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I, INTRODUCTION AND BACKGROUND
Section 10 (a) of the Demonstration and Metropolitan Development
Act of 1966 requires the Model Cities to provide "maximum opportu-
nities for employing residents of the area in all phases of the
program and enlarged opportunities for work and training," and to
develop programs which will result in "marked progress in reducing
underemployment and enforced idleness." |
Ina RCUtee to City Demonstration agencies, the Department of
Housing and Urban Development (HUD) has outlined specific require-
ments for implementation of this provision.
The City of Atlanta, as City Demonstration Agency (CDA) for
the Atlanta Model Cities Program, has been approved for a grant
of more than seven million dollars for the current program year.
The HUD employment requirements are applicable to the Atlanta CDA
and all other agencies participating in the Atlanta Model Cities
Program. At present, there are thirty-three (33) such agencies in
addition to the CDA.
Existing local policy on Model Cities employment is contained
in a resolution approved by the Model Cities Executive Committee and
adopted by the Mayor and Board of Aldermen of the City of Atlanta.
While more limited in scope than the HUD requirements, the resolution
provides that "affirmative action be taken to insure that residents
of the Model Neighborhood Area are given maximum opportunity for
training and employment," and that "The Model Cities Program and
its contracting agencies be encouraged to develop comprehensive
systems for progressively training and upgrading workers at all
levels ...."
The present need is for a comprehensive employment program
which will fulfill the HUD requirements, as well as those set
forth in the Executive Committee and Aldermanic resolutions.
II, DEFINITION AND SCOPE OF THE PROPOSED PROJECT
William Grant Terry Associates (WGTA) proposes to develop for
the CDA and its contracting agencies a comprehensive employment --
personnel management program which will comply with the requirements
described above.
We further propose to develop and recommend the necessary
administrative machinery for coordinating, implementing, monitoring,
evaluating, reporting and enforcing the policies and procedures
included in this program, and to provide technical assistance and
training to make possible a dynamic ongoing program after termina-
tion of our services,
The project will emphasize rapidly-achievable goals which
incorporate involvement of the contracting agencies and Model
Cities area residents, with the work performed in three phases
during a six-month period.
III. WORK TO BE PERFORMED
A. PHASE ONE - Analysis and Development (four months)
During the initial phase of the project, WGTA proposes to
provide the following services:
ae
Analyze and evaluate the existing personnel policies
and Peer teen the CDA and contracting agencies. This
will include a review of hiring, training, promotion and
grievance procedures. The immediate goal will be to
identify and eliminate impediments to employment and
upgrading of the disadvantaged.
Analyze and revise job classifications for the 350 to 400
job a leesee now in use, reducing their number to a minimum,
providing program-wide standardization, and eliminating
inconsistencies, duplication, overlap and conflicts.
Analyze salary schedules and develop a standardized
guide to job pricing.
Develop a standard procedure for processing job orders.
Develop a prototype personnel management system for the
CDA and contracting agencies, plus broad minimum guide-
lines within which agencies may submit their own policies
to fit individual circumstances,
a. Items covered will include recruitment and
selection, position and compensation, employee
benefits, work schedules, in-service and cross-
service training, career development, performance
evaluation, employee-management relations and
nondiscrimination policies.
b. Special attention will be given to opportunities
for upward mobility through cross-service promotion
and the transferability of qualifications and credits
for experience among the agencies involved.
Develop internal and external communication systems to:
a. Inform employees of promotion, training and
other advancement opportunities in their own
and other agencies.
b. Inform Model Cities area residents of employment
opportunities generated by the program.
Develop a system for reviewing and amending the employ-
ment program and for resolving disagreements. The
emphasis will be on procedures to enable area residents,
including those employed in the program, to:
a. Review policies and programs.
b. Negotiate for adjustments.
c. Participate in resolution of disagreements.
Identify the relationships linking the employment program
with other supportive programs and services of the overall
Model Cities Program, and recommend appropriate adjust-
ments in these relationships.
Develop a plan for applying the HUD employment require-
ments to all construction and rehabilitation work in
the Model Cities area. This will include:
a. Recommendations for trades union participation
and/or alternative methods of assuring improved
employment opportunities for the disadvantaged.
b. Design of a recruiting and training program to
prepare area residents for work on construction
and rehabilitation projects.
c. Projection of tradesmen needed.
d. Development and recommendation of policies
giving preference in all construction and
réhabilitation work to Model Neighborhood-
based contractors, designers, planners,
architects and surveyors, and/or those
employing significant numbers of area residents.
