Riverview A/C Request For Proposal 17-02/RFP 17-02...Overview: The Dayton Metropolitan Housing...
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“Enhancing Neighborhoods, Strengthening Communities, Changing Lives”
SOLICITATION TYPE: Request for Proposals (RFP)
RFP NUMBER: RFP #17-02
DESCRIPTION: Jobs Plus Initiative Contracted Services
ISSUE DATE: January 17, 2017
PROPOSAL DUE DATE & TIME: March 3, 2017 @ 3:00 p.m.
PRE-PROPOSAL LOCATION & PROPOSAL Greater Dayton Premier Management (GDPM) DELIVERY LOCATION: 400 Wayne Avenue
Dayton Ohio 45410
DIRECT INQUIRIES TO: Latia Pempsell Compliance Department (937) 910-7613/Fax(937)910-7628 [email protected]
The responsibility for submitting a response to this RFP on or before the stated date and time will be the sole responsibility of the respondent.
Respectfully,
Latia Pempsell
Latia Pempsell Compliance Department
400 Wayne Avenue, Dayton, P.O. Box 8750 Ohio 45401-8750 937-910-7500
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DAYTON METROPOLITAN HOUSING AUTHORITY dba
GREATER DAYTON PREMIER MANAGEMENT 400 WAYNE AVENUE
DAYTON OH 45401-8750
" Enhancing Neighborhoods, Strengthening Communities, Changing Lives"
RFP REQUEST FOR PROPOSALS
#17-02
Jobs Plus Initiative Service Provider
Prepared by: Greater Dayton Premier Management 400 Wayne Avenue Dayton, Ohio 45410
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REQUIREMENTS & SPECIFICATIONS ................................................................................ 4 Overview Scope of Services ........................................................................................................................ 6
GENERAL INFORMATION ........................................................................................................ Introduction: ................................................................................................................................ 9 2017 Time Table: ...................................................................................................................... 10 Vendor Disclosures ................................................................................................................... 10 Conflict of Interest .................................................................................................................... 10 Examination of the RFP ............................................................................................................ 10 Changes to RFP ......................................................................................................................... 10 Non-Appropriation Clause ........................................................................................................ 11 Termination ............................................................................................................................... 11
TERMS & CONDITIONS ......................................................................................................... 11 Type of Contract ....................................................................................................................... 11 Contract Period – Funding ........................................................................................................ 11 Confidentiality & Security ........................................................................................................ 11
PROPOSAL SUBMISSION ....................................................................................................... 12 Preparation of Proposal ............................................................................................................. 12 Proposal Development Cost ...................................................................................................... 12 False or Misleading Statements ................................................................................................ 12 Delivery of Proposals ................................................................................................................ 12 Acceptance and Rejection of Proposals .................................................................................... 13 No Proposal ............................................................................................................................... 13 Withdrawal of Proposal............................................................................................................. 13 Evaluation and Award of Contract ....................................................................................... 13
Preliminary Proposal Review ............................................................................................... 13 Initial Review ........................................................................................................................ 14 Final Review/Negotiations .................................................................................................... 14
Post-bid Meeting ..................................................................................................................... 14 EVALUATION CRITERIA ....................................................................................................... 15 PROPOSAL FORMAT .............................................................................................................. 17
TABLE OF CONTENTS ........................................................................................................... 17 1. EXPERIENCE AND QUALIFICATIONS .................................................................................... 172. PLANNING & PROJECT MANAGEMENT ............................................................................... 173. SOUNDNESS OF APPROACH ................................................................................................. 174. TRACKING & REPORTING/OUTCOMES ................................................................................ 175. FEE PROPOSAL ................................................................................................................... 176. INSURANCE……………………………………………………………………………… 177. EXHIBITS………………………………………………………………………….............17
TABLE OF CONTENTS
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REQUIREMENTS & SPECIFICATIONS
Overview: The Dayton Metropolitan Housing Authority dba Greater Dayton Premier Management (GDPM) is a metropolitan housing authority organized and existing under the Ohio Revised Code Section 3735.27, et seq., and is governed by the U.S. Housing Act of 1937, as amended, and subject to regulation under Title 24 of the Code of Federal Regulation. Currently GDPM owns and operates 2,700 units of public housing in small duplexes, family complexes and high-rise apartments for elderly families. GDPM serves approximately 16,000 people annually through its public housing program. The mission of GDPM is to “develop housing solutions for individuals, seniors and families. We seek to improve neighborhoods by offering diverse housing options. We require that our families, employees and partners demonstrate responsible character, which strengthens the economic health, vitality, and humanity of the Miami Valley.” Greater Dayton Premier Management (GDPM) is soliciting a workforce development service provider(s) to assist with the implementation of the Jobs Plus Initiative (JPI) Program at the DeSoto Bass Housing development. In September 2016, HUD awarded GDPM approximately $2.4 million from the Jobs Plus Initiative Program to serve residents of DeSoto Bass Courts (811 Oldfield Ave) and Hilltop Homes (631 Groveland Ave). JPI is a grant for Public Housing Agencies (PHAs) to develop locally-based workforce development approaches to increase earnings and advance employment outcomes for Public Housing residents. The grant provides funds to improve employment and earnings outcomes for Public Housing residents through supports such as work readiness, employer linkages, job placement and financial literacy. GDPM was one of six communities across the nation to receive a 2016 grant award. The JPI program consists of the following three core components:
1. Employment-Related Services: HUD expects grantees to partner with the local Department of Labor Workforce Investment Board (WIB) and American Job Center (AJC /One-Stop) to offer multiple employment-related services for residents with a range of employment needs. Local Labor Market Information (LMI) should be used both for initial planning and analysis of available local employment opportunities, as well as for monitoring ongoing trends.
Program services provided on-site should include, but need not be limited to, the following:
• Career exploration/job readiness workshops • Job search and job placement assistance • Entrepreneurship workshops • Work experience including on-the-job training, internships, pre-apprenticeships and
Registered Apprenticeships (HUD encourages opportunities for residents to be paid while training whenever possible)
• Facilitated connections to education and training opportunities • Rapid re-employment assistance in the event of job loss • Proactive post-placement job retention support and career advancement coaching • Access to computers, phones, fax, and copy machines and other supplies for participants’
employment-related uses as well as adequate training on how to use these technologies
2. Financial Incentives – Jobs Plus Earned Income Disregard (JPEID) GDPM must also implement a financial incentive for program participants, known as the Jobs Plus Earned Income Disregard (JPEID). This component will neutralize any rent increase due to rising earned income for Jobs Plus participants, removing a major disincentive to employment. As with any government benefit, an increase in earned income may result in the reduction or loss of other benefits that an individual was previously receiving. Grantees, through case management or other means, must be prepared to help residents understand the overall financial impact of an
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increase in earned income and the JPEID. It is also expected that grantees will encourage participants to take advantage of other financial work incentives they may be entitled to, such as the Earned Income Tax Credit (EITC).
3. Community Supports for Work- Incorporation of a robust engagement strategy is key for involving residents in the targeted development and creating a working community. Engagement is more than signing up – sustained involvement in the program leading to residents' ownership of their own growth and experiences, as well as that of peers, will yield continued benefits for both participants and future residents of the development beyond the grant period.
Program outreach towards residents is expected at all points along the employment spectrum – from unemployed individuals with no work history to working, underemployed families with substantial work history. One key strategy for program retention will include the use of residents as Community Coaches. Community Coaches can market the various aspects of the Jobs Plus program, disseminate information about job opportunities and programs via resident social networks in the development, mentor specific individuals or groups who enroll in Jobs Plus, and help shape program offerings and outreach efforts based on their intimate knowledge of the needs and strengths of the community.
Further information regarding HUD’s Jobs Plus Initiative can be found at: https://portal.hud.gov/hudportal/HUD?src=/program_offices/public_indian_housing/jppp The DeSoto Bass Asset Management Project (AMP) containing both DeSoto Bass Courts and Hilltop Homes, currently houses 503 families with a total of 1009 residents. 552 residents are 18 or over the remaining 457 residents are children 17 and younger. Of the 552 adults, 116 are classified as disabled and 30 are elderly (62 or older). Roughly 74% (or 406) of the adult population are “work-able adults” and potential participants for the DJP program. Currently, 150 of the 503 families (30%) have earned income and 353 (70%) of the families have zero earned income. According to HUD’s PIH Information Center, the average income at DeSoto Bass is, $6,419, compared to an average income of $14,511 for GDPM’s PHA portfolio as a whole. Dayton Jobs Plus (DJP) will be housed in the Hughbert Poore Community Center at DeSoto Bass Courts, commonly known as the 904 Building. Although the Jobs Plus Program is located at Desoto Bass, the program will also serve Hilltop Homes residents. DJP is expected to launch April 3, 2017 and continue for approximately 48 months. Anticipated hours of operations will be from 8 A.M. to 7 P.M. Monday through Friday during the school year and from 8 A.M. to 5 P.M. during the summer months. These hours may be modified as the DJP program will continue to evaluate continuous improvement opportunities. The Center will be open evening and weekend hours as needed, to accommodate special events, resident meetings, and youth events. It is the intention that the Center be a primary tool in the Community Supports for Work component to benefit the entire development. In 2014, GDPM began to strategically focus efforts and resources to address the social and economic struggles of DeSoto Bass and Hilltop Homes. In addition to the JPI award, GDPM was also awarded a Choice Neighborhoods Planning grant from HUD to develop a Transformation Plan for DeSoto Bass Courts, Hilltop Homes and five surrounding neighborhoods. Work under this initiative began in the summer of 2016 and will continue through 2018.
The goal of the Choice Neighborhoods program is the creation of a transformation plan that outlines strategies to address improvement in three areas: people, neighborhood and housing. By people, Choice means, that a coordinated service network exists to meet the needs of people living within the targeted housing developments and the Choice neighborhood area. Further, the planning process should result in the development of new partnerships between residents and services providers that are sustained beyond the Choice effort. By neighborhood, Choice means, that the neighborhood is clean, safe and connected to the larger community. The transformed community should have assets that support a high quality of life
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such as parks, green space, attractive corridors, active commercial activity, appropriate signage etc. By housing, Choice means the evaluation and replacement of the existing public housing units to create new mixed income housing that is responsive to the needs of the surround Choice target area. Extensive outreach and engagement efforts are underway via the Choice program that are expected to occur in conjunction with the Dayton Jobs Plus program. A recent household assessment was conducted of the residents of DeSoto and Hilltop Homes. The data will be available in January 2017 and will be sustainably important to the development of the Dayton Jobs Plus program and service delivery model. GDPM intends to build the Dayton Jobs Plus program with the same collaborative partners committed to the Choice program. To implement the Dayton Jobs Plus components, GDPM and the Choice Partners will work close with businesses, OH Means Jobs-Montgomery County, educational institutions, and social service providers. Scope of Services: Based upon the local job market and the three critical components of Jobs Plus, participants will be assisted in obtaining jobs (or better jobs) in industries relevant to Montgomery County. The JPI grant opportunity will also help stabilize the community's revitalization efforts with much needed employment opportunities. It is the intention of GDPM to enter into a contract with a service provider(s), for the four-year term of the grant. Dayton Jobs Plus services include, but are not limited to the following and additional conceptual details can be found in Exhibit G – Dayton Jobs Plus Grant Narrative: 1. Staffing -Provide onsite program staff to implement the grant. The Dayton Jobs Plus Grant Narrative
in Exhibit G provides a conceptual program staffing plan. The staffing plan includes the employment of Community Coaches and Ambassadors. GDPM will maintain Jobs Plus staff that will coordinate contracted providers and manage specific tasks.
2. Case Management- Provide comprehensive case management to implement job readiness, job training and supportive services outlined in the grant application. Experience with previous programming and review of HUD best-practices, has revealed that participants will face significant challenges both in the workplace and at home once employment is secured. Therefore, effective case management is a critical component of DJP program design, in order to ensure delivery of wrap-around supportive services.
The case management service must assess barriers to employment and refer resident to resources and providers that will assist in overcoming such barriers. The case management team will need to be equipped with the appropriate skill-set to address the needs of the target population and build trust. Establishing resident rapport will be critical to the success of the program. Residents will need to feel comfortable disclosing their concerns and barriers to employment, so that proper supportive services can be identified and effectively delivered. Case management is expected to be individualized and integrate efforts across the DJP staff and service providers to assist residents secure employment and make progress toward well-rounded self-sufficiency. Case management will include development of an Individual Training and Service Plan (ITSP) for each participant. The ITSP will address the following at minimum, interest and motivation assessment, barrier checklist with solutions, skills assessment, job readiness plan, job placement plan, retention plan, and advancement development plan.
GDPM has identified initial partners that will provide a variety of services. DJP partners and their committed services are detailed in the Dayton Jobs Plus Grant Narrative. The selected service provider under this RFP is expected to coordinate with GDPM staff and committed service partners for effective and efficient service delivery. Additional partners may need to be identified in order to fill potential service delivery gaps.
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3. Employment and Training: DJP will offer residents a range of employment, training and support services both on-site.
The selected provider will be expected to provide career, employment and training service outlined in the Dayton Jobs Plus Grant Narrative at the DeSoto Bass 904 Building. Participants must have access to all core services offered by OH Means Jobs Montgomery County (OMJMC) at the 904 Building, including, but not limited to, assessments, computer skills, job readiness and job searching. Montgomery County has agreed through a Memorandum of Understanding (MOU) to provide consulting services to ensure services are aligned with the OMJMC. Additionally, Montgomery County will provide regular labor market data to assist with DJP program development and continuous improvement of training programs. Job placement outcomes will be most effective with the use of real-time data on where jobs are located. The program includes access to a number of specialized job training opportunities. The provider shall ensure that interested participants are connected to the opportunities and provided with access to services needed to meet the entry requirements to the programs. The following table outlines initial program goals. GDPM and the selected provider will review these goals for accuracy. The goals may be modified with final approval from HUD.
4. Job Development: Facilitate work experiences, on-the-job training opportunities, build and expand
relationships with local employers. The Job Developer will create relationships with employers to
Goal Minimum goal required by HUD by end of Year 4
Target for end of Year 1
Target for end of Year 2
Target for end of Year 3
Target for end of Year 4
1. # of Individuals Enrolled in JPEID
80% of the lower of: (a) the number of work-able adults in the development
81 162
243 324
2. # of Individuals Assessed 65% of the lower of: (a) the number of work-able adults in the development
66 131 196 263
3. # of Individuals Provided with one or more Post-Assessment Services
60% of the lower of: (a) the number of work-able adults in the development
61 122 183 243
4. Employment rate of work-able adults (number of work-able adults in the development that are employed as of the date of your grant agreement (September 2016), divided by the number of work-able adults in the development) (seniors and disabled residents should be removed from denominator, but may be included in numerator)
110% of baseline employment rate (example: baseline is 200; 110% of 200 is 220)
37% 38% 39% 41%
5. Average yearly earnings of work-able adults
115% of baseline average earnings (example: baseline is $8,000; 115% of $8,000 is $9,200)
$6,664
$6,909
$7,154
$7,399
6. Share of assessed residents continuously employed for at least 180 days
25% 17 33 49 66
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connect DJP participants with employment opportunities. Job Developer will coordinate with Case Managers to ensure the best suited participants are placed at worksite. Desired skill-sets include, but is not limited to, experience in networking, particularly with employers in a similar setting, and ability to sell the program.
The DJP Job Developer will work aggressively to recruit GDPM contractors to participate and offer on the job training opportunities to DJP participants. GDPM will also work with the Dayton Human Relations Council to market and recruit on the job training opportunities to its extensive network of Section 3 businesses.
5. Outreach and Engagement – Assist the GDPM Jobs Plus staff with outreach and engagement strategies outlined in the grant application. The strategies include holding events; use of traditional recruitment tools, such as flyers, notices and program brochures; conducting door-to-door visits to each resident; creation of a Jobs Plus Ambassador program for peer recruitment; engaging the property management staff. The goals for outreach and engagement are as follows:
• Enroll 50% of the “reporting zero income” families (at least one member of the family) in no less than one of the services of the DJP program.
• Provide 100 percent of the families with information about specific job training and about the services GDPM offers.
• Conduct a one on one visit with 100% of the families reporting zero income.
• Provide every household containing an unemployed adult with one or more recruitment tools at least four times during the life of the grant.
6. Community Supports for Work – Provide services to assist with the Community Supports for Work
component of the program as outlined in the grant application. The goal of this component is to harness the knowledge and relationships of resident leaders to advance the employment goals of DJP. DJP administrators will identify and train residents to serve as bridges between their neighbors and professional program staff. Mobilizing residents in this way will hopefully extend the reach in the community by facilitating neighbor-to-neighbor exchanges regarding program benefits and services. Some literature and theorists refer to this approach as taping into “social capital”. Social capital “referring to pervasive group norms and social networks, infused with trust and reciprocity, which help a group or community to work together to solve problems and to advance the material well-being of its members.
The application proposes hiring residents as Community Coaches. The primary responsibility of the Community Coaches is to engage and recruit residents in the DJP program, and track participants progress to retain resident participation over the life of the program. The application also proposes Jobs Plus Ambassadors who will assist with recruiting participants and receive incentives for each new Jobs Plus participant they recruit. The provider is also expected to assist with engaging partners and stakeholders in Community Supports for Work portion of the program. The application identifies an Advisory Committee (formed with partners and stakeholder) that will review the program during the grant’s implementation. The provider will be responsible for implementing and sustaining the Advisory Committee.
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Initial goals of the Community Supports for Work Component:
• Realize the vision of the CSW component which is to- develop a set of strategies that builds a culture of work within DeSoto, reduces social isolation, builds and/or expands social networks and organizes residents so they support one another.
• Hire, train, and maintain at least three Community Coaches for the duration of the grant that will add credibility to the program and increase participation.
• Team with partner agencies to review program design and offer continuous improvement consultation in order to facilitate a system that promotes and better supports working families.
• Recruit and retain 8-10 DJP Ambassadors whose duties will include promoting and encouraging participation in the new DJP initiative.
• Implement bold saturation strategies that target DJP services and activities to all residents of a DeSoto Bass — from the most likely to succeed to the hardest to serve.
7. Governance – Provide services to assist with the facilitation formation and sustainability of the
Governing Committee and the Advisory Committee as outlined in the grant application. 8. Tracking and Reporting/Achieve Performance Outcomes: Provide services to track the progress
of all participants and to collect all the data required to ensure grant goals and grant reporting requirements are met. The service provider is expected to provide case management tracking software and is expected to provide a monthly report regarding the grant progress that will contain all the necessary data to meet the grant requirements.
