Loading...
HomeMy WebLinkAboutR-02-0229I J-02-192 3/1/02 • RESOLUTION NO. 02— 220 .7 A RESOLUTION OF THE MIAMI CITY COMMISSION AUTHORIZING THE PROVISION OF IN-KIND SERVICES BY THE DEPARTMENTS OF PLANNING AND ZONING AND COMMUNITY DEVELOPMENT IN SUPPORT OF THE ROBERT WOOD JOHNSON FOUNDATION'S COMMUNITY PARTNERSHIP FOR OLDER ADULTS INITIATIVE, IN AN AMOUNT NOT TO EXCEED $22,059 PER YEAR, AND NOT TO EXCEED $33,088 OVER THE COURSE OF THE 18 -MONTH PLANNING PERIOD; ALLOCATING FUNDS EQUALLY FROM EACH OF THE DEPARTMENTS OF PLANNING AND ZONING AND COMMUNITY DEVELOPMENT. BE IT RESOLVED BY THE COMMISSION OF THE CITY OF MIAMI, FLORIDA: Section 1. The provision of in-kind services by the Departments of Planning and Zoning and Community Development in support of the Robert Wood Johnson Foundation's Community Partnership for Older Adults Initiative, in an amount not to exceed $22,059 per year, and not to exceed $33,088 over the course of the 18 -month planning period, is authorized, with funds allocated equally from each of the Departments of Planning and Zoning and Community Development. CITY (MMUS M MEETING b MP, R i ; 2002 114,1dolutio k ice. -- X29.' • • Section 2. This Resolution shall become effective immediately upon its adoption and signature of the Mayor.-'/ PASSED AND ADOPTED this 7 -Eh day of March 2002. UEL A. DIAZ, MAYO ATTEST: 94 . - PRISCILLA A. THOMPSON CITY CLERK � "'•i i Z� • JAI ' • RM CORRECTNESS:t/ LO 2� If the Mayor does not sign this Resolution, it shall become effective at the end of ten calendar days from the date it was passed and adopted. If the Mayor vetoes this Resolution, it shall become effective immediately upon override of the veto by the City Commission. Page 2 of 2 02— 229 FROM : ALONSD J&E It'"V Jltlw :7:44 FAX NO. : 3052079027 Feb, 28 2002 05:39PM P1 59544V PW%' % OFPTV "2 C CITYWIDE. CITY• !3F VJAU1, FLORrDA IMMR-OFFICE fAmMORAAIDur MAYOR DIAZ +n Carlos terse¢ ,... _ ,.. City Magnager PAWN. FRr sty 6, 20m = .� suaj¢cT : Apo& Items Gc>acu =ity Fazmr?sh*s Af A. Dia for Cesar molts Mayor BM�gSu:i�6: � 1 MPOOULY M40cst TbW the EDSWIq,g item be pieced on the ngmula of the next City CO=Wsslcm maitiV W be meld an Febramy 14, 2002, • A Rmoltuica of the Miami City canunWsioen rat:ti'lr =4 t+pnfi2miZ36'tbts City of Wad's is34dZ4 evaami1=Pw as part of a c=.w&km .ty p to tI* Robat W01011 Ja1xmn Fa=dalxcrk'm Cclwmaaity pa ma rodp for Older Adult& Initiadve, whK= the Qly bw Agrasrt to provide staff attawn in U%W.0=0=t of S2',()Sg par Yaw, Md riot tie exc $33,Og8 over tb4 aquae a£the I g.�mt►mth pie=j=g per,od. Car: Agenda Off= 02- 229 02/05/2002 17:44 3052505442 - 1r- Steve Weisberg Executive Director Alliance for Aging, Inc. 9500 S. Dadeland Blvd., Suite 400 Miami, FL 33156 Dear Mz. Weisberg: MAYORS OFFICE Tanuary 17, 2002 0 PAGE 05 This letter conveys my co=u itrnent, as the Mayor of the City of Milani, to participate in the "Community Partnership for Older Adults" as a mexnber of the Leadership Council. K.elli da Silva, Office of the City Manager, will serve as a member of the Steering Committee. The City of Miami will commit 1010 of the time of an Urban Community Planner, Gregory D. Gay, and of a Contract Compliance Manager from the Department of Community Development, Lorenzo A. Rodriguez, to participate as staff for this planning initiative. This commitment is valued at 522,059 per year, or 533,088 for the l8 -month planning period. The Community Partnership for Older Adults is a pro -active initiative by community leaders to mobilize all sectors of our community to address the inter-comaacted issues that afftet older adults. Out objectives are to better understand the quality and availability of long -term -care for older adults, as well as provide information and enhance across to services, affordable and cervico -enriched housing, and transportation. With the infonnation from this environmental scan and analysis, we will develop both short and long-term strategies to improve our community's environment for older adults. I strongly endorse this proposal to the Robert Wood Johnson Foundation and look forward to continuing our partnership with both the public and private stakeholders from the health and social services community, the business community, with consumers and their advocates, and our community organizations to assure the success of this project. Sincerely, Manuel A. Diaz Mayor 02- 229 02/06/2002 17:44 Workglroup #1 Resources Inadequate to the Needs 1 2. 3. 