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HomeMy WebLinkAboutBack-Up DocumentsDEPARTMENT OF HEALTH AND HUMAN SERVICES kym� Centers for Disease Control and Prevention Recipient Information 1. Recipient Name MIAMI, CITY OF 4445w2ndAve A5#5 5th Floor Department of Fine - Rescue Miami, FL 3 313 0- 19 10 305-416-1536 2, Congressional District of Recipient 27 3. Payment System Identifier (ID) 1596000375A3 4. Employer Identification Number (EIN) 596000.373 5. Data Universal Numbering System (DUNS) 072220791 6. Recipient's. Unique Entity Identifier (UEI) K7T5RFPMwTK5 7. Project Director or Principal Investigator Ms. Andrea lglesias a i g l e s is s @m is ini go v. c o in 305-416-1536 8. Authorized Official Ms. Lillian Blondet Director, Ofiice of Grants Adminsstration lbiondet@mians igov.coni (305) 416-1536 Federal Agency Information CDC Office of Financial Resources 9. Awarding Agency Contact Information Reginald Simpson Grants Management Specialia sgv8@odc,gov 678-475-4971 10,Program Official Contact Information Ms, Candice Floyd Program Officer nhl6@cdc gov 404-719-7290 30. Remarks Notice of Award Award# 6 NU58DP007305-01-01 FAIN# NIJ58DPOO7305 Federal Award Date: 10/19/2022 Federal Award Information 11. Award Number 6 NIU58DP00730.5-01-01 12. Unique Federal Award Identification Number (FAIN) NU58DP007305 13. Statutory Authority Section 301(a) of the Public Health Service Act, 42 U.S.C. 241(a) 14. Federal Award Project Title Miami LGBTQIA+ SDoH Accelerator Plan 15. Assistance Listing Number 93.945 16. Assistance Listing Program Title Assistance Programs for Chronic Disease Prevention and Control 17. Award Action Type Adiniuistrative Action 18. Is the Award R&D? No Summary Federal Award Financial Information 19, Budget Period Start Date 09/30/2022 - End Date 09/29/2023 20, Total Amount of Federal Funds Obligated by this Action $0.00 20a. Direct Cost Amount $0.00 20b, Indirect Cost Amount $0.00 21. Authorized Carryover $0.00 22. Offset $0.00 23. Total Amount of Federal Funds Obligated this budget period $125,000.00 24. Total Approved Cost Sharing or Matching, where applicable $15,615.00 25. Total Federal and Non -Federal Approved this Budget Period $140,615.00 26. Period of Perfomance Start Date 09/30/2022 - End Date o9/2912023 27. Total Amount of the Federal Award including Approved Cost Sharing or Matching this Period of Performance $140,61.5,00 28. Authorized Treatment of Program Income ADDITIONAL COSTS 29. Grants Management Officer -- Signature Ms. Pamela Render Grants Management Officer Terms: The purpose of this administrative action is to change the proj cot period end date to 09/29/2023 Page 1 ��Atd 4kfiW4'`Xt: �tl DEPARTMENT OF HEALTH AND HUMAN ,SERVICES " Centers for Disease Control and Prevention Recipient Information Recipient Name MIAMI, CITY OF 444 SW 2nd Ave F15 4 5 5tli Floor De,parhnent of Fire -Rescue Miami, FL 33130-1910 305-416-1536 Congressional District of Recipient 27 Payment Account Number and Type 1596000375A3 Employer Identification Number (EIN) Data 596000375 Universal Numbering System (DUNS) 072220791 Recipient's Unique Entity Identifier (UEI) KJT512FPMWTK5 31. Assistance Type Project Grant 32. Type of Award Qtlrer 34. Accounting Classification Codes Notice of Award Award# 6 NU58DP007305-01-01 FAIN# NU58DP007305 Federal Award Date: 10/19/2022 33, Approved Budget (Excludes Direct Assistance) I. Financial Assistance from the Federal Awarding Agency Only II. Total project costs including grant funds and all other financial participation a. Salaries and Wages y93, 4G.00 b. Fringe Benefits $18,689.00 c. Total Personnel Costs $112,135.00 d. Equipment $0.00 e. Supplies $399.00 f. Travel $619.00 g. Construction $0.00 It. Other $4,349.00 i. Contractual $7,500.00 j. TOTAL DIRECT COSTS $I2i'mo.00 Ir. INDIRECT COSTS __._. $0.00 1. TOTAL APPROVED BUDGET $125,000.00 m. Federal Share $I2s,000.000 n. Non -Federal Share $15,615.00 FY-ACCOUNT NO, DOCUMENT NO. ADMINISTRATIVE CODE OBJECT CLASS CFDA NO, AMT ACTION FINANCIAL ASSISTANCE APPROPRIATION 2-9390IWG 71.NUSRDP007305 OP 4 1.5 1 93.94� $0.00 75 22-G949 Page 2 pry d] s �y DEPARTMENT OF HEALTH AND HUMAN SERVICES Notice of Award Award# 6 NU58DP007305-01-01 Centers for Disease Control and Prevention FAIN# NU58DP007305 Federal Award Date: 10/19/2,022 Direct Assistance RUDGFT CATEGORIES PREVIOUS AMOUNT (A) AMOUNT THIS ACTION (B) TOTAL {A+ B) Persunnel $0 .00 $ 0. 0 0 $ 0. 0 0 ]Cringe Benertts $0 .00 $ 0. 0 0 $ 0. 0 0 Travel $0.00 $0.00 $0.00 Equipment $0 .00 $ 0. 0 0 $ 0. 0 0 Supplies $ 0. 00 $0 .00 $ 0. 00 cuntraetuiil $ 0. 00 $0 . 00 $ 0. 00 Construction $0 .00 $ 0, 0 0 $ 0. 0 0 Other $0.00 $0.00 $0.00 Total $0 .00 $0,()0 $0. 00 Page 3 DEPARTMENT OF HEALTH AND HUMAN SERVICES Centers f®r Disease Control and Prevention Recipient Information 1. Recipient Name MIAMI, CITY OF 444 SW 2nd Ave F15 # 5 Sth Floor Department of Fire - Rescue Miami, FL 33130-1910 305-416-1536 2. Congressional District of Recipient 27 3. Payment System Identifier (ID) 1596000375A3 4. Employer Identification Number (EIN) 596000375 5, Data Universal Numbering System (DUNS) 072220791 6. Reciplent's Unique Entity Identifier (UEI) KJT5RFPM W'I'K5 7. Project Director or Principal Investigator Ms. Andrea Iglesias aiglcsias@tniatxzigay.cai�a 305-416-1536 B. Authorized Official Ms. Lillian Blondet Direotor, Office of Graazts Admiaistration lbioudet@miamigov.com (305) 416-1536 Federal Agency Information CDC Office of Financial Rc,smrcea 9, Awarding. Agency Contact Information Reginald Simpson Grants Management Specialist sgv8Gcdc,gov 678--475-4971 10.Program Official Contact Information Antwuanette Daniel Program Support Staff nty3@cdc.gov 4046394740 30. Remarks Notice of Award Award# I NIJ58DPOO7305-01-00 FAIN# N1YMP007305 Federal Award Date: 09/09/2022 Federal Award Information 11. Award Number 1 NU58DP007305-01-00 12. Unique Federal Award Identification Number (FAIN) NU58DP007305 13. Statutory Authority Section 301(a) of the Public Heaith Service Act, 42 U.S.C. 241(a) 14. Federal Award Project Title Miami LGBTQIA+ SDoH Accelerator Plan 15. Assistance Listing Number 93,945 16. Assistance Listing Program Title Assistance Programs for Chronic Disease Prevention and Control 17. Award Action Type New 18. Is the Award R&D? No Summary Federal Award Financial Information 19. Budget Period Start Date 09/30/2022 -End Date 09/29/2023 20. Total Amount of Federal Funds Obligated by this Action $125,000.00 20a. Direct Cost Amount $125,000.00 20b. Indirect Cost Amount $0,00 21. Authorized Carryover $0.00 22. Offset $0 00 23. Total Amount of Federal Funds Obligated this budget period $0.00 24. Total Approved Cost Sharing or Matching, where applicable 915,615,00 25. Total Federal and Non -Federal Approved this Budget Period $140,615.00 26. Period of Perfomance Start Date 09I3W2,022 - End Date 09/29/2027 27, Total Amount of the Federal Award including Approved Cost Sharing or Matching this Period of Performance $140,615.00 28. Authorized Treatment of Program Income ADDITIONAL COSTS 29. Grants Management Officer - Signature Ms. Pamela Render Grants Maaagement Officer Page 1 tiq Fa.,.n DEPARTMENT OF HEALTH AND HUMAN SERVICES Centers for Disease CO17tml and Prevention Recipient information Recipient Name MIAMI, CITY OF 444 SW 2nd Ave F1 5 4 5 5th Floor Departutent of Fire - Rescue Miami, FL 3 3130-19 10 30.5-416-1536 Congressional District of Recipient 2'7 Payment Account Number and Type 1596000375A3 Employer Identification Number (EIN) Data 596000375 Universal Numbering System (DUNS) 072220791 Recipient's Unique Entity Identifier (UEI) KJTSRFPM WTK5 31. Assistance Type Project Grant 32. Type of Award Other 34. Accounting Classification Codes Notice of Award Award# 1 NU58DP007305-01-00 FAIN# NU58DP007305 Federal Award Date: 09/09/2022 33. Approved Budget ---_-- (Excludes Direct Assistance) I. Financial Assistance from the Federal Awarding Agency Only II. Total project casts including grant funds and all other financial participation a. Salaries and Wages $93,446.00 h. Fringe Benefits $18,689.00 c. Total Personnel Costs $112,135.00 d. Equipment $0.00 e. Supplies $398.00 L Travel $618.00 g. Construction $0.00 h. Other $4,349.00 L Contractual $7,500.00 i= TOTAL DIRECT COSTS $12,5,Oti0.00 lz° INDIRECT COSTS $0.00 1. TOTAL APPROVED BUDGET $175,000 00 m° Federal Snare $125,000.00 n. Non -Federal Share $15,615.00 FY-ACCOUNT NO. DOCUMENT NO. ADMINISTRATIVE CODE I OBJECT CLASS CFDA NO. AMT ACTION FINANCIAL ASSISTANCE APPROPRIATION 2`9390JWG 22NU58DPOO7365-1 DP 41.5i 93.945 $125,000.00 T 75-22-0948 Page 2 �hq vcevirw,,e DEPARTMENT OF HEALTH AND HUMAN SERVICES Notice of Award d Award* 1 NIJ58DP007305-01-00 Centersfor Disease Control and �'reventior� FAIN# NU58DP007305 Federal Award Date: 09/09/2022 Direct Assistance BUDGET CATEGORIES PREVIOUS AMOUNT (A) AMOUNT THIS ACTION {B} TOTAL (A + B) Personnel $ 0. 00 $ 0. 0 0 $0.00 Fringe Benefits $ 0. 00 $ 0. 00 $ 0. 00 Travel $0. 00 $0.00 $0, 00 rquipment $ 0. CC) $0.00 $0.00 SuPPlia5 $0.00 $0.00 $0.00 Contractual $ 0. 00 $ 0. 0 0 $ 0. 00 canstrue[Wn $$ 0. 00 $ 0. 0 0 $ 0. 00 Other $0.00 $0.00 $0.00 Total $0.00 $0.00 $0,00 Page 3 AWARD ATTACHMENTS MIAMI, CITY OF 1. Year 01 Terms and Conditions 1 NU58DP007305-01-00 Services. Support, Solutions, Incorporation: In addition to the federal laws, regulations, policies, and CDC General Terms and Conditions for Non -research awards at https://www.cdc.govl rants/federal-re ulations- policies/index.html, the Centers for Disease Control and Prevention (CDC) hereby incorporates Notice of Funding Opportunity (NOFO) number CDC-RFA-DP22-2210, entitled Closing the Gap with Social Determinant of Health Accelerarators Plans, and application dated July 8, 2022, as may be amended, which are hereby made a part of this Non -research award, hereinafter referred to as the Notice of Award (NoA). Approved Funding: Funding in the amount of $125,000 is approved for the Year 01 budget period, which is September 30, 2022 through September 29, 2023. All future year funding will be based on satisfactory programmatic progress and the availability of funds. The federal award amount is subject to adjustment based on total allowable costs incurred and/or the value of any third party in -kind contribution when applicable, Note: Refer to the Payment Information section for Payment Management System (PMS) subaccount information. Financial Assistance Mechanism: Grant Budget Revision Requirement: By October 31, 2022, the recipient must submit a revised budget with a narrative justification as a "Grant Note". Please provide all required elements for Contracts. Please use the link below for the level of detail that is required for your budget revision: https:Ilvuww.odc.govlgrantsldocuments/budget-preparation®.quid_ nc__ft.df Contractual Costs: Approval by CDC to utilize funds and initiate program activities through the services of a contractor requires the submission of the following information for each contract to CDC: 1. Name of Contractor: Identify the name of the proposed contractor and indicate whether the contract is with an institution or organization. 2. Method of Selection. State whether the contract is sole source or competitive bid. If ar organization is the sole source for the contract, include an explanation as to why this institution is the only one able to perform contract services. 3. Period of Performance: Specify the beginning and ending dates of the contract. 4. Scope of Work: Describe the specific services/tasks to be performed by the contractor and relate them to the accomplishment of program objectives. Deliverables should be clearly defined. 5. Method of Accountability: Describe how the progress and performance of the contactor will be monitored during and on close of the contract period. Identify who will be responsible for supervising the contract. 