data with program staff and partners • Share insights with fenders to build transparency and credibility 1600 NW 3rd Ave, Suite 111, Miami, FL 33136 305-444-1944 www.suitedforsuccess.org EXHIBIT "B" SUITED FOR SUCCESS DRESS FOR SVCCEZZ® CEZZ® MIAMI 10. F. Budget and Cost Effectiveness Suited for Success is committed to delivering high -impact, cost-effective services that maximizes community benefit. The program will continue to leverage the existing infrastructure and community partnerships to minimize overhead, while strategically investing in areas that directly support workforce development, crime prevention, and economic stability in the SEOPW area. Budget Categories The categories for our budget would include but are not limited to: • Program Personnel • Program Delivery Materials (handbooks, office supplies, etc.) • Technological Support Services (CRM platforms) • Monitoring and Evaluation Support Services (data collection/ analytics) • Communications and Outreach (marketing) • Administrative Overhead (insurance, audit, etc.) Cost Effectiveness Strategy • High Return on Investment (ROI): The cost per participant is projected to remain under $1,500, with outcomes including job placement, recidivism reduction, and decreased reliance on public assistance. • Leverage of In -Kind Support: Suited for Success will continue leveraging donations, volunteers and community partners to minimize costs. • Public Benefit: Outcomes such as reduced crime and increased employment yield long- term savings for public systems. 21 1600 NW 3rd Ave, Suite 111, Miami, FL 33136 305-444-1944 www.suitedforsuccess.org EXHIBIT "B" SUITED FOR SUCCESS DRESS FOR SUCCESS® MIAMI 11. Reasonable and Itemized Budget Main Category Subcategory Description Amount Program Personnel Program Director & Lead Facilitator Leads program design and facilitation, embedding crime prevention and community policing strategies into job readiness training. Supports trust -building with law enforcement and service integration with reentry agencies. $58,000 Senior Program Manager Oversees operations and coordinates public - private partnerships, including law enforcement, employers, and community groups, ensuring measurable and scalable crime reduction outcomes. $55 000 ' Program & Volunteer Coordinator Manages volunteer engagement and participant logistics, ensuring smooth program flow and effective integration of community -driven safety initiatives. $47,000 Program Delivery Materials Office Supplies Provides training resources, workbooks, and professional materials to support participants' job readiness, reducing unemployment -related crime. $2,500 Technological Support Services Tech Support Keeps virtual services available for residents in transitional housing and other high -need situations, ensuring equal access for everyone. $2,500 Monitoring & Evaluation Support Data Collection/ Analytics Support Services Tracks employment outcomes and participant engagement. Produces data required for CRA performance measures and replicable model development. $5,000 Communications & Outreach Marketing Implements outreach to justice -involved individuals, at -risk youth, and community partners. Builds public awareness, supports public -private collaboration, and helps keep residents engaged. $20,000 Administrative Overhead Audit Ensures fiscal accountability and compliance with public funding requirements. $5,000 Insurance Protects the organization's assets, board, directors, staff, and participants, ensuring the program can run safely and consistently. $5,000 Total Budget Request $200,000 22 1600 NW 3rd Ave, Suite 111, Miami, FL 33136 305-444-1944 www.suitedforsuccess.org EXHIBIT "B" SUITED FOR SUCCESS DRESS FOR SUCCESS° MIAMI 12. Cost -benefit Alignment Budget Category Alignment with Program Goals Program Personnel The investment in core staffing is the foundation for implementing a crime reduction strategy that is community -driven, evidence -based, and replicable. The Program Director, Senior Program Manager, and Program & Volunteer Coordinator deliver integrated workforce readiness and crime intervention services in partnership with law enforcement and reentry agencies. These positions provide hands-on coaching, job readiness training, and professional attire to high -risk and justice -involved individuals, fostering trust between residents and law enforcement while addressing root causes of crime such as unemployment and economic Program Delivery Materials This investment provides essential supplies for job readiness training and career development sessions, ensuring participants receive tangible tools (handbooks, resumes) that enhance employment prospects. Materials Technological Support Services This investment maintains virtual workshop capabilities to reach individuals in transitional housing, or those with transportation/childcare challenges. This directly supports SEOPW' s goal of equitable access to opportunity by extending workforce services to otherwise underserved Monitoring & Evaluation Support Services This investment helps fund data tracking of employment outcomes, client statistics, and participant progress, ensuring accountability to SEOPW objectives. Evidence -based reporting strengthens our ability to demonstrate Communications & Outreach This investment supports targeted outreach to justice -involved individuals, high -crime neighborhoods, and potential employer partners. Strengthens public -private partnerships, a key SEOPW goal, and ensures maximum participation from residents who can most benefit from crime prevention and workforce programs. Administrative Overhead This investment covers essential compliance and risk management costs: independent audit for fiscal accountability, and liability/property insurance to safeguard program assets and ensure uninterrupted service delivery. These costs protect both organizational stability and community investment. 