3052595 MAYORS OFFICE PAGE 07 Aging In a Healthy Community (Miami -Dade Counh) LEADERSHIP COUNCIL—Subcommittee of AUL4NCE FOR .FIUIMAN SER VICES ,BOARD (MEETS QUAP-TERLY) • Additional leaders added from health cane, nursing homes, medical schools, etc. • Adopts mission, values and goals + Sets priorities • Establishes task groups and scope of work + Approves plans, recornmendatlons, financing strategies + Sets local priorities for state and federal program directions. Conduct community pianning for improved services Develop task forces: • Service enriched housing • Transportmhion • Special populations Develop advocacy for expansion of HC80 funding ST EWNG CON"TTEE (CORE LEAr.DERSMp) (Planning & Operations - Meets Monthly) Workgroup ##2 Workglroup WorkBroup Improving health 43 #4 care Iinkage to Consumer Culturally - long term rare aacessibifity competent services services EX AMP L S 1. Develop regionalized consumer support hub program plan 2. Develop geriatric resource coordinators in health cure sites.. 3. Establish muJtlple points of entry 4• Develop expanded caregiver support I 1 _- Create public awareness, education & advocacy campaign 2. Dovolop Primary care giver education program 3. Improve inter. provider referral and linking systems 1. Recruit multi- lingual staff 2. Develop inter- generational service oenters S. Address racial mlemstah of olientt staff. 02-- 229 02/06/2002 17:44 3052505442 MAYORS OFFICE PAGE 06 0 CALL FOR PROPOSALS: THE ROBFRr WOOD JOHNSON FOUNDA77ON ©2- 229 02/06/2002 17:44 3852505442 MAYORS OFFICE. PAGE 09 i Purpose CommuniV partnerships for Older Adults is a new $20 -million tnitiative of The Robert Wood Johnson Foundation* to help communities develop and sustain comprehensive long term care and supportive services systems to meet the growing tweeds of vulnerable older adults. Through this initiative, the Foundation is encouraging a wide array of communities to develop and implement community- wide plans to improve care and support for older adults through local public-private partnerships. The Foundation is seeking to stimulate community - generated solutions for developing systems of long term care because it understands that there is no ane -size -fits -all program, that can adequately meet the complex needs of older adults in a diverse society. This new initiative will continue the Foun4atlon' longstanding effort to build a society in which older adults can retrain in their own homes and communities and continue to live full lives, with as much choice as possible. Recognizing that some co unities have made greater strides than others in attaining this goal, this initiative will both encourage the development of local efforts and strengthen existing ones. Moreover, this initiative will help communities benefit from the commitment and resourcefulness of local Ieaders to achieve tangible and lasting improvements for older adults. Community Partnerships for Older Adults will focus on two groups of older Americans: vulnerable Individuals 80 years of age or older who are at increased risk of disability due to poverty, race or ethnicity, chronic illness, or advanced age; and older adults with physical or cognitive i=mpairments who require long term me and supportive services. This initiative will promote fundamental change in how communities organize the delivery of long term care and supportive services. Creating this kind 02- 229 02/06/2002 1.7:44 3052505442 MAYORS OFFICE PAGE 10 of change requires strong working relationships in communities. Each community that participates in this initiative will rieed to have a partnership of key groups that may include social service and health organizations, not-for-profit and public agencies, private businesses, community leaders, government officials, or consumers. Background A number of demographic trends will significantly increase the need for community long term care and supportive services in the ZIst century. These trends include the aging of the populous "Baby Boomer" generation and the high levels of chronic illness and disability due to more people living into their $Os and 90s. The present long term care system is not prepared to meet these challenges. It is und.er- funded. uncoordinated, biased toward institutional care, and characterized by significant gaps in essential services. The consequences for vulnerable older adults and their family caregivers can include a reduced quality of life, unnecessary health problems. and premature Wsability. Some communities are already working to create significant improvements in long term care and supportive services that are more responsive to the needs of vulnerable olden adults and that provide them with a broader range of options and a greater degree of choice. These communities have emphasized the central importance of sharing information, coordinating services and systems, and promoting changes in practice and policy The i*m Community Partnerships for Older Adults is a new competitive grants program of The Robert Wood Johnson Foundation. It will make up to $20 million available to approximately 30 grantee community 02w, 225 02/06/2082 17:443052505442 MAYORS OFFICE • PAGE it _ 0 partnerships over eight years. Funds for two types of grants -- development grants and implementation grants — will be awarded in each of two competitive award cycles. The