6. Itemized Budget and Justification: Provide and itemized budget with appropriate justification. If applicable, include any indirect cost paid under the contract and the indirect cost rate used. If the information described above is not known at the time the application is submitted, the information may be submitted later as a revision to the budget. Failure to submit the required information in a timely manner may adversely affect the future funding of this project. If the information cannot be provided by the due date, you are required to contact the GMSIGMO identified in the CDC Staff Contacts section of this notice before the due date. Notice of Funding Opportunity (NOFO) Restrictions: Restrictions that must be considered while planning the programs and writing the budget are: • Recipients may not use funds for research. • Recipients may not use funds for clinical care except as allowed by law. • Recipients may use funds only for reasonable program purposes, including personnel, travel, supplies, and services. • Generally, recipients may not use funds to purchase furniture or equipment. Any such proposed spending must be clearly identified in the budget. • Reimbursement of pre -award costs generally is not allowed, unless the CDC provides written approval to the recipient. • Other than for normal and recognized executive -legislative relationships, no funds may be used for: o publicity or propaganda purposes, for the preparation, distribution, or use of any material designed to support or defeat the enactment of legislation before any legislative body o the salary or expenses of any grant or contract recipient, or agent acting for such recipient, related to any activity designed to influence the enactment of legislation, appropriations, regulation, administrative action, or Executive order proposed or pending before any legislative body See Additional Requirement (AR) 12 for detailed guidance on this prohibition and additional guidance on lobbying for CDC recipients. The direct and primary recipient in a cooperative agreement program must perform a substantial role in carrying out project outcomes and not merely serve as a conduit for an award to another party or provider who is ineligible. Indirect Costs: Indirect costs are not requested as a provision of this award. Required Disclosures for Federal Awardee Performance and Integrity Information System (FAPIIS): Consistent with 45 CFR 75.113, applicants and recipients must disclose in a timely manner, in writing to the CDC, with a copy to the HHS Office of Inspector General (OIG), all information related to violations of federal criminal law involving fraud, bribery, or gratuity violations potentially affecting the federal award. Subrecipients must disclose, in a timely manner in writing to the prime recipient (pass through entity) and the HHS OIG, all information related to violations of federal criminal law involving fraud, bribery, or gratuity violations Last Updated September 2021, Page 2 of 3 potentially affecting the federal award. Disclosures must be sent in writing to the CDC and to the HHS OIG at the following addresses: CDC, Office of Grants Services Pamela Render, Grants Management Officer Centers for Disease Control and Prevention Branch 5 Supporting Chronic Diseases and Injury Prevention Email: pIr3ocdc.gov (Include "Mandatory Grant Disclosures" in subject line) ►_l,lWE U.S. Department of Health and Human Services Office of the Inspector General ATTN: Mandatory Grant Disclosures, Intake Coordinator 330 Independence Avenue, SW Cohen Building, Room 5527 Washington, DC 20201 Fax: (202)-205-0604 (Include "Mandatory Grant Disclosures" in subject line) or Email: MandataryGranteeDisolos ures of .hhs. ov Recipients must include this mandatory disclosure requirement in all subawards and contracts under this award. Failure to make required disclosures can result in any of the remedies described in 45 CFR 75.371. Remedies for noncompliance, including suspension or debarment (See 2 CFR parts 180 and 376, and 31 U.S.C. 3321). CDC is required to report any termination of a federal award prior to the end of the period of performance due to material failure to comply with the terms and conditions of this award in the OMB -designated integrity and performance system accessible through SAM (currently FAPIIS), (45 CFR 75.372(b)) CDC must also notify the recipient if the federal award is terminated for failure to comply with the federal statutes, regulations, or terms and conditions of the federal award. (45 CFR 75,373(b)) The HHS Office of the Inspector General (OIG) maintains a toll -free number (1-800-HHS-TIPS [I- 800-447-84771) for receiving information concerning fraud, waste, or abuse under grants and cooperative agreements. Information also may be submitted by e-mail to hhsti s of .hhs. ov or by mail to Office of the Inspector General, Department of Health and Human Services, Attn: HOTLINE, 330 Independence Ave., SW, Washington DC 20201. Such reports are treated as sensitive material and submitters may decline to give their names if they choose to remain anonymous. Payment Management System Subaccount: Funds awarded in support of approved activities have been obligated in a subaccount in the PMS, herein identified as the "P Account". Funds must be used in support of approved activities in the NOFO and the approved application. The grant document number identified beginning on the bottom of Page 2 of the Notice of Award must be known in order to draw down funds. Last Updated September 2021, Page; 3 of 3 Miami LGBTQIA+ SDoH Accelerator Plan Project Narrative CDC: Closing The Gap IeAIMATCOT.T611M While there is local information about chronic disease and social determinants of health across gender and racial categories in Miami -Dade County and the City of Miami, there is little to no data in regard to Miami's Lesbian, Gay, Bisexual, Transgender, Queer, Intersexual, Asexual + (LGBTQIA+) community. Miami -Dade County's 2020 Community Health Assessment Report is an in-depth source for chronic disease, SDOH and health disparities analysis, but only mentions the local LGBTQIA+ population within the context of HIV/AIDS. This lack of data makes it challenging, if not impossible for local government and organizations to create LGBTQIA+ inclusive policies that address the social determinants of health and offer chronic disease reduction solutions within this population. According to Healthy People 2030, "Lesbian, gay, bisexual, and transgender (LGBT) people experience many specific health -related challenges and disparities. Healthy People 2030 focuses on collecting data on LGBT health issues and improving the health of LGBT individuals. Collecting population -level data is key to meeting the needs of LGBT people, but not all state and national surveys include questions about sexual orientation and gender identity." The need to collect local data and create a framework to address health issues for this population is crucial. Research is needed on chronic health conditions among LGBTQIA+ populations. In recent years, the number of studies that examine health disparities in the United States by sexual orientation increased. Collectively these studies examined various LGBTQIA+ or sexual minority health -related topics, including health risk behaviors, health care access, and health care service utilization. However, additional research is not only warranted but needed in numerous areas, one of which is the examination of chronic health conditions among these populations. Although chronic diseases are not completely unexamined, only a few studies explored this topic using nationally representative samples. Most research on chronic conditions by sexual orientation has been state -level population -based studies generalizable only to the US states in which they were carried out. LGBTQIA+ people experience a number of health disparities. They are at higher risk of certain conditions, have less access to health care, and have worse health outcomes. These disparities are seen in the areas of behavioral health, physical health, and access to care. There are many causes of the health disparities faced by LGBTQIA+ people. The minority status of LGBTQIA+ people, lack of specific education and training for health care workers, lack of clinical research on LGBTQIA+ health -related issues, restrictive health benefits, limited role models, and fear due to stigma, discrimination, and institutional bias in the health care system, all play an important role in the causes of health disparities. The City of Miami ("the City") understands the importance of addressing health disparities facing the LGBTQIA+ population and is working to close these gaps. We are working internally to educate, train, and support our City of Miami government leadership. The City of Miami is also working externally to support our residents, business owners, and our network of advocates. There is a need for local data and place -based strategies to address community issues and root causes embedded within Social Determinants of Health (SDoH). Accelerator plans provide infrastructure, support and training that is needed to focus on the health of our communities. Therefore, the City of Miami as the applicant/backbone agency will partner with Urban Health Partnerships (implementing partner agency) to develop the Miami LGBTQIA+ SDoHAccelerator Plan (SDoH Plan). Urban Health Partnerships (UHP) is a public health nonprofit that builds the capacity of 1 Miami LGBTQIA+ SDoH Accelerator Plan Project Narrative CDC: Closing The Gap communities, governments, and organizations to advance health equity through policy systems and environmental (PSE) change. This SDoHPIan will also provide access to an entire ecosystem that supports the LGBTQIA+ community. An essential part of this project will be using UHP's Community Liaison (CL) Framework to engage community members throughout the process. As a social justice strategy, CLs are community members who are paid for their time for personal and professional development. The total project cost is estimated at $140,615. This includes an award request of $125,000 plus $15,615 salary and wages in -kind contribution. If awarded, CDC funding will be allocated towards salaries and wages UHP' multidisciplinary team of experts who will work with the City of Miami to develop the SDoH Plan, hiring of four Community Liaisons, Community Liaison support, travel, costs to support 3-6 small non-profit/grassroots organizations' participation in the project to reduce barriers to participation, supplies, and marketing. B. APPROACH i. Purpose There is a lack of local data pertaining to social determinants of health and their effects on chronic disease within Miami's LGBTQIA+ community. The City of Miami and Urban Health Partnerships (UHP) propose to develop a Miami LGBTQIA+ SDoH Accelerator Plan (SDoHPIan) that will reduce this gap and provide a framework for PSE change within City of Miami government, as well as within organizations of the multi-sectoral partnerships engaged for this project, to reduce this population's chronic disease burden. The SDoHPIan will focus on two primary social determinants of health: Built Environment and Social Connectedness. ii. Outcomes At the start of the project, the City of Miami and UHP will co -design a Project Management Plan that will include roles and responsibilities, timeline, and contingency plans. As part of this plan, protocols will be developed for ensuring the Project Management Plan is being implemented in a timely and effective manner for the development of the SDoHPIan. Adherence to the project team management plan will support the activities and strategies that will be used to develop the SDoH Plan. • The City and UHP will meet at least every other week to discuss progress, challenges, and next steps. • A project workbook will house all key information about the project scope of work, timeline, and responsibilities as well as the outreach plan, capacity building plan for CLs and the multi -sector Leadership Team (LT), the Communications Plan, and the Evaluation Plan. • Any key dates and deadlines will be highlighted with reminders set on calendars. • The project workbook, timelines, and progress will be discussed in meetings with the LT to bring an additional layer of accountability. Project evaluation will follow the model of monitoring and evaluation that UHP uses for all projects. A mixed -methods Evaluation Plan, based on this proposal, will be developed and include three categories of performance metrics: process, outcomes and impacts. Each metric developed will be tied to its associated activity and strategy, as identified in the Work Plan, data collection methods, timepoints for collection and completion, responsible parties, and associated targets that 2 Miami LGBTQIA+ SDoH Accelerator Plan Project Narrative CDC: Closing The Gap will serve as benchmarks of progress in meeting project outcomes. The Evaluation Plan will consist of outcome metrics for tracking project success and process metrics. The evaluation of this program will have three areas of focus: I. Outcomes & Impact: Is the SDoHPlan completed? Were PSE recommendations submitted to the City of Miami LGBTQIA+ Advisory Board and accepted was strategies to present to the Miami Board of Commissioners and/or external organizations? 2. Community Engagement: How is the community integrated into the work of the committee? How are LGBTQIA+ residents and allies from the City of Miami engaged in the development of the SDoHPlan? 