23 1600 NW 3rd Ave, Suite 111, Miami, FL 33136 305-444-1944 www.suitedforsuccess.org EXHIBIT "B" D T D FOR SUCCESS 11011 DRESS FOR SUCCESS® MIAMI Conclusion Suited for Success is a proven, community -based program that directly supports the SEOPW CRA's mission to implement innovative, substantive, and pragmatic public safety strategies in alignment with Florida Statute 163.370. For over three decades, we have advanced economic development and neighborhood stability by preparing underserved men, women, and youth for employment through professional attire, job readiness training, and personalized career coaching, addressing one of the most significant root causes of crime: economic instability. Our program integrates community policing innovations by collaborating with local law enforcement, reentry organizations and employer partners to provide targeted workforce services for justice -involved and high -risk individuals. This approach not only increases employability but also strengthens trust between residents and law enforcement. Suited for Success is data -driven organization, with a monitoring and evaluation system that tracks employment outcomes and participant engagement. Our various delivery models ensure equitable access for residents in transitional housing, or facing transportation/ childcare barriers, extending workforce training services to those most impacted by crime and unemployment. The $200,000 investment will assist in the funding of: • Personnel — Experienced staff delivering high -impact workforce readiness and crime prevention services. • Program Infrastructure — Materials, technology, and outreach to ensure accessible, high - quality programming. • Accountability & Sustainability — Compliance, audit, and insurance to safeguard public investment and ensure operational continuity. The budgeted dollars are tied to a measurable public safety outcome: fewer crimes, stronger police -community relations, more residents employed, and greater neighborhood stability. By supporting Suited for Success, the SEOPW CRA will help deliver a replicable, results -driven model that transforms economic opportunity into sustained crime reduction and a safer, more vibrant community. 24 1600 NW 3rd Ave, Suite 111, Miami, FL 33136 305-444-1944 www.suitedforsuccess.org EXHIBIT "B" SUITED FOR SUCCESS 0 DRESS FOR SUCCESS® MIAMI References 25 1600 NW 3rd Ave, Suite 111, Miami, FL 33136 305-444-1944 www.suitedforsuccess.org EXHIBIT "B" Daniella Levine Cava, Mayor Suited for Success Miami 1600 NW 3`d Ave Suite 111 Miami, FL 33136 July 28, 2025 Community Action& Human Services Family and Community Services Division Culmer Community Resource Center 1600 NW 3rd Ave Miami, FL 33136 T 305.438.4161 www.miamidade.gov To Whom It May Concern, I am writing this letter to express my unwavering support for Suited for Success of Miami and the invaluable role their employment skills training programs play in reducing crime and empowering residents of Overtown and the surrounding communities. As the Team Manager of the Miami -Dade Community Action and Human Services Department (CAHSD) at the Culmer Resource Center, I have had the privilege of witnessing firsthand the transformative impact that Suited for Success has on local individuals striving to overcome barriers to employment. In our work at the Culmer Resource Center, we are committed to addressing the root causes of crime and poverty in the Overtown community. One of the most effective strategies we have seen in reducing recidivism and preventing crime is providing residents with the necessary tools to secure stable, well -paying jobs. Suited for Success has been a critical partner in this mission by offering essential training and support to local residents, preparing them for the workforce through job readiness workshops, resume building, interview coaching, and professional attire donations. By equipping individuals with these necessary skills, Suited for Success is not just preparing them for employment —it is offering them a path to dignity, financial stability, and hope for the future. The success stories of individuals who have transitioned from unemployment to meaningful careers reflect the profound impact these programs have on improving lives and reducing the likelihood of individuals returning to criminal activity. Moreover, Suited for Success has created a supportive and inclusive community where residents of Overtown feel valued and empowered to pursue their goals. This positive environment helps foster personal growth and allows individuals to break free from cycles of poverty and crime, enabling them to become contributing members of society. I am proud to support Suited for Success and the critical work they are doing in our community. Their commitment to improving the lives of Overtown residents through job readiness programs is not only a means of economic uplift but also a vital tool in building a safer, stronger, and more prosperous Miami. Please feel free to contact me should you need any further information or insights regarding the work that Suited for Success is doing in our community. Sinc arr West Team Manager, Miami Dade CAHSD Culmer Resource Center EXHIBIT "B" July 31, 2025 Mark Stallworth SEOPW CRA 819 N.W. 2"d Avenue Miami, Florida 33136 RE: Letter of Support for Suited for Success/Dress for Success Miami Greetings, I am writing this letter to express our support for the grant application submitted by the Suited for Success/Dress for Success Miami located at 1600 N.W. 3rd Avenue, Suite 111, Miami, Florida 33136 for RFP Number 25-04, Innovation Crime Reduction and Intervention Programming. On behalf of Transition, a nonprofit organization dedicated to lifting individuals out of the cycle of crime and poverty, I have witnessed firsthand the transformative impact that Suited for Success/Dress for Success Miami has had in our community. Their services go beyond employment attire and we are truly thankful to have them as Community Partners. Suited for Success/Dress for Success Miami has consistently demonstrated a deep commitment to empowering justice -involved people through comprehensive programs that address a myriad of challenges faced by returning citizens. From clothing to workshops to mentoring sessions, Suited for Success/Dress for Success Miami offers important employment and life skills to their participants. These valuable services make a huge difference in the lives of Overtown residents. I