9. Financial Incentives/JPEID – Assist with implementation and marketing of the Jobs Plus Earned Income Disregard (JPEID) program which provides 100% exclusion of income for all newly employed residents and residents that increase their earned income who are participating in the Jobs Plus program. The exclusion will apply for the life of the grant. The provider will work with GDPM staff to provide resident training and required data to implement the program.
GENERAL INFORMATION Introduction: Greater Dayton Premier Management is a metropolitan housing authority organized and existing under the Ohio Revised Code Section 3735.27, et seq., and is governed by the U.S. Housing Act of 1937, as amended, and subject to regulation under Title 24 of the Code of Federal Regulation. GDPM maintains 75 public housing developments containing 2,677 public housing units and 3,990 housing choice vouchers throughout Montgomery County, OH. The mission of GDPM is to “develop housing solutions for individuals, seniors and families. We seek to improve neighborhoods by offering diverse housing options. We require that our families, employees and partners demonstrate responsible character, which strengthens the economic health, vitality, and humanity of the Miami Valley.”
The MBE goals are: 25% for construction projects, 15% for professional service contracts and 15% for the purchases of goods, materials, supplies and services. The firms submitting are encouraged to include MBE participation to the maximum extent possible. The agency is also committed to its Section 3 participation goal for all professional service contracts, which constitutes 3 percent of the total contract amount.
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2017 Time Table:
January 17,2017 Date RFP was released
January 31, 2017 Pre-Proposal Conference, 400 Wayne Ave @ 3:00 p.m.
February 3, 2017 Deadline for written questions @ 3:00 p.m.
February 7, 2017 Deadline for written responses to vendors
March 3, 2017 Proposal Due Date @ 3:00 p.m.
March 8, 2017 Potential Interview/Presentation dates (if necessary)
March 15, 2017 Board Meeting – Approval to award contract
Contact Persons: Latia Pempsell Compliance Department 400 Wayne Avenue Dayton, OH 45410 [email protected], (937) 910-7613 Fax: (937) 910-7628
Kiya Patrick [email protected]
Vendor Disclosures
Vendor must provide disclosure of any pending or threatened court actions and/or claims against the Vendor. This information may not cause rejection of the proposal; but withholding the information may be cause to reject the proposal.
Conflict of Interest
No vendor will promise, or give to any GDPM employee anything of value that could influence that employee in their decision on awarding contracts. No vendor will try to influence an employee of GDPM to violate any procurement policies of the agency, the Ohio Revised code, or Federal Procurement Regulations.
Examination of the RFP
Vendors are expected to be familiar with the entire RFP. The vendor is expected to respond to the RFP in a manner that makes it clear they understand and have responded to all sections of the RFP.
If a vendor discovers any mistakes or omissions in the RFP they must notify GDPM’s Contact Person in writing. Clarifications and corrections will be sent to all vendors who have registered with the agency for the RFP.
Changes to RFP
GDPM may make changes to this RFP. These changes will be posted http://www.GDPM.org/doing-business-with-GDPM/requests-for-proposals.html.
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Non-Appropriation Clause The proposed services will be subject to termination in the subsequent fiscal years if the sufficient funds are not appropriated and budgeted or are not otherwise available to continue making payments for the equipment of other services performing similar functions and services.
Termination
GDPM reserves the right to terminate an agreement without prior notification for reasons it deems in the best interest of GDPM. If terminated, GDPM will notify the contractor of the termination in writing by certified mail, return receipt requested, and shall pay contractor for services rendered prior to contractor’s receipt of the Notice of the Agreement Termination.
TERMS & CONDITIONS
The RFP and the commitments made in the selected proposal will become contractual obligations, if a contract ensues. Failure to accept these obligations may result in cancellation of the award.
Type of Contract
The evaluation of proposals in response to this RFP may result in the issuance of a contract. The contract will incorporate the requirements of the RFP, the Respondent’s proposal, and all other agreements that may be reached.
If the Respondent proposes an alternative approach, describe the contractual protection offered to ensure successful implementation of the project. If the Respondent proposes a multi-vendor or sub-contract approach, clearly describe the responsibilities of each party and the assurances of the performance you offer. The successful Respondent’s proposal, this RFP, and other applicable addenda will become part of the final contract and will merge into the contract.
Contract Period – Funding
The term of agreement shall commence upon contract execution and shall remain in effect through the term of the grant, March 30, 2021.
Confidentiality & Security
Any vendor that has access to confidential information will be required maintain confidentiality.
Jobs Plus Grant Agreement:
This agreement is also subjected to the terms and conditions outlined in the Jobs Plus Grant Agreement executed between GDPM and HUD, attached as Exhibit H.
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PROPOSAL SUMBISSION
Preparation of Proposal
Proposals must provide a clear picture of the Respondent’s qualifications to provide the services required in the RFP. The vendor should respond to the RFP instructions and requirements. All proposals become property of GDPM. All proposals will be considered public information and will be open for inspection.
Proposal Development Cost
The cost of creating proposals is the responsibility of the vendor and shall not be chargeable to GDPM. The vendor must guarantee the pricing listed in the proposal will remain in effect for a minimum of 180 days after the proposal submission date.
False or Misleading Statements
Proposals containing false or misleading statements may be rejected.
Vendor Representative’s Signature
Vendor Representative’s Signature an officer of the Respondent, who is legally authorized to enter into a contractual relationship on behalf of the Respondent, must sign the submission package. The Respondent(s) must affix the organization’s corporate seal to these documents. In the absence of a corporate seal, a Notary Public must notarize the submission package signature. The signature must indicate the title or position the individual holds in the Respondent’s organization. Any and all unsigned proposals will be rejected.
Delivery of Proposals
• One bound original and four (4) complete, bound copies (5 total copies). The original should bemarked “original” and copies marked “copy”;
o All bound copies must be tabbed and include a table of contents, along with an executivesummary;
o All bound copies should state the Respondents name, address, telephone number, e-mail, duedate and RFP title: “RFP #17-02: Jobs Plus Initiative Service Provider”;
• One electronic copy via USB/Flash Drive or CD.• Submit proposals to GDPM’s Contact Person and address listed on the cover page of the RFP.
The completed proposal package must be received by 3:00 p.m. Eastern Standard Time (EST), on Wednesday, March 3, 2017. A receipt will be issued for all proposals received. Proposals received after the deadline will not be considered. If mailed, the vendor should use certified or registered mail, UPS, or Federal Express with return receipt requested. Faxes or electronically mailed proposals will not be accepted.
All Respondents must carefully review their final proposals. Once opened, proposals cannot be modified; however GDPM may request information or respond to inquiries for clarification purpose only.
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Acceptance and Rejection of Proposals
GDPM reserves the right to accept or reject any or all proposals, to take exception to the RFP specifications, or to waive any formality. Respondents may be excluded from further consideration for failure to comply with the specifications of this RFP. The recommendation of GDPM staff, GDPM Chief Executive Officer and GDPM’s Board of Housing Commissioners shall be final.
No Proposal
If a respondent wishes to remain on the contractor’s mailing list, but is not submitting a proposal, the “No Proposal/Offer” form (contained in this RFP) must be returned by the stated proposal closing date. Mark the form “No Proposal” and explain the reason for non-submission. Failure to respond three times in succession, without justification, shall be cause for removal of the contractor’s name from GDPM’s mailing list.
Withdrawal of Proposal
Proposals may be withdrawn by written request submitted by the Respondent prior to the RFP opening date. Negligence on the part of the Respondent in preparing the required documents confers no right of withdrawal or modification of proposal data after such documents are opened.
Evaluation and Award of Contract
The Competitive Negotiation Process will be used for selection, beginning with the highest ranked firm. GDPM reserves the right to negotiate an agreement with individual (s), firm(s), or organization (s) that provides the greatest benefit to GDPM, not necessarily the lowest price. Firms in the competitive range will be required to be interviewed by GDPM Senior Management.
GDPM will select the respondent that is the most advantageous to GDPM based upon the evaluation criteria stated herein. GDPM reserves the right to negotiate price and other factors with any acceptable respondent. GDPM reserves the right to waive any minor irregularity or technicalities in the proposals received. GDPM reserves the right to award without discussion (s). The professional services selective process will involve the ranking of professional firms by the appointed GDPM evaluation committee. Once the proposals have been evaluated, GDPM will negotiate with the Respondent (s) who falls within the competitive range. Fees for these services will be a negotiation factor as well as any other relevant factor identified by the evaluation committee. Once negotiations are completed, GDPM shall establish a common date and time for the submission of the Best and Final Offer (BAFO).
If a Respondent does not submit a notice of withdrawal or best and final offer, the Respondent’s previous offer shall be construed as its best and final offer.
The review process will be conducted in three parts.
Preliminary Proposal Review
The preliminary review will consist of a review to be sure the proposal meets the minimum requirements specified in the RFP. Proposals not meeting the minimum requirements will be disqualified.
Proposals must meet the following requirements: • The proposal must be received at the address indicated in the RFP no later than 3:00 p.m. EST,
on Wednesday, March 3, 2017. Proposals not received at the designated address by the specified date will be rejected.
• Required number of copies submitted.• Proposal signed by authorized vendor representative.• Proof of errors and omission insurance.
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RFP 17-02: Jobs Plus Initiative Service ProviderPage 14 of 18
• Proposals that pass the initial review will be considered valid proposals and proceed to the final review; those that do not, will be rejected.
Initial Review
• All valid proposals will be reviewed, evaluated, and rated by the Review Committee. The Review Committee will be composed of GDPM staff.
• The Review Committee will evaluate each proposal against the criteria in the RFP. During the review, the Committee may request additional information from the Respondent. Such requests and subsequent responses must be in writing.
• All qualified proposals shall be reviewed by the Review Committee using a standard Proposal Review Evaluation Rating Sheet tailored specifically for this RFP. The number of evaluation points for each Evaluation Factor is detailed in the Evaluation Criteria.
• Top ranked Respondents may be asked to appear for an interview or conduct a presentation.
Final Review/Negotiations The Review Committee may request information from sources other than the written proposal to evaluate Respondents qualifications. Other sources of information may include oral presentations by Respondents, written responses to clarifying questions posed by the Review Committee, and references. The Review Committee’s Evaluation Sheets will be tabulated into one document and organized by highest to lowest score. The list will be maintained on file by GDPM.
Following the initial review, GDPM will select one vender to serve as the CN Planning Coordinator of record. If the successful vendor fails to execute the contract, GDPM may award the contract to another vendor whose proposal met the requirements of the RFP and any addenda. The period of time within which such an award of the contract may be made shall be subject to the written agreement between GDPM and the vendor.
Post-bid Meeting If a Respondent wishes to discuss the selection process, the request for an informal meeting must be submitted in writing within five (5) working days following receipt of notification of the decision. The request shall state the reason(s) for the meeting, citing the law, rule, regulation or RFP procedures on which the request is based. All requests must be signed by an individual authorized to represent the vendor and addressed to the GDPM Contact Person.
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RFP 17-02: Jobs Plus Initiative Service ProviderPage 15 of 18
EVALUATION CRITERIA The evaluation criteria to be used in reviewing proposals and their respective weights are as follows:
NO. FACTOR MAXIMUM POINTS
1
Experience and Qualifications: The proposal provides evidence of the respondent’s ability to deliver the services requested, including documented experience with entities of similar size and scope of GDPM. The proposal provides evidence that the respondent has direct experience regarding workforce development services as defined in the RFP by providing a list of projects performed by the service provider within the last three (3) years.
25
2
Planning & Project Management. The proposal provides a plan detailing how the services will be provided, including schedules, implementation details, and curriculum as appropriate. (i.e. case management, job development, workshop facilitation, participant outcome, tracking/case management system, financial literacy services employment services, community supports for work, etc.).
25
3
Soundness of Approach. The proposal includes a sound approach to the implementation of the Jobs Plus Initiative Program, with particular discussion on the respondents approach to meeting the three primary objectives of the Jobs Plus Program. The proposal should provide evidence of experience with engaging residents in government sponsored programs; coordinating community stakeholders and/or grass root community organizations; as well as coordinating service delivery of multiple providers.
20
4 Tracking and Reporting/Achieve Performance Outcomes: Quality and strength of proposed reporting system and outcome measurement
15
5
Proposed Fee and breakdown Submissions must include the total proposed fee for the project, including a detailed cost breakdown, with narrative that will allow GDPM to determine cost reasonableness. All parts of the fee proposal are considered negotiable. If the respondent has provided leverage support for the Jobs Plus application, detail committed leverage and services in the proposed budget.
15
11 Section 3 Category 1 Business
15 pt. 51% or more of the business is owned by public housing residents of a specific public housing community for which the Section 3 covered assistance is expended
15 Category 2 Business
12 pt. 51% or more of the business is owned by residents of a public housing community or communities within GDPM for which the Section 3 covered assistance is not being expended.
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RFP 17-02: Jobs Plus Initiative Service ProviderPage 16 of 18
Category 3 Business
9 pt.
• 51% or more of the business is owned by Section 3 eligible residents and/or
• Will subcontract in excess of 25% of the total amount of subcontracts to category 1 or 2 Section 3 businesses
Category 4 and 5 Business
6 pt.
Full time, permanent workforce includes 30% or more of Section 3 eligible residents. An entity selected to carry out HUD Youth Build program in Montgomery County in which Section 3 covered funding is expected
Category 6 Business
3 pt.
Joint venture with inclusion of Section 3 business is a form of organization where: Section 3 business is responsible for a clearly defined portion of the work to be performed, holds management responsibilities in the joint venture, performs at least 25 percent of the work and is contractually entitled to compensation proportionate to its work.
Total Maximum Points 115 Points
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RFP 17-02: Jobs Plus Initiative Service ProviderPage 17 of 18
PROPOSAL FORMAT Please refer to the “Delivery of Proposals” section for specific instructions on the number and type of proposal copies to submit. To simplify the process for evaluation, and to assure each proposal receives the same review, all responses must be submitted in the following format. Proposals must contain all the items listed. Responses should provide adequate information for reviewers to appropriately score each factor, however be concise in nature so that reviewers can easily find relevant information. Proposal sections must be numbered corresponding to the following format and lettering: TABLE OF CONTENTS The items listed follow the factors listed in the Evaluation Criteria with additional details as follows: 1. EXECUTIVE SUMMARY & EXPERIENCE/QUALIFICATIONS
The submission shall include a statement of the Service Provider’s understanding of the project, including reflections on the scope of work and the firm’s ability to meet the anticipated project milestones. Proposals shall describe the proposed project team, including a brief description of team members’ expertise, qualifications and role on the team/project. A resume should be provided for each key member. The submission should also include identification of potential subcontractors who will work on the project, if applicable. The submission should include information pertaining to the Service Provider’s experience working on similar projects (no more than 3). For each project, the summary should include the project client and contact information, a description of the Service Provider’s role in the project, project budget and timeframe.
2. PLANNING & PROJECT MANAGEMENT
State specifically your intended practices for addressing the items listed in the “Scope of Services.” Please cite your organization’s commitment to meeting or exceeding the expectations and duties set forth.
3. SOUNDNESS OF APPROACH: See the evaluation criteria for details. .
4. TRACKING AND REPORTING/ACHIEVE PERFORMANCE OUTCOMES: See the evaluation criteria for details. 5. FEE PROPOSAL See the evaluation criteria for details.
6. INSURANCE
A statement of liability insurance from an accredited insurance company/agent is required. A minimum of $500,000.00 liability insurance coverage is required should your firm be chosen.
7. EXHIBITS All other required information is set forth by each of the following exhibits. Please tab and label each exhibit individually. Any Exhibits left out are not required.
Exhibit A .............. HUD Form 5369-C Certifications and Representations of Offerors (Be sure to fill in completely.) This form must be completed by any/all subcontractors.
Exhibit B .............. Minority Business Enterprise (MBE/WBE/ (DBE/SBE)/EDGE/VBE) Utilization (You
must read this form prior to proposal submittal; however it is to be filled out as applicable, only if using subcontractors)
Exhibit C……………Section 3 Compliance and Goals, Certification, Clause and Sample Plan (You
must read and fill out this form prior to proposal submittal)
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RFP 17-02: Jobs Plus Initiative Service ProviderPage 18 of 18
Exhibit D ............. Non-Collusive Affidavit and Disclosure Statement Exhibit E .............. Equal Employment Opportunity Affirmative Action Statement (Be sure to fill in
completely.) Exhibit F .............. Certification Regarding Debarment, Suspension, Ineligibility and Voluntary
Exclusion Exhibit G.................... Certification for a Drug-Free Workplace Exhibit H …………….Statement of Bidder’s Qualifications (You may use your own paper and format,
so long as you follow the numbering as given…the form must be notarized) Exhibit I..................... Reference Release Forms (5) (Do not list any person with GDPM as a
reference.) Exhibit J.................. Dayton Jobs Plus Grant Narrative Exhibit K..................Jobs Plus Grant Agreement
END of RFP 17-02
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PROCEDURES AND GUIDELINES FOR MBE PARTICIPATION
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Dayton Metropolitan Housing Authority dba Greater Dayton Premier Managment
400 Wayne Ave. Dayton, Ohio 45410-8750 Telephone (937) 910-7500
Fax (937) 910-7628 Supplemental Instructions to Contractors for Section 3 Compliance
(sec3-008)
Section 3 is a part of the U.S. Department of Housing and Urban Development (HUD) Act of 1968. This Act and HUD Regulation 24 CFR Part 135 ensures that employment and other economic opportunities generated by certain HUD financial assistance shall be directed to public housing residents, individuals of low to very low income, and to business concerns that provide economic opportunities to these individuals. Current contract is under regulation of 24 CFR part 135.
GDPM Section 3 Goals All contractors and subcontractors shall take necessary actions to the greatest extent feasible to meet the following goals. GDPM expects a responsive Contractor to show its commitment to and compliance with Section 3 goals on each project as outlined within the below requirements and documentation.
Section 3 Employment Goals
Contractors and any Tier Subcontractors New Hires and Trainees Minimum 30% of workforce
Section 3 Contracting Goals Contractors Any Tier Subcontractors (construction) Subcontract Awards Minimum 10% of the total dollar amount of contract
Contractors and Any Tier Subcontractors (non-construction; professional services) Subcontract Awards Minimum 3% of the total dollar amount of contract
GDPM Award Process and Contractor Commitment to Section 3 Goals Procurement under the competitive proposals method of procurement (Request for Proposals (RFP)).