3. Collaborative Capacity: Is there an increase in capacity for committee members and for Community Liaisons (CLs) around their knowledge and skills in developing PSE strategies in support of the LGBTQIA+ population? Is there capacity to create and/or strengthen new/existing collaborations that will extend the outcomes and impacts beyond this project? The Evaluation Plan will include the outcome and process metrics listed in the Work Plan, including data on the number of community members and partners engaged, CL capacity building, and outcomes of community action planning. Process evaluation metrics will collect data on how the collective impact and co -design process was implemented according to the Work Plan, the hiring of CLs, and the development of the SDoHPIan. Equity will be integral in the development of the Evaluation Plan and metrics. The Evaluation Plan will also be developed with the collective impact approach in mind. Therefore, it will be shared with the LT and the committee and shared data strategies will be agreed upon. This may include having data forms or surveys to be completed by each partner on a regular basis, the use of a shared spreadsheet, and/or through interviews of partners. Privacy considerations will be formulated by the LT with consultation from the committee to ensure that data sharing is done effectively, ethically, and legally. Project impact will be measured based on the project team's ability to meet defined established metrics. Each metric will have a target and benchmark completion date to allow for the City of Miami as the backbone agency and UHP as the implementation partner to monitor the progress, success and challenges to ensure project outcomes are met. PSE work and addressing SDoHs takes time to see the impact that the work has on communities and target populations. It often takes years and can extend well beyond project funding constraints for the full impact of this work to be realized. That is why it is so important to ensure that project metrics are tied to realistic and concrete outcomes that we know from research and available data lead to long-term . The project will focus on the short-term outcome of building the multi -sector committee and completing the SDoH Plan. UHP has seen firsthand the lasting impact and invaluable contribution of facilitating partnerships and collaborations that reduce silos; providing technical assistance that increases an organization/partner/community members capacity well beyond the project timeframe; and influencing, supporting, and changing policies, systems and environments can have on organizations, institutions, and communities. UHP will track any collaborations born or strengthened from this project over the course of the year to demonstrate the ripple effect that this work produces. City of Miami and UHP will also develop a Monitoring Plan designed to track Evaluation Plan metrics. The Monitoring Plan includes regular team monitoring meetings to review collected data, track progress, identify challenges and solutions, and review lessons learned. Evaluation Plan benchmarks for each metric will help the project team monitor the 3 Miami LGBTQIA+ SDoH Accelerator Plan Project Narrative CDC: Closing The Gap progress in meeting project outcomes and will allow the team to problem -solve any existing issues and troubleshoot potential challenges. A part of these meetings is sharing lessons learned with the LT, which are logged, so that this information can be applied to the remainder of the project and future undertakings. The Evaluation Plan is considered a living document that can be updated throughout the project to respond to pivots in the development of the SDoH Plan. iii.Strategies and Activities The City of Miami is hoping to lead the charge in South Florida when it comes to Diversity, Equity and Inclusion. Focusing on the LGBTQIA+ population, the City and UHP will convene local leaders to advise and coordinate the planning of a Health Accelerator Plan (aka SDoHPIan) to address Social Determinants of Health (SDoH) affecting the LGBTQIA+ population in the City. In particular, we are interested in focusing on the built environment and social connectedness. The built environment encompasses many aspects of our communities including streets, public spaces, parks, public transportation, and public community and cultural services buildings. How these are designed, utilized, promoted, and maintained has a significant impact on residents' sense of belonging and safety and whether these spaces are accessible for everyone. This is particularly true for the LGBTQIA+ population for whom fear is a common emotion in public spaces due to experiences of discrimination, harassment, and violence. In this way, the built environment is also intricately connected to social connectedness. Avoiding public spaces and public transportation due to fear or lack of accessibility can lead to social isolation, lack of access to critical health and social services, less opportunity to engage in physical activity, and the reduced ability to build community and social support. These, in turn, can lead to the development or worsening of physical and mental health conditions. Creating physically and socially safe places for LGBTQIA+ people requires intentional and strategic planning. Features such as adding lighting, having infrastructure that makes it safe to walk, bike, or take transit, removing walls or having low walls in buildings to provide clear lines of sight can improve safety and make people feel more comfortable walking around, especially at night. Ensuring that there are appropriate amenities such as having gender -inclusive restrooms can make public spaces more welcoming, accessible, and safe, also reducing potential opportunities for conflict and discrimination. Making spaces visually inclusive through built environment changes can also add to sense of belonging by including art, signage, and designs that are created by, highlight, add representation of and/or celebrate LGBTQIA+ people. The built environment can also be a source of communication and education for and on behalf of vulnerable populations. For example, public transportation is often a place where one can find announcements about services or issues that are for or on behalf of vulnerable groups including those who identify as LGBTQIA+. The project will use the evidence -based collective impact framework, which we will focus to produce an extensive document incorporating UHP' 8-Step Process for Developing a Strong Community Action Plan toward building a successful SDoH Plan. The SDoH Plan will include a series of PSE change recommendations that can be adopted by the City's LGBTQIA+ Advisory Board and City at -large. Focusing on safe spaces, the project will look at the community's resilience to the built environment and social connectedness. With a collective impact approach, the Leadership Team (LT) will be comprised of various sectors and stakeholders. The theory of 4 Miami LGBTQIA+ SDoH Accelerator Plan Project Narrative CDC: Closing The Gap collective impact hinges on the idea that organizations need to coordinate their efforts and work together around a clearly defined goal in order for those organizations to create lasting solutions to social problems on a large-scale. In this project, the collective impact approach will help organize and leverage the expertise, strengths, and resources of the multi -sector partners to ensure the SDoH Plan is comprehensive, effective, implementable, and not duplicative of any existing efforts. Additionally, convening across partners will lead to the capacity building and "cross- pollination" that organically occurs when you facilitate co -design and collaborative processes. This will allow for strengthening of any current efforts and to build momentum and collaboration around PSEs that address the social determinants of health for LGBTQIA+ people across the City of Miami. The collective impact approach will ideally also create a network of partners that will continue to collaborate beyond the length of the project, creating ripple effects that will continue to address health disparities in the long-term. Successful collective impact initiatives have five conditions that together produce true alignment and lead to powerful results. These are explained below with descriptions of how these will be managed for this project. • Common Agenda: Keeps all parties moving towards the same goal: The project team will develop and establish an LT that represents various sectors and expertise and includes at least one community member to inform the direction and implementation of the project. This LTwill meet at the start of the project to refine the Work Plan and goals and then will meet on a consistent basis (at least 10 times) to ensure everyone is on the same page and moving in the same direction. A committee that includes additional multi -sector partners will be developed and launched. In order to have a common agenda, the project team feels it is important that the set of partners joining the committee is diverse in many capacities so that the many voices that make up the LGBTQIA+ community have an opportunity to contribute to the collective effort. For example, the LT would seek representation from Black and minority -led LGBTQIA+ organizations, organizations serving the transgender community, services for older adults and for youth, health services, social services, the business sector, etc. Additionally, any needed MOUs or commitments would be developed and executed to ensure that goals and roles are outlined and formally agreed upon in support of the project. A kick-off project meeting will be held with the Leadership Team to discuss goals and plans for the project, define roles and responsibilities, and co -design a process for working together. The full committee will meet on a regular basis (for a minimum of 8 times) for co -design meetings to go through UHP' 8-Step Process for Developing a Strong Community Action Plan and together build the roadmap document that will become the SDoH Plan. To ensure that the committee is united in its understanding of the problems and issues being addressed, capacity building trainings and activities will be conducted by UHP and members of the LT around relevant issues such as structural racism, intersectionality, and the contextual and cultural factors that hinder collaboration and progress in relation to LGBTQIA+ issues. Capacity building may also be conducted for elected officials and City leadership to ensure that there is readiness for implementation. A Capacity Building Plan will be created at the start of the project to map out learning objectives, capacity building activities, and timelines. 5 Miami LGBTQIA+ SDoH Accelerator Plan Project Narrative CDC: Closing The Gap • Common Progress Measures: Measures that get to the true outcome. UHP will lead the development of an Evaluation and Monitoring Plan. This plan will include progress measures developed along with the City of Miami and the LT to ensure that progress toward the desired outcomes is tracked and monitored. These will be shared with the LT, and they will be discussed with them on an ongoing basis. Each LT member will understand how and when to contribute relevant data to inform these measures. Mutually Reinforcing Activities: Each expertise is leveraged as part of the overall strategy. The 8-Step Process led by UHP creates opportunities through co -design meetings to leverage the expertise of every member of the committee. Responsibility for tasks and activities will be agreed upon based on expertise, capacity, and role. Meeting summaries and the SDoH Plan progress will be made available to committee members so that they are informed and aware of the activities of the committee and the LT, have an opportunity to get involved and provide input as needed, and can understand how to bring value at different stages of the plan development process. • Communications: There will be a Communications Plan developed at the beginning of the project that will be co -designed with the LT and the committee to address both internal and external communication. Internally, the goal will be to ensure that there is transparency and consistent communication amongst the LT and the committee. This includes communicating about progress, opportunities for involvement and feedback, and summaries of activities. Communications about these activities will take place at the LT and committee meetings as well as in between meetings via email and phone with the implementing project team. A shared Dropbox folder will be created and shared with all LT members where key information about the project and the SDoHPlan will be kept for ease of access and collaboration. UHP also has significant experience utilizing co -design tools that allow for communication and collaboration virtually and will use these as needed to continue engagement outside of