cannot express how many times Suited for Success/Dress for Success Miami has come to our aid whenever we need attire for a participant or their dedication as Planning Committee members of our Annual Overtown Employment & Education Fair. Overtown needs organizations like Suited for Success/Dress for Success Miami because they put participants first! RFP 25-04 is the perfect fit for the work Suited for Success/Dress for Success Miami. As you know, employment is one of the greatest deterrents of crime in any community. Suited for Success/Dress for Success Miami creates a pathway to employment opportunities for residents. Through their EXHIBIT "B" innovative programming, crime will continue to lower, and their supportive services will help residents thrive! Transition wholeheartedly supports Suited for Success/Dress for Success Miami grant application. The funding provided through this grant will enable Suited for Success/Dress for Success Miami to continue their vital work. We firmly believe in the transformative power of their programs and the positive impact they have on the lives of the people they serve. I would be more than happy to provide any additional information or support that may be required. Please feel free to reach out to me if you have any questions or require further clarification. Kind regards, tephen Gilmer Transition :REENTRY ONE L YOUR SOURCE FOR RCENTRY NEEDS J EXHIBIT "B" RE Entry One Inc. 2 S. Biscayne Blvd., Suite 3200 Miami, FL 33131 (305) 990-6110 www.reentryone.org August 1, 2025 To Whom It May Concern: On behalf of RE Entry One Inc., I am honored to extend this letter of support for our esteemed community partner, Suited for Success Miami, located at 1600 NW 3rd Avenue, Suite 111, Miami, FL 33136. Suited for Success Miami has been an indispensable ally in empowering justice -impacted individuals with the tools they need to reintegrate into society and rebuild their lives. Through our ongoing partnership, they have provided professional clothing and accessories to participants in our CARE Court program and Project RISE workforce development initiative —equipping individuals for job interviews, resume headshots, and career advancement. Thanks to their generous support, one of our CARE Court participants was able to secure a job after receiving professional attire for his interview. Additionally, multiple Project RISE graduates received wardrobe assistance that elevated their confidence, presentation, and employability. These contributions directly support employment readiness —one of the most proven methods for reducing recidivism and promoting long-term public safety. By ensuring that individuals have the dignity, confidence, and professional appearance necessary to reenter the workforce, Suited for Success Miami is actively contributing to crime reduction and community stabilization. Their work addresses root causes of recidivism and supports a safer, more prosperous Miami. We strongly endorse their efforts and fully support their pursuit of funding that furthers their mission and expands their impact on the ground. Together, we are proving that second chances can lead to lasting change. The undersigned may be contacted for more information about information contained within this Letter of Support. Sincerely, Giovanni Sairras Founder & Executive Director RE Entry One Inc. giovanni@reentryone.org (305) 990-6110 EXHIBIT "B" SUITED FOR SUCCESS DRESS FOR SUCCESS" MIAMI Affidavits 30 1600 NW 3'd Ave, Suite 111, Miami, FL 33136 305-444-1944 www.suitedforsuccess.org EXHIBIT "B" I certify that any and all information contained in this RFP is true. I certify that this RFP is made without prior understanding, agreement, or connections with any corporation, firm or person submitting a response for the same materials, supplies, equipment, or services and is in all respects fair and without collusion or fraud. I agree to abide by all terms and conditions of the RFP and certify that I am authorized to sign for the Proposer's firm. Please print the following and sign your name: rreD i ' ? . S Firm's Name Iv /JCe) 3 /4"e // '9' * 7 f`L.. 3Y/34' Principal Business Address 305 C/V —/ 9'5/�/ Telephone Fax E-mail address _3(:77Vi9 J 9&c 3 507-2 ee rt - Di/PE-el -64 CHRISTINE KING Board Chair SECTION 5 5.0: RFP RESPONSE FORMS 5.1. RFP INFORMATION FORM RFP No. 25-04: JAMES McQUEEN Executive Director REQUEST FOR PROPOSALS — INNOVATION CRIME REDUCTION AND INTERVENTION PROGRAMMING SEOPW CRA REDEVELOPMENT BOUNDARIES, MIAMI, FL, 33136 Name Title Authorize¢,S gnature' FAILURE TO COMPLETE, SIGN, AND RETURN THIS FORM MAY DISQUALIFY YOUR RESPONSE SOUTHEAST OVERTOWN,PARK WEST COMMUNITY REDEVELOPMENT AGENCY 819 NW 2"' Avenue. 3' Floor I Miami. FL 33136 (305) 679-6c00 www.seopwcra.com i cra@miamigov.com 21 EXHIBIT "B" CHRISTINE KING Board Chair SECTION 5 5.0: RFP RESPONSE FORMS JAMES McQUEEN Executive Director 5.1a. ACKNOWLEDGEMENT OF RECEIPT OF ADDENDUMS FORM RFP No. 25-04: REQUEST FOR PROPOSALS - INNOVATION CRIME REDUCTION AND INTERVENTION PROGRAMMING SEOPW CRA REDEVELOPMENT BOUNDARIES, MIAMI, FL, 33136 I acknowledge the receipt and have familiarized myself with all addendums for this RFP and certify that I am authorized to sign for the Proposer's firm. Any and all addendums can be found on the SEOPW CRA website by the Response Submission Date. Please print the following and sign your name: (� _lid FAIT v'-vc .5- /NC_ Firm's Name t/ Nu-' 3 / r r/� i / 3 3/34' Principal Business Address Telephone 3c7,5- t/NV-/c ,9 Fax S- C )S—())) i SocC'. `_ S E-mail addtess /f9 \ `9c -3f-v Name Title Authorize nature' FAILURE TO COMPLETE, SIGN, AND RETURN THIS FORM MAY DISQUALIFY YOUR RESPONSE SOUTHEAST OVERTOWN,PARK WEST COMMUNITY REDEVELOPMENT AGENCY R 19 NW 2" Avenue, 3'd Floor I Miami, FL 33136 (3051679-68(H1 I www.seopwcra.com cra(&,,miamigov.com 22 11 ANTI -HUMAN TRAFFICKING AFFIDAVIT l . The undersigned affirms, certifies, attests, and stipulates as follows: a. The entity is a non -governmental entity authorized to transact business in the State of Florida and in good standing with the Florida Depai tiuent of State, Division of Corporations. b. The nongovernmental entity is either executing, renewing, or extending a contract (including, but not limited to, any amendments, as applicable) with the City of Miami ("City") or one of its agencies, authorities, boards, trusts, or other City entity which constitutes a governmental entity as defined in Section 287.138(1), Florida Statutes (2024). c. The nongovernmental entity is not in violation of Section 787.06, Florida Statutes (2024), titled "Human Trafficking." d. The nongovernmental entity does not use "coercion" for labor or services as defined in Section 787.06, Florida Statutes (2024), attached and incorporated herein as Exhibit Affidavit-1. 