A Request for Proposals (RFP) shall identify all evaluation factors (and their relative importance) to be used to rate proposals. One of the evaluation factors shall address both the preference for Section 3 business concerns and the acceptability of the strategy for meeting the greatest extent feasible requirement (Section 3 strategy), as disclosed in proposals submitted by all business concerns (Section 3 and non-Section 3 business concerns). This factor shall provide for a range of 15 to 25 percent of the total number of available points to be set aside for the evaluation of these two components. The contract award shall be made to the responsible firm (either Section 3 or non-Section 3 business concern), whose proposal is determined most advantageous, considering price and all other factors specified in the RFP.
Procurement by sealed bids (Invitations for Bids).
An award shall be made to the qualified Section 3 business with the highest priority ranking and with the lowest responsive bid if that bid: (A) is within the maximum total contract price established in the contracting party's budget for the specific project for which bids are being taken, and
(B) is not more than “X” higher than the total bid price of the lowest responsive bid from any responsible
x=lesser of:
When the lowest responsive bid is less than $100,000. 10% of that bid or $9,000.
When the lowest responsive bid is:
At least $100,000, but less than $200,000. 9% of that bid, or $16,000.
At least $200,000, but less than $300,000. 8% of that bid, or $21,000.
At least $300,000, but less than $400,000. 7% of that bid, or $24,000.
At least $400,000, but less than $500,000. 6% of that bid, or $25,000.
At least $500,000, but less than $1 million. 5% of that bid, or $40,000.
At least $1 million, but less than $2 million. 4% of that bid, or $60,000.
At least $2 million, but less than $4 million. 3% of that bid, or $80,000.
At least $4 million, but less than $7 million. 2% of that bid, or $105,000.
$7 million or more................. 1\1/2\% of the lowest responsive bid, with no dollar limit.
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If no responsive bid by a Section 3 business concern meets the requirements above, the contract shall be awarded to a responsible bidder with the lowest responsive bid.
Bid/Proposal Phase Bidder/offeror not claiming a section 3 preference: 1. Bidder/offeror not claiming a Section 3 preference during the
bid/proposal phase shall submit the following forms with their bid/offer. Failure to complete, execute, and submit all forms will render the bidder/offer non-responsive and their bid/offer will not be considered.
• Form sec3-001b, List of Current (pre-bid) Employees
• Form sec3-001e, Section 3 Strategy Commitment andCompliance Assessment
2. Bidder/offeror claiming a Section 3 Business Concernpreference:A bidder/offeror claiming a Section 3 Business Concernpreference must submit Section 3 required certification. To qualify,the party wishing to claim a Section 3 preference shall completethe following forms and submit them either prior to or with thebid/offer for which qualification is sought:
For all individuals, sole proprietorships, partnerships, corporations, or joint ventures with a 51% ownership claiming a Section 3 preference
Form sec3-001a, Section 3 Business Concern Applicationand all required supporting documentation
Form sec3-001b, Section 3 Employee List and all requiredsupporting documentation
Form sec3-001e, Section 3 Strategy Commitment andCompliance Assessment
For businesses claiming 30% of their current full-time workforce qualify as section 3 residents, or within three years of the date of first employment with the business concern were section 3 residents
Form sec3-001a, Section 3 Business Concern Application
Form sec3-001b, Section 3 Employee List and all requiredsupporting documentation
Form sec3-001c, Section 3 Contractor or SubcontractorPayroll Report completed for each F/T employee who hasbeen employed at least one month. This includes allemployees of the company
Form sec3-001e, Section 3 Strategy Commitment andCompliance Assessment
Form sec3-002a, Section 3 Resident Preference Claim Formand all required supporting documentation (to be completedfor each Section 3 resident claimed in meeting the 30%threshold)
Form sec3-002b, Section 3 Resident or Employee HouseholdIncome Certification (to be completed for each Section 3resident claimed in meeting the 30% threshold)
For businesses claiming to subcontract in excess of 25 percent of the dollar award of all subcontracts to be awarded to business concerns that meet the qualifications set forth in paragraphs (1) or (2) above Form sec3-001a, Section 3 Business Concern Application
and all required supporting documentation for each individual, sole proprietorship, partnership, corporation, or joint venture claimed on the subcontractor list
Form sec3-001b, Section 3 Employee List and all requiredsupporting documentation
Form sec3-001d, Section 3 Contractor or SubcontractorPayroll Report (this list must demonstrate that 25% of the
total dollar amount of all subcontracts to be awarded to Section 3 business concerns)
Form sec3-001e, Section 3 Strategy Commitment andCompliance Assessment
Form sec3-002a, Section 3 Resident Preference Claim Formand all required supporting documentation (to be completed for each Section 3 owner/employee claiming Section 3 resident status as a subcontractor)
Form sec3-002b, Section 3 Resident or Employee HouseholdIncome Certification (to be completed for each Section 3 owner/employee claiming Section 3 resident status as a subcontractor)
For a Section 3 joint venture as an association of business concerns, one of which qualifies as a Section 3 business concern, formed by written joint venture agreement to engage in and carry out a specific business venture. As a part of joint venture, Section 3 business concern must be:
1. Responsible for a clearly defined portion of the work to beperformed and hold management responsibilities in the joint venture; and
2. Performing at least 25 percent of the work and is contractuallyentitled to compensation proportionate to its work.
If there is any question about the validity of a joint venture, GDPM shall request a copy of the joint venture agreement and verify its legitimacy.
Form sec3-001a, Section 3 Business Concern Applicationand all required supporting documentation
Form sec3-001b, Section 3 Employee List and all requiredsupporting documentation
Form sec3-001e, Section 3 Strategy Commitment andCompliance Assessment
Completing the Section 3 Strategy Commitment In completing the Section 3 Strategy Commitment, the bidders/offeror’s efforts shall be directed towards identifying methods to achieve success under this program, as opposed to documenting the reasons why success was not achieved. Some examples of good faith efforts include, but are not limited to the following:
Hiring:
Target recruitment of GDPM residents for training and employment by taking steps such as:
Prominently placing a notice of commitments under Section3 at the project site or other places where applications for training and employment are taken
Contacting local job training centers, employment serviceagencies, and community organizations
Developing on-the-job training opportunities or participatingin job training programs
Contacting GDPM, GDPM resident councils, GDPM residentmanagement corporations, and GDPM residents
Contacting GDPM for a list of agencies that may be able toprovide assistance regarding opportunities for training, which can be utilized on this contract
Advertising in the local media
Keeping a list of Section 3 area residents who apply on theirown or by referral for available positions
Sending to labor organizations or representatives of workerswith whom the recipient, contractor, or subcontractor has a
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collective bargaining agreement or other understanding, a notice about contractual commitments under Section 3
Selecting Section 3 area residents, particularly GDPMresidents, for training and employment positions
Providing an ongoing monitoring of the program by thecontractor and its subcontractors to ensure compliance andto identify problems or difficulties in meeting therequirements, and implement strategies to overcome theproblems. Where problems or difficulties in meeting thegoals are encountered, taking aggressive efforts to rectifythe matter. Such action shall include, but not be limited to,convening a meeting with GDPM to advise it of the problemsand proposed solutions. GDPM will offer its assistancewhenever possible.
Contracting:
Target recruitment of Section 3 business concerns by taking such steps as:
Contacting Section 3 business concerns in GDPM’sdirectory
Prominently placing a notice of commitment relative toSection 3 contracting at the project site and otherappropriate places
Contacting GDPM for a list of certified firms
Contacting other organizations which might be helpful inidentifying Section 3 business concerns
Advertising in the local media
Dividing total work into smaller sub-tasks (i.e. by floor)
Using multiple firms for the same type of work (i.e. two drywallsubcontractors or several plumbing suppliers)
If necessary to meet the program objectives, exercisingflexibility in utilizing Section 3 business concerns in other oradditional areas than initially proposed
Providing ongoing monitoring of the program by thecontractor and its subcontractors to ensure compliance and toidentify problems or difficulties in meeting the requirements,and implement strategies to overcome the problems. Whereproblems or difficulties in meeting the goals are encountered,take aggressive efforts to rectify the matter. Such action shallinclude, but not be limited to convening a meeting with GDPMto advise it of the problems and proposed solutions. GDPMwill offer its assistance whenever possible.
Pre-Award Phase
Subsequent to the submission of bids/proposals, but prior to contract award, contractors may be requested to provide additional information regarding the submissions required in the Bid/Proposal Phase. Such requests may be made in instances where the contractor does not show sufficient detail in its required Section 3 Strategy Commitment, where the contractor’s required submissions do not reflect achievement of the minimum stated goals, where the contractor has not identified the name of the Section 3
subcontractor(s) in the required submissions, or where it is deemed necessary by GDPM’s Contracting Officer.
Contract Award Phase
As a condition of contract award, the contractor shall be required to enter into a Section 3 Memorandum of Understanding delineating the “greatest extent feasible” efforts required of the contractor during the term of the contract. Form sec3-009, Section 3 Memorandum of Understanding shall be used.
Contract Performance Phase
GDPM shall monitor and evaluate the contractor’s Section 3 compliance towards achieving the numerical goals relative to Section 3 employment, training, and contracting on a monthly basis throughout the contract period. The contractor shall be responsible for providing the following reports to GDPM, which shall be submitted no later than 4:30 p.m., on the first business day of each month throughout the contract period:
Form sec3-010, Contractor’s Section 3 Employment andTraining Compliance Report
The contractor shall also ensure that for each Section 3 resident hired, form sec3-002a, Section 3 Resident Preference Claim and form sec3-002b, Section 3 Resident or Employee Household Income Certification are completed and submitted to GDPM. These forms shall be completed by the resident and submitted to GDPM by the contractor with the monthly reports listed above.
The contractor shall be responsible for monitoring the compliance of any tier subcontractors. In doing so, the contractor shall require monthly reports from its lower tier subcontractors in the formats provided.
Determination of Compliance Contractors and their subcontractors may demonstrate compliance with Section 3 by meeting the commitments stated on the Form sec3-001e, Section 3 Strategy Commitment and Compliance Assessment and by meeting the employment and contracting numerical goals set forth above. Contractors who do not meet their commitment shall have the burden of demonstrating through the submission of supporting documentation why it was not feasible to meet the numerical goals. It is expected that contractors who put forth a good faith effort will be successful in meeting the goals relative to Section 3 employment and contracting.
Effects of Non-Compliance Contractors that do not meet the numerical goals set forth herein have the burden of demonstrating why it was not feasible to meet the goals. GDPM shall consider documentation provided by the contractor evidencing impediments encountered despite actions taken to comply. Such evidence shall be subject to the satisfaction of GDPM. The documentation may be subject to the examination of GDPM’s Board of Commissioners prior to the award of any future contract awards. Contractors found not to be in compliance with the provisions of Section 3 may be deemed ineligible for future contract awards with GDPM or at least be subject to business suspension from doing business with GDPM for one to three years.
For complete set of forms please visit: http://www.GDPM.org/doing-business-with-GDPM/section-3-overview/section-3.html
For any questions on Section 3, please e-mail [email protected] or mail Section 3 Compliance Office
400 Wayne Avenue Dayton Oh 45410-8750
Telephone: 937-910-7613 Fax: 937-910-7628
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Section 3 Clause (Must Review and Sign)
A. The work to be performed under this contract is subject to the requirements of section 3 of the Housing and Urban Development Act of 1968, as amended, 12 U.S.C. 1701u (section 3). The purpose of section 3 is to ensure that employment and other economic opportunities generated by HUD assistance or HUD-assisted projects covered by section 3, shall, to the greatest extent feasible, be directed to low- and very low-income persons, particularly persons who are recipients of HUD assistance for housing.
B. The parties to this contract agree to comply with HUD's regulations in 24 CFR part 135, which implement section 3. As evidenced by their execution of this contract, the parties to this contract certify that they are under no contractual or other impediment that would prevent them from complying with the part 135 regulations.
C. The contractor agrees to send to each labor organization or representative of workers with which the contractor has a collective bargaining agreement or other understanding, if any, a notice advising the labor organization or workers’ representative of the contractor's commitments under this section 3 clause, and will post copies of the notice in conspicuous places at the work site where both employees and applicants for training and employment positions can see the notice. The notice shall describe the section 3 preference, shall set forth minimum number and job titles subject to hire, availability of apprenticeship and training positions, the qualifications for each; and the name and location of the person(s) taking applications for each of the positions; and the anticipated date the work shall begin.
D. The contractor agrees to include this section 3 clause in every subcontract subject to compliance with regulations in 24 CFR part 135, and agrees to take appropriate action, as provided in an applicable provision of the subcontract or in this section 3 clause, upon a finding that the subcontractor is in violation of the regulations in 24 CFR part 135. The contractor will not subcontract with any subcontractor where the contractor has notice or knowledge that the subcontractor has been found in violation of the regulations in 24 CFR part 135.
E. The contractor will certify that any vacant employment positions, including training positions, that are filled (1) after the contractor is selected but before the contract is executed, and (2) with persons other than those to whom the regulations of 24 CFR part 135 require employment opportunities to be directed, were not filled to circumvent the contractor's obligations under 24 CFR part 135.
F. Noncompliance with HUD's regulations in 24 CFR part 135 may result in sanctions, termination of this contract for default, and debarment or suspension from future HUD assisted contracts.
G. In the event of a determination by the Executive Director or his/her designee that the Contractor is not in compliance with the section 3 clause or any rule, regulation, or report submission requirements of the GDPM, this contract may be canceled, terminated, or suspended in whole or in part, and the Contractor may be declared ineligible for further GDPM contracts for a period of one to three years.
Contractor’s Signature____________________________ Date________________
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Page 1 of 3 Form sec3-001a, Section 3 Business Concern Application (May 2016)
Dayton Metropolitan Housing Authority dba Greater Dayton Premier Management
400 Wayne Ave. Dayton, Ohio 45410-8750 Telephone (937) 910-7500
Fax (937) 910-7689
Section 3 Business Concern Application The purpose of Section 3 is to ensure that economic opportunities generated by certain HUD funded projects shall, to the greatest extent feasible, and consistent with existing Federal and State laws, be directed to low- and very low-income persons (particularly those receiving assistance for housing), and to the businesses that provide economic opportunities to these persons. Section 3 is race and gender neutral. The preference is income and location based.
Use guidelines on page 3 to determine if your business or any of your subcontractors qualify for Section 3 status
NAME OF BUSINESS: ______________________________________________________________________________ ADDRESS OF BUSINEES: ___________________________________________________________________________ TELEPHONE NUMBER: ________________________________ FAX NUMBER: ________________________________ PAGER NUMBER: _______________________________ CELLULAR NUMBER: ________________________________ EMAIL ADDRESS: __________________________________________________________________________________ CONTACT PERSON: _____________________________________ TITLE: _____________________________________ 1. TYPE OF BUSINESS (Check Applicable Status)
Corporation Partnership Sole Proprietorship Joint Venture
Ethnicity: ____________ Gender: ______________ Federal Employer Identification Number/SSN_____________________
2. CHECK AND ATTACH ALL THAT APPLY
If corporation, statement from Secretary of State showing firm is current with annual fees or provide copy of cancelled check.
Sole Owner (If Applicable)
List of Owners/Stockholders and ownership percentage (%) of each
Partnership or Joint Venture Agreement
Business Occupational License
3. CHECK WHERE APPLICABLE (all applicable forms may be obtained at http://www.dmha.org/doing-business-with-dmha/section-3-overview/section-3.html)
I am an individual, sole proprietorship, partnership, corporation or joint venture NOT claiming a Section 3 preference (please check Section 3 resident/business definitions and income guidelines*** at the end of this document prior to selecting this option).
Prime Contractor submit: Form sec3-001b, List of Current (pre-bid) Employees
Prime Contractor submit: Form sec3-001e, Section 3 Strategy Commitment and Compliance Assessment
I am an individual, sole proprietorship, partnership, corporation or joint venture claiming a Section 3 preference as:
(1) An individual, sole proprietorship, partnership, corporation or joint venture that has a 51% ownership by a Section 3 qualified individual (see guidelines on the page 3).
Prime Contractor submit: Form sec3-001a, Section 3 Business Concern Application (this form) and all required supporting documentation.
Prime Contractor submit: Form sec3-001b, Section 3 Employee List
For the Owner claiming 51% or more Ownership submit: Form sec3-002a, Section 3 Resident Preference Claim Form and all required supporting documentation (to be completed for each section 3 resident claimed in meeting the 30% threshold)
For the Owner claiming 51% or more Ownership submit: Form sec3-002b, Section 3 Resident or Employee Household Income Certification (to be completed for each section 3 resident claimed in meeting the 30% threshold)
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Page 2 of 3 Form sec3-001a, Section 3 Business Concern Application (May 2016)
(2) A business claiming 30% of current full-time workforce qualify as section 3 residents, or within three years of the date of first employment with the business concern were section 3 residents see guidelines on the page 3).
Prime Contractor submit: Form sec3-001a, Section 3 Business Concern Application (this form) and allrequired supporting documentation.
Prime Contractor submit: Form sec3-001b, Section 3 Business Employee List and all required supportingdocumentation
Prime Contractor submit: Form sec3-001c, Section 3 Business Contractor or Subcontractor Payroll ReportComplete for each F/T employee who has been employed at least one month. (this includes all employees ofthe company)
For each Section 3 Employee submit: Form sec3-002a, Section 3 Resident Preference Claim Form and allrequired supporting documentation (to be completed for each section 3 resident claimed in meeting the 30%threshold)
For each Section 3 Employee submit: Form sec3-002b, Section 3 Resident or Employee Household IncomeCertification (to be completed for each section 3 resident claimed in meeting the 30% threshold)
(3) A business claiming to subcontract in excess of 25 percent of the dollar award of all subcontracts to beawarded to business concerns that meet the qualifications set forth in paragraphs (1) or (2) above.
Prime Contractor submit: Form sec3-001a, Section 3 Business Concern Application (this form) and allrequired supporting documentation completed by the prime contractor
Prime Contractor submit: Form sec3-001b, Section 3 Employee List and all required supportingdocumentation completed by the prime contractor
Prime Contractor submit: Form sec3-001d, Section 3 Contractor or Subcontractor Report (this list mustdemonstrate that 25% of the total dollar award of all subcontracts to be awarded to Section 3 businessconcerns).
For each Section 3 Subcontract submit: Form sec3-001a, Section 3 Business Concern Application and allrequired supporting documentation for each individual, sole proprietorship, partnership, corporation or jointventure claimed on the subcontractor list.