meetings. The Miami LGBTQIA+ SDoH Accelerator Plan project is focused on investing in the community and will embed the Community Liaison (CL) Framework to engage community members throughout the process. As a social justice strategy, CLs are community members who are paid for their time. It serves as both a professional and personal development opportunity. As part of the collective impact approach, the project team considers it critical that community members and representatives of the LGBTQIA+ community and its allies are involved and can provide input on its goals and strategies. One key strategy to accomplish this is the integration of the Community Liaison Framework. Developed by UHP in 2015, the CL Framework initiative hires and trains residents to create a bridge between government and other key community agencies to reduce working within silos, provide education and increase awareness around important issues affecting their communities to better address community needs, and become long-term champions for health and equity. By hiring and integrating community members into the project team, we would be building in community guidance and feedback throughout all processes. CLs help lead outreach work conducting culturally and context -specific engagement through out -of -the box strategies. As trusted agents and messengers, CLs can often reach populations that government and other stakeholders cannot reach or where historically strained relationships have become a barrier. CLs, along with the Leadership Team will build relationships with a variety of stakeholders, many of which do not traditionally have a voice in community and health planning 11 Miami LGBTQIA+ SDoH Accelerator Plan Project Narrative CDC: Closing The Gap processes, helping to bring diverse perspectives to the table and building a network of community members who can be activated around LGBTQIA+ issues in the future as well. This approach also will support the City of Miami to move beyond one-time engagements and instead focus on building long-term relationships, trust, and active community networks that increase participation, empowerment, and advocacy around issues in the community. The long-term approach and investment also create and maintains a feedback loop with the community to help the City of Miami and partners maintain a finger on the pulse of what matters to communities. The CL, community, and partner/organizational capacity building built into the CL Framework also promotes effective collaboration between all parties and the building of more informed, inclusive working relationships. Their expertise and contributions will make it more likely that the policy, systems and environmental change (PSEs) identified will actually address the needs and wants of the communities toward a healthier and safer built environment and increased social connection. To support the CL Framework, UHP would provide onboarding and capacity building activities as well as individual coaching support. Outreach and Engagement- To ensure representation of those who would be most impacted by the SDoHPIan, with the leadership and support of the Community Liaisons, the LTwill engage LGBTQIA+ community members, allies, and community partners through a range of high -touch and high-tech engagement strategies including a social media campaign, website project page, and one-on-one/group interactions between CLs and residents. A strategic outreach plan will be developed that takes into account the specifics of the LGBTQIA+ community in the City of Miami, its diverse members, and its historical and cultural context. The outreach plan will include several key components: • Clear targets for engagement goals within communities • Identified priority populations so that there is not just a focus on overall numbers, but we are also ensuring there is a representative sample of participation from diverse members of the LGBTQIA+ community. This may include for example older adults, youth, low- income individuals, communities of color, etc. • A list of partner agencies, often grassroots organizations, that are trusted within their communities and have a wealth of information and context about community members' needs and concerns. The LT will strategize around how to collaborate with these agencies, which may include providing them with a stipend to participate, engaging them in meetings and outreach opportunities, and connecting and supporting their work in some capacity • A minimum of 2 focus groups to target at least two subsets of the LGBTQIA+ community as determined by the committee such as older adults or transgender people of color. • A brief survey that will ask about needs and perspectives related to the LGBTQIA+ experience around the built environment and social connectedness • Community conversations to be facilitated by the Community Liaisons • Fields notes to be completed by the Community Liaisons that track key information about interaction and engagement with community members including number of people engaged, descriptive information about the community members and the event/activity, and any observations or feedback received 7 Miami LGBTQIA+ SDoH Accelerator Plan Project Narrative CDC: Closing The Gap • A Communications Plan that takes into account the different ways in which diverse community members access information and that ensures that communications are inclusive and generationally and culturally sensitive and responsive. Policy, Systems, and Environmental (PSE) Change Approach -Through a PSE and physical and social change approach, the SDoH Plan project looks to address the factors in the physical and social environment that create barriers to a healthy life. From a health equity perspective, this project will operate from the understanding that these environmental factors and conditions are influenced by historical and still present systemic racism and other forms of bias and discrimination that in turn have an influence on health outcomes. By building change at the PSE level, this project with UHP's expertise in this work, seeks to address the root causes from an "upstream" perspective rather than a reactive and solely individual level. As an example, while this project would certainly support the identification of initiatives where partners may implement a programmatic event to provide emergency services that may serve 100 LGBTQIA+ individuals (very much a need), the goal will also be to complement that strategy by identifying policies and systems changes that could make access to welcoming and supportive services in public spaces such as parks, permanent. In doing so, these public spaces can serve thousands over the long-term and build a sense of social connectedness and belonging over time. This combined approach is more likely to yield a change in disparities over time than solely relying on individual, programmatic efforts. Healthy People 2030 provides measurable objectives in the five domains of SDoH. At a national level in the United States, the Healthy People 2030 initiative sets national health objectives with benchmarks and monitors differences across population subgroups to advance the attainment of health equity. This project will use Healthy People 2030 as a reference for building out the knowledge and understanding of the issues specific to the City of Miami and to inform the potential PSEs. 8-Step Process for Developing a Strong Community Action Plan: This project will utilize the 8-Step Process developed by UHP to guide the Leadership Team and the committee through a series of co -design meetings to develop a Community Action Plan (CAP) that is informed by the expertise and knowledge of its members. The 8-Step Process will identify community -driven strategies for developing effective solutions, map out the PSEs that will serve as sustainable strategies for improving the built environment and the levels of social connectedness for LGBTQIA+ people. The 8-Step process would 1) lead to setting clear goals informed by a collective definition of the problems impacting the LGBTQIA+ in the areas of built environment and social connectedness; 2) facilitate the committee gathering the quantitative and qualitative knowledge and data already available around demographics, needs, and existing efforts and services, while also identifying gaps; 3) assess social networks, context, and history specific to the LGBTQIA+ community to inform strategies; 4) identify what motivates or drives the community and the City around behaviors and decisions affecting the LGBTQIA+ community; 5) identify intercepts or common-sense change tools that would address those motivations and drivers; 6) propose PSE environmental changes to address each intercept; 7) map out and conduct relevant process evaluation practices and outline an Evaluation Plan for assessing and monitoring the PSE outcomes; and 8) provide guidelines for how and when to reassess the goal(s) outlined to identify successes and add to the knowledge base for continued implementation and/or reshaping of any of the goals. The 8-Step Process will also designate responsibilities, commitments, and timelines to LT members. W Miami LGBTQIA+ SDoH Accelerator Plan Project Narrative CDC: Closing The Gap 1. Collaborations The Miami LGBTQIA+ SDoHAccelerator Plan project has a robust Leadership Team (LT) in place. The LT is a multi -sector partnership that is meant to create sustainable partnerships with public health, healthcare, human services, and the community, which are critical to ensure individuals have equitable access to chronic disease prevention services, treatment, and care. While developing the SDoH Plan, the City of Miami, UHP and the LT will also consider other sector partners to be brought into the collective (E.g., transportation, housing and development, higher education, business, etc.). The following list are partners that have agreed to come on board for the LT and the duties and responsibilities of each member. City of Miami LGBTQIA+ Advisory Board, Nicole Alvarez, Board Chair. With the City of Miami's LGBTQIA+ Advisory Board playing a key role in creating PSE changes that will improve how the City of Miami operates as an inclusive employer. The mission of the City of Miami's LGBTQIA+ Advisory Board is to serve as a vehicle for systematic and periodic assessment and to advise the City of Miami commission for the betterment of quality life of all LGBTQIA+ residents and visitors to the City of Miami with mindful care for providing a voice and platform for underrepresented individuals and communities. The SDoH Plan will assist in moving efforts externally to the residents, business owners and visitors. As Board Chair, Ms. Alvarez will engage all Board members from different disciplines to bring the resources needed for the project. She will work with the Board to officially submit policy recommendations from the SDoHPIan to the Miami Board of Commissioners via resolution or ordinance. ➢ Florida Department of Health in Miami -Dade County (FDOH) is the Health Authority to give guidance to the project and to align with Consortium efforts and overall master plan. Through a letter of support FDOH has committed to assisting the LT to: • Invite one representative from the City of Miami and one representative from Urban Health Partnerships to join our community Health Equity Office Advisory Committee. This will enable coordination and collaboration with the LT within the City of Miami. • Work with the LT to identify and leverage alignments between the goals of the CHIP, FDOH's work, the CHA, and the work of the committee. • Explore how the data collected and policies, systems, and environmental change strategies identified can inform future planning and increase integration of the LGBTQIA+ community. ➢ Care Resource Medical Health Center is a Federal Qualified Health Center that offers medical, behavioral health, dental, testing & prevention, and client support centers at different locations throughout South Florida. As our Healthcare Sector LT member, Care Resource will assist with data, provide a health and social lens from a healthcare provider perspective, help with connections to the community and review findings from engagement. ➢ School of Nursing and Health Studies, University of Miami- Karina Gattamorta, PhD, Research Associate Professor. Dr. Gattamorta will attend LT meetings and provide guidance and support to the City and to UHP around project implementation; work with the LT to identify relevant research, including her own, that can help inform the work of the team and the SDoH Plan; provide guidance and suggestions on research and evaluation methodology; attend co - design meetings aimed at developing the SDoHPIan; review and provide feedback at various key