2. Under penalties of perjury, I declare the following: a. I have read and understand the foregoing Anti -Human Trafficking Affidavit and that the facts, statements and representations provided in Section 1 are true and correct. b. I am an officer or a representative of the nongovernmental entity authorized to execute this Anti - Human Trafficking Affidavit. Nongovernmental Entity: 70"/ j r _s----occesc/ivQ Name: , 2« jct.. 4/2 Signature of Officer: Offi er Title: C k '&cam j[S+cs— ,[ /PC:C..761 Office Address: /4 ,AI& , j e" Hr l// 42, 7r Email Address:VO-p(11,t-S`c Main Phone Number: FEIN No. 4S056I STATE OF FLORIDA COUNTY OF MIAMI-DADE 36_ vvY -/9.5/ The foregoi g instrument was sworn to and subscribed before me by means of Ea physical presence or O online notarization, this QQl day of Mt) byStjS0 3Cd 61i , as the authorized officer or representative for the nongovernmental entity.. He/she is persona ly known to me or has produced le UUCj 5 _as identification. (NOTARY PUBLIC SEAL) My Commission Expires:N t\ 1,23Y2-71 ing Oath (Printed, Typed, or Stamped Name of Notary Public) .''''s'r ii'•. KETSIA MARCELLUS ?° Notary Public •State of Florida Commission # NH 381940 or ,,V;;- My Comm. Expires Apr 2, 2027 Bonded through National Notary Assn, EXHIBIT "B" SUITED FOR SUCCESS DRESS FOR SUCCESS`' MIAMI Appendices 34 1600 NW 3rd Ave, Suite 111, Miami, FL 33136 305-444-1944 www.suitedforsuccess.org EXHIBIT "B" State of Florid� Department of'State I certify from the records of this office that SUITED FOR SUCCESS, INC. is a corporation organized under the laws of the State of Florida, filed on August 9, 1994. The document number of this corporation is N94000003898. I further certify that said corporation has paid all fees due this office through December 31, 2025, that its most recent annual report/uniform business report was filed on March 4, 2025, and that its status is active. I further certify that said corporation has not filed Articles of Dissolution. Given under my hand and the Great Seal of the State of Florida at Tallahassee, the Capital, this the Fourth day of March, 2025 Tracking Number: 5586320261CC To authenticate this certificate,visit the following site,enter this number, and then follow the instructions displayed. https:l/services.su nb iz.o rg/Filings/CertificatcOfStat us/Certifi cateAuthentication 0000005 04/01/25 85-8012658047C-2 Certificate Number This certifies that SUITED FOR SUCCESS 1600 NW 3RD AVE # 111 MIAMI FL 33136-1810 FT „Ei nsumer's Cenificate (if Exemption Issued Pursuant to Chapter 212, Florida Statutes 02/17/2025 Effective Date DR-14 R. 01/18 02/28/2030 501(C)(3) ORGANIZATION Expiration Date Exemption Category is exempt from the payment of Florida sales,and use tax on real property rented, transient rental property rented, tangible personal property purchased or rented, or services purchased. FLORIDA Important 1]nformat * for Exerrnplt Orrganizations DR-14 R. 01/18 1. You must provide all vendors and suppliers with an exemption certificate before making tax-exempt purchases. See Rule 12A-1.038, Florida Administrative Code (F.A.C.). 2. Your Consumer's Certificate of Exemption is to be used solely by your organization for your organization's customary nonprofit activities. Purchases made by an individual on behalf of the organization are taxable, even if the individual will be reimbursed by the organization. 4. This exemption applies only to purchases your organization makes. The sale or lease to others of tangible personal property, sleeping accommodations, or other real property is taxable. Your organization must register, and collect and remit sales and use tax on such taxable transactions. Note: Churches are exempt from this requirement except when they are the lessor of real property (Rule 12A-1.070, F.A.C.). 5. It is a criminal offense to fraudulently present this certificate to evade the payment of sales tax. Under no circumstances should this certificate be used for the personal benefit of any individual. Violators will be liable for payment of the sales tax plus a penalty of 200% of the tax, and may be subject to conviction of a third-degree felony. Any violation will require the revocation of this certificate. 6. If you have questions about your exemption certificate, please call Taxpayer Services at 850-488-6800. The mailing address is PO Box 6480, Tallahassee, FL 32314-6480. DIVISION OF CONSUMER SIRV.ICES (85o) 410 3800 FLORIDA DEPARTMENT OP AGRICULTURE AND CONSUMER SERVICES COMMISSIONER WILTON SIMPSON 11 TrII Riot s aumo ( 2005 APAI,ACII0I3 PARKWAY TAT,I 9TIASSI3Js, FI,onTDA 32399-65oo May 20, 2025 Refer To: CH5149 SUITED FOR SUCCESS, INC. 1600 NW 3RD AVE STE 111 MIAMI, FL 33136-1810 RE: SUITED FOR SUCCESS, INC. REGISTRATION#: CH5149 EXPIRATION DATE: May 24, 2026 Dear Sir or Madam: The above -named organization/sponsor has complied with the registration requirements of Chapter 496, Florida Statutes, the Solicitation of Contributions Act. A COPY OF THIS LETTER SHOULD BE RETAINED FOR YOUR RECORDS. Every charitable organization or sponsor which is required to register under s. 496.405 must conspicuously display the registration number issued by the Depar II,.rent and in capital letters the following statement on every printed solicitation, written confirmation, receipt, or reminder of a contribution: "A COPY OF THE OFFICIAL REGISTRATION AND FINANCIAL INFORMATION MAY BE OBTAINED FROM THE DIVISION OF CONSUMER SERVICES BY CALLING TOLL -FREE (800-435- 7352) WITHIN THE STATE. REGISTRATION DOES NOT IMPLY ENDORSEMENT, APPROVAL, OR RECOMMENDATION BY THE STATE." The Solicitation