first cycle is being initiated by this coni fox propasals. Grant funds will provide financial and technical assistance to community consortia that will develop and implement community -generated approaches to providing a broad yet coordinated range of options for long term care and supportive services for vulnerable older adults. This initiative is designed to: 1. Mobilize the community to improve long term care and supportive services systems by: creating greater awareness via the media, among civic leaders, the business community, and the public about the implications of an aging society, including the greater role, unique contributions, and growing needs of older community members; • educating community members to become more knowledgeable consumers of long term care and supportive services as well as mare effective decision makers; and • strengthening community partnerships. 2. Improve access to long term care and supportive services by. • providing information to community members that is easy to find and understand in a timely and responsive manner; • increasing communication and coordination among the community's health, long term care, and supportive services providers; and • leveraging public and private resources in response to the community's identified needs. 02229 02/06/2002 17:44 3052505442 MAYORS OFFICE PAGE 12 3. Promote a better quality of life and duality of care :For older adults and their caregivers by: • enhancing choices available to and decision- making for older adults within existing and new programs: and • responding to a diverse range of needs of individual caregivers. Grants Development Grants: development grants will Bassist individual community partnerships in developing plans to improve existing systems of long term care and supportive services. In some cases, these funds may be used to begin implementing recommended changes in specific communities. During each of the two development grant award cycles, up to 15 communities will receive develop- ment grants averaging $15D,000 for an 18 -month period. Development grantees are expected to: • assess the Mengths and deficits of the community's existing long term care and supportive services systems, and learn about the concerns and preferences of older adults and their caregivers through market research and community surveys; • identify areas for improvemeint and determine which of these should receive priority attention: • develop a strategy to bring about desired changes in the long term care system; • identify measures of success for these efforts; • strengthen partnerships among public, nonprofit, and private organizations including business, civic leaders, and ronsuFxners; and • regularly convene a leadership group comnxitted to coordinating a con-ununity-wide initiative to 6 02- 220 02/06/2002 17:44 3052505442 MAYORS OFFICE PAGE 13 • improve the organization and delivery of long term care and supportive services for vulnerable older adults. Development grantees must produce a strategic piaci describing community goals for improving long term care and supportive services, short-term and long-range activities, and the changes that are essential to achieving these goals. The plan should include, • strategies for increasing awareness of and access to local services; • implementation pians designed to create sustainable improvements, and • criteria and performance ;measures for self- evaluation of progress toward community goals. Some communities that receive development grants will have already developed community -wide partnerships that are engaged in strategic planning for Improving long term care and supportive services systems. Some may have begun implementing these pians. In these cases, development grana may be used to fund specific pians to enhance existing efforts and move communities to the nwa level of program irnplementatian, self-evaluation, and refinement as described under the heading, Implementation Grants. Development grantees will be expected to match (cash or in-kind) 20 percent of the total budget requested ftom The Robext Wood Johnson Foundation. Preference will be given to applicants that have secured lwnding commitments from public sector, private sector, or voluntary sector partners that meet or exceed the minimum 20 percent match requirement. 