milestones; share information and updates with the LT about programs and efforts that are W Miami LGBTQIA+ SDoH Accelerator Plan Project Narrative CDC: Closing The Gap relevant to the work of the committee; and connect the LT with relevant partners and services that could support the development of the SDoH Plan. ➢ Health Council of South Florida (HCSF)- HCSF is one of eleven local health councils created by FL Statute 408.033 to coordinate health services planning across the state. Under its direction, areas of emphasis have encompassed population and regional health planning, program development and evaluation, disease management, ethical standards for a healthy community, trauma service coordination, and the formation of cost-effective health policy that is responsive to the health needs of South Florida residents. HCSF will provide data and data technical assistance. ➢ Miami -Dade Area Health Education Center (AHEC)- They guide students on the path to careers in healthcare; provide Healthcare professionals with opportunities to grow within their field; and inform our community on today's most critical health topics. Miami -Dade AHEC will provide community outreach and community education, and review findings from engagement. ➢ Miami Dade County LGBTQIA+ Advisory Board- The Board operates under the Miami Dade County Office of Community Advocacy. They are committed to engaging all Board members from different disciplines to bring all resources needed for the development of the SDoh Plan. The Board will support community engagement activities and work to align the project with County goals. ➢ City of Miami Police Department, Officer Vanessa Gonzalez- as the LGBTQIA+ liaison for the police department, Ofc. Gonzalez will participate in community engagement, supply law enforcement data, and provide a law enforcement lens. ➢ SAVE LGBTQ- Orlando Gonzalez, Executive Director. SAVE is South Florida's longest serving organization dedicated to protecting people who are lesbian, gay, bisexual, transgender and queer against discrimination. SAVE will provide technical support through political advocacy efforts, community outreach and providing guidance over all policy issues and recommendations to be adopted into the SDoHPIan. ➢ 4ward Miami, Damian Pardo, Chair. The mission of this non-profit is to promote diversity & inclusivity, economic status and civil rights through the Gay8 Festival and other community engagement, human rights and cultural arts programs and events. 4ward will assist in in promoting diversity and inclusion and working closely with elected officials regarding education around LGBTQIA+ issues; community outreach specifically to marginalized communities; and review findings from engagement activities. ➢ Cristobal Valentino & Antonio Gonzalez, Community Members -Mr. Valentino was selected by Miami Commissioner, Christine King, to represent District 5 residents in the City of Miami LGBTQIA+ Advisory Board. is a long-time resident of the City of Miami. He resides in the Flagami area in District 4. Mr. Gonzalez is an advocate and member of the LGBTQIA+ Community. He has previously served on the City of Miami's Senior Advisory Board. Currently, he is active with Miami Police Department's Citizens Police program and is an active and engaged resident. Mr. Valentino and Mr. Gonzalez have committed to engaging community members, assisting with outreach, providing community education and taking part in evaluation processes. ➢ City of Miami Gardens, Live Healthy Miami Gardens- Miami Gardens was selected for the CDC's Racial and Ethnic Approaches to Community Health (REACH) program and through the City of Miami Gardens' Live Healthy Miami Gardens initiative has been implementing strategies over the last four years toward reducing racial and ethnic health disparities in their Miami LGBTQIA+ SDoH Accelerator Plan Project Narrative CDC: Closing The Gap community. Miami Gardens will not be part of the LT, but they will collaborate with the partnership to ensure the SDoH Plan aligns with the CDC REACH program. The goal of this project is aligned with the health equity goals and social determinants of health focus of the Live Healthy Miami Gardens initiative and does not duplicate CDC program efforts. City of Miami Gardens will support this project through the following: o Explore how the data collected and policies, systems, and environmental change strategies identified in support of the LGBTQIA+ community may be applicable in Live Healthy Miami Gardens' programs and community action plans o Share information and updates with the LT about programs and efforts that are relevant to the work of the committee o Connect the LT with relevant partners and services that could support the development of the SDoH Plan. 2. Target Populations and Health Disparities City of Miami has a 2020 Census estimated population of 442,241. Miami is the largest city among Miami -Dade County's 34 municipalities. It is a dense 36 square mile urban area with considerable economic, social, and ethnic diversity. Miami has a diverse population that is 72.5% Hispanic, 16.0% Black, and 11.5% White. The foreign -born rate is 58.1% and 77.4% of residents speak a language other than English at home. The top 2 foreign languages spoken are Spanish and Haitian Creole. Miami's median income is $44,268 versus Miami Dade County's $53,975. Per the latest Census, 21.5% of Miami residents live in poverty and 66% are low -to -moderate income. Miami is estimated to have 15,777 LGBTQIA+ individuals within city boundaries and 183,346 in the Greater Miami area (Williams Institute). There are an estimated 5,131 married same -sex couples in Miami as of 2015, according to a 2018 study of joint tax filings by the Tax Policy Center. This number represents 0.92% of all marriages (Robin Fisher). The City of Miami trends higher on chronic diseases compared to other cities. According to the City Health Dashboard, a project run by New York University Langone Health, Miami had 389.9 cardiovascular disease deaths per 100,000 population, compared to an average of 211.3 across the Dashboard's cities; 16.2% of Miami's adults reported having diabetes, compared to an average of 10% across the Dashboard's cities; 31.4% of Miami's adults report being obese, compared to an average of 30.8% across the Dashboard's cities. Miami had 30.1 colorectal cancer deaths per 100,000 population, compared to an average of 16.1 across the Dashboard's cities. While we have demographic detail for these chronic diseases across race and gender categories in Miami, there is no demographic data for chronic disease pertaining to the LGBTQIA+ community. Miami -Dade Florida Department of Health Community Health Assessment has chronic disease and SDoH data per race and gender, but for the LGBTQIA+ community, it is limited to only AIDS/HIV. The information for that community simply does not exist within Miami -Dade County. This SDoH Plan will create the building blocks so that the LGBTQIA+ community and their health issues are not solely based on AIDS/HIV. The work we do will help local health institutions more inclusive of the LGBTQIA+ community when gathering health data and developing future community health assessments. The LT can create measures as part of the SDOH Plan to make sure this data/health assessment inclusivity happens. 11 Miami LGBTQIA+ SDoH Accelerator Plan Project Narrative CDC: Closing The Gap Research suggests that LGBTQIA+ individuals face health disparities linked to societal stigma, discrimination, and denial of their civil and human rights. Discrimination against LGBTQIA+ persons has been associated with high rates of psychiatric disorders, substance abuse, and suicide. Experiences of violence and victimization are frequent for LGBTQIA+ individuals and have long-lasting effects on the individual and the community. Personal, family, and social acceptance of sexual orientation and gender identity affects the mental health and personal safety of LGBTIA+ individuals. Furthermore, current political trends, such as Florida's "Don't Say Gay Bill" are at risk of adding to societal stigma, causing increased health disparities. The Bill could severely impact the mental health of LGBTQIA+ students in Florida. Amir Paley, CEO of the Trevor Project, an LGBTQIA+ youth suicide and crisis prevention organization, said that "when lawmakers treat LGBTQIA+ topics as taboo... it only adds to the existing stigma and discrimination, which puts LGBTQIA+ young people at greater risk for bullying, depression, and suicide." LGBTQIA+ youth are already at a higher -than -average risk of suicide and self -harm, as a survey found that 42% of LGBTQIA+ young people seriously considered suicide in 2021. This Bill transforms classrooms into unsafe spaces for LGBTQIA+ students, where they must hide their sexuality, which can exacerbate the issues that these students are already facing." (Johnson) C. ORGANIZATIONAL CAPACITY OF APPLICANT TO IMPLEMENT APPROACH The City of Miami manages 34 departments and agencies with approximately 4,576 employees and has an operating budget of $1.3 billion dollars including $153 million federal, state, and local grants. As the applicant and backbone/fiscal agency, City of Miami will assign the Department of Human Services (DHS) and its personnel to work alongside the implementing agency, UHP, in day-to-day activities of the Miami LGBTQIA+ SDoH Accelerator Plan, including overseeing the Leadership Team(LT). The City of Miami's Department of Human Services was established in 2018 to help unify the collaborative efforts of the City Manager's Office, City of Miami Departments, and local Community Organizations to improve the delivery of human services to economically disadvantaged families and individuals. Acting as a gateway to self-sufficiency, the goal is to streamline efforts to promote and communicate citizen awareness of available programs while increasing the overall delivery of services through the Department of Human Services. The Department oversees Health Initiatives, Homeless Outreach, Economic Development, Workforce Assistance, Child Learning Centers and assists all other City departments in partnerships and outreach. Since the department was established in 2018, DHS has overseen over 22.9 million dollars in grants awarded, including the Aetna Healthiest Cities Challenge, the Childcare Food Program, Advancing Cities Grant and the Miami -Dade School Board Workforce Navigation Program. Michael Roman, Community Partnerships & Strategy Manager- Mr. Roman will serve as the Program Manager for this project and act as the primary liaison between City of Miami, UHP, the LT and multi-sectoral partners to coordinate all LT meetings and project -related events, meeting and CDC training opportunities; and provide required grant and performance measurements reporting to the CDC. Mr. Roman will direct the overall operation of the project including overseeing the implementation of project activities, coordination with other agencies, development of materials, provisions of service and training, collects, tabulates and interprets required data, program evaluation and staff performance evaluation. Mr. Roman plays an important role at the City of Miami in managing projects and creating strategies that have resulted in innovative approaches to community development projects that promote social change and 12 Miami LGBTQIA+ SDoH Accelerator Plan Project Narrative CDC: Closing The Gap healthier neighborhoods. Currently, Michael oversees Policy & Strategic Development, Community Partnerships and the Opportunity Center at the City of Miami for the Department of Human Services. His work involves promoting workforce development, creating a strategic Master Plan for the department, as well as ensuring that the programs needs are met, that policies and procedures are followed correctly, and that records are maintained properly. His work includes overall leadership in guiding all administrative, fiscal, and community -oriented program activities. Actively working with community -based organizations, companies, boards, committees and residents, he builds relationships that are essential to change. Michael also oversees events, marketing promotion and delivery of programs and services. Michael previously managed Live Healthy Little Havana, a $3.7 million collective impact, results -based community initiative addressing health disparities and social determinants of health while empowering residents to advocate for a healthier and thriving community. Michael is also Liaison for the City of Miami's LGBTQIA+ Advisory Board. Mr. Roman was the previous the Chair of the Board of Directors for the Center of Latino Health Research Opportunities. Michael is also a Maven Leadership Collective