B. PHASE TWO - Presentation and Adoption (one month)
The second phase of the project will be devoted to presenta-
tion of the employment plan to the appropriate bodies and agencies
for their review, amendment and adoption. Amendment of the Executive
Committee resolution, if appropriate, also will be scheduled in
this phase.
WGTA's role during the second phase will be to provide technical
assistance to the CDA in the orientation, presentation, clarification,
discussion and revision involved in the approval and adoption process.
Technical assistance will also be provided to the contracting agencies
for establishment of goals and commitments. While scheduled for
one month, the actual duration of this phase may be longer
shorter, depending on time necessary for meetings, etc.
C. PHASE THREE - Implementation (one month)
The third and final phase of the project provides for implementa-
tion of the program developed during phase one and approved during
phase two. It is during this period that the necessary administrative
machinery will be put into operation to implement, enforce, evaluate
and report on the employment program.
During this phase, the role of WGTA will be to serve in the
capacity of trainers and technical advisors, and to provide liaison
between the CDA and the contracting agencies.
ATTACHMENT
STAFF COST AND ESTIMATE
As stated in the proposal, we propose to complete this project
within six months of its inception. This will require a greater
concentration of professional consultants than would be required
if the time for completion could be extended. We envision essential-
ly three (3) full-time personnel.
Our special billing rate for Federally funded programs is
$100 per day per man.
Your attention is invited to Section III, "Work To Be Performed"
on pages 2, 3, 4, and 5 of our proposal. You will observe that
extensive visitation in the 33 contracting agencies will be mandatory.
Furthermore, considerable time will be required in job evaluation
and the writing of job descriptions. The development of plans and
systems will require sufficient research in order to acquire the
specific designs necessary to assure feasibility.
Our fee for the complete project will be $39,000. This is an
all-inclusive quotation for professional consulting and research time,
secretarial and other clerical costs, design and reproduction of
forms, questionnaires, etc. The fee does not include the cost of
printing and art work, since the volume of such work will be determin-
ed by Model Cities.
We render our bills monthly during an assignment.
We shall appreciate an opportunity for further discussion of
this subject.
Section 10 (a) of the Demonstration and Metropolitan Development
Act of 1966 requires the Model Cities to provide "maximum opportu-
nities for employing residents of the area in all phases of the
program and enlarged opportunities for work and training," and to
develop programs which will result in "marked progress in reducing
underemployment and enforced idleness." |
Ina RCUtee to City Demonstration agencies, the Department of
Housing and Urban Development (HUD) has outlined specific require-
ments for implementation of this provision.
The City of Atlanta, as City Demonstration Agency (CDA) for
the Atlanta Model Cities Program, has been approved for a grant
of more than seven million dollars for the current program year.
The HUD employment requirements are applicable to the Atlanta CDA
and all other agencies participating in the Atlanta Model Cities
Program. At present, there are thirty-three (33) such agencies in
addition to the CDA.
Existing local policy on Model Cities employment is contained
in a resolution approved by the Model Cities Executive Committee and
adopted by the Mayor and Board of Aldermen of the City of Atlanta.
While more limited in scope than the HUD requirements, the resolution
provides that "affirmative action be taken to insure that residents
of the Model Neighborhood Area are given maximum opportunity for
training and employment," and that "The Model Cities Program and
its contracting agencies be encouraged to develop comprehensive
systems for progressively training and upgrading workers at all
levels ...."
The present need is for a comprehensive employment program
which will fulfill the HUD requirements, as well as those set
forth in the Executive Committee and Aldermanic resolutions.
II, DEFINITION AND SCOPE OF THE PROPOSED PROJECT
William Grant Terry Associates (WGTA) proposes to develop for
the CDA and its contracting agencies a comprehensive employment --
personnel management program which will comply with the requirements
described above.
We further propose to develop and recommend the necessary
administrative machinery for coordinating, implementing, monitoring,
evaluating, reporting and enforcing the policies and procedures
included in this program, and to provide technical assistance and
training to make possible a dynamic ongoing program after termina-
tion of our services,
The project will emphasize rapidly-achievable goals which
incorporate involvement of the contracting agencies and Model
Cities area residents, with the work performed in three phases
during a six-month period.