For each Section 3 Subcontract submit: Form sec3-002a, Section 3 Resident Preference Claim Form and allrequired supporting documentation (to be completed for each section 3 owner/employee claiming Section 3resident status as a subcontractor)
For each Section 3 Subcontract submit: Form sec3-002b, Section 3 Resident or Employee Household IncomeCertification (to be completed for each section 3 owner/employee claiming Section 3 resident status as asubcontractor)
For each Section 3 Subcontract submit: Form sec3-001b, Section 3 Business Employee List and all requiredsupporting documentation completed by each subcontractor
I certify to the best of my knowledge that the information contained here within, and the documents attached, is true and correct.
CORPORATE SEAL PRINT NAME: ___________________________________________________________
SIGNATURE: ____________________________________________________________ DATE: _________________
TITLE: ___________________________________________________________________
FOR OFFICE USE ONLY: Date Received: _______________ Initial Application Reviewed by: ________________________________________
Final Application Reviewed by: _________________________________Approval Status: Approved Denied
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Page 3 of 3 Form sec3-001a, Section 3 Business Concern Application (May 2016)
Why Certify as a Section 3 Business: 1) Receive preference during the bidding/proposal process
(considering responsiveness and responsibility of the quoter, the award will be made to the company claiming Section 3 preference if its quote is within 10% of the lowest quote submitted; see sec3-008 form for award process for bids and proposals) 2) Gain more business opportunities with governmental entities and private sector companies that support economic development goals. 3) Boost your business growth and service/product output
Individuals who qualify as Section 3 residents:
1. A Public housing resident; or 2. An individual who resides in Montgomery County; and is 3. A low-income or very-low income person as defined by HUD.
What defines a person of low and very low income?
A person of low-income, as defined in Section 3(b)(2) of the 1937 Housing Act (42 USC 1437a (b)(2)) and 24 Code of Federal Regulations (CFR) part 135 of HUD regulations, means families (including single persons) whose incomes do not exceed 80% of the median income for the area.
A person of very low-income, as defined in Section 3(b)(2) of the 1937 Housing Act (42 USC 1437a (b)(2)) and 24 Code of Federal Regulations (CFR) part 135 of HUD regulations, means families (including single persons) whose incomes do not exceed 50% of the median income for the area. CHART 1
# IN HOUSEHOLD 1 PERSON 2 PERSONS 3 PERSONS 4 PERSONS 5 PERSONS 6 PERSONS 7 PERSONS 8 PERSONS Very Low-Income $21,900 $25,050 $28,150 $31,300 $33,800 $36,300 $38,800 $41,300 Low-Income $35,050 $40,050 $45,050 $50,100 $54,100 $58,100 $62,100 $66,100 Note: *2016 Median Family Income for Ohio: $62,600 (www.huduser.org)
If you do not wish to use employees’ annual salaries to determine whether they meet criteria as a Section 3 resident, you can use their hourly wages to determine their eligibility, also. CHART 2
# IN HOUSEHOLD 1 PERSON 2 PERSONS 3 PERSONS 4 PERSONS 5 PERSONS 6 PERSONS 7 PERSONS 8 PERSONS VERYLOW-INCOME $10.53 $12.04 $13.53 $15.05 $16.25 $17.45 $18.65 $19.86 LOW-INCOME $16.85 $19.25 $21.66 $24.09 $26.01 $27.93 $29.86 $31.78 *Note: Hourly rates were calculated by dividing each of the salaries in Chart 1 by the total number of work hours in a year (i.e. $62,600/2,080 = $30.10)
In order to determine the number of members an employee has within their household, you may utilize personnel records such as tax records and/or other payroll data (i.e., state and federal exemptions), insurance/beneficiary records or emergency contact persons provided by the employee.
A Section 3 Business Concern is a business concern:
1) That is 51% or more owned by a Section 3 resident; or 2) Whose permanent, full-time employees include persons, at least 30% of whom are currently Section 3 residents, or within 3 years of
the date of the first employment with the business concern have been Section 3 residents; or 3) That provides evidence of a commitment to subcontract in excess of 25% of the dollar award of all subcontracts to a business
concern that meets the qualifications in paragraph 1) or 2) above. 4) When it is formed as a part of a Section 3 joint venture. In this venture Section 3 business concern should:
- Be responsible for a clearly defined portion of the work to be performed and hold management responsibilities; and
- Perform at least 25 percent of the work and is contractually entitled to compensation proportionate to its work.
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SECTION 3 NARRATIVE ACTION PLAN
(MUST BE FILLED OUT FOR A VALID QUOTE/BID/PROPOSAL)
Please outline your strategy in complying with Section 3 contracting and hiring goals.
I. Overview
Description of the project's work detail
Proposed contracting opportunities for Section 3 businesses
Proposed positions for new hires (job description, if available)
II. Describe how your company will advertise contracting opportunities and open positions
III. Implementation Schedule: (Provide an overview of the activities involved in executing Section 3
plan (ex. hiring/contracting process and benchmarking, expanding the pool of candidates for a new
position or a contract by contacting GDPM and/or job and training organizations in the community
to identify qualified individuals and business concerns, etc.)).
IV. Are there any other creative or innovative ideas your company would like to implement in
order to fulfill your Section 3 compliance obligations? If yes, please describe.
V. Can your company provide training opportunities for public housing residents as an option
for meeting your Section 3 requirements? If yes, provide an overview of your training plan.
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Please provide the following information on each intended subcontractor:
(Attach a separate sheet if necessary)
Name
Address
Phone #
Amount of
Subcontract
Section 3
Category
1, 2 or 3
APPLICATION CERTIFICATION
Title 18, Section 1001 of the U.S. Code states that any person who knowingly and willingly makes or
uses a document or writing containing any false, fictitious, fraudulent statement or entity, in any matter
within the jurisdiction of any department or agency of the United States, shall be fined not more than
$10,000 or imprisoned for not more than five years, or both. The undersigned fully understands that
false statements or information are punishable under Federal and State Law, and that the business may
be removed from the Greater Dayton Premier Management (GDPM) vendor list for false statements of
information. The undersigned also realizes that GDPM may verify any information provided by the
vendor within this Section 3 Business Certification Form.
The vendor hereby waives and releases any right the vendor may have or assert against the Greater
Dayton Premier Management by virtue of its reliance on information provided by outside investigatory
or informational agencies. Vendor acknowledges that GDPM will include the business (if applicable)
within its database for the applicable Section 3 category. Such information may be submitted to other
vendors as a form or reference the vendor may utilize in order to meet its GDPM Section 3
requirements. Nothing contained with this Section 3 Certification Form is to be interpreted as a
promise by Greater Dayton Premier Management to contract with the vendor.
__________________________________________________________________________________
(Name of Corporation)
Signature of Authorized Representative
By:__________________________________________________________________________
(Please Print Name of Above Signed Representative)
Title: _
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Page 1 of 1 Form sec3-001b, Section 3 Employee List (May 2016)
Dayton Metropolitan Housing Authority dba
Greater Dayton Premier Management 400 Wayne Ave., Dayton, Ohio 45410
Telephone (937) 910-7500 Fax (937) 910-7628
Section 3 Business Employee List (To be submitted with bid/offer) Form sec3-001b
COMPANY NAME: ________________________________________________________________________________ ADDRESS: _______________________________________________________________________________________ TELEPHONE NUMBER: (_____)_______________ FAX: (_____)______________E-MAIL________________________ Instructions: Please complete (type or legibly print) information for all employees of the company. Note, include all Section 3 and non-Section 3 company employees. For Section 3 employees,** attach form sec3-002a, Section 3 Resident Preference Claim Form AND form sec3-002b, Section 3 Resident or Employee Household Income Certification (downloadable at http://www.dmha.org/doing-business-with-dmha/section-3-overview/section-3.html). USE ADDITIONAL PAGES OF THIS FORM WHERE NECESSARY AND NUMBER EACH PAGE.
Employee Name Address Job Title Date of Hire FT or PT Yearly Median Family Income
Sec. 3 Employee
(Yes or No)
Legend: FT = Full Time PT = Part time Sec. 3 = Section 3 Resident
TOTAL NUMBER OF EMPLOYEES: __________ SIGNATURE: ____________________________TITLE:____________________________________DATE: ___________ ** Section 3 resident is an individual who is a public housing resident, or who resides in the metropolitan area where the Section 3 assistance is being expended AND who is low or very low income *** or a person seeking the training and/or employment preference provided by Section 3 program, or a person receiving unemployment benefits, or a returning veteran, or a recent college or vocational school graduate or a woman in non-traditional career.
Income Level Determination***
# IN HOUSEHOLD 1 PERSON 2 PERSONS 3 PERSONS 4 PERSONS 5 PERSONS 6 PERSONS 7 PERSONS 8 PERSONS Very Low-Income $21,900 $25,050 $28,150 $31,300 $33,800 $36,300 $38,800 $41,300 Low-Income $35,050 $40,050 $45,050 $50,100 $54,100 $58,100 $62,100 $66,100
Note: *2016 Median Family Income for Ohio: $60,200 (www.huduser.org)
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Page 1 of 1 Form sec3-002a, Section 3 Resident Preference Claim Form May 2016)
Dayton Metropolitan Housing Authority dba Greater Dayton Premier Management
400 Wayne Ave. Dayton, Ohio 45410-8750 Telephone (937) 910-7500
Fax (937) 910-7628
SECTION 3 RESIDENT PREFERENCE CLAIM FORM A Section 3 resident seeking the preference in training and employment as defined in the Section 3 regulation at 24 CFR Part 135, shall certify to the recipient, contractor or subcontractor, and submit evidence showing that he/she meets the criteria of a Section 3 resident, (i.e. proof of receipt of public assistance or residency in a United States Department of Housing and Urban Development (HUD) or other federally-assisted housing program, e.g., Public Housing, Section 8, etc.)
Number of Family Members Total Family Income (Very Low Income)
Total Family Income (Low Income)
1 $21,900 $35,050 2 $25,050 $40,050 3 $28,150 $45,050 4 $31,300 $50,100 5 $33,800 $54,100 6 $36,300 $58,100 7 $38,800 $62,100 8 $41,300 $66,100
*2016 Income Limits
CERTIFICATION FOR SECTION 3 RESIDENT I, _______________________________________________________________, am a legal resident of the U.S.A.
(Your Name) MY SOCIAL SECURITY NUMBER is ______________________________________________________________. MY RACE/ETHNICITY is ________________________________________________________________________.
(Optional: For statistical purposes only) MY PERMANENT ADDRESS is ___________________________________________________________________ (Include City, Street, Zip Code) ________________________________________________________________________ I have attached one of the following documents as proof of my status: Proof of residency (lease in a HUD or other federally assisted program). Proof of public assistance, e.g., Temporary Assistance to Needy Families (TANF) recipients, etc. Proof of participation in a HUD YOUTHBUILD program. Proof of participation in a federally assisted program such as job training programs, etc. Proof of participation in a state or local assistance program, or other program that assists low- or very-low income
persons. ONLY PROVIDE THE FOLLOWING IF NONE OF THE ABOVE IS APPLICABLE: Use form sec3-002b, Section 3 Resident or Employee Household Income Certification to show employee
household income if no other documents are attached. PRINT NAME: ___________________________________________________________ SIGNATURE: ____________________________________________________________ DATE: _________________ SIGNATURE: ____________________________________________________________ DATE: _________________ TITLE:__________________________________________________________________
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NON-COLLUSIVE AFFIDAVIT
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Non-Collusive Affidavit and Full Disclosure Statement Non-Collusive Affidavit: The undersigned party hereby certifies that this proposal/bid is genuine and not collusive or sham; that said offeror has not colluded, conspired, connived or agreed, directly or indirectly, with any offeror or person to put in a sham bid or to refrain from bidding, and has not in any manner, directly or indirectly, sought by agreement or collusion, or communication, or conference, with any person, to fix the bid price or any other offeror, or to fix any overhead, profit or cost element of said bid price, or of that of any other offeror, or to secure any advantage against the Greater Dayton Premier Management or any person interested in the proposed contract; and that all statements in said proposal or bid are true. Disclosure: The undersigned certifies that I, nor any member of my immediate family does not now, and has not for the preceding two years, had any interest, whatsoever, whether direct, or indirect, in GDPM or any of its members or officials including but not limited to any interest which yields or has the potential of yielding directly or indirectly a monetary or other material gain or benefit with any employees, officers and commissioners of GDPM and members of their immediate family, or any interest arising from blood or marriage or from close business association, notwithstanding whether any financial interest is involved with any employees, officers and commissioners of GDPM members of their families or employment or services rendered as a member, official or officer of GDPM.
Signature: ____________________________________________
Signature: ____________________________________________
Title: ____________________________________________
____________________________________________ (Company Name)
NC/FDS-1
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AFFIRMATIVE ACTION
REQUIREMENTS
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EQUAL EMPLOYMENT OPPORTUNITY
AFFIRMATIVE ACTION POLICY STATEMENT
It is the policy of to afford equal opportunity for employment to all individuals regardless of race, color, religion, sex, or national origin. The corporation is basically committed to this policy by our status as a Federal Government contractor. We are far more strongly bound to the policy by the fact that adherence to the principles involved is the only acceptable American way of life. Therefore, this corporation will take affirmative action to ensure that we will (1) recruit, hire, and promote all job classifications without regard to race, color, religion, sex or national origin, except where sex is a bona fide occupational qualification; (2) base decisions on employment so as to further the principle of equal employment opportunity; (3) ensure that promotion decisions are in accord with principles of equal employment opportunity by imposing only valid requirements for promotional opportunities; (4) ensure that all personnel actions such as compensation, benefits, transfers, layoffs, return from layoff, company sponsored training, education, tuition assistance, social recreation programs will be administered without regard to race, color, religion, sex, or national origin, except where sex is a bona fide occupational qualification. Additionally, intends full compliance with handicapped and veteran affirmative action requirements. The successful achievement of a nondiscriminatory employment program requires a minimum of cooperation between management and employees. In fulfilling its part in this cooperative effort management is obligated to lead the way by establishing and implementing affirmative action procedures and practices which will ensure our objective, namely equitable employment opportunity for all. Minority and female employees are encouraged to participate in all company activities and refer applicants. I have designed to be assisted by to direct the establishment of and to monitor the implementation of personnel procedures to guide our affirmative action program. This official is charged with designing and implementing audit and reporting systems that will keep management informed on a monthly basis of the status of the equal employment opportunity area. Supervision has been made to understand that their work performance is being evaluated on the basis of their equal employment opportunity efforts and results, as well as other criteria. It shall be a responsibility of supervisors to take actions to prevent harassment of employees placed through affirmative action efforts.
Signature:_____________________________ Title:_____________________________ Date:_____________________________
NOTE: Prime and Subcontractors with contracts of $500,000 or more, must designate in
their policy statement the liaison officer who will administer the Contractor's "Minority Business Enterprise Program."
AAR - 6
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CONTRACTOR'S CERTIFICATION CONCERNING EEO
COMPANY: _________________________________________________________ MINORITY EMPLOYEES
CAUCASION AFRICAN
AMERICAN HISPANIC NATIVE
AMERICAN ASIAN OR PACIFIC
Sub Category Total
Employees M F M F M F M F M F
Officer / Supervisors
Technicians
Housing Sales/Rental Management
Office / Clerical
Service Workers
Other
TRADE:
Journeyman
Helpers
Apprentices
Other
TRADE:
Journeyman
Helpers
Apprentices
Other
TOTAL
TOTAL %
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Page 1 of 2
Certification Regarding Debarment, Suspension, Ineligibility and Voluntary Exclusion Lower Tier Covered Transactions*
(*Note: Lower Tier refers to the agency or contractor receiving Federal funds, as well as any subcontractors that the agency or contractor enters into contract with using those funds.) Title 24 Code of Federal Regulations Part 24 requires that Dayton Metropolitan Housing Authority (DMHA) not enter into contract with any agency, corporation. partnership, or other legal entity that has been debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded by the Federal Government from participating in transactions involving Federal funds. You are required to sign the certification below which specifies that neither you nor your principals are presently debarred, suspended. proposed for debarment, declared ineligible, or voluntarily excluded from participation in programs funded by a Federal agency. It also certifies that you will not use, directly or indirectly, any of these funds to employ, award contracts to, engage the services of, or fund any contractor that is debarred, suspended, or ineligible under 24 Code of Federal Regulations Part 24. If you need to determine whether your agency/firm has been debarred or suspended, or if a subcontractor you plan to hire is suspended or debarred, please refer to the following sources:
• List of Parties Excluded From Federal Procurement and Nonprocurement Programs, issued by the U.S. General Services Administration, Office of Acquisition Policy. Contact the Superintendent of Documents, U.S. Government Printing Office, Washington D.C. 20402 (Reference Stock # 722-002-00000-8). The telephone number is 202-512-1800.
• Internet access is also available at http://epls.arnet.gov
Instructions for Certification 1. By signing and submitting this proposal, the prospective lower tier participant is providing the certification set
out below. 2. The certification in this clause is a material representation of fact upon which reliance was placed when this
transaction was entered into. If it is later determined that the prospective lower tier participant knowingly rendered an erroneous certification, in addition to other remedies available to the Federal Government the department or agency with which this transaction originated may pursue available remedies, including suspension and/or debarment.
3. The prospective lower tier participant shall provide immediate written notice to the person to whom this proposal is submitted if at any time the prospective lower tier participant learns that its certification was erroneous when submitted or had become erroneous by reason of changed circumstances.
4. The terms covered transaction, debarred, suspended, ineligible, lower tier covered transaction, participant, person, primary covered transaction, principal, proposal, and voluntarily excluded, as used in this clause, have the meaning set out in the Definitions and Coverage sections of rules implementing Executive Order 12549. You may contact the person to which this proposal is submitted for assistance in obtaining a copy of those regulations.
5. The prospective lower tier participant agrees by submitting this proposal that, should the proposed covered transaction be entered into, it shall not knowingly enter into any lower tier covered transaction with a person who is proposed for debarment under 48 CFR part 9, subpart 9.4, debarred, suspended, declared ineligible, or voluntarily excluded from participation in this covered transaction, unless authorized by the department or agency with which this transaction originated.
6. The prospective lower tier participant further agrees by submitting this proposal that it will include this clause titled ``Certification Regarding Debarment, Suspension, Ineligibility and Voluntary Exclusion-Lower Tier Covered Transaction,'' without modification, in all lower tier covered transactions and in all solicitations for lower tier covered transactions.
7. A participant in a covered transaction may rely upon a certification of a prospective participant in a lower tier covered transaction that it is not proposed for debarment under 48 CFR part 9, subpart 9.4, debarred,
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suspended, ineligible, or voluntarily excluded from covered transactions, unless it knows that the certification is erroneous. A participant may decide the method and frequency by which it determines the eligibility of its principals. Each participant may, but is not required to, check the List of Parties Excluded from Federal Procurement and Nonprocurement Programs.