Alumni and Coach. Maven Leadership Collective is an organization that invests in creative social impact leaders who are queer and trans people of color and allies. His previous position with the National Institutes of Health/National Cancer Institute's Office of Communications and Public Liaison has provided him with extensive experience in public health communications, program development and management, and public engagement. Since 2011, UHP has distinguished itself in its leadership in collective impact initiatives, multi-sectoral partnership work and by emphasizing community empowerment and integration. UHP brings a unique lens to place -based initiatives as their multidisciplinary team integrates perspectives in public and mental health, urban planning, transportation, food systems, well-being, community development, and equity to implement change. UHP' vision is to build equitable communities where everyone can lead healthier and happier lives through physical, social, and emotional wellbeing. UHP has done extensive work in South Florida, implementing collective impact initiatives and community engagement and development work within Health & Equity Education, Public Health Advocacy, Policy and Program Development, and Systems Change. UHP provides a wealth of services and expertise to community and local government projects, such as building advocacy networks, evaluation, partner engagement and technical assistance, equity and inclusion tools, analysis and reporting, systematic reviews of plans with a health and equity lens, and sustainability & planning. UHP developed a Community Liaison (CL) Framework guide, resources and provided technical assistance (TA) and support to organizations with the adaptation and implementation of the CL Framework. UHP has successfully mobilized and built the capacity of residents to advocate for their needs. UHP has worked with 49 CLs across 16 projects, requiring extensive stakeholder engagement with an emphasis on multi-sectoral partnerships. UHP' work is focused on historically underserved and disenfranchised communities experiencing health disparities due to a wide range of challenges in the social and built environment, harmful policies, and structural and institutional racism and other "-isms". They work closely with predominantly minority communities throughout Miami -Dade and Broward Counties where we have implemented leadership and capacity -building efforts to support advocacy, sustainable community -level change, and promote equity and health. UHP will manage the work of the Community Liaisons, integrate the results of their work into the development of the SDoH Plan, offer guidance to the LT and provide their multi -disciplinary staff of experts to ensure that desired outcomes of the SDoHPIan development are achieved. 13 Miami LGBTQIA+ SDoH Accelerator Plan Project Narrative CDC: Closing The Gap Andrea Iglesias, Psy.D., CEO/Executive Director - Dr. Andrea Iglesias joined Urban Health Partnerships as the Interim Executive Director in 2016 and has been serving as the CEO since January 2019. She brings experience as a clinician, outreach and community engagement director, administrator, consultant, and teacher. She has held leadership positions at universities, in state and national associations, and as the principal of a diversity and inclusion consulting firm. Through her background in clinical psychology, Andrea has worked to translate the insight and voices from these lived experiences, along with research and best practices in clinical and community psychology, to co -design culturally informed practices, policies, and programs to foster healthier and more inclusive communities. Andrea will serve as a co -Program Manager with Michael Roman and provide overall project oversight, supervision of staff, expertise in health equity and community action planning, support facilitation of leadership, collaborative meetings and capacity building activities, oversee recruitment and hiring of Community Liaisons, and provide support in development of SDoHPlan and PSEs. As a Clinical Psychologist provide expertise around social connectedness. Steve G. Hope, MBA, MPAcc, SHRM-SCP, COO - Steve Hope joined UHP as Chief Operating Officer in December of 2021. Steve has over twenty years of senior management experience. For the past 15 years, he has held executive leadership positions of Deputy CEO, CFO, VP Finance and HR in the not -for -profit sector, emphasizing at -risk youth and families. Steve's value proposition to UHP is his expertise in finance, operations, human resources management, risk management, IT, fund development, organizational strategy. Steve is concerned about the factors influencing the social determinants of health and has spent a significant part of his senior professional career working on social issues affecting at -risk children and families. In October 2017, the Governor appointed him to serve on the Florida Juvenile Justice & Delinquency Prevention State Advisory Group. Steve will provide fiscal oversight on UHP' side, provide support in convening of partners, quality control of deliverables, advise on policy, provide overall oversight of evaluation and communications strategies, ensure operations, billing, IT matters for project are addressed. Janiece N. Davis, MPH, Age -Friendly and Health Equity Program Manager - Janiece Davis joined UHP as the Age -Friendly and Health Equity Program Manager in April of 2021. Janiece works to build private -public partnerships to better the lives of those who live, work and play in the community through PSE change. Her efforts within the community have resulted in many successes, including collaborating with the School District of Palm Beach County to remove school districts from preemption within the Florida Clean Indoor Air Act and implementing the first comprehensive tobacco -free school policy in Florida. Her work with mentoring youth resulted in HB 439 during the 2013 Florida Legislative Session and collaborated with neighboring South Florida counties to develop a local campaign called Not a Replacement, which was chosen by the Campaign for Tobacco -Free Kids as their official national campaign for Kick Butts Day 2015. Janiece will serve as project manager on UHP side ensuring all project deliverables are on schedule, assign staff roles, coordinate with City of Miami, support facilitation of leadership and collective meetings, lead and oversee development of SDW PIan, provide public health and health equity expertise. 14 Miami LGBTQIA+ SDoH Accelerator Plan Project Narrative CDC: Closing The Gap Arely B. Lozano Cantu, M.A, Director of Health Access and Livability -Arely B. Lozano Cantu possesses over 7 years of experience in community organizing, grass -roots approaches in education and research, management and development, community health, and in programming support and solutions. Having gained her skills through grass -roots organizing, youth and justice advocacy, and professional community and public health work, she holds a strong passion for amplifying resident voices and building, developing, and supporting strategic and impactful ideas, projects, programs, and initiatives aimed at improving health -empowerment and opportunities in underserved communities. Arely leads the Food For All Broward Initiative and oversees the Live Healthy Little Havana Initiative. Arely will provide expertise in community action planning and community -driven approaches, advise on Community Liaison training and tools, support partner convening. Alba Rubio, M.S., Communications & Events Strategist - Alba began her career at UHP as the Administrative and Communications Specialist and Secretary to the Board of Directors in March of 2018. Rubio possesses over 10 years of experience in event planning, content creation, communications, marketing, creative, and programming work. Having worked in non-profit, music advocacy, and creative project management roles, Alba maintains a strong passion for connecting her skills to help empower underserved communities. Alba engages and updates the UHP communicative platforms for all initiatives and oversees the implementation of the organizational strategic Communications Plan. Ms. Rubio will provide project management leadership on the development and implementation of communications strategies, provide leadership on the implementation of event planning and execution under guidance from the Project Manager and Director. Tiffinie Bratcher, MPH, Community Mobilization & Engagement Manager - Bratcher began her career at UHP in May 2021 as the Outreach and Training Coordinator. She is a Florida native who has dedicated the past 15 years of her professional career to the non-profit sector. Tiffinie has a long-standing history in program management servicing the maternal & child health populations followed by the prevention of HIV & AIDS in underserved communities. In doing so, she's had the privilege to work with high -risk populations that include minority youth & adults, LGBTQIA+, housing insecure individuals, those facing mental health challenges, and other targeted populations where she not only promoted health education but gained a wealth of knowledge on how to meet and service the needs of the community. Tiffinie will provide overall oversight on the Community Liaison (CL) program, ensuring CL capacity building plan is reflective of needs, trainings, performance evaluations, policies, and support are seamless and that CLs are meeting project deliverables, also ensures that project team is appropriate integrating CLs into project, ensures strategic outreach plan is developed and implemented successfully. Teara Jackson, Outreach Assistant- Teara joined UHP as a Community Liaison in June of 2020. Teara Letreace is a Black creative, native to Miami who approaches life and work with a passion for social justice, literature, and wellness. Teara has over 10 years' experience in event planning, community organizing and advocating, possessing an assertive hands-on work experience and social -minded communication style, along with a fun and focused work ethic. Currently pursuing certifications in Forrest and Restorative Yoga, her intention is to spark conversations about social justice, on and off the mat. Teara, under Tiffinie's guidance, will be primarily responsible for conducting outreach and recruitment efforts, providing administrative support, additional on-the- 15 Miami LGBTQIA+ SDoH Accelerator Plan Project Narrative CDC: Closing The Gap ground support to Community Liaisons so they can meet deliverables, and conduct outreach activities. Amy Krigsman, PS -MESH, Healthy Policies & Evaluation Manager - Amy Krigsman joined Urban Health Partnerships in September 2021. She is currently pursuing Dual Master's in Nonprofit Management (NEW) and Public Administration (MPA) at the University of Central Florida. Amy comes to UHP from the private sector where her responsibilities have primarily included data analysis. Amy manages program evaluation, advocacy and policy efforts, and grant management across initiatives. Amy will be responsible for developing the Evaluation Plan and evaluation tools and Evaluation Plan management, monitoring of metrics, provides progress reports, analyzes data, and summarizes results. She will lead the development of the focus groups and survey methodologies; and will also provide support as assigned for the policy and services scan and manages grants and sustainability efforts. Isabel Andrade Egues, Health and Livability Project Coordinator- Isabel has been with UHP since April 2021. She is currently pursuing a Master's in Public Health and has 7 years of collective experience working in non-profit and health sectors with patient care for children, working with people in crisis and providing emotional support and relief, creating workshops for community programs, conducting assessments and utilizing evaluation tools. UHP is using her expertise in the following projects: Miami -Dade Age -Friendly Initiative, Age -Friendly Health Systems Training, Food for All Broward, South Broward Community Health Hub, CSPI Go for Healthy Growth, and MDC New Mobility Initiative. For the project, she will provide coordinating and administrative assistance to the project manager and project team, support policy and services scan, schedule meetings, prepare communications internally and support content development for external communications, support research and development for the SDoH Plan. Stacy Brown, Finance and Operations Coordinator- Ms. Brown is currently pursuing a Master of Science in Marine Science at Nova Southeastern University and has a combined 16 years of experience in marketing, public relations, human resources, financial reporting & management and various aspects of accounting —primarily within education and non-profit sectors. Ms. Brown currently runs Trident Business Solutions; a small and non-profit consulting firm focused on bookkeeping and operations strategies to strengthen and enhance client business practices. Ms. Brown's extensive experience will be used to provide accounting, purchasing, invoicing, office management and IT support, and grant management for this project. Jen Cheek, MUEP, Director of Health Streets & Public Spaces- Ms. Cheek has been with UHP since 2020. In her position she manages the design and implementation of research and evaluation - related task, supports the implementation of the built environment and policy changes that improve the community, and builds community power to advocate and organize for neighborhood improvement. Her wide berth of experience in urban and environmental planning includes project management, community engagement, public policy analysis and program evaluation. Prior to joining UHP, Jen had an executive role with the Farmer's Coalition in Miami and managed public engagement initiatives at AECOM Design + Planning in Virginia. In this project, Ms. Cheek will provide overall oversight on the built environment components of the project including technical assistance in relation to the built environment and transportation around partner convening, assessment of current plans and policies, and PSE development. 