III. WORK TO BE PERFORMED
A. PHASE ONE - Analysis and Development (four months)
During the initial phase of the project, WGTA proposes to
provide the following services:
ae
Analyze and evaluate the existing personnel policies
and Peer teen the CDA and contracting agencies. This
will include a review of hiring, training, promotion and
grievance procedures. The immediate goal will be to
identify and eliminate impediments to employment and
upgrading of the disadvantaged.
Analyze and revise job classifications for the 350 to 400
job a leesee now in use, reducing their number to a minimum,
providing program-wide standardization, and eliminating
inconsistencies, duplication, overlap and conflicts.
Analyze salary schedules and develop a standardized
guide to job pricing.
Develop a standard procedure for processing job orders.
Develop a prototype personnel management system for the
CDA and contracting agencies, plus broad minimum guide-
lines within which agencies may submit their own policies
to fit individual circumstances,
a. Items covered will include recruitment and
selection, position and compensation, employee
benefits, work schedules, in-service and cross-
service training, career development, performance
evaluation, employee-management relations and
nondiscrimination policies.
b. Special attention will be given to opportunities
for upward mobility through cross-service promotion
and the transferability of qualifications and credits
for experience among the agencies involved.
Develop internal and external communication systems to:
a. Inform employees of promotion, training and
other advancement opportunities in their own
and other agencies.
b. Inform Model Cities area residents of employment
opportunities generated by the program.
Develop a system for reviewing and amending the employ-
ment program and for resolving disagreements. The
emphasis will be on procedures to enable area residents,
including those employed in the program, to:
a. Review policies and programs.
b. Negotiate for adjustments.
c. Participate in resolution of disagreements.
Identify the relationships linking the employment program
with other supportive programs and services of the overall
Model Cities Program, and recommend appropriate adjust-
ments in these relationships.
Develop a plan for applying the HUD employment require-
ments to all construction and rehabilitation work in
the Model Cities area. This will include:
a. Recommendations for trades union participation
and/or alternative methods of assuring improved
employment opportunities for the disadvantaged.
b. Design of a recruiting and training program to
prepare area residents for work on construction
and rehabilitation projects.
c. Projection of tradesmen needed.
d. Development and recommendation of policies
giving preference in all construction and
réhabilitation work to Model Neighborhood-
based contractors, designers, planners,
architects and surveyors, and/or those
employing significant numbers of area residents.
B. PHASE TWO - Presentation and Adoption (one month)
The second phase of the project will be devoted to presenta-
tion of the employment plan to the appropriate bodies and agencies
for their review, amendment and adoption. Amendment of the Executive
Committee resolution, if appropriate, also will be scheduled in
this phase.
WGTA's role during the second phase will be to provide technical
assistance to the CDA in the orientation, presentation, clarification,
discussion and revision involved in the approval and adoption process.
Technical assistance will also be provided to the contracting agencies
for establishment of goals and commitments. While scheduled for
one month, the actual duration of this phase may be longer
shorter, depending on time necessary for meetings, etc.
C. PHASE THREE - Implementation (one month)
The third and final phase of the project provides for implementa-
tion of the program developed during phase one and approved during
phase two. It is during this period that the necessary administrative
machinery will be put into operation to implement, enforce, evaluate
and report on the employment program.
During this phase, the role of WGTA will be to serve in the
capacity of trainers and technical advisors, and to provide liaison
between the CDA and the contracting agencies.
ATTACHMENT
STAFF COST AND ESTIMATE
As stated in the proposal, we propose to complete this project
within six months of its inception. This will require a greater
concentration of professional consultants than would be required
if the time for completion could be extended. We envision essential-
ly three (3) full-time personnel.
Our special billing rate for Federally funded programs is
$100 per day per man.
Your attention is invited to Section III, "Work To Be Performed"
on pages 2, 3, 4, and 5 of our proposal. You will observe that
extensive visitation in the 33 contracting agencies will be mandatory.
Furthermore, considerable time will be required in job evaluation
and the writing of job descriptions. The development of plans and
systems will require sufficient research in order to acquire the
specific designs necessary to assure feasibility.
Our fee for the complete project will be $39,000. This is an
all-inclusive quotation for professional consulting and research time,
secretarial and other clerical costs, design and reproduction of
forms, questionnaires, etc. The fee does not include the cost of
printing and art work, since the volume of such work will be determin-
ed by Model Cities.
We render our bills monthly during an assignment.
We shall appreciate an opportunity for further discussion of
this subject.