7 02-- 229 02/06/2002 17:44 3052505442 MAYORS OF'F'ICE PAGE 14 0 Development grantees will have an opportunity to compete for implementation grants (described below) to wove forward with the activities described in their strategic pian. Development grantees who do not receive implementation grant awards will be encouraged to continue to avail themselves of opportunities for technical assistance and other resources through the Community Partnerships for Older Adults initiative, Implementation Grants: implementation grants will be awarded on a competitive basis to select development grantees to put their strategic plans into action. During each implementation grant award cycle epprn7dmetely 10 development grantee communittes will receive four-year Implementation grarsts averaging $750,000. Commu�ty partnerships that receive implementation grants are expected to continue their comprehensive efforts to provide better care and support to vulnerable older adults and their caregivers. These plans will reflect each com rnunity' resources and composition and the overall vision of its community partnership. lrnplerner"tatiOn grantees are expected to: • develop resources to sustain community -wide improvements and progress toward a comprehensive services system that will continue after the Foundation's funding is completed; • begin implementing strategies for improving community long term care and supportive services systems; • create greater awareness in the media, among civic leaders, the business community, and the public about the implications of an aging society, and • share their experience with other communittea. 02- 229 02/06/2002 17:44 3052505442 MAYORS OFFICE PACE 15 i Implementation Grantees are expected to secure match (cash or in-kind) funding with increasing local participation during each subsequent year of the four-year award (from a minimum of 25 percent in year one to 50 percent in year four) , Eligibility For the purposes of applying for this program, criteria an eligible community is defined as a specific geographic area with at least 10,000 residents who are age 60 or older'. Each community must contain basic health, long term care, and social supports for vulnerable older adults, and it must be a meaningful region for the purpose of planning improved services. Such geographic areas might be a single county, multiple contiguous counties, a town, small city, or a sub -part of a large city. An applicant community's geographic area may not be defined as "statewide." Diversity is a guiding principle of this initiative. Applications are sought from urban and rural areas, from projects serving a wide array of racial and ethnic groups, and from those attempting to involve community members who they have failed to reach in the past. To be eligible for funding, an applicant must demonstrate that an existing core group of commu- nity leaders is already working together and must provide examples of resultant improvements for vulnerable older adults. Community partnerships already engaged in strategic planning for long term care and supportive services systems, including those who are implementing changes, must demonstrate specific plans to enhance existing efforts and describe hove Foundation support would move their community to the next level of development. = Ex"Ptiar s will be made for rural communites, 8 02- 22.q 02/06/2002 27:44 3052505442 MAYORS OFFICE PAGE 16 0 • All applicants must demonstrate that at least a partial community -wide infrastructure for long rerm care and supportive services is already in place. Such a system would likely include community - and home-based care, institutionally based care, primary and acute medical care, and other services. Specific examples of components of long term care and supportive services include: home care; transpor- tation; housing and housing with services options; support and respite for family caregivers; training for family and employed caregivers; links to, and support for. volunteers; integration of acute and long term care services, both community- and institution - based; access to institutional care for short and extended'stays; home-based physician care; psychosocial, spiritual, and clinical support; home maintenance services; and effective advocacy to achieve landlord responsiveness to renters. Loral programs that enable older adults to make independent choices about their care and support are especially encouraged. 'reference will be given to partnerships with representation from public, private, and voluntary organizations including business. Every partnership must have consumer participation. �'�SC, nntr: a single agency's advisory board does not, in and of itself, constitute a community partnership for the purposes of this urogram. Only one application will be considered from a single Caminunity. Applicant Agency: Applicants should identify a lead agency to be responsible for the overall performance of grant activities and for maintaining financial accountability. The lead agency must be an active member of the partnership's core leadership group, provide administrative support to the leadrrship group, act as the fiscal manager, assign and manage tasks, oversee the design of a strategic plata, and accept responsibility for compliance with all conditions of the gmt award. A lead agency may 10 02— 22� 02/06/2002 17:44 3052505442 MAYORS OFFICE � PAGE 17 i be either a public entity or a nonprofit organization that is tax exempt under Section 501(c) (3) of the Internal Revenue Code. Such agencies may include community crganizations, such as Area Agencies on Aging, aging and long term care service providers, the United Way, county boards of commissioners, and community foundations. Applications will not be accepted from universities, hospital-based health systems', professional associations, state agencies, or for-profit entities. However, these organizations are encouraged to be members of community partnerships. 