of Contributions Act requires an annual renewal statement to be filed on or before the date of expiration of the previous registration. The Department will send a renewal package approximately 30 days prior to the date of expiration as shown above. Thank you for your cooperation. If we may be of further assistance, please contact the Solicitation of Contributions section. Sincerely, Gloria Meadows Regulatory Consultant 850-410-3851 Fax: 850-410-3804 E-mail: gloria.meadows@fdaes.gov EXHIBIT "B" CHRISTINE KING Board Chair SECTION 5 5.0: RFP RESPONSE FORMS JAMES McQUEEN Executive Director 5.1. RFP INFORMATION FORM RFP No. 25-04: REQUEST FOR PROPOSALS — INNOVATION CRIME REDUCTION AND INTERVENTION PROGRAMMING SEOPW CRA REDEVELOPMENT BOUNDARIES, MIAMI, FL, 33136 I certify that any and all information contained in this RFP is true. I certify that this RFP is made without prior understanding, agreement, or connections with any corporation, firm or person submitting a response for the same materials, supplies, equipment, or services and is in all respects fair and without collusion or fraud. I agree to abide by all terms and conditions of the RFP and certify that I am authorized to sign for the Proposer's firm. Please print the following and sign your name: Do Good 41 Inc. Firrn's Name 1600 NW 3 Ave Miami, FL 33136 Principal Business Address 786-586-3321 Telephone NA Fax mipseph@dogood41.org E-mail address Max Joseph Name Presid Title Authorlzed Signature FAILURE TO COMPLETE, SIGN, AND RETURN THIS FORM MAY DISQUALIFY YOUR RESPONSE SOUTHEAST OVERTOWN/PARK COMMUNITY REDEVELOPMENT A(311-:.:NCY 819 NW 2' Avenue, 3Floor I Miami, FL 33136 (305) 679-6800 I www.seopwcra.eom cra@miamigov.com 21 EXHIBIT "B" CHRISTINE KING Board Chair SECTION 5 5.0: RFP RESPONSE FORMS JAMES McQUEEN Executive Director 6.1a. ACKNOWLEDGEMENT OF RECEIPT OF ADDENDUMS FORM RFP No. 25-04: REQUEST FOR PROPOSALS INNOVATION CRIME REDUCTION AND INTERVENTION PROGRAMMING SEOPW CRA REDEVELOPMENT BOUNDARIES, MIAMI, FL, 33136 I acknowledge the receipt and have familiarized myself with all addendums for this RFP and certify that I am authorized to sign for the Proposer's firm. Any and all addendums can be found on the SEOPW CRA website by the Response Submission Date. Please print the following and sign your name: Do Good 41 Inc. Firrn's Name 1600 NW 3 Ave Miami, FL 33136 Principal Business Address 786-586-3321 Telephone NA Fax mjoseph@dogood41.org E-mail address Max Joseph Name FAILURE TO COMPLETE, SIGN, AND RETURN THIS FORM MAY DISQUALIFY YOUR RESPONSE SOUTHEAST OVERTOWN/PARK WEST COMMUNITY REDEVELOPMENT AGENCY 819 NW 2"' Avenue, 3"' Flom I Miami, FL, 33136 (305) 679-6800 I www.seopwcra.com cra@lma.mlgov.com 22 ANTI -HUMAN TRAFFICKING AFFIDAVIT l . The undersigned affirms, certifies, attests, and stipulates as follows: a. The entity is a non -governmental entity authorized to transact business in the State of Florida and in good standing with the Florida Department of' State, Division of Corporations. b. The nongovernmental entity is either executing, renewing, or extending a contract (including, but not limited to, any amendments, as applicable) with the City of Miami ("City") or one of its agencies, authorities, boards, trusts, or other City entity which constitutes a governmental entity as defined in Section 287.138(1), Florida Statutes (2024). c. The nongovernmental entity is not in violation of Section 787.06, Florida Statutes (2024), titled "Human Trafficking." d. The nongovernmental entity does not use "coercion" for labor or services as defined in Section 787.06, Florida Statutes (2024), attached and incorporated herein as Exhibit Affidavit-1. 2. Under penalties of perjury, I declare the following: a. I have read and understand the foregoing Anti -Human Trafficking Affidavit and that the facts, statements and representations provided in Section 1 are true and correct. b. I am an officer or a representative of the nongovernmental entity authorized to execute this Anti - Human Trafficking Affidavit. Nongovernmental Entity: D Good 41 Inc. Name: Max Joseph Signature of Officer: 0 _ er Title: President Office Address: 1600 N 3 Ave Suite f\12 Miami,FL 33136 Email Address: mjoseph@dogood4l.org FEIN No. 8/4- 2/7/4/3/3/1 /0 STATE OF FLORIDA COUNTY OF-M4*-ItfMI-D*1EL Main Phone Number: 786-586-3321 The foregoing instrument was sworn to and subscribed before me by means of EI"physical presence or El online notarization, this 11 day of 4.-, 7, S `r by `1 /4 Xi M e_p_ks the authorized officer or representative for the nongovernmental entity.. He/she is personally known to me or has produced 1 1. i).a.re, l.reea�i4entification. (NOTARY PUBLIC tvly Commission Expires: YESSICA GONZALEZ Notary Public - State of Florida Commission # HH 421031 My Comm. Expires Jul 12, 2027 ri Signatu/re f P one king Oath \•Stc (r�cy"1.."/9i (Printed, Typed, or Stamped Name of Notary Public) N�����U��UT��K ommmw orou�ponxr/o*x ql�' / ���110int��#���m�m�m�a�� Dota~U by Entity Name Florida Not For Profit Corporation DOGOOD 4iINC, Document Number N10000008468 FEVE|NNumber 84-2743310 OatmFi|ed 0012Q010 State FL Status ACTIVE Last Event AMENDMENT Event Date Filed 1104/2010 Event Effective Date NONE ��P�8�u�� 9610 CONCH SHELL MANOR PLANTATION, FL33324 MidUuOAddress QG10CONCH SHELL MANOR PLANTATION, FL33324 JOSEPH' K8AX|K8E P81OCONCH SHELL MANOR PLANTATION, FL33324 Officer/Director Detail Hemme&Address JOSEPH.MAX|K4E QGiUCONCH SHELL MANOR PLANTATION, FL33324 JOGEPH'TRACYL 8O10CONCH SHELL MANOR PLANTATION, FL33324 hnp :ysaamh.uunbb.vrg/inqu|ryKCumomUunGeomh/SoorchReuukDetei|?inquirytypo=EndtyNamo&d|rectionType=|nitia|&ueamhNamoOrdm=DoGOOo— 112 8/11/25, 11:42AM Title S EXHIBITet"Bi ItityName EUGENE, MARGARETTE 9610 CONCH SHELL MANOR PLANTATION, FL 33324 Title Treasurer ALLEN, CEANN 9610 CONCH SHELL MANOR PLANTATION, FL 33324 Title Chairman VVILLIAMS, RICHARD 9610 CONCH SHELL MANOR PLANTATION, FL 33324 Must L.RP�tc�rts Report Year Filed Date 2023 01/24/2023 2024 01/06/2024 2025 02/07/2025 Pmc:..rmcnt Images 02/07/202.5 --ANNUAL 4ZFPORT C /05/2024 --ANNUAL REPORT ( i/2.4/2023,T--ANNUAL REPQRI View image in PDF format View image in PDF format View image in PDF format 0111/202 _=ANNIJALR ORT View image in PDF format 04/30/2021 -• ANNUAL REPORT View image in PDF format 06/W u/2020T•-ANNUALREPORT View image in PDF format ,1 r,1Q41201g-- Ammend ment View image in PDF format 08/1212019 -- Domestic Non -Profit View image in PDF format !'icrr:a rens,rer:,::ra https://search.sunbiz.org/Inquiry/CorporationSearch/SearchResultDetail?inquirytype=EntityName&directionType=l nitial&searchNameOrder=DOGOOD... 