8. Nothing contained in the foregoing shall be construed to require establishment of a system of records in order to render in good faith the certification required by this clause. The knowledge and information of a participant is not required to exceed that which is normally possessed by a prudent person in the ordinary course of business dealings.
9. Except for transactions authorized under paragraph 5 of these instructions, if a participant in a covered transaction knowingly enters into a lower tier covered transaction with a person who is proposed for debarment under 48 CFR part 9, subpart 9.4, suspended, debarred, ineligible, or voluntarily excluded from participation in this transaction, in addition to other remedies available to the Federal Government, the department or agency with which this transaction originated may pursue available remedies, including suspension and/or debarment.
Certification Regarding Debarment, Suspension, Ineligibility and Voluntary Exclusion
Lower Tier Covered Transactions
(1) The prospective primary participant certifies to the best of its knowledge and belief, that it and its principals:
(a) Are not presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded by any Federal department or agency;
(b) Have not within a three year period preceding the effective date of this contract been convicted
of or had a civil judgment rendered against me or ____________________ (Contractor’s/Company Name)
for commission of fraud or a criminal offense in connection with obtaining, attempting to obtain, or performing a public (Federal, State or local) transaction or contract under a public transaction; violation of Federal or State antitrust statutes or commission of embezzlement, theft, forgery, bribery, falsification or destruction of records, making false statements, or receiving stolen property;
(c) Are not presently indicted for or otherwise criminally or civilly charged by a government entity (Federal, State or local) with commission of any of the offenses enumerated in paragraph (1)(b) of this certification; and
(d) Have not within a three-year period preceding this application/proposal had one or more public transactions (Federal, State or local) terminated for cause or default.
(2) Where the prospective primary participant is unable to certify to any of these statements in this certification, such prospective participant shall attach an explanation to this proposal.
Signed: Date:
(Authorized Recipient Name/Title) Print Name: Organization: RFP#:
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form HUD-50070 (3/98)ref. Handbooks 7417.1, 7475.13, 7485.1 & .3
U.S. Department of Housingand Urban Development
Certification fora Drug-Free Workplace
Applicant Name
Program/Activity Receiving Federal Grant Funding
I certify that the above named Applicant will or will continueto provide a drug-free workplace by:
a. Publishing a statement notifying employees that the un-lawful manufacture, distribution, dispensing, possession, or useof a controlled substance is prohibited in the Applicant's work-place and specifying the actions that will be taken againstemployees for violation of such prohibition.
b. Establishing an on-going drug-free awareness program toinform employees ---
(1) The dangers of drug abuse in the workplace;
(2) The Applicant's policy of maintaining a drug-freeworkplace;
(3) Any available drug counseling, rehabilitation, andemployee assistance programs; and
(4) The penalties that may be imposed upon employeesfor drug abuse violations occurring in the workplace.
c. Making it a requirement that each employee to be engagedin the performance of the grant be given a copy of the statementrequired by paragraph a.;
d. Notifying the employee in the statement required by para-graph a. that, as a condition of employment under the grant, theemployee will ---
Acting on behalf of the above named Applicant as its Authorized Official, I make the following certifications and agreements tothe Department of Housing and Urban Development (HUD) regarding the sites listed below:
(1) Abide by the terms of the statement; and
(2) Notify the employer in writing of his or her convic-tion for a violation of a criminal drug statute occurring in theworkplace no later than five calendar days after such conviction;
e. Notifying the agency in writing, within ten calendar daysafter receiving notice under subparagraph d.(2) from an em-ployee or otherwise receiving actual notice of such conviction.Employers of convicted employees must provide notice, includ-ing position title, to every grant officer or other designee onwhose grant activity the convicted employee was working,unless the Federalagency has designated a central point for thereceipt of such notices. Notice shall include the identificationnumber(s) of each affected grant;
f. Taking one of the following actions, within 30 calendardays of receiving notice under subparagraph d.(2), with respectto any employee who is so convicted ---
(1) Taking appropriate personnel action against such anemployee, up to and including termination, consistent with therequirements of the Rehabilitation Act of 1973, as amended; or
(2) Requiring such employee to participate satisfacto-rily in a drug abuse assistance or rehabilitation program ap-proved for such purposes by a Federal, State, or local health, lawenforcement, or other appropriate agency;
g. Making a good faith effort to continue to maintain a drug-free workplace through implementation of paragraphs a. thru f.
2. Sites for Work Performance. The Applicant shall list (on separate pages) the site(s) for the performance of work done in connection with theHUD funding of the program/activity shown above: Place of Performance shall include the street address, city, county, State, and zip code.Identify each sheet with the Applicant name and address and the program/activity receiving grant funding.)
Check here if there are workplaces on file that are not identified on the attached sheets.
I hereby certify that all the information stated herein, as well as any information provided in the accompaniment herewith, is true and accurate.Warning: HUD will prosecute false claims and statements. Conviction may result in criminal and/or civil penalties.
(18 U.S.C. 1001, 1010, 1012; 31 U.S.C. 3729, 3802)
Name of Authorized Official Title
Signature Date
X
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BIDDER’S STATEMENT OF QUALIFICATIONS
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STATEMENT OF BIDDER’S QUALIFICATIONS
All questions must be answered and sign. The data given must be clear and comprehensive. 1. Business Name: _____________________________________________________
2. Business Address: ___________________________________________________
3. Business Telephone/ Fax Numbers: _____________________________________
4. Year the business was established: _____________________________________
5. State in which you are incorporated: _____________________________________
6. Credit available for this contract $ _______________________________________
7. Contracts now on hand, gross amount $ __________________________________
8. How many years have you been engaged in the contracting business under your present
firm or trading name? _______
9. Type of organization (ex., corporation, partnership, proprietorship, company, LLC)
__________________________________________________________________
10. Have you ever refused to sign a contract for the amount of your original bid? _____
11. Have you ever defaulted on a contract? _________
12. Have you, within the past five (5) years, completed a minimum of ten (10) projects of
similar scope and complexity? ___________
13. On an attached sheet, please submit a list of these projects including the contract price,
description of work, and location. Also complete Five (5) Reference Release Forms in
Exhibit 12 to allow verification of work performance.
14. Will you upon request furnish any other information that the Greater Dayton Premier
Management may require? ____________
15. The undersigned hereby authorizes and requests any person to furnish any information
requested by the Greater Dayton Premier Management in verification of the recitals
comprising this Statement of Bidder’s Qualifications.
______________________________________________________________________
Signature Title Date
BQ-1
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REFERENCE RELEASE FORM For
GDPM IFB/RFQ/RFP#___________ JOB TITLE_______________________________________ I, being___________________________ of____________________________________
Title Company Name Give GDPM authorization to check our company’s previous performance. Authorization Signature:_____________________________________________ RETURN FIVE (5) SIGNED FORMS TO GDPM WITH PROPOSAL Reference: Company Name:__________________________________________________________ Company Address:________________________________________________________ Contact Person:___________________________________________________________ Telephone No _______________Fax ________________Email____________________
Contractor: Do Not Write Below This Line, Must be filled out by Reference, Return this form with proposal
Dear Sir or Madam: The vendor mentioned above has submitted your company as reference in response to a proposal received by our office. To assist GDPM in the evaluation of this vendor’s proposal, please complete the information outlined below and return this form in the postage paid envelope provided as soon as possible. 1 Nature of service provided
2. Dollar amount of agreement $__________________________________ 3. Performance: (Circle One)
Excellent Good Average Poor 4. Would you enter into an agreement with this company? _____________ 5.Comments:_________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ ____________________________________ _________________________________________ Title (Use Reverse Side if needed) Signature Thank you for your assistance in this manner. Should you have any questions please contact Xavier Gullatte, Senior Manager of [email protected], 937-910-7613 or Compliance, Contract Administrator [email protected], 937-910-7636/937-910-7628 Fax.
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Decline To Bid For The Reason Checked
I can not Comply With Specifications I can not meet delivery requirements Unable to Identify the Item(S) I do not regularly manufacture or sell the types of
item(s) involved. Other (Specify) I do desire to be retained on I do not desire to be on the mailing list for future
mailing list for future procurement of solicitations of this type item(s) involved. this type item involved.
(Fold and Mail to the Address Below)
FROM: AFFIX STAMP HERE
TO: Greater Dayton Premier Management Attn: Compliance Department 400 Wayne Avenue P.O. BOX 8750 Dayton, Ohio 45401-8750 Fax (937) 910 7628
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GREATER DAYTON PREMIER MANAGEMENT
EXECUTIVE SUMMARY
DeSoto Bass Courts
The job industry within the City of Dayton, and Montgomery County has experienced seismic
shifts from the manufacturing economy that prevailed during the Jobs Plus Pilot over a decade and
a half ago. While these conditions had significant impact on the City of Dayton, West Dayton
(where the DeSoto Bass AMP is centrally located) experienced a disproportionate share of these
challenges, as many of the manufacturing companies were concentrated in West Dayton.
Combined with job losses in other sectors and a slow-moving economic recovery, the need is
greater now than ever for skills training and the resources necessary for finding employment in a
very difficult, ever-changing, competitive job market.
Greater Dayton Premier Management (GDPM) is committed to dramatically changing the
landscape of public housing in the City of Dayton. GDPM is focusing its attention on the oldest
largest developments in its portfolio – DeSoto Bass Courts and Hilltop Homes. The two
developments are contained within a single Asset Management Project (AMP) collectively
referred to as DeSoto Bass. With considerable experience in providing the combination of self-
sufficiency programs and safe affordable housing, GDPM endeavors to provide additional
programing to improve employment opportunities for residents at DeSoto Bass through the new
Jobs-Plus Initiative.
DeSoto Bass is a landmark within the Dayton community. As the agency’s largest AMP
and is uniquely positioned for success. This success will be driven by a motivated and focused
management team, community stakeholders, and outreach team. The AMP not only shows its age,
but suffers from a concentration of drug activity and gun violence plaguing its residents and
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resulting in community disenfranchisement. The need for job training is significant as only 30%
of families report earned income. The average annual income of all families is $6,419.
Despite its challenges, the social fabric of the area is equally as strong. West Dayton has about
160 churches or faith-based community locations where residents gather to worship and engage in
community support activities. Currently, the City and GDPM plan to invest $1,104,000.00 over
the next three years through various improvement projects within or adjacent to the DeSoto Bass
target area. Within a 1-mile radius from DeSoto Bass exists the central business district, the
Veterans Administration Medical Center (a major hospital and employer), Sinclair Community
College, Central State University-West, recreational opportunities and over 50 acres of land ready
for development. DeSoto Bass is centrally located with exceptional transportation access. During
a 2016 resident meeting, residents confirmed that the area is geographically desirable due to its
proximity to downtown, regional transit and highway corridors, in addition to the availability of
school choice.
GDPM has a long tradition of providing self-sufficiency programming and safe, affordable
housing to its residents. In fact, GDPM was a successful participant in the Jobs-Plus Pilot. The
new Jobs-Plus partnership will mirror the successes of the past at DeSoto Bass, and improve on
lessons learned. With the infusion of new Jobs Plus funding, the program will offer extensive
outreach, job training, job readiness and search skills training, intensive case management, co-
located coordinators, computer lab, and recruit residents for the community support for work
component.
GDPM is taking a holistic three-part approach to the Jobs Plus model. In alignment with Jobs
Plus objectives, GDPM will partner with community partners to provide all aspects of employment
services, implement the Jobs-Plus Earned Income Disregard (JPEID), and involve participants and
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residents through Community Supports for Work. By using the grant funding, GDPM will be able
to hire staff to act as coordinators to help shepherd our residents through the process while adding
linkages to support services. These coordinators will be both existing, new and resident
employees. The major service providers for this undertaking include Ohio Means Jobs-
Montgomery County and Goodwill/Easter Seals of Dayton. The objective is to help residents with
job readiness at our on-site center by providing to them the soft skills necessary to compete in the
job market.
Specific services will include employment assessments, resume writing, social service
linkages, providing certification training, transportation, and employer outreach. Goodwill/Easter
Seals will be provide additional jobs training opportunities, but with a more intense wrap around
service for the more difficult to place and retain residents. Service providers such as the Wesley
Center and Truine Development will provide supportive services and training to target the hardest
to serve population. Our goal is to increase employment opportunities and attainment to those at
the prosed site. Specifically, the team will strive to decrease the number of families reporting zero
income from 70% to 45% over the life of the program.
Along with its partners, GDPM will implement the three objectives of the Jobs Plus
Initiative, in order to develop a set of strategies that builds a culture of work within DeSoto, reduces
social isolation, builds and/or expands social networks and organizes residents so they support one
another.
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Rating Factor 1: Capacity:
Team Make-up Roles/Responsibilities: Greater Dayton Premier Management (GDPM) - Dayton
PHA, has a minimum of nine partners committing demonstrated partnership for the 2016 Jobs Plus
Initiative application. Key partner agencies are Goodwill Easter Seals Miami Valley (GESMV),
which operates Miami Valley Works, and Ohio Means Jobs Montgomery County (OMJMC) which
operates the One-Stop Job Center under the direction of the Workforce Investment Board.
Partners: The mission of Ohio Means Jobs, Montgomery County, is to provide a quality
workforce that meets or exceeds the current and future needs of employers. During the last several
years, OMJMC maximized its collaborative efforts to address the issue of unemployment.
OMJMC serves as Montgomery County’s central hub for employment and resources. They will
offer a full spectrum of job and workforce development services, including but not limited to, labor
market data, job search activities, skill development, job placement services and employer
recruitment and retention.
The mission of GESMV- Miami Valley Works is “to offer a holistic approach to eliminating
poverty in the Miami Valley by providing job readiness training and ongoing employment
coaching, support services, advancement, counseling, and long-term job retention follow-up.”
GESMV will provide job readiness, assessment, placement, in addition to community outreach,
peer supported employment, vocational rehabilitation, behavioral health services, and veterans
services. GESMV’s Peer Supported Employment program is a best practice model of rehabilitation
utilizing the Boston University Center for Psychiatric Rehabilitation Vocational Approach.
The partnership will maintain a cohesive goal that is conveyed with mutual expectations
through executed Memorandums of Understanding (MOU) as well as continuous communication.
This communication will be fostered through weekly meetings during the startup and design phase,
as well as the initial implementation phase if necessary. Once the program is through the initial
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implementation phase, meetings will likely transition to a monthly frequency, with regular
electronic communication.
Staffing: As the grant applicant and PHA, GDPM will serve as the lead partner agency ensuring
all of the objectives and requirements of the grant are met. GDPM, in collaboration with its
partners, will hire a highly-qualified, full-time Project Coordinator that will be responsible for
guiding the overall direction of Dayton-Jobs Plus (DJP). The Project Coordinator will be located
on-site and have specific responsibility for the supervision and coordination of DJP staff and
volunteers; the facilitation of Governing and Advisory Committee meetings; ensuring the timely
achievement of program objectives and outcomes; monitoring of the program budget and
preparation of budget revisions. Desired skill-sets will include workforce development or
community development background; strong manager with strong verbal and written
communication skills; demonstrated ability to build and lead a team; result and data-driven;
knowledge of local nonprofit sector; passionate; resourceful, problem-solver, exhibits follow-
through and self-direction.
Additional staffing is anticipated as follows:
• Lead Case Manager (Full-time (FT): will be responsible for designing, implementing and
supervising the Case Management component of DJP. Will also have case-load responsibility.
Desired skill-sets will include but not be limited to, human service background; experience
with managing multiple caseloads and tasks, organized, ability to train others and cross train,
experience with hard to serve, relationships with other service providers, problem-solving and
follow through.
• Case Manager (1 FT & 1PT): handles case management responsibilities along with the lead
case manager. Case management includes assessing the participant’s job readiness and helping
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them access the employment and support services that they need to secure and retain
employment and to manage households. Desired skill-sets include, but are not limited to, the
similar desired skill-set as the lead case manager, in addition to the ability to empathize as well
as exercise objective judgement.
• Job Developer (Part-time and/or contracted): will facilitate work experiences, on-the-job
training opportunities, build and expand relationships with employers in accordance with the
President’s Ready-to-Work training agenda. Desired skill-sets include, but is not limited to,
experience in networking, particularly with employers in a similar setting, and ability to sell
the program.
• Community Coaches: will serve as outreach specialists to promote involvement in DJP.
Coaches will publicize program activities and jobs, capitalize on personal networks, oversee
targeted (special) campaigns, and act as the eyes and ears of the program, particularly related
to social service needs. Coaches will also liaison to the Metro-Wide Council and assist with
the Ambassadors. Coaches will be residents of the development in good standing and will be
carefully screened to ensure they can be good role models for DJP.
• Ambassadors: will recruit other residents to participate in the program by sharing their
experiences and benefits of program participation. The Ambassadors will receive an incentive
for each resident they recruit to participate in the program. Ambassadors will be DJP
participants in good standing and exhibit excitement about the program.
• Data Coordinator (Part-time and/or contracted): will ensure all documentation and reporting
information complies with the requirements of the grant and will complete all required
reporting on time. Additionally, the Data Coordinator will be responsible for maintaining up
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to date labor market data, resident data and providing regular reports on trends, etc. The Data
Coordinator will have 2- 5 years of experience in a compliance related environment.
• Technology Plus Provider (Contracted): A competitive procurement process will be used to
select the provider to set up the infrastructure necessary to support an on-site Technology Plus
Center. DJP will research best-practices and evidence-based models for design and
implementation ideas.
Governance: The governance structure for the DJP program will be led by GDPM and be
composed of members from the key partnership (GDPM, OMJMC, and GESMV) in addition to a
Metro-Wide Council member. One or two additional members may be identified, however the
Governing Committee will be relied upon to make key decisions regarding the DJP program, set
the overall direction and policy, provide input on selection of key staff, and approve budget
revisions. The Governance Committee will be most effective as a small group. The Governing
Committee will meet 2-4 times per month for the first three to four months of grant implementation
to establish by-laws, finalize roles and responsibilities, and hire a project coordinator.
The Governing Committee will meet at least monthly during the life of the program to monitor
program process, make adjustments to the program design, ensure grant requirements are being
met and monitor grant financial reports. GDPM will provide administrative support to the
Governing Committee by organizing meetings, producing meeting agendas and minutes, and
reports that will assist the Committee in making informed decisions.