16 Miami LGBTQIA+ SDoH Accelerator Plan Project Narrative CDC: Closing The Gap Wren Ruiz, RLA, Community Planning Program Manager- Wren brings over 11 years of extensive experience in urban/regional planning and landscape architecture, working within private firms, as well as in local government. UHP has been using Wren's skills and experience to manage projects related to the growth of the Healthy Streets & Public Spaces Initiative, develop and facilitate community engagement events and outreach strategies, support the implementation of the CL Framework, and collaborating on community assessment efforts and development/implementation of Evaluation Plans. Wren will provide technical assistance in relation to the built environment and transportation around partner convening, assessment of current plans and policies, and PSE development for the SDoH Plan. Carlita Fiestas Nunez, M.A., Outreach & Training Coordinator- Ms. Fiestas Nunez brings to the team 5 years of non-profit experience working for diverse communities. In her previous position as a Regional Food Systems Specialist, she partnered with community organizations from four different Florida counties to achieve 40 plus PSE changes that promoted healthier habits for Florida's SNAP -eligible population. For the SDoHPIan, Ms. Fiestas Nunez will serve as primary support for community liaisons, conduct CL trainings, 1:1 coaching sessions, and helps lead and implement outreach events. Sally Pope -Smyth, MPH, Senior Manager for Organizational Impact- Ms. Pope -Smith has been with UHP since 2019 and brings to this project over 10 years of education and experience in public health. Previously, she has worked as a Clinical Research Coordinator at Cincinnati Children's Hospital Medical Center, and as a Public Health Specialist Contractor for the U.S. Environmental Protection Agency. At UHP, Sally leads the design and implementation of project and programmatic evaluations across all initiatives, including collaborating on evaluation design with project/program leadership, developing evaluation plans, developing new evaluation tools, data analysis, disseminating findings to diverse audiences, and reporting. For this project, Sally will provide overall oversight of evaluation processes, provides technical assistance around evaluation of the impact of collective impact strategies, connects outcomes of the project to long- term outcomes and strategic planning, evaluates overall equity and inclusion outcomes and impacts. D. WORK PLAN City of Miami policy requires grant contracts with a value of over $50,000 to be approved by the Miami Board of Commissioners. This is a standard procedure that will take approximately 3- 4 months. Therefore, the Work Plan timeline will begin January 2023 to ensure contract execution has been completed before project activities begin. Period of Performance Outcome: Outcome Measure: • Number of partner organizations Increased collaboration and engagement across . Range of partner organization types multisectoral partners • Number of meetings and partner attendance • Completed success story on establishing, expanding, and coordinating multisector partners Miami LGBTQIA+ SDoH Accelerator Plan Project Narrative CDC: Closing The Gap Strategies & Activities Process Measure Responsible Position Completion Date /Party Create and implement ■ Project workbook City of Miami & UHP January 2023 project management completed workbook that includes ■# of meetings between protocols, timelines City of Miami & UHP and responsibilities and a management meeting schedule Convene partners and # of partners in LT City of Miami January 2023 partner organizations to form a LT Convene partners and # of partners in overall City of Miami January 2023and partner organizations collective ongoing Create group of multi- ■# of sectors/partner City of Miami January 2023and sector partners from organization types ongoing diverse disciplines ■Record of collaborations amongst partners Completed success story on establishing, expanding, and coordinating multisector partners Create an Evaluation ■Evaluation Plan City of Miami & UHP February 2023 Plan and evaluation completed tools ■Evaluation tools developed Create a capacity Capacity Building plan City of Miami & UHP February 2023 building plan for completed collective and community liaisons Create an Outreach Outreach plan City of Miami & UHP February 2023 Plan completed Create a Communications Plan City of Miami & UHP February 2023 Communications Plan completed Recruit and hire ■# of community liaisons UHP February 2023 community liaisons hired ■Demographics of CLs to inform project equity, i.e., if they are representative of the community Ensure LT meets # of meetings and City of Miami September 2023 regularly and attendance participates in the IT: Miami LGBTQIA+ SDoH Accelerator Plan Project Narrative CDC: Closing The Gap program (minimum 10 times) Ensure LT and # of commitment to City of Miami September 2023 collective meets action forms or MOUs regularly and completed participates in the program Ensure collective meets # of collective/co- City of Miami September 2023 regularly and design meetings participates in the program (minimum of 8) Evaluate convening of Pre/Post Survey City of Miami September 2023 partners to measure capacity built and experience within the collective Conduct capacity ■# of capacity building City of Miami & UHP September 2023 building opportunities opportunities for the collective ■Pre/post survey of (minimum of 2) knowledge and skills around developing PSE strategies supporting LGBTQIA+ population. Conduct onboarding ■# of community liaison UHP September 2023 and capacity building capacity building and activities for training activities Community Liaisons (at ■# of 1:1 individual least 4) coaching sessions ■Pre/post survey of knowledge and skills around developing PSE strategies in support of the LGBTQIA+ population. Period of Performance Outcome: Outcome Measure: Completed implementation ready SDOH • Number of activities and outcomes Accelerator Plan, including all required included in SDOH Accelerator Plans components • Completed SDOH Accelerator Plan, including all required components Strategies & Process Measure Responsible Position / Completion Activities Party Date Conduct 2 focus groups ■# of focus groups City of Miami & UHP April 2023 to target at least two 19 Miami LGBTQIA+ SDoH Accelerator Plan Project Narrative CDC: Closing The Gap subsets of the ■# of participants in the LGBTQIA+ community focus groups ■Types of feedback received in relation to LGBTQIA+ experience Conduct a survey that # of surveys completed City of Miami & UHP June 2023 will ask about needs and perspectives related to the LGBTQIA+ experience Coordinate community ■ # of community City of Miami & UHP September 2023 engagement/outreach engagement/outreach opportunities such as activities community ■# of individuals conversations reached Summary of field notes Implement ■# of e-blasts/ City of Miami & UHP September 2023 Communications Plan newsletters ■# of social media posts ■Project website completed ■# of people reached through communications strategies Conduct LGBTQIA+ Summary of policy and City of Miami & UHP March 2023 policy and services services scan scan within City of Miami government Develop Evaluation Completed Evaluation City of Miami & UHP September 2023 Summary Summary Create SDoH Plan Completed City of Miami & UHP September 2023 Implementation Ready SDoH Plan Develop PSE ■ # of total PSE City of Miami & UHP September 2023 recommendations to recommendations and be submitted to the type City of Miami ■ Record of submission LGBTQIA+ Advisory of recommendations Board to the City of Miami LGBTQIA+ Advisory Board 20 Miami LGBTQIA+ SDoH Accelerator Plan Itemized Budget Narrative CDC: Closing The Gap CDC-RFA-DP21-2111: Closing the Gap with Social Determinants of Health Accelerator Plans Itemized Budget Narrative Budget Summary Category Amount Requested In -Kind Contribution A. Salaries & Wages $93,446 $15,615 B. Fringe Benefits $18,689 $0 C. Contractual Costs $7,500 $0 D. Travel $618 $0 E. Supplies $398 $0 F. Other: Marketing/ promotional/ advertising materials $793 $0 G. Other: Community Liaison Support $1,400 $0 H. Other: Technology $2,156 $0 Sub Totals: $125,000 $15,615 Total Project Cost $140,615 A. Salaries & Wages $109,061— The cost calculations show the Urban Health Partnerships (UHP) and City of Miami employees' annual salary rate, and the percentage of time devoted to the project. Miami LGBTQIA+ SDoH Accelerator Plan Itemized Budget Narrative CDC: Closing The Gap Amount Annual Mo Requeste In - Position Title and Name Salary Time nths d Kind LCEO/Executive Director, UHP, Andrea Iglesias $140,254 7.5% 12 $10,449 $0.00 2.Chief Operating Officer, UHP, Steve Hope $123,200 6.3% 12 $7,762 $0.00 3.Dir. Health Access and Livability, UHP, Arely Lozano $81,900 4.0% 12 $3,276 $0.00 4.Dir.Healthy Streets and Public Spaces, UHP, Jennifer Cheek $81,900 1.9% 12 $1,556 $0.00 S.Semor Mgr.Organizational Impact,UHP, Sally Pope -Smyth $69,956 3.6% 12 $2,518 $0.00 6.Age-Friendly & Health Equity Program Mgr., 19.2 UHP, Jamece Davis $63,000 % 12 $12,096 $0.00 7.Community Mobilization & Engagement Mgr., UHP, Tiffinie Gray $63,000 9.6% 12 $6,048 $0.00 8.Healthy Policies & Evaluation Mgr.,UHP,Amy Kingsman $63,000 6.0% 12 $3,780 $0.00 9.Community Planning Program Mgr.,UHP,Wren Ruiz $63,000 2.0% 12 $1,260 $0.00 10.Communications and Events Strategist, Alba Rubio $63,000 6.0% 12 $3,780 $0.00 11.Finance & Operations Co-Ordinator, Stacy Brown $52,500 6.3% 12 $3,308 $0.00 12.Community Liaison/Outreach Asst., Teara 10.0 Jackson $43,680 % 12 $4,368 $0.00 13.Health & Livability Project Coordinator, Isabel 11.6 Andrade $52,500 % 12 $6,090 $0.00 14.Outreach and Training Coordinator, Carlita 10.8 Fiestas $56,700 % 12 $6,124 $0.00 54.3 15.Community Liaisons (4) $38,730 % 12 $21,032 $0.00 16.Community Partnerships Mgr. & Program Mgr., 15.0 Michael Roman, City of Miami $104,102 % 12 $0 $15,615 Subtotals $93,446 $15,615 Total Cost $109,061 Miami LGBTQIA+ SDoH Accelerator Plan Itemized Budget Narrative CDC: Closing The Gap 1. CEO/Executive Director, UHP, Andrea Iglesias: $140,254/year @ 7.5% = $10,452. The CEO/ED is the co -Program Manager who will provide overall project oversight, provide supervision of staff, provide expertise in health equity and community action planning, support facilitation of leadership and collaborative meetings and capacity building activities, oversee recruitment and hiring of community liaisons, provide support in development of accelerator plan and development of PSEs, and as a Clinical Psychologist provide expertise around social connectedness. The CEO will spend 107 hour or 7.5% level of effort. The cost will be covered by 100% grant funds for the 12 months of the grant period. 2. Chief Operations Officer (COO/CFO), UHP, Steve Hope: $123,200/year @ 6.3% _ $7,759. The COO/CFO will provide fiscal oversight on UHP' side, provide support in convening of partners, quality control of deliverables, advise on policy, provide overall oversight of evaluation and communications strategies, ensure operations, billing, IT matters for project are addressed. The COO/CFO will spend 83 hours or 6.3% level of effort. The cost will be covered by 100% CDC grant funds for the 12 months of the grant period. 