301aCtiotl Criteria Applicants/applications will be reviewed based on the following criteria: I . Evidence of the community's conunttment to; • meet the challenges of an aging society as established by a documented history of collaboration within the community; ` improve the lives of vulnerable older adults as demonstrated from past improvements in long. term care and supportive services resulting from community partnership actMty; and • broad participation in community development as demonstrated by diverse membership in the community pa­tnershipla leadership group, 2. Evidence of the capacity for success, Including: • an understanding of the needs and preferences of older adults as demonstrated through either past or proposed efforts to gather "market research" information from older adults about their perceived needs; + a demonstrated awareness of both the Opportunities and challenges related to establishing a comprehensive community -wide approach to long term care and supportive it = Exceptions will be made for rural eommunitiea. 02- 229 02/06/2002 17:44 3052505 MAYORS OFFICE PAGE 18 services in a complex envirorwnent in which multiple components of care and support are developing and functioning simultaneously; • clarity of project scope, god, objectives. draft project plan, and funding request; • varied and inclusive involvement of key long term care and supportive services system components in the community partnership (e.g, community- and home-based services, institutional -based long term care, housing with services providers, etc.) ; and source and ievel Of commitment for local grant match. Preference wiA be given to applicants that have secured local funding commitments from at least three public, private, and voluntary arganizatiOr s that Tneet or exceed the minimum match requirement. Evaluation In addition to each grantee's self-evaluation and program performance monitoring, an independent evaluation of the Community partnerships for Older Adults initiative will be funded by the Foundation. The evaluation will be conducted by an independent research group and will focus an key questions regarding the initiative's impact an community long term case and supportive services systems. All grantees are required to participate in this - evaluation as a condition of accepting grant funds. Use Of Grant funds may be used for: staff salaries and grant funds training, consultants, meeting costs, project -related travel, supplies, computer software, Information collection and analysis (such as needs assessments, focus groups, and community forums) , implementa- tion expenses associated with proposed long term care and supportive services systems improvements, and limited amounts of essential equipment. 12 02-- 229 02/06/2002 17:44 9052505442 MAYORS OFFICE PAGE 19 Implementation Brant funds may be used to seed development of new direct service programs approved as a part of the grantee's proposed plan. Grant funds may not be used for: capital expendi- tures, general operating expenses, existing deficits, direct care costs of individuals, or as a substitute for funds currently being used to support sirxailar activities. Project funding will be corrunezisurate with the size and scope of the proposed activity. Grantees will be expected to meet Foundation requirements for submission of annual, and final narrative and financial reports. Project Directors will be asked to attend periodic meetings, contribute knowledge to the program's Web site, and collaborate with other appropriate Foundation -funded activities. At the close of each grant, project directors (grantees). are expected to provide a written report suitable for wide dissemination of the project's findings. Pfogram The National Program Office, located at the Muakie' direction School of Public Service, University of Southern Maine, will provide direction. Elbe ). Boldo, PhD, is the national program director. Laura Lowenthal, MSW. is the deputy director. Foundation staff responsible for this initiative are Jane Isaacs Lowe, PhD, senior program officer; Rise Lavi=o-Mourey, MD, MBA, senior vice president and director of the Health Cara Group; Dee Colello, program assistant: Stuart Schear, senior communi- cations officer; and Karan Rowden, financial analyst. Technical The Duke university Long Term Cage Resources assistance Program, including George L. Maddox, PhD; Sandra Crawford Leak, MHA; and Beverly Patnaik, MA, will