2/2 OPPOTUNITUCt1ANQFUTURE Proposer Name: Do Good 41 Inc. Contact Person: Max Joseph Office Location:1600 NW 3 Ave, Suite 112, Miami, FL 33136 Business Phone Number: 786-586-3321 Email address: mjoseph@dogood41.org Title of RFP:Innovation Crime Reduction and Intervention Programming SEOPW CRA Redevelopment Boundaries, Miami, FL 33136 RFP Number: RFP-25-04 Federal Employer Identification Number: 84-2743310 EXHIBIT "B" Do Good 41 Inc. 4-1 UN17 U-C H AN riff• FUTURE Table of Contents Executive Summary Pg 1-2 Past Performance Pg 3-4 References Pg 5-6 Program Design -Scope of Services Pg 7-9 EXHIBIT "B" Executive Summary Do Good 41 is a 501(c)(3) nonprofit organization founded in 2019 by Florida native and 25-year information technology professional Max Joseph. Our mission is to bridge the STEM educational opportunity gap in high -need communities by delivering high -quality, hands-on STEM/STEAM programming that inspires and equips students to pursue college or career pathways in science, technology, engineering, arts, and mathematics. Our work focuses on culturally responsive, project -based learning that integrates mentorship, workforce readiness, and exposure to industry professionals. We design and implement in• -school and after -school programs, summer camps, and community -based workshops that are engaging, relevant, and directly connected to real -world applications. Students in our programs learn coding, robotics, engineering, and creative problem -solving while also developing critical skills in teamwork, communication, and leadership. Do Good 41's founder was born and raised in Overtown, Miami, a community deeply impacted by systemic inequities. With over two decades of experience delivering youth development and technology training, Mr. Joseph built the organization to create direct pipelines from underserved neighborhoods to higher education, technical careers, and entrepreneurship. Over the past six years, Do Good 41 has implemented programming in high -crime, low-income neighborhoods, including partnerships with schools, municipalities, and community organizations. Our approach is centered on early intervention, recognizing that access to resources and opportunities during middle and high school years is critical to long-term success. Key projects include: • Walmart - Diversity in the Talent Pipeline Initiative (2021-2022): Delivered hands-on STEAM Labs in and out of school for at -risk youth, fostering STEM career interest and improving teamwork and problem -solving skills. Partnered with local businesses to provide industry - relevant content. 6 Florida International University -The Education Effect (2024-2025): Designed and facilitated computer science programming at Booker T. Washington High School and STEM camp programming at Frederick Douglass Elementary. Overtown Children & Youth Coalition - In -School STEAM Lab Courses (Ongoing): Provided robotics and computer science instruction to elementary students, enhancing early exposure to STEM fields. Our measurable outcomes consistently show: • Increased youth engagement in STEM learning by over 80% in participating schools, • Improved collaboration, problem -solving, and technical skills. Strengthened pathways to Bright Futures Scholarships, technical certifications, and postsecondary education. EXHIBIT "B" Alignment with Innovation Crime Reduction and Intervention Programming Our model addresses root causes of youth involvement in crime by providing safe, structured, and inspiring environments where students develop practical skills, build self-confidence, and envision brighter futures. Research shows that early STEM exposure, combined with mentorship and real - world career pathways, can reduce dropout rates, improve academic performance, and steer young people away from risky behaviors. Do Good 41's STEAM Lab and technology -driven interventions equip youth with marketable skills, preparing them for 21st-century careers while cultivating the resilience, discipline, and community connections that deter criminal involvement. By partnering with schools, law enforcement outreach units, and community -based organizations, we embed programming directly where it is most needed, ensuring accessibility and long-term impact. Do Good 41 has the proven capacity, experience, and community trust to execute complex, multi - stakeholder projects. Our team includes certified educators, IT professionals, program managers, and community engagement specialists. We also have a network of industry partners, universities, and corporate sponsors committed to supporting our work. Our operational infrastructure includes: Mobile STEAM Lab equipment for rapid deployment in schools and community centers. Curriculum frameworks aligned with Florida State Standards and national STEM best practices. Data collection and reporting systems to track participant progress, skill acquisition, and long-term outcomes. With a track record of successful grant -funded projects and documented results, Do Good 41 is positioned to deliver high -impact programming for RFP No. 25-04, advancing both crime reduction and youth development goals. Do Good 41 offers a strategic, evidence -based solution for reducing crime and fostering opportunity through innovation, technology, and education. By leveraging our proven STEM/STEAM programming, community partnerships, and deep understanding of high -need neighborhoods, we will create pathways for youth to thrive academically, professionally, and personally. We welcome the opportunity to collaborate with the City and its partners to deliver transformative results for our community's most vulnerable youth. EXHIBIT "B" Experience & Past Performance Community Violence Intervention Initiative O Client: Carrie Meek Foundation & Miami -Dade County • Description: Delivered hands-on STEM enrichment to at -risk youth through STEAM Labs interactive classes introducing science, technology, engineering, arts, and mathematics at age -appropriate levels. O Contract Value: $50,000 Dates: 10/1 /2023 — 4/1 /2025 o Client Contact: Lucia Davis -Raiford 1786-613-7399 O Role: Prime Contractor O Results: Increased youth engagement in STEM learning, improved teamwork and problem - solving skills, and fostered interest in STEM careers. Partnered with local businesses and organizations to provide cutting -edge, relevant content. Diversity in the Talent Pipeline • Client: Walmart ry Description: Provided at -risk youth with hands-on STEAM Lab experiences, both in and out of school, to introduce and prepare them for college or career pathways in science, technology, engineering, arts, and mathematics. • Contract Value: $100,000 • Dates: 12/30/2021 —12/1 /2022 Client Contact: Monesia Brown 1850-296-6258 • Role: Prime Contractor • Results: Engaged over 300 youth in dynamic STEM learning experiences, resulting in measurable improvements in teamwork, problem -solving, and technical skills. Increased student interest in STEM careers, with several participants enrolling in advanced STEM coursework. Collaborated with local schools and community organizations to deliver industry -relevant, future -focused content. STEAM Labs Early Integration • Client: City of Miami ® Description: The STEAM Labs initiative provided students with immersive, academically stimulating, hands-on projects across science, technology, engineering, art, and mathematics. Each project was grounded in real -world applications, encouraging critical thinking, problem -solving, and scientific exploration. By engaging students in design EXHIBIT "B" challenges, coding activities, and creative engineering builds, the program fostered both technical skills and a deeper appreciation for STEM fields. • Contract Value: $50,000 • Dates: 8/13/2022 — 8/1/2023 • Client Contact: Erick Gavin 1305-982-7780 Role: Prime Contractor • Results: Funded through a City of Miami grant, the program reached 100 students from underserved communities primarily through a partnership with Holmes Elementary School. Participants, ages 8-12, were selected for their curiosity and potential despite limited prior exposure to STEM. Over the course of the program, students engaged in beginner -friendly coding workshops, interactive computer science experiments, and collaborative engineering projects. Many participants demonstrated remarkable progress, moving frorn little to no STEM experience to confidently building and programming their own creations. The transformation was evident not only in technical proficiency but also in increased confidence, teamwork, and enthusiasm for learning. Additional Information Do Good 41 is uniquely positioned to support the SEOPW CRA Redevelopment Boundaries due to our deep community roots, track record in violence intervention through education, and ability to mobilize resources quickly. Litigation Disclosure No prior or pending litigation (civil or criminal) involving any governmental agency in the past five years. a EXHIBIT "B" 1951 NW 7th Ave, 6th Floor, Miami FI 33138 (0) 786-373-5862 children & youth c a ition info(iimvertowneye,ug Overtowncyc.org August 11, 2025 To Whom It May Concern, It is my pleasure to recommend Do Good 41 for their exceptional work in delivering high - quality STEM programming to our community. Through our partnership, Do Good 41 has provided in -school STEAM Lab courses to elementary students at Frederick Douglass Elementary School. These courses introduced students to robotics, computer science, and other hands-on STEM activities, fostering critical thinking and problern-solving skills at an early age. Do Good 4-1 has demonstrated professionalism, reliability, and a genuine commitment to bridging the educational opportunity gap for students in high -need communities. Their innovative approach and ability to connect with students make them an invaluable asset to any educational or community -based project. Sincerely, Anthony L. Robinson, Executive Director Overtown Children and Youth Coalition EXHIBIT "B" FLORIDA INTERNATIONAL UNIVERSITY August 11, 2025 To Whom It May Concern, I am pleased to serve as a reference for Do Good 41, with whom I have had the privilege of collaborating on impactful STEM education initiatives. During the 2024-2025 school year, Do Good 41 successfully delivered a high school computer science program at Booker T. Washington High School, engaging students in hands-on coding, problem -solving, and technology -focused learning. Additionally, in the summer of 2025, Do Good 41 facilitated a STEM camp at Frederick Douglass Elementary School. The program exposed elementary students to robotics, engineering principles, and computer science in a fun, interactive setting, inspiring many to explore STEM - related academic and career paths. Their professionalism, dedication to equity in education, and ability to engage diverse learners make Do Good 41 an outstanding partner for any educational initiative. I frilly recommend their services without reservation. Please feel free to reach out to me at (:'bn7e'ia()fiu.edu if you have any questions or require further information. Sincerely, Ciprian E . Mejia Jr. `11, M.S.Ed Program Manager- The Education Effect Office of Student Access & Success Pronouns: he, him, his FLORIDA JNTERNAT ON .,L 'UNIVERSITY Division of Academic. & Student Affairs Modesto A. Maidique Campus I SASC - 216 I Miami, FL 33199 C: 813-401-0409 I F: 305-348-6609 I Email: Cbmeiia a(�,fiu.edu, Florida International University www.fiu.edu EXHIBIT "B" Program Design and Innovation We are proposing our STEAM Labs VEX IQ Robotics Program to provide youth in Overtown with a high -quality after -school STEM pathway that reduces youth crime, fosters positive engagement, and creates clear career opportunities. The program will create and sustain 8 new IQ VEX Robotics Teams across different sites in the Overtown community, with 45 students per site for a total of 360 participating youth. These teams will prepare to compete in