3. Director of Health Access and Livability (DUAL), UHP, Arely Lozano: $81,900/year @ 4.1% = $3,347 The DUAL will provide expertise in community action planning and community -driven approaches, advise on community liaison training and tools, support partner convening. The DHAL will spend 85 hours or 4.1% level of effort. The cost will be covered by 100% CDC grant funds for the 12 months of the grant period. 4. Director of Healthy Streets and Public Spaces, UHP, Jennifer Cheek: (DHSPS) $81,900/year @ 1.9% = $1,536. The DHSPS will provide overall oversight on the built environment components of the project including technical assistance in relation to the built environment and transportation around partner convening, assessment of current plans and policies, and PSE developments. The DHSP will spend 39 hours or 1.9% level of effort on project. The cost will be covered by 100% CDC grant funds for the 12 months of the grant period. 5. Senior Manager for Organizational Impact (SMOG), UHP, Sally Pope -Smyth: $69,956.25/year @ 3.6% = $2,522. The SMOC will provides overall oversight of evaluation processes, provides technical assistance around evaluation of the impact of collective impact strategies, connects outcomes of the project to long-term outcomes and strategic planning, evaluates overall equity and inclusion outcomes and impacts. The SMOC will spend 75 hours or 3.6% level of effort on the project. The cost will be covered by 100% CDC grant funds for the 12 months of the grant period. 6. Age -Friendly & Health Equity Program Manager (AFHEPM), UHP, Janiece Davis: $63,000/year @ 19.2% = $12,115. The AFHEPM will serve as project manager on UHP side ensuring all project deliverables are on schedule, assign staff roles, coordinate with City of Miami, support facilitation of leadership and collective meetings, lead and oversee development of accelerator plan, provide public health and health equity expertise. The AFHEPM will spend 375 hours or 19.2% level of effort on the project. The cost will be covered by 100% CDC grant funds for the 12 months of the grant period. 7. Community Mobilization and Engagement Manager (CMEM),UHP, Tiffinie Gray: 3 Miami LGBTQIA+ SDoH Accelerator Plan Itemized Budget Narrative CDC: Closing The Gap $63,000/year @ 9.6% = $6,058. The CMEM will provide overall oversight on the community liaison program, ensuring community liaison capacity building plan is reflective of needs, trainings, performance evaluations, policies, and support are seamless and that community liaisons are meeting project deliverables, also ensures that project team is appropriate integrating community liaisons into project, ensures strategic outreach plan is developed and implemented successfully. The CMEM will spend 200 hours or 9.6% level of effort on the project. The cost will be covered by 100% CDC grant funds for the 12 months of the grant period. 8. Healthy Policies and Evaluation Manager (HPEM), UHP, Amy Kingsman: $63,000/year @ 6.0% = $3,786. The HPEM will develops evaluation plan and evaluation tools and manages the implementation of the plan, monitoring of metrics, provides progress reports, analyzes data, and summarizes results. The HPEM will also lead the development of the focus groups and survey methodologies. Also provides support as assigned for the policy and services scan and manages grants and sustainability efforts. The HPEM spend 125 hours or 6.0% level of effort on the project. The cost will be covered by 100% CDC grant funds for the 12 months of the grant period. 9. Community Planning Program Manager (CPPM), UHP, Wren Ruiz: $63,000/year @ 1.9% = $1,213. The CPPM provide technical assistance in relation to the built environment and transportation around partner convening, assessment of current plans and policies, and PSE development. CPPM will spend 40 hours or 1.9% level of effort on project. The cost will be covered by 100% CDC grant funds for the 12 months of the grant period. 10. Communications and Events Strategist (CES), UHP, Alba Rubio: $63,000/year @ 6.0% = $3,786. The CES will provide project management leadership on the development and implementation of communications strategies, provide leadership on the planning and implementation of event planning and execution. The CES will spend 125 hours or 6.0% level of effort on the project. The cost will be covered by 100% CDC grant funds for the 12 months of the grant period. 11. Finance & Operations Co-Ordinator (FOC), UHP, Stacy Brown: $52,500/year @ 6.3% = $3,281. The FOC will provide accounting, purchasing, invoicing, office management support, provide support on IT and grand management. The FOC will spend 69 hours or 6.3% level of effort on the project. The cost will be covered by 100% CDC grant funds for the 12 months of the grant period. 12. Community Liaison/Outreach Asst (CLOA), UHP, Teara Jackson: $43,680/year @ 10.0% = $4,347. The CLOA will provide assistance to the Outreach and Training Coordinator, providing administrative support, additional on -the -ground support to community liaisons so they can meet deliverables, goes on the field with community liaisons, conducts outreach activities. The CLOA will spend 207 hours or 10.0% level of effort on the project. The cost will be covered by 100% CDC grant funds for the 12 months of the grant period. 13. Health and Livability Project Coordinator (HLPC), UHP, Isabel Andrade: $52,500/year @ 11.6% = $6,108. The HLPC will provide coordinating and administrative assistance to the project manager and project team, support policy and services scan, schedule meetings, prepare communications internally and support content development for external communications, support research and development 4 Miami LGBTQIA+ SDoH Accelerator Plan Itemized Budget Narrative CDC: Closing The Gap for the accelerator plan. The HLPC will spend 242 hours or 11.6% level of effort on the project. The cost will be covered by 100% CDC grant funds for the 12 months of the grant period. 14. Outreach and Training Coordinator (OTC), UHP, Carlita Fiestas: $56,700/year @ 10.8% = $6,133. The OTC will serve as primary support for community liaisons, conducts trainings, 1:1 coaching session, and helps lead and implement outreach events. The OTC will spend 225 hours or 10.8% level of effort on the project. The cost will be covered by 100% CDC grant funds for the 12 months of the grant period. 15. Community Liaisons (CLs), UHP: 23.5 hours/monthly x 4 CLs X 12 months= 1,128 hours X $19/hr.= $21,003. Our Community Liaisons will participate in the committee, and will lead and support outreach efforts. They will interact with the local community promoting the project and gathering data, conduct focus groups and surveys, and provide feedback on the Accelerator Plan. The CLs hours represent 54.2% of FT position. The cost will be covered by 100% CDC grant funds for the 12 months of the grant period. 16. Community Partnerships Manager, Program Manager, Michael Roman, City of Miami: In -kind contribution: $104,102/year @ 15% = $15,615. Mr. Roman, the Community Partnerships Manager for the City of Miami Department of Human Services, will serve as the Program Manager for this project. In this position, he will direct the overall operation of the project including overseeing the implementation of project activities, coordination with other agencies, development of materials, provisions of service and training, collects, tabulates and interprets required data, program evaluation and staff performance evaluation. This individual is the responsible authority for ensuring reports and documentation are submitted to CDC. This position relates to all program objectives. Mr. Roman's salary is an in -kind contribution and will not be covered by CDC grant funds. B. Fringe Benefits-$18,689. Fringe benefits are calculated at 20% of personnel and are calculated using actual cost for each position. Fringe benefits consist of FICA, Unemployment Tax, Workers Compensations, Health Insurance, Dental, Vision, Group Life, annual leave, family - related leave, sick leave, holidays, court leave, military leave, administrative leave, and other similar benefits. Benefit calculations=$93,446 X 20%=$18,689. The cost will be covered by 100% CDC grant funds for the 12 months of the grant period. Fringe Benefits Percentage of Salary Amount Requested FICA 7.65% $ 7,149 Workers' compensation 1% $ 934 Unemployment Tax 1% $ 934 Paid Time Off 6.35% $ 5,934 Public Holidays 4% $ 3,738 Total 20.00% $ 18,689 5 Miami LGBTQIA+ SDoH Accelerator Plan Itemized Budget Narrative CDC: Closing The Gap C. Contractual Costs: $7,500: These are funds reserved to support 3-6 small non- profit/grassroots organizations' participation in the project and the committee. These funds will help reduce barriers for these organizations who are otherwise unable to volunteer their time due to lack of resources. Organizations will submit an application to be considered for the funds. Additionally, a graphic designer will be contracted to create the logo and branding for the initiative to support communications and funds are also designated for translation and interpretation to support development and execution of outreach materials. Scope of Period of Amount Name of Contractor Work Performance Rate Requested 3-6 nonprofit organizations Participation 10-11 Will depend $6,000.00 in the months on scope of collective participation and co- at an design average of meetings, $30/hr support for outreach, and review and feedback on the Accelerator Plan up to 10 Will depend $1,000.00 Translation months on vendor, and average of interpretation .09 a word services for for outreach translation materials and for outreach Translation and Interpretation Services events Create logo I month $125/hr $500 and branding for the Graphic Designer initiative Total $7,500.00 C. Miami LGBTQIA+ SDoH Accelerator Plan Itemized Budget Narrative CDC: Closing The Gap D. Travel $618: Travel is calculated using the IRS issues standard mileage rates for 2022 of 58.5 cents per mile. Mileage for staff to deliver on project is budgeted as follow: IRS 2022 Average Mileage Monthly No. Amount No of Staff Rate Miles Months Requested 8 $0.585 11 12 $618 Total $618 E. Supplies $398 Supplies required to support the daily execution of the project. The cost will be covered by 100% CDC grant funds for the 12 months of the grant period. Number Unit Amount Items Requested Type Needed Cost Requested Printing, Ink Cartridges, General Office Supplies Paper, etc. 12 $33.16 $398 Total $398 F. Other: Marketing/Promotional/Advertising- $793. Cost necessary to create awareness of the project in the community and with stakeholders. Costs are on a monthly basis for the 12-month period. Number Needed Unit Amount Item Requested Types (months) Cost Requested Promotional material/social media boosts N/A 12 $36.08 $433 Marketing Mailchimp Platform 12 $30.00 $360 Total $793 G. Other: Community Liaison Support-$1,400. Community Liaisons are residents, often from underserved communities, hired onto the project team and require additional support to reduce barriers to participation in the project. Support includes supplies, childcare, professional development, etc and will be tailored to the needs of the particular Community Liaison. Item Requested No. of CLs Unit Cost Unit Months Amount Requested Professional Development 4 $ 50.00 2 1 $ 400 Child Care support 2 $ 18.00 2 12 $ 864 CL Project supplies and equipment 1 $ 11.32 1 12 $ 136 Total 1,400 7 Miami LGBTQIA+ SDoH Accelerator Plan Itemized Budget Narrative CDC: Closing The Gap H. Other: Technology $2,156: Cost consists of Portable Wi-Fi hotspots which enable the CLs in the field to wirelessly connect their mobile devices, such as smartphones and tablets, to the Internet for the project. Budget includes 3 Wi-Fi Hot Spot Hubs @ $215 each=3 X215=$645 (one-time purchase) & Wi-Fi Hot Spots (3) @ $10 per month= 3 X $10 X 12 months=$360.00. In addition, technology costs includes software cost of $1,151 to execute the project. Total technology cost=$645+$360+1,151=$2,156. The cost will be covered by 100% CDC grant funds for the 12 months of the grant period. Harvest Tracking Time is for 19 UHP staff, Monday.com Project Mgt. Software for 15 UHP Staff, Drop Box File Management for 15 UHP Staff, and Microsoft Office for 15 UHP Staff. Item Requested Number Needed Unit Cost Months allocated to project Amount Requested Harvest Time Tracking 19 $ 9.95 12 10% $ 227 Zoom Conferencing 1 $ 450.00 12 10% $ 540 Monda .com Project Mgt. Software 15 $ 7.90 12 10% $ 142 Dro box File Mgt. 15 $ 8.75 12 10% $ 158 Adobe Subscription 1 $ 25.00 12 10% $ 30 Microsoft Office 15 $ 3.00 12 10% $ 54 Wi-Fi hotspots Hubs 3 $ 215.00 1 100% $ 645 WI-Fi Hot Spots subscription 3 $ 10.00 12 100% $ 360 Total $ 2,156 H.