In addition, to the Governing Committee, GDPM also proposes a collaboration of all service
providing partners to form an Advisory Committee. The Advisory Committee will serve the same
function as the Advisory Committees in the HOPE VI CSS programs. The Advisory Committee
will meet quarterly (at a minimum) to assess the progress in the program. The Advisory Committee
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primarily will assist in identifying gaps in services and providing solutions to fill those gaps. The
Advisory Committee will assist with ensuring that all the partners understand and share common
goals and maintain their commitment to the outcomes of the programs. The Advisory Committee
may form working groups to address specific service delivery needs. GDPM will also provide
administrative support to the Advisory Committee.
Quarterly operational and financial updates will provided to GDPM’s Board of Housing
Commissioners, over the life of the program.
Past Performance with Similar Programs: GDPM has successfully administered several large,
multi-year programs with multiple funding sources. These include: Resident Service Delivery
Model, Neighborhood Network, Homeownership, Capital Fund, HOPE VI, Vacancy Reduction
Program, and Family-Self Sufficiency. GDPM is also a former Jobs Plus Pilot Grant recipient.
During its administration of the Jobs Plus Pilot program, GDPM successfully provided a spectrum
of employment related services in compliance with all grant requirements and developed best
practices that have been presented at Jobs Plus related conferences and ultimately replicated by
other communities. In the 2008 publication, Helping Public Housing Residents Find and Keep
Jobs, authored by Susan Blank and Donna Wharton-Fields, they found that residents that were
involved in the pilot programs, including Dayton’s, retained lasting benefits from participation.
At its inception, the multi-year Jobs-Plus pilot program made concerted and creative efforts to
assist the resident population who presented wide variations in job readiness and job retention
issues, and had significant barriers to employment. With a network of over 15 partners and input
from the resident council, GDPM cultivated a range of support services not only for program
participants, but for youth, and all residents of the targeted development. As a result of GDPM’s
collaboration and effective service delivery the number of employed residents increased from 13%
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to 43% by the program’s end. Partners of the Jobs Plus Pilot included contracted partners paid by
the grant and many partners that provided in-kind services.
Through the multi-phase HOPE VI program, approximately 138 families were displaced by
the demolition of 213 public housing units in the GDPM portfolio. Wrap-around supportive
services and resident engagement initiatives were provided to these families through the
Community and Supportive Services (CSS) program. The CSS programs used for GDPM’s HOPE
VI program were developed in part through resident input. The CSS program had a strong
employment and training component and provided comprehensive case management services to
residents. Relationships with over two dozen partners and other stakeholders were utilized to
connect families with programs and services needed to sustain self-sufficiency. Some partners
were contracted and paid through the HOPE VI grant while others provided support as part of their
overall mission and/or as an opportunity for additional capacity development. Of the 138 families
displaced, 45 received full-time employment, five enrolled in college with two completed and one
completed with a 4.0 GPA, and 35 families became homeowners.
GDPM’s HOPE VI program involved several funding sources, including, Community
Development Block Grant, HOME Investment Partnerships, Housing Trust Fund, Capital Fund,
Low Income Housing Tax Credit, private lending and Federal Home Loan Bank. The goal was to
leverage the $18 million grant with approximately $3 million; GDPM far exceeded the leverage
goal and leveraged $26 million.
One of GDPM’s successful ROSS programs, the Community Apprenticeship Network (CAN),
provided vocational training to residents, resulted in 17 residents completing training and 115
being provided life skills, career and job information, case management and support services.
GDPM has two homeownership initiatives including New Visions for Homeownership and First
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Choice in which families are provided the opportunity to work toward homeownership through an
incubation program to work through the issues that jeopardize their success. A ROSS
Homeownership grant managed by GDPM exceeded its goal of providing case management,
specific to homeownership, by over 50 percent. GDPM has continuously and successfully
managed ROSS Family grants. Most recent goals of the grant were exceeded with 181 families
targeted, and over 250 families provided services. Fifty residents were targeted to receive career
exploration and job shadowing services and over 100 participated. GDPM recruited participants
through flyers, referrals and even door knocking and has significant success in retaining
participants until they have reached their educational and employment goals.
GDPM administered a successful Neighborhood Network program in partnership with
Montgomery County’s One Stop Center. The program provided supportive services such as
educational training, in an effort to increase employment. GDPM’s FSS department partners
extensively with the One Stop Center’s Employment Specialist for referrals to job opportunities
for FSS participants and training opportunities.
GDPM has additionally partnered with Montgomery County to administer and implement
HUD’s Neighborhood Stabilization Program which was a multi-year program with strict
regulatory requirements. The partners successfully completed all requirements and goals of the
program resulting in 30 new public housing units and the stabilization of an entire suburban street.
The successful programming garnered the attention of former HUD Secretary Shawn Donovan.
Capacity to Operate a Place-Based, Community Focused Program: DJP will be housed in the
Hughbert Poore Community Center at DeSoto Bass Courts, commonly known as the 904 Building.
The 904 building is highly visible, convenient to all areas of the development, and easily accessible
to residents, providing the ideal location for effective service delivery. GDPM recently
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deprogrammed 4 adjacent units to Center for expanded resident services to include a small health
clinic and behavioral health services. The 904 Building also overlooks the central “green” and the
basketball courts, places where many activities in the development take place. The location lends
itself for the DJP program to become a central part of community life, providing optimal
opportunities (both formal and informal) to facilitate resident engagement and develop
relationships in order to facilitate change.
The first floor of the 6,500 square foot DJP Center contains individual office spaces and offers
privacy to discuss sensitive resident concerns, as necessary. The first floor also offers a training
room. The office spaces and training room located on the first floor will likely be utilized to
conduct intake, assessment and initial orientation to the DJP program. The second floor contains
a kitchen and a large multipurpose room. The basement contains two rooms that are currently
used for storage, however the vision is to convert these rooms into the Technology Plus Center
and potentially a childcare room.
All of the DJP staff outlined earlier in the Capacity narrative will be located within the DJP
Center. DJP intends to be open from 8 A.M. to 7 P.M. Monday through Friday during the school
year and from 8 A.M. to 5 P.M. during the summer months. These hours may be modified to
accommodate resident needs, as the DJP program will continue to evaluate continuous
improvement opportunities. The Center will be open evening and weekend hours as needed, to
accommodate special events, resident meetings, and youth events. It is the intention that the Center
be a primary tool in the Community Supports for Work component to benefit the entire
development.
GDPM will foster a strong, community based program by providing linkages and services
directly in the onsite Community Center. Not only will this space be used for DJP partners, it will
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be also used by other community organizations to provide non-employment services such as health
wellness checks and community non-violence organizers. The agency’s Family Self Sufficiency
department will maintain space within the center so that residents can have a “one stop shop” while
fostering a level of support.
DJP at will be distinguished by its alliance with Ohio Means Jobs-Montgomery County One-
Stop Job Center – a huge, multi-service center housing numerous social service and employment
agencies. The program will work closely with the On-Stop Center to ensure that its on-site services
closely mirror those of the DJP Center.
The DJP Technology Plus Center will offer participants a direct computer link to the Ohio
Means Jobs on-line Job Bank, an electronic posting of all employment opportunities listed by
employers in Montgomery County, as well as the State of Ohio. The center at DeSoto Bass will
also be home to the Jobs-Plus Youth Program which will emphasize the importance of providing
services to children and youth in an effort to break the cycle of poverty in the housing development.
The program will feature after-school recreational activities, a tutorial program and a Youth
Leadership training program that will foster leadership and conflict resolution skills.
The DJP Center will service the entire DeSoto Bass AMP which includes both DeSoto Bass
and Hilltop Homes. The two developments are within one mile of each other and Hilltop Homes
does not have community space onsite. DJP will contract for transportation services to provide
regular van service for the residents of Hilltop Homes. Bus tokens will also be provided. GDPM
will deprogram a vacant unit at Hilltop Homes that will be utilized for office space. DJP and FSS
staff will maintain regular office hours within the unit at Hilltop for intake, assessment and basic
services for the DJP program. DJP will also partner with Miami Valley Child Development
Centers, located onsite at Hilltop Homes to conduct recruitment activities for parents and children.
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Section 3: GDPM has an aggressive Section 3 program, particularly as it relates to construction
contracts. Throughout the procurement process, GDPM emphasizes to potential vendors that hiring
Section 3 residents and businesses is a high priority. To ensure compliance, GDPM has rigorous
documentation requirements during the bidding phase of any contract. Bidders receive education
regarding the requirements during the pre-bid meeting. Required documentation is carefully
reviewed and considered prior to contract award. If a contractor has not complied with the
documentation requirement, the bid is considered non-responsive, making them ineligible for
contract award. This aggressive Section 3 policy for procurement has resulted in the hiring of 52
Section 3 residents in the last five years by GDPM contractors.
One of GDPM’s most successful Section 3 initiatives is GDPM’s internal hiring of Section 3
residents. The following table demonstrates GDPM’s success:
Number of New Hires
Number of Sec 3 New Hires
Percentage of New Hires that are Section 3
Percentage of Section
3 New Hires
Retained 2011 11 6 54.55% 16.66% 2012 26 10 38.46% 27.27% 2013 32 18 56.25% 61.11% 2014 21 16 76.19% 75.00% 2015 15 7 46.67% 42.86%
YTD 2016 14 7 50.00% 90.00% Totals 119 64 56.35% 52.15%
A particular success story involves a GDPM public housing resident that was hired in 1996 as a
Family Self Sufficiency Coordinator. The now former resident has been employed with the agency
for 20 years and was recently promoted to Site Manager.
GDPM partners with the Dayton Human Relations Council (HRC), City of Kettering, City of
Fairborn, Montgomery County (Ohio) to form the Section 3 Consortium, as well as the Minority
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Business Assistance Center (MBAC), a division of the HRC, for Section 3 certification and
education. HRC and MBAC provide workshops regarding Section 3 opportunities, in addition to
basic information regarding bidding, estimating, bonding, blue-print reading, working with
governments, etc. GDPM participates regularly in applicable sessions to provide Section 3
residents and businesses available opportunities within GDPM. Approximately 150 Section 3
eligible participants have engaged in various workshops and trainings in the last three years.
GDPM’s Family Self Sufficiency (FSS) department publishes a quarterly newsletter informing
Section 3 residents of training opportunities. FSS Coordinators provide additional information
during their weekly site visits and one-on-one client meetings.
In addition the partnerships with HRC, MBAC, and GDPM’s FSS, GDPM has relationships
with the Chamber of Commerce, Greater Dayton Apartment Association, other industry groups
and service providers. These relationships are utilized to share and market training opportunities.
GDPM also uses traditional methods of communication to notify Section 3 residents of training
opportunities such as direct mail, web-site postings and flyer distribution during GDPM resident
sponsored events such as the Annual Back to School and Father’s Day events.
Connection to Employment Opportunities and Incentives: GDPM will utilize the Dayton Jobs-
Plus (DJP) Job Developer to connect Jobs Plus participants to employment opportunities, including
training positions, either with GDPM, its contractors and community partners. The DJP will
become an integral part of GDPM’s internal Section 3 initiatives. Specifically, the DJP Job
Developer will attend all GDPM pre-bid conferences. The Job Developer will explain the program
and ascertain the contractor’s skill needs for performance of the contract work. The Job Developer
will also explain the advantages of on-the-job training and work experience programs to
contractors and encourage the contractors to participate.
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Once the Job Developer has determined the necessary skill level, they will work with the Case
Managers to identify potential Jobs Plus participants. All qualified Jobs Plus participants will be
referred to the contractor for any new hire positions. GDPM will require that all contractors
interview any qualified Section 3 candidate for all new hire positions. The contractor will be
required to document why the Section 3 candidate was not chosen for the position in their required
Section 3 reports. As an incentive, if a contractor selects a DJP participant for employment DJP
will sponsor a portion of the on-the-job training component, as allowable per the grant. And
additional incentive is that DJP participants will be pre-screened, assessed and provided the soft
skills necessary to help them be productive with the contractor.
Monitoring for Compliance: As a general practice, contractors are required to submit reports
indicating workforce utilization on all public housing projects for the duration of the work. This
practice will continue and be enhance with on-the-job training component. The reports will prove
an immediate evaluation of compliance status. GDPM contract administrators will sanction for
noncompliance.
Working with Residents: GDPM has continually strived to work with residents as team members
and leaders to incorporate residents in agency planning and problem solving. In an effort to seek
greater input and create open dialogue, monthly Board meetings have been rotated amongst
various housing authority sites. Moving the Board meetings closer to the residents provided
residents greater accessibility to the Board and Executive staff, in addition to a greater
understanding of the agency structure and process.
GDPM has recently hosted resident focus group discussions, facilitated by a third party. The
results of the focus are pending, however, once finalized, GDPM will review and incorporate the
feedback to provide improved service delivery to its residents.
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GDPM is very active in encouraging and supporting the creation of Resident Councils and has
active councils at 11 of its developments. GDPM routinely engages the resident leadership to
obtain input and guidance about programs and policies affecting residents. Annually, GDPM seeks
Resident Council and Resident Advisory Board (RAB) input in the development of the Annual
Capital Fund Plan.
Resident Council: Historically, sustaining interest in a council at DeSoto Bass (even with the
assistance of the RAB) has been challenging, GDPM has begun to approach long term residents
who have previously expressed interest. Currently, GDPM is working with the RAB to establish
elections and support the creation of a resident council. In order to facilitate its creation, GDPM
has provided information regarding the purpose of the council and GDPM’s efforts to target
resources for DeSoto Bass through various funding possibilities. GDPM has been actively seeking
resources to address the social and economic needs of DeSoto Bass, GDPM submitted a Choice
Neighborhood Planning Grant targeted for DeSoto Bass, in addition to a Safety and Security Grant.
Any additional resources will be leveraged with Jobs Plus Initiative Grant.
The agency has completed a recent rehab of the community room and invited all residents to
new programming available. New programming includes health and financial seminars as well as
summer lunch programs. The increased activity and communication regarding targeted resources
are being used to garner trust and commitment with the residents. The RAB conducts monthly
meetings with GDPM Executive staff. GDPM will host those meetings at DeSoto and invite
residents to attend, in an effort to encourage residents of DeSoto to engage.
GDPM will also provide training and coaching to DJP Resident Ambassadors and
Ambassadors will be asked to facilitate resident meetings. Following the training received by the
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Ambassadors, and their leadership role through DJP, GDPM is hopeful that, with coaching,
Ambassadors will reactivate a Resident Council at DeSoto Bass.
GDPM also partners with a local organization called Street Souljahz’s (S&S) that provides
community mobilization and mediation within DeSoto Bass, in addition to crime and safety
consultation. The motto of S&S is “Victory Over the Streets”. Many residents respond to Street
Souljaz’s approach and S&S is often called upon to canvass and assist with resident engagement
activities. With S&S’s grassroots approach and connection within DeSoto Bass, they will be asked
to assist with the implementation of a Resident Council.
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Rating Factor 2: NEED:
The need for Jobs Plus Initiative at the DeSoto Bass AMP is substantial. The job industry within
the City of Dayton, and Montgomery County as a whole has experienced seismic shifts from the
manufacturing economy that prevailed during the Jobs Plus Pilot over a decade and a half ago.
While these conditions had significant impact on the City of Dayton, West Dayton (where the
DeSoto Bass AMP is centrally located) experienced a disproportionate share of these challenges,
as many of the manufacturing companies were concentrated in West Dayton. Combined with job
losses in other sectors and a slow-moving economic recovery, the need is greater now than ever
for skills training and the resources necessary for finding employment in a very difficult, ever-
changing, competitive job market.
DeSoto Bass Courts and Hilltop Homes, collectively known as the DeSoto Bass AMP (Asset
Management Projects), are among the oldest and most densely populated within the housing
authority’s portfolio. DeSoto Bass not only shows its age, but suffers from a concentration of drug
activity and gun violence plaguing its residents and resulting in community disenfranchisement.
DeSoto Bass and the surrounding community lags behind the balance of the City in many
measurable neighborhood health statistics. For example, according to the 2010 Census, the area
has a higher rate of families below the poverty line (58.1% versus 35.3%) and the Part 1 violent
crime rate for the target housing is 3.48 times higher than the rest of the City. The area lost 23%
of its population between 2000 and 2010, nearly double the City average population loss of 14%.
The target area has a high concentration of minority population compared to the City as a whole
(93% versus 43%).
Despite its challenges, the social fabric of the area is equally as strong. West Dayton has about
160 churches or faith-based community locations where residents gather to worship and engage in
community support activities. Currently, the City and GDPM plan to invest $1,104,000.00 over
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the next three years through various improvement projects within or adjacent to the DeSoto Bass
target area. Within a 1-mile radius from DeSoto Bass exists the central business district, the
Veterans Administration Medical Center (a major hospital and employer), Sinclair Community
College, Central State University-West, recreational opportunities and over 50 acres of land ready
for development. DeSoto Bass is centrally located with exceptional transportation access. During
a 2016 resident meeting, residents confirmed that the area is geographically desirable due to its
proximity to downtown, regional transit and highway corridors, in addition to the availability of
school choice.
Resident Population: The DeSoto Bass AMP currently houses 503 families with a total of 1009
residents. 552 residents are 18 or over the remaining 457 residents are children 17 and younger.
Of the 552 adults, 116 are classified as disabled and 30 are elderly (62 or older). Roughly 74%
(or 406) of the adult population are “work-able adults” and potential participants for the DJP
program. Currently, 150 of the 503 families (30%) have earned income and 353 (70%) of the
families have zero earned income. According to HUD’s PIH Information Center, the average
income at DeSoto Bass is, $6,419, compared to an average income of $14,511 for GDPM’s PHA
portfolio as a whole.
Other Employment-Related Programming: Established by HUD, GDPM utilizes its Family Self-
Sufficiency (FSS) program to assist eligible residents connect with services to improve their
education and employment, and to put them on a path to self-sufficiency. The FSS program links
participants to the computer access, financial literacy, job training, childcare and other tools
needed to compete and succeed in the workplace. Participants develop an Individual Training and
Service Plan (ITSP) to define and track their goals and progress. Enrollment in the FSS program
entitles participants to eligibility in an escrow account where they can keep a portion of their
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increases in rent as their income increases. Once they complete the program, participants receive
all of the money accumulated in their escrow account plus interest.