the Do Good 41 MLK Weekend Robotics Competition in 2026, as well as other regional, state, and national tournaments. The VEX IQ Robotics program engages students in the hands-on design, building, and programming of robots for game -based challenges. This process develops STEM competencies, strengthens teamwork, and builds problem -solving skills while fostering positive community connections. Key aspects of the VEX IQ Robotics program: • Hands-on Learning: Students actively design, build, and program robots, applying STEM concepts from the classroom to real -world engineering challenges. • Teamwork and Collaboration: Teams learn to collaborate, communicate, and lead effectively while preparing for competitions. • Competition: The flagship competition wilt be the MLI< Weekend 2026 Robotics Tournament, hosted by Do Good 41, with opportunities to advance to local, regional, and national events. • STEM Skills Development: Participants will build problem -solving, critical thinking, arid computational skills. Organizational Experience Do Good 41 has a proven track record in implementing large-scale, high -impact STEM initiatives. Over the past five years, we have successfully launched robotics and coding programs across Miami -Dade schools and community centers, serving over 1,500 students annually. Our leadership has deep expertise in educational technology, workforce development, and community engagement. We have managed competitive robotics teams that have advanced to state championships, and we are uniquely positioned to scale up to 8 new VEX IQ teams in Overtown serving 360 youth. Partnerships with schools, community organizations, and sponsors such as BankUnited, Walmart City of Miami and Miami -Dade County provide the resources and networks necessary to ensure these teams are competitive and sustainable beyond the first year. Community Engagement EXHIBIT "B" The program is rooted in strong partnerships with Overtown schools, community centers, and parents. Each of the 8 sites will host a robotics team, engaging 45 local students per site. These students will act as ambassadors for STEM, inspiring their peers and families. Parents will be invited to attend workshops on digital literacy and career pathways, while local businesses and STEM professionals will volunteer as mentors and judges for the MLK Weekend 2026 Robotics Competition. By making robotics visible in the neighborhood, we will foster a culture of innovation, teamwork, and achievement that benefits the entire community. Crime Reduction Impact Research shows that high -quality after -school programs can reduce crime by providing safe, structured, and engaging environments for youth during peak crime hours. 13y engaging 360 Overtown youth in robotics, coding, and STEM challenges, we offer an alternative to risky behaviors and instead channel energy into constructive skill -building. The competitive nature of VEX Robotics, combined with the prestige of the MLK Weekend 2026 Competition, motivates students to commit to the program, maintain school attendance, and work toward long-term goals. Sustainability Do Good 41 will ensure long-term sustainability through: ID Training local coaches at each of the 8 sites to lead teams year after year. • Leveraging partnerships with sponsors to cover ongoing equipment and registration fees. • Establishing an annual Overtown Robotics League to keep students engaged beyond competition season. ID Securing in -kind donations of VEX kits, laptops, and competition fees frorn existing corporate partners. With the initial investment, we can create a self-sustaining pipeline where each year 360 youth continue to participate in robotics and STEM learning, with the MLK competition serving as an annual showcase. Measurement & Evaluation We will measure growth and proficiency through: • Pre- and Post -Testing of STEM knowledge and problem -solving skills. • Instructor Observation & Feedback to assess teamwork, leadership, and communication. EXHIBIT "B" d® Participant Surveys and Interviews to capture student experiences and aspirations. Tracking team performance and advancement in competitions, including the MLK Weekend 2026 Tournament. Budget Through this initiative, Do Good 41 will create eight (8) new IQ VEX Robotics Teams in the Overtown community, each based at a participating site and comprised of 45 students, for a total of 360 student participants. These teams will receive comprehensive STEM instruction, mentorship, and competitive robotics training in preparation for the Do Good 41 MLK Weekend Robotics Competition in 2026. Students will gain skills in coding, engineering design, and problem -solving while fostering teamwork and leadership abilities. The program is designed to engage youth from underserved communities, providing them with high -quality STEM opportunities that can inspire future academic and career pursuits. Funding will support instructional staff, robotics kits, competition registration, and operational needs to ensure each site is fully equipped for year-round programming and competition readiness. Do Good 4 -1, Inc. Robotics Program 8 sites 8/11/2025 Submitted By Max Joseph This budget is designed to deve op and train 8 VEX IQ robotics teams in Overtown. (Expenses Total Costs Budget Justification VEXIQ Robotics Kits $63,599.76 VEX IQ Large Classroom Bundle ($7949.97 per) X 8 Teams Apple iPads $41,880.00 Apple 11-inch iPad A16 Wi-Fi 128GB - Silver ($349 x 15)X 8 Teams iPad Case, cables, battery, accessories $3,600.00 case, USB-C cables, spare IQ battery X 8 Teams IQ Field and Mix and Match Game $3,919.84 IQ Field (339.99) and Mix & Match Game (149.99) X 8 Teams Team registration $1,600.00 IQ team registration $200 )< 8 Teams 'ream Uniforms $672.00 8 Separate team uniforms with team logo and number Lead Robotics Coaches $12,800.00 2 Robotics head Coach for Overtown region 32 wks. x4 hrs. per wk. x$50ph .Jr Engineers $30,720.00 8 Robotic Engineers 32 wks. x8 hrs. per wk. x$15ph (7680) X 8 teams Program Coordinator $6,000.00 Oversight, coordination, and reporting VEX IQ Robotics Competition MLK Event $4,500.00 Hosted at Booker T. Washington High School Gym TOTAL EXPENSES $169,291.60 9