serve as core members of the program's Technical Assistance Consortium. In addition to providing techrnCl assistance, the initiative will encourage its grantees to function as a "teaching community" and 13 02 229 92/06/2092 17:44 3952505442 • MAYORS OFFICE to share their experience and expertise %Alth one another and with non. -grantee communities through: • a Web site dedicated to sharing such knowledge: • periodic grantee meetings,- other eetings;other technical assistance sessions on con=uni- cation strategies, resource development, information management, etc.: and • site -to -site visits. Application There are two stages in the competitive application Prot S process: (1) the submission of a Letter of Intent briefly describing the project and, if fns: (2) the submission of a full proposal and litre -item budget for an eighteen -month development grant. Letter of Intent: The Letter of Intent may be submitted online or by mail. To submit the Letter of Intent directly online, visit: www.muside.usm.maine-edu/commuroryparwembdps/ To submit the Letter of Intent by mail, follow the instructions below. All Letters of Intent must use 12 -point font, include the project's title on each page, include page numbers, and not exceed five pages. Frequently asked questions and answers about submitting the Letter of Intent and downloadable forms to help submit the Letter of Intent by mail may also be found at. www.Muskie.usm.amine.edu/co¢nmunitypertn ersit#wV I. Cover Sheet Applicants must attach the provided cover sheet to the Letter of Intent that includes: • the proposed project's title; • a brief description of the geographic area defined as the community to be served; 14 PAGE 20 02- 229 02/06/2002 17: 44 3052505442 0 MAYORS OFFICE the requested fundtng level and proposed matching amount by each funding agency, and • contact Wbrmationn, for the designated lead agency and primary contact person, including name, title, address, phone and fax numbers, and a -/nail address. II. Project narrative Utters of Intent should Include a brief description of the Community Partnership and brief summary at • the scope, goals, and objectives of this proposal; • the demographics of the target population, inciuding a description and estimated number of vulnerable older adults in the community; • the current long term care and supportive services components; • the areas of expertise or unique experience to share 'Mth other convnunities; • the spectftc improvement(s) in the community's long term care and supportive services accomplished by a core group working collaboratively; and • the areas of anticipated need for technical assistance. M. Project Plan Letters of Intent must include a draft outline of the projects proposed activities, associated organizations responsible far accomplishing key activities. and a timeline for the development of a strategic pian for long term care systeirn Improvements. For the c0num pity partnerships already enuring in strategic planning, the draft outline should explain Proposed enhancements to development and implementation activities. 1s PAGE 21 02- 229 02/06/2002 17:44 3052505442 MAYORS OFFICE PAGE22 To submit the Letter of Intent directly onMe, visit: www.muskie.usm-niwne.iyd"/Cor=wdq parteetsmps/ To submit the Letter of Intent by mail, send the original and three copies to: United States Postal Service ,Address: Laura Lowenthal Community Partnerships for Older Adults Muskle School of Public Service Untverstry of Southern Maine 15 Baxter Boulevard PO Box 9300 Portland, ME 04104-9900 Express and Overnight Carrier Address: Laura Lowenthal Community Partnerships for Older Adults Muskie School of Public Service University of Southern Maine 15 Baxter Boulevard Portland, ME 04101 Phone, (207) 228-8374 Letters of Intent must be subndtited online or postmarked no later than Friday, September 14, 2001. Letters Of Intent sent via fax WV not be accepted. 16 02--- 229 02/06/2002 17:44 3052505442 MAYORS OFFICE PAGE 23 S81800M For each competitive funding cycle, a selection team proem from The Robert Wood Johnson Foundation, the National Program Office, and the National Advisory Committee will review all Letters of Xntent and invite approximately 25 calla, unities to submit full proposals, Proposals under consid. eration will host site visits. The Foundation does not provide critiques of proposals submitted. Timetable The timetable for proposal submission and review is as follows: September 14, 2001 Deadline for Letters of Intent to be postmarked or submitted online to National, Program Office October 29, 200I Invitations to submit full Proposals issued November 16. 2001 Applicant workshop in Chicago, IL Date to be determined Online applicant workshop to be anuxounced on Web site January Z1, 2002 Deadline for proposals to be postmarked or submitted online to National program Office Summer, 2002 Notification of awards 17 42- 229