An FSS coordinator visits DeSoto Bass once per week. FSS also coordinates with providers
that recruit participants for off-site programming. The Miami Valley Urban League, Goodwill, and
Truine Skill Development have MOU’s through FSS and offer periodic, onsite employment related
workshops. However, the availability of regular on-site, community based programming is
currently limited at DeSoto and not always well attended. The Jobs Plus Initiative would allow for
sophisticated coordination of on-site employment services and expansion of such services for
greater resident impact. The current referrals will still be available for residents participating in
Jobs Plus. However, residents participating in Jobs Plus will have greater access to both specific
job training services that will meet local industry demands, and wrap-around supportive services
that often prevent residents from obtaining employment after they have received training. The
incentive based programming of the Jobs Plus Initiative will also provide additional motivation
for residents to engage in the program and share their participation with others.
Local Employment Market: Review of data provided in the table below by Ohio Means Jobs-
Montgomery County (OMJMC), the Dayton MSA will grow jobs more slowly than any other
MSA in Ohio. Therefore, it is imperative that residents are prepared with the skills necessary to
meet available industry demands for jobs available now and in the future.
Comparison of Ohio Metropolitan Statistical Areas: 2012-2022
Ohio Metropolitan Statistical Areas
Employment 2012
Projected Employment
2022
Projected Change 2012-2022
Number/percent Akron MSA 331,900 354,300 22,400 6.7%
Canton-Massillon MSA 173,600 183,700 10,100 5.8%
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Cincinnati/
Middletown MSA
1,047,900 1,141,900 94,000 9.0%
Cleveland/Elyria/
Mentor MSA
1,055,300 1,128,600 73,300 6.9%
Columbus MSA 991,300 1,070,800 79,500 8.0%
Dayton MSA 378,400 399.300 20,900 5.5%
Toledo MSA 298,700 318,800 20,100 6.7%
Youngstown/Warren/Boardman MSA 215,000 231,700 16,700 7.8%
The largest and fastest growing employment sectors in the Dayton MSA (as of May, 2016)
include: Healthcare and Social Assistance (NAICS 62) with 51,253 jobs available; Government
(NAICS 90) with 35,407 jobs available: Manufacturing (NAICS 31) with 26,602 jobs available;
Retail Trade (NAICS 44) with 25,469 jobs available; Accommodation and Food Services (NAICS
72) with 23,597 jobs available; Construction (NAICS 23) with 11,261 available jobs and
Transportation and Warehousing (NAICS 48) with 10, 086 available jobs.
Large employers in Montgomery County include, Fuyao Glass America Inc., a glass
fabrication plant; Exel Logistics/DHL Supply Chain – the largest North American third-party
logistics company; Payless ShoeSource Distribution Center, one of the largest footwear retailers
in the Western Hemisphere; and Meijer distribution center. OMJMC along with other DJP partners
have agreements for referral services with these large employers.
A May 31, 2016 article published by the Dayton Business Journal reported there were 18,700
jobs posted online in Dayton in April, 2016. Health care continues to be a big economic driver, as
well as technology. Heavy and tractor-trailer truck drivers remain the top job ad in the region,
1,168 jobs were posted for this industry. The retail industry posted 877 job ads. Registered nurses
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accounted for 467 job postings, and industrial engineers for 325 of the listings. In all, 19.2 percent
of jobs pay less than $30,000 per year, 26.9 percent pay between that and $50,000 a year, 28
percent pay between that and $80,000 annually. High school or GED education is required for 42
percent of the jobs, associate's-level education is required for 19.7 percent of the jobs, and a
bachelor's degree is required for 30.6 percent of the jobs.
Skills Needed: Soft and Job Readiness Skills are essential to obtaining employment, OMJMC
sites specific skills such as basic work ethic, active listening, customer service, and the ability to
lift and carry. Hard skills, such as technical and job readiness training, will be a component
available to program participants and provided by GDPM partners to include: Sinclair Community
College, Miami Valley Career Technology Center, Miami Valley Works, and Dayton Public
Schools, among others. What to Study: Certification programs in Logistics, Manufacturing, CDL
and Healthcare are available. Where to apply: OhioMeansJobs.com/Montgomery or in person
located inside the Montgomery County Job Center. The DJP on-site Center will also be a location
that employment seekers can apply.
Barriers to Employment: Data from OMJMC indicated that the primary barriers to obtaining
employment include transportation, childcare, educational attainment levels, health issues and
mental health issues, and criminal background issues. Additional barriers include lack of job
readiness, lack of an adequate family or community support system.
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Rating Factor 3: Soundness of Approach:
PROGRAM ACTIVITIES AND IMPLEMENTATION PLAN:
Outreach and Engagement: Multiple strategies will be utilized to recruit and engage Dayton Jobs
Plus (DJP) program participants. GDPM holds an Annual Back to School community event
typically late July or early August. The Back to School is a signature GDPM event with over two
dozen community partners that attracts over 500 resident participants. The event will be a
significant outreach and engagement tool that GDPM will use to market (and possibly kick-off)
the DJP initiative. DJP staff will be present and actively speaking with and recruiting residents for
the program. This method will be duplicated at other community events hosted by the GDPM’s
Family Self-Sufficiency (FSS) program including but not limited, Father’s Day Gatherings, Stop
the Violence Community Dinner, and the Annual Financial Fitness Week. . DJP staff will be
trained on the importance of collecting and analyzing data during these events to measure the
effectiveness of particular outreach methods in order to determine best practices.
Traditional GDPM outreach methods will also be used such as direct mail, web-site postings,
email distribution, public access television, community postings and door-to-door canvassing.
GDPM’s FSS Department has established a social media presence as a cost effective marketing
and recruitment tool. The DJP initiative will be promoted to residents using the social media
platform prior to the program start date to build anticipation and awareness.
Potential new residents of public housing will receive information regarding the DJP program
during their pre-leasing orientation meeting. The applicants will receive materials that will include
a monthly “fact sheet” about activities through DJP, financial incentives and success stories of
participants. Applicants also learn of the services and benefits of DJP including job readiness,
education and training, job search, ongoing employment support, transportation and childcare
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assistance, as well as financial incentives. The availability of DJP services on-site will be
emphasized as an advantage of selecting DeSoto as a preference for housing.
To add a personal outreach touch, Community Coaches will conduct one-on-one interviews
with each employable adult resident. Community Coaches will visit each household and explain
the program and the advantages of program participation. Coaches will also complete a survey for
each resident to identify their interest and the barriers that would keep them from participating in
the program. Survey information will be used to determine additional needs for supportive
services. One-on-one visits to each house will be the primary strategy for reaching those
determined least likely to participate.
A DJP Ambassador/Mentor program will also be implemented. The DJP Ambassadors will be
a group of 8-10 residents who are actively participating in the DJP program. These mentors will
serve to recruit their peers through testimonials about the benefits they’ve received and their
experiences as program participants. This will hopefully build trust among residents and is
designed to recruit those who may be least likely to participate. The mentorship/ambassador
program will be incentivized to encourage participation.
The DJP team will work with Family Self-Sufficiency (FSS) coordinators and Portfolio
Managers to identify residents who are both unemployed and under-employed during annual
recertification and interim appointments. Once identified, referrals will be made to the DJP Team
for further assessment and orientation. It will be emphasized that participation in the program will
meet community service requirements for those who are not in compliance according to the terms
of their lease.
To provide education and engagement regarding resident entrepreneurship, GDPM will partner
with the Dayton Human Relations Council and Urban League on creative engagement techniques.
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GDPM will consult with the Cleveland Housing Authority about their proposed Entrepreneurs
Club, specifically their “Shark Tank” watch parties. The watch parties are used to introduce
entrepreneur terms and concepts.
To recruit and retain program participants, the DJP team will establish a Community
Connections Council (a workgroup of the Advisory Council) that will be composed of community
members serving as hosts to lead small-group discussions on various topics. Group discussions
will provide unemployed residents with a network of residents from which they can seek advice
regarding concerns about entering the work place. Discussions will center on ways to find jobs,
barriers to keeping a job and challenges they may face in the work place. Tracking and intervention
methods will also be employed by the DJP team through use of community coaches who will
document all participants scheduled activities from attending basic classes to referrals for
supportive services. Periods of inactivity will be monitored and Coaches will visit inactive
residents to assess their inactivity. Subsequently, coaches and case managers will engage the
participant and work to find a solution as to how to reestablish participation in the program. Ideas
for incentives will be solicited via a resident survey to determine motivational rewards.
Career/Employment/Training Services:
Employment and Training: DJP will offer residents a range of employment, training and support
services both on-site and through referrals to off-site agencies. The focus will be job readiness and
reducing barriers to employment. Experience with previous programming and review of HUD
best-practices, has revealed that participants will face significant challenges both in the workplace
and at home once employment is secured. Therefore, effective case management will be a critical
component of DJP program design, in order to ensure delivery of wrap-around services. Case
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management will include development of an Individual Training and Service Plan (ITSP) for each
participant.
The ITSP will address the following at minimum, interest and motivation assessment, barrier
checklist with solutions, skills assessment, job readiness plan, job placement plan, retention plan,
and advancement development plan. Anticipated career/employment and training services to be
provided on-site are detailed below. The employment and training program will mirror the services
provided at the Ohio Means Jobs-Montgomery County OMJMC. Montgomery County has agreed
through a Memorandum of Understanding (MOU) to provide consulting services to ensure
services are aligned with the OMJMC. Additionally, Montgomery County will provide regular
labor market data to assist with DJP program development and continuous improvement of training
programs. All partners are committed to providing resources and training that ultimately result in
job placement. Job placement outcomes will be most effective with the use of real-time data on
where jobs are located.
It is anticipated that most of the employment and training provided to DJP participants will be
provided by community partners and consultants as detailed:
• Goodwill Easter Seals Miami Valley (GESMV): GDPM anticipates that GESMV will be a
primary DJP training partner. GESMV will provide a broad range of employment and training
programs including but not limited to, job readiness, coaching, general job training, targeting
industry training, occupational skills training, target population programs such as Work
Experience Program (WEP) and Ticket to Work.
• Ohio Means Jobs-Montgomery County- (OMJMC) - OMJMC will be an additional key partner
in developing and implementing the employment related services objective of DJP. OMJMC
will provide consulting and training to the Dayton Jobs Plus (DJP) staff to ensure the programs
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align with the Ohio Means Jobs objectives. OMJMC will also provide direct client services as
outlined in the executed MOU. Services include but are not limited to, resident assessment,
career planning, aptitude testing, job search, job placement, as well as industry and market
labor data and analysis.
• Wesley Center: The Wesley Center is strategically located and uniquely qualified to provide
training to the residents of DeSoto Bass through trainers that residents can relate to, particularly
residents that may be hard to serve. Specific workforce development programs include;
Dayton cooks-a food industry specific training program; Job Search and Readiness-a
workforce development program supported by the Montgomery County Jobs and Family
Services utilizing a well-defined assessment; West Dayton Services Network- provides added
services to strengthen families and break the poverty cycle.
• Miami Valley Urban League (MVUL): Similar to the Wesley Center, the MVUL is also
strategically located in proximity to DeSoto Bass and offers programs for a specialized
population. MVUL will provide services through their Urban Youth Empowerment Program
funded by the Department of Labor. Additional services will be provided through the WIOA
Youth Employment & Training Program. Both programs will target residents aged 14-24 and
will provide job readiness curriculums and workforce preparation.
• TRIUNE Skill Development Services: Experienced in providing services to hard to serve
populations, as well as being strategically located, Triune is committed helping others find
their own self-worth so that they may become a more positive influence on their family and
friends. Triune has agreed to provide self-esteem/job preparatory skills training to the DJP.
• Youth Build Dayton: Initial discussions have occurred with Youth Build Dayton to have a
recruiter located within the DJP building to target young adults 18-24.
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Supportive Services: Recent data regarding barriers to employment from Ohio Means Jobs-
Montgomery County confirms that little has changed from the 1995 survey of DeSoto residents on
barriers to employment. Common barriers that impede efforts to secure and retain employment
include, childcare, transportation, substance abuse, criminal background issues, lack of high school
diploma or GED, and lack of job readiness.
Residents who come to DJP for services will immediately be assigned a case manager. The
case manager will fully assess their needs, goals and assist with the development of an ITSP. Using
the ITSP as the primary tool, DJP will provide each resident with a comprehensive set of services
tailored to their personal circumstances. Case management will be individualized and will integrate
efforts across DJP staff and service providers to assist residents secure employment and make
progress toward well-rounded self-sufficiency.
Selecting staff with the appropriate skill-set to address the needs of the target population and
build trust will be the first primary goal in DJP program development. GDPM understands that
establishing resident rapport will be critical to the success of the program. Residents will need to
feel comfortable disclosing their concerns and barriers to employment, so that proper supportive
services can be identified and effectively delivered.
In 2014, GDPM began to strategically focus efforts and resources to address the social and
economic struggles of DeSoto Bass. As a result, GDPM has developed a wealthy network of social
services providers that have agreed to partner. Some of the partners have agreed to expand their
current Memorandum of Understanding (MOU) with GDPM, some have provided support and
leverage letters , and some have agree to extend previous commitments to the Choice
Neighborhood Planning Grant application to the JPI application. A list of partners and support
service category are as follows:
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Support Service Provider Health/Dental Care CareSource, Help Me Grow, Good
Neighbor House, A&D HealthCare
Professionals, Buckeye Health, Public
Health-Dayton and Montgomery
County
Higher Education- Certificate Programs/Associates Degree
Sinclair Community College
GED Services Miami Valley CTC
Drug & Alcohol Abuse Counseling Goodwill/ UMADAOP
Childcare/Afterschool Programming Miami Valley Child Development
Center-DeSoto Amp
Boys & Girls Club
Business Development/Community Engagement City of Dayton
Human Relations Council
Wesley Center
Computer Skills To be procured
Financial Literacy, Individual Development Savings Graceworks, FSS, and Wright Patt
Credit Union
Clothing & Uniform Assistance DJP budget/Clothes that Work
Transportation DJP budget and will seek resources
from the transit authority
Criminal History/Expungements Legal Aid
Mont Office of Reentry
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Ensuring Success of Hard to Serve: DJP intends to engage partners with expertise in engaging
and retaining residents that may be “hard to serve”. Current identified partners for this target
population include Wesley Center, Miami Valley Urban League and Triune Skill Development
Service. A best practice learned from the prior Jobs Plus program was to identify a diverse DJP
staff that can relate to the DJP clients. Male staff is particularly important in order to engage and
ensure the success male participants, particularly, young males. DJP will spend considerable time
in identifying staff with appropriate skill-sets that can relate to staff.
Additional attention and resources will be directed to intensive case management in an effort
to help ensure success of those least likely to succeed. Enhanced case management will be directed
to residents with long-term unemployment and residents with no work experience. Case Managers
will be required to track client activity and attendance in order to provide extra follow-through, if
necessary.
Retention and Adapting to Change: As identified in previous programming, job retention and
continued program engagement is a serious problem for many public housing residents. In addition
to the structural turnover that characterizes low-wage employment, many residents have issues
with absenteeism and workplace relationships. Most of these residents lack workplace experience
and role models who are steadily employed. Poor performance by a DJP participant also has
broader consequences for the program, because it can discourage employers from hiring other
participants. Therefore DJP staff and partners will be motivated to ensure the reputation of the DJP
program is not compromised.
DJP will use a range of formal and informal means to monitor the progress of working
residents. The program will endeavor to address any workplace or domestic issues before they
escalate into job loss. The job developer will maintain contact with newly hired residents and their
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employers through calls, emails and personal visits, in order to gauge progress. If necessary, the
job developer will serve as a mediator in conflict resolution between the residents and employers.
Additional follow up will be conducted by case managers to ensure that participants are receiving
adequate support services. Home visits and casual contacts with residents will capitalize on the
place-based strategy and provide valuable insight regarding employment progress. Community
Coaches and Ambassadors will also play a critical role in keeping up with casual conversations
for insight on workplace progress. In the event a participant losses a job, DJP staff will be equipped
with quick reemployment options. This will be a key strategy in ensuring that participants maintain
their financial incentives and a culture of work.
The DJP team will also endeavor to help participants navigate through the changes that may
occur as a result of their new employment. Continued workshops and education will be provided
both one-on-one through personal visits, in addition to peer-to-peer group sessions. Peer sessions
will be conducted in a casual and inviting setting. Participants will be encouraged and coached in
understanding how they can continue to improve themselves and their skills by participating not
only in DJP skill development workshops, but also through employer sponsored programming, if
available.
Employer Recruitment and Retention: In order to establish and maintain relationships with local
employers for DJP participant employment and work-based learning opportunities, the DJP team
will rely on its key partners, Ohio Means Jobs-Montgomery County , Goodwill Easter Seals Miami
Valley, and Wesley Center who have extensive relationships and inroads with local employers.
The DJP Job Developer will work extensively with these partners, particularly the Employer
Service Coordinators of Ohio Means Jobs-Montgomery County. Sugar Creek Packing Company
is located within two miles and has expressed an interest in partnering with Jobs Plus program.
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As discussed in the Section 3 narrative, the DJP program will become an integral part of
GDPM’s Section 3 initiatives. Specifically, the DJP Job Developer will work aggressively to
recruit GDPM contractors to participate and offer on the job training opportunities to DJP
participants. GDPM will also work with the Dayton Human Relations Council to market and
recruit on the job training opportunities to its extensive network of Section 3 businesses.
The DJP team will also rely on the expertise of the above mentioned partners to assist with and
implement the employer engagement strategy. Some of these partners have agreements with
several large employers in the area, such as Fuyao Glass America Inc., Payless ShoeSource
Distribution Center and Meijer distribution center, and DJP will seek to expand these partnerships.
Through these agreements, partners and the DJP Job Developer will be able to serve as liaisons to
employers, who can provide input into training curriculum to ensure that training is responsive to
industry demands and existing openings. The Job Developer and key partners will work with
employers to share information regarding the enhanced employer recruitment tools of Ohio Means
Jobs, as well as an additional web based job matching tool, PC Recruiter. Instruction on the
enhanced employer tools will be part of the any on-going dialogue a job developer will have with
the employer partner.
Key Goals:
A. Decrease the number of families reporting zero income from 70% to 45% over the life of the
program.
B. Enroll 30 participants by the end of year one, and add 3 new participants every quarter in years
2-4.
C. Enroll 50% of the “reporting zero income” families (at least one member of the family) in no
less than one of the services of the DJP program.
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D. Provide 100 percent of the families with information about specific job training and about the
services GDPM offers.
E. Conduct a one on one visit with 100% of the families reporting zero income.
F. Provide every household containing an unemployed adult with one or more recruitment tools
at least four times during the life of the grant.
Specific Goals:
Financial Empowerment & Coaching: The DJP team will incorporate financial literacy/ coaching
into the program at several points throughout participant programming. For participants that are
unemployed, financial literacy will be one of the first courses on the agenda. Basic financial
literacy and awareness will be necessary, as most employers make payments by direct deposit, and
newly employed residents will need to understand the banking process. Additional education will
be necessary to assist newly employed residents in understanding how to manage their increased
income and the impact of the Earned Income Disregard. As identified in above, the team will have
assistance in providing financial empowerment and coaching from the FSS department,
Graceworks and Wright Patt Credit Union. Topics will include budgeting, establishing and
repairing credit, building wealth and general financial literacy issues.
Financial literacy training and all supplemental training for employed residents will be
scheduled to coordinate with work schedules so that participants will not feel overwhelmed. DJP
will also host peer to peer discussions and encouragement on financial issues.
Computer/Digital Literacy: DJP intends to set up a Computer Learning Center within the DJP
on-site office. DJP will procure a technology provider to ensure the appropriate infrastructure is
established to meet all of the anticipated technological needs. DJP will offer basic computer
literacy and GED classes. The basic computer classes will include topics such as internet job search
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techniques, on-line application completion, introduction to Microsoft Office suite, and increasing
use of social media in a job search. Participants will also be instructed on the proper use of social
media and made aware of potential pitfalls.
The computer center will have class hours in addition to open hours where participants can
access the center for online job readiness activities, resume writing, job search, and to submit job
applications. A wireless network will also be established for free use.
Youth Programming: DJP intends to devote considerable energy and resources to provide
meaningful activities for children and youth residing at DeSoto in an effort to break the cycle of
poverty. GDPM will partner with the Dayton Urban League, Dayton Boys and Girls Club, Dayton
Young Life, Wesley Center and other identified partners. DJP will work with partners that have
specific expertise and experience in youth programming to develop a DJP-Youth program.
Programs will be developed for all youth with specific targeting to the 14-24 year old population.
Working parents often express concern that older youth are at risk of trouble if left unsupervised
after school while parents are still at work. DJP, along with community partners, will develop
programming and solutions to address these concerns. DJP will also develop youth employment
opportunities.
Financial Incentives/JPEID:
Administration: GDPM’s Admissions and Continued Occupancy Policy (ACOP) allows for an
Earned Income Disallowance (EID). The DJP will utilize the current disallowance as outlined in
the ACOP. The current EID is an exclusion of increases in earned income from the computation
of annual income for qualified residents. If a qualified resident has an increase in income following
unemployment for at least 12 months, the exclusion of the increased income is permitted if the
resident is participating in an economic self-sufficiency or other job training program. The JPEID
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provides for 100 percent of exclusion of income and will apply for the life of the grant. GDPM
will adjust its ACOP policy to allow those who lose employment to return to income-based rent if
they are paying a flat rent. The current ACOP will be amended accordingly to comply with Jobs
Plus Initiative grant requirements, if awarded.
The incentives plan will offer working households the option of a flat rent based on the number
of bedrooms in the unit instead of income based rent which is calculated as a percentage of the
family’s income. The rents paid by DJP participants will not automatically increase when earnings
increase, thereby allowing participants to net more of their earned income. The flat rent for the
DJP will be set at a percentage of the flat rents mandated authority-wide by the Quality Housing
and Work Responsibility Act (QHWRA) which are rents based on local market rates for housing
that is available in the community. It is the intention that participant’s rent will increase over the
life of the program in order to allow participants to become gradually familiar with earning
additional income and slowly becoming responsible for paying more rent.
Accounting & Rent Calculation Administration of the JPEID will require close coordination
between the DJP team and Financial Management (FM) staff. GDPM currently administers HUD’s
Family Self-Sufficiency (FSS) program which has a similar rent reduction calculation with the
difference credited to an escrow account for the resident. GDPM’s protocol for FSS accounts
includes FSS and FM staff review and agreement of the rent reduction calculation, written
processing of changes during the month, end of month review of participant accounts and monthly
bank reconciliations of resident accounts. Steps similar to the FSS process should ensure the DJP
grant and JPEID rent calculation are appropriately administered.
Past programming and best practices have indicated that the financial incentives have been one
of the most popular features of the Jobs Plus initiatives. Marketing the incentives component early
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in the program launch will be key in attracting participants to the program. The DJP team in
partnership with GDPM’s asset management and FSS departments will coordinate outreach and
recruitment efforts. In addition to information about job opportunities, participants will be
educated about rental and escrow incentives. Traditional outreach efforts such as flyer distribution,
postings and monthly rent statement inserts will be utilized. Additional efforts will include social
media, quarterly newsletters, presentations and sharing DJP success stories. Participants will also
be made aware that Community Service and TANF requirements may also be met by participating
in the program.
Tracking Impact on PHA Rental Income: GDPM utilizes financial management software with a
Low Rent module to track transactions, the JPEID accounting/rent calculation will be recorded
and tracked in GDPM’s Low Rent software module. As current GDPM tenants, DJP participants
will have an established rental account in the financial management system that tracks monthly
tenant account activity such as , rental due, fees, charges and credits. A DJP participant receiving
a monthly JPEID, the incentive will be posted to their account as a recurring monthly credit. For
example, if a resident’s rent increases from $100 per month to $300 per month due to new
employment, and the resultant JPEID credit is $200 per month, then a recurring credit of $200 will
be posted to their account. As a result of the credit, the rental revenue reported to HUD will be
accurate at $300 per month, but the resident will only pay the previous $100 monthly rental fee.
The posted credit will accumulate in a DJP receivable account which will record and accumulate
JPEID credits. This account will clear when DJP funds are drawn for reimbursement.
Projections on Participation & Expenditures: The projected number of GDPM residents
participating in the JPEID is 165, with a goal of 30% of households gaining employment and
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increasing their earnings through the program. GDPM estimates that it will expend $566,150 on
JPEID incentives during the life of the grant.
Community Supports for Work (CSW):
Vision: GDPM’s vision is to develop a set of strategies that builds a culture of work within DeSoto,
reduces social isolation, builds and/or expands social networks and organizes residents so they
support one another. GDPM desires to involve residents in designing and implementing CSW
strategies and activities so that residents will have direct ownership and engagement in the process.
It is the hope the culture can be transformed so that those who work hard and achieve their goals
are celebrated and their achievements emulated. The CSW component will be implemented to
assist, inspire and provide access to a path of success and quality of life improvement for all
residents of the development, regardless of participation.
The aim is to harness the knowledge and relationships of resident leaders to advance the
employment goals of DJP. DJP administrators will identify and train residents to serve as bridges
between their neighbors and professional program staff. Mobilizing residents in this way will
hopefully extend the reach in the community by facilitating neighbor-to-neighbor exchanges
regarding program benefits and services. Some literature and theorists refer to this approach as
taping into “social capital”. Social capital “referring to pervasive group norms and social networks,
infused with trust and reciprocity, which help a group or community to work together to solve
problems and to advance the material well-being of its members”. In the words of the popular
aphorism, “What matters in getting by and ahead is not what you know, but who you know.”
Hiring, Training and Employing Community Coaches: In recruiting and maintaining residents
as community coaches, the DJP will clearly specify the purpose of the Community Coach in
promoting the program’s employment goals and clearly define all of the roles, responsibilities,
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terms of compensation, and eligibility requirements. The defined roles and responsibilities will be
outlined in detailed job descriptions that will be carefully reviewed with each prospective Coach.
Job descriptions will be posted and distributed throughout the developments so that all interested
residents may apply. Property management staff will be asked to assist with recruitment efforts.
Coaches will be selected from a panel comprised of DJP staff and applicable community partners.
The selection team will be judicious and strategic in selecting the right residents as Coaches.
Community Coach Candidates will need to demonstrate adequate communications skills, or
exhibit the capacity to develop such skills. Candidates will need sufficient knowledge of the
community so that residents will likely open the door and listen to what they have to say.
Moreover, because Coaches will represent the program to the residents, DJP will screen candidates
to ensure they are respected members of the community who can personify the program’s
employment message. DJP will be careful to screen out applicants who might discredit the program
such as residents that might engage in illicit activities or who do not comply with the provisions
of their lease.
Coaches will be effectively trained to ensure they fully understand the program, available
community resources, how to collect resident data, maintain resident confidences, and how to
effectively communicate. Coaches will be trained in an effort to fully prepare them to answer basic
technical questions and to refer residents to DJP for help with specific problems. Coaches will be
accountable to DJP program staff for the performance as Coaches. DJP will ensure that Coaches
are rewarded through a monthly stipend. DJP recognizes that compensation is critical for recruiting
Coaches, maintaining their commitment to the program, and that compensation acknowledges the
Coaches important role in advancing the program’s employment goals.
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DJP also recognizes the importance of maintaining appropriate distance from DJP
administrative staff in order for Coaches to maintain the trust of residents. Coaches will be an
extension of the program, and not an independent resident association. DJP will endeavor to bring
coaches into the team in order to help develop messages and strategies that residents will respond
to. Coaches will be discouraged from becoming “representatives of the residents”.
Partners: An advisory board will be formed with partners and stakeholders that offer specific
expertise in the Jobs Plus Initiative (JPI) objective areas. The advisory board will advise and review
the program during the design and implementation of the grant. The advisory board will also serve
as an accountability mechanism for DJP helping to ensure that the DJP team is progressing the
goals and objectives of the Community Supports for Work and the DJP program as a whole.
Partners will help DJP continuously engage with residents, test new strategies, and refine them
to meet the community’s needs as the program moves forward. In this capacity, partners will serve
to help change the culture of the community and identify institutional or policy changes necessary
to promote better supports for employment opportunities. Furthermore, Community Coaches and
partners will work together to identify residents who are having difficulties in the program so that
the coaches can intervene and help retain residents as participants in the program.
Several partners will also serve as service providers. Various partners are referenced through
the grant application narrative. GDPM will establish clear goals for partnership, communicate the
goals of Jobs-Plus, and how partners contribute to its success.
Other Resident Participation A key strategy will be to involve residents in designing and
implementing CSW activities in effort to create ownership in participation. All of the support
services will be open to the entire development, as the well-being and support of all residents is
critical to the participation and employment of the targeted group.
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The children and youth component will be a key support services that will be accessible to all
residents. As mentioned previously the DJP intends to spend significant energy with its partner
network to offer youth educational, employment-related, and recreational opportunities. This focus
will be an effort to provide encouragement and access to supplemental educational in hopes of
breaking the continual cycle of poverty.
Providing community support resources for live-in partners of JPI adult participants was a
lesson learned from the previous Jobs Plus program. This was particularly important for partners
that may be residing in the unit “illegally”. Providing programming for live-in partners was found
to help mitigate distractions that may prevent the partner participating in the DJP program from
successfully completing the program. DJP will work with residents and its community partners to
identify effective programming and strategies to address this issue.
Proposed outcomes and goals for the Community Supports for Work Component:
• Realize the vision of the CSW component which is to- develop a set of strategies that builds a
culture of work within DeSoto, reduces social isolation, builds and/or expands social networks
and organizes residents so they support one another.
• Hire, train, and maintain at least three Community Coaches for the duration of the grant that
will add credibility to the program and increase participation.
• Team with partner agencies to review program design and offer continuous improvement
consultation in order to facilitate a system that promotes and better supports working families.
• Recruit and retain 8-10 DJP Ambassadors whose duties will include promoting and
encouraging participation in the new DJP initiative.
• Implement bold saturation strategies that target DJP services and activities to all residents of a
DeSoto Bass — from the most likely to succeed to the hardest to serve.
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PROGRAM SCHEDULE: A detailed program schedule is included in the attachment entitled,
“GreaterDaytonPremierManagement_Implementation_Schedule”.
SUMMARY BUDGET:
Jobs Plus Summary Budget: HUD Form-50144 is included in the file entitled,
“GreaterDaytonPremierManagement_Summary_Budget”.
Detailed Jobs Plus Program Budget: A detailed program budget outlining each budget category
with specific detail is included in the file entitled,
“GreaterDaytonPremierManagement_Detailed_Budget”.
Budget Narrative: A budget narrative is included in the file entitled,
“GreaterDaytonPremierManagement_Budget_Narrative”.
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C e n s u s T r a c t 3 5
C e n s u s T r a c t 4 3
C e n s u s T r a c t 4 1
C e n s u s T r a c t 1 6 5 1
C e n s u s T r a c t 4 2
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C e n s u s T r a c t 3 0 1
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C e n s u s T r a c t 4 4
C e n s u s T r a c t 3 4 . 0 4
C e n s u s T r a c t 1 5 . 0 1
Dunbar HS
Wogaman PK-8
Boys Academy
Louise Troy PK-8
Ponitz Career Tech. Center
McCabe Park
Highview Hills Park
Mallory Park
Gettysburg Park
Madden Park
Burkham Center Park
Welcome Park
Linden Park
Arlington Hills Park
Wogman Park
Oak and IvyI 75 S
US HWY 35
NICHOLAS RD
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W STEWART ST
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C i t y o f D a y t o n
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§̈¦75
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70 DeSoto Bass (Dayton, OH)
Green will be Jobs Plus Center
Red boxes indicate additional buildings with meeting space that will be used for programming
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71 DeSoto Bass (Dayton, OH)
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Att.15: Planning Schedule Greater Dayton Premier Management-DeSoto Bass Target AreaHUD Jobs-Plus Initiative 2016Proposed Planning Schedule For Dayton Jobs Plus (DJP) 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48
Start Date End Date Dec
jan
feb
mar
apr
may
jun
july
aug
sept
oct
nov
dec
jan
feb
mar
apr
may
jun
july
aug
sept
oct
nov
dec
jan
feb
mar
apr
may
jun
july
aug
sept
oct
nov
dec
jan
feb
mar
apr
may
jun
july
aug
sept
oct
nov
MEETING SCHEDULE: One-on-One meetings, governing committee meetings and advisory committee meetings, will likely occur no less than once/month
RESIDENT OUTREACH & COMMUNITY ENGAGEMENTGoal: Finalize Governance & Advisory Teams, Build Capacity & Develop Engagement Plan Finalize planning team & work groups for each component Dec., 2016 July, 2017
Set meeting schedules & plan for resident focus groups Jan. 2017 July, 2017Case Management Planning March, 2017 Sept. 2017Capacity Building Feb. 2017 June, 2017
Job coaching April, 2017 Oct. 2017Newsletter Mar. 2017 July, 2017Presentations at community events Mar. 2017 June, 2017Employer outreach and engagement Mar. 2017 June, 2017
Develop engagement strategy Dec. 2016 Mar. 2017Recruit and enroll particpants Mar. 2017 Nov. 2020Establish governing committee Feb. 2017 April, 2017 Schedule initial meeting Feb. 2017 April, 2017 Draft By-Laws Feb. 2017 April, 2017 Participate in designing program Feb. 2017 Sept. 2017Establish Advisory Committee Feb. 2017 May, 2017 Determine committee membership Feb. 2017 June, 2017 Review roles and responsibilities Feb. 2017 June, 2017Continous Improvement of Programming Feb. 2017 Nov. 2020
HIRE/TRAIN STAFF & PREPARE SPACEGoal: Adequate space for on-site DJP center
Goal: Hire Coordinator, Case Managers & Establish governing/advisory committees
Determine exact space needs Dec. 2016 Mar. 2017Develop new space plan Dec. 2016 Mar. 2017Identify necessary renovations, furniture & equipment Dec. 2016 Feb. 2017
Implement new space plan Jan. 2017 April, 2017Develop job description for Coordinator & Advertise Dec. 2016 May, 2017Interview candidates & make a selection Jan. 2017 Mar. 2017
Solicit for service provider Jan. 2017 Mar. 2017Select provider Mar. 2017Staff training & professional development Feb. 2017 May, 2017
CAREER/EMPLOYMENT/TRAININGGoal: To move residents from dependency to employmentAssessments April, 2017 Nov. 2020Enrollment, registration and assessment May, 2017 Nov. 2020Individual Training and Services Plans (ITSP) May, 2017 Nov. 2020Referrals to on-site supportive services May, 2017 Nov. 2020Training curriculum May, 2017 Nov. 2020WIB resources May, 2017 Nov. 2020Employer recruitment and engagement May, 2017 Nov. 2020Digital literacy May, 2017 Nov. 2020Certified training May, 2017 Nov. 2020Job readiness assistance May, 2017 Nov. 2020Job placement assistance May, 2017 Nov. 2020GED and basic education May, 2017 Nov. 2020Financial aid counseling May, 2017 Nov. 2020Section 3 Strategy & Implementation Mar. 2017 Nov. 2020
FINANCIAL INCENTIVES/JPEID
Goal: To implement financial incentives for increased resident participation
Revise ACOP Dec. 2016 Mar. 2017Modify software April, 2017Train Staff quarterly April, 2017Credit repair counseling April, 2017 Nov. 2020Financial literacy/financial coaching April, 2017 Nov. 2020
COMMUNITY SUPPORTS FOR WORKGoal: To include and involve residents in the Jobs Plus program processRecruiting, training engaging May, 2017 Nov. 2020 Develop marketing plan for back-to-school fair Sept. 2017 Nov. 2017
2017 2018 2019 2020
On Going through Project Completion
On Going through Project Completion
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Att.15: Planning Schedule Greater Dayton Premier Management-DeSoto Bass Target AreaHUD Jobs-Plus Initiative 2016Proposed Planning Schedule For Dayton Jobs Plus (DJP) 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48
Start Date End Date Dec
jan
feb
mar
apr
may
jun
july
aug
sept
oct
nov
dec
jan
feb
mar
apr
may
jun
july
aug
sept
oct
nov
dec
jan
feb
mar
apr
may
jun
july
aug
sept
oct
nov
dec
jan
feb
mar
apr
may
jun
july
aug
sept
oct
nov
MEETING SCHEDULE: One-on-One meetings, governing committee meetings and advisory committee meetings, will likely occur no less than once/month
2017 2018 2019 2020
Draft marketing materials Sept. 2017 Nov. 2017 Distribute flyers Sept. 2017 Nov. 2020 Hold events and recruit participants Sept. 2017 Nov. 2020 Conduct needs and barriers survey May, 2017 Nov. 2020 Door-to-door recruitment June, 2017 Nov. 2020On-site Training and workshops Mar. 2017 Nov. 2020Safety Strategy & Implementation Mar. 2017 Nov. 2020Youth and Adult programming Mar. 2017 Nov. 2020
ADMINISTRATIVE
Goal: Effectively and efficiently run the program exceeding all requirements
Execute grant agreement & modify planning schedule if necessary Dec. 2016Set-up internal accounting system Dec. 2016Submit required HUD reports Jan. 2017 Feb. 2019
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