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HomeMy WebLinkAboutR-94-0389J-94-479 6/1/94 94- 389 RESOLUTION NO. A RESOLUTION, WITH ATTACHMENT, OF THE MIAMI CITY COMMISSION EXPRESSING ITS FULL SUPPORT OF THE METROPOLITAN DADE COUNTY EMPOWERMENT ZONE STRATEGIC PLAN, IN SUBSTANTIALLY THE FORM ATTACHED WHEREAS, on April 14, 1994, the City Commission adopted Resolution No. 94-249 supporting the Empowerment Zone boundaries identified by the Board of County Commissioners; and WHEREAS, in the same Resolution, the City Commission supported a joint grant application with Metropolitan Dade County for Empowerment Zone funding; and WHEREAS, the grant application must include a Comprehensive Strategic Plan which describes the creation of economic, human, community and physical development and opportunity in the Empowerment Zone; and WHEREAS, the City Commission has determined that the goals set forth in the Metropolitan Dade County Strategic Plan will effectively create and revitalize the economic, human, community and physical development in the Empowerment Zone; NOW, THEREFORE, BE IT RESOLVED BY THE COMMISSION OF THE CITY OF MIAMI, FLORIDA: F. k1 L l v l CTZT cobnamon NEETING OF, JUN 0 9 1994 Reeolution No, 94- 389 Section 1. The recitals and findings contained in the Preamble to this Resolution are hereby adopted by reference thereto and incorporated herein as if fully set forth in this Section. Section 2. The City Commission hereby expresses its full support of the Metropolitan Dade County Empowerment Zone Strategic Plan, in substantially the form attached, which shall be submitted to the State of Florida on June 20, 1994 and to the United States Department of Housing and Urban Development on June 30, 1994. Section 3. This Resolution shall become effective immediately upon its adoption. PASSED AND ADOPTED this 9th day of June 1994. S PHEN P. CLA , MAYOR ATTES MATTY HIRAI CITY CLERK PREPARED AND APPROVED BY: LINDA K. KEARS ASSISTANT CITY ATTORNEY APPROVED AS TO FORM AND CORRECTNESS: A! QWZNN JO,X0, II CITY ATTOR LKK:esk:M4 66 O4- 389 Metropolitan Dade County EMPOWERMENT ZONE Strategic,Plan in Progress: A Working Draft' May 24,1994 94- 389 Preface This is the second report on a Strategic Plan in Progress, the appl: )n to the Federal government for designation as an Empowerment Zone. The first zing graft of the Strategic Plan in Progress was issued on May 2, 1994. It consisted of three volumes: Neighborhood Agendas, a report on the work of the community planning sessions; Taking Stock: A Summary and Analysis of Existing Publicly Funded Programs Related to the Strategic Plan; and A Working Draft of the Strategic Plan which presented an outline and discussion of the vision, goals, needs assessments; resources, projects, and recommendations for elements of the Strategic Plan. This report builds on the first set of planning documents and the information, reaction and recommendations received from all segments of the community in response to the first drags. A community workshop with elected delegate: Jm all participating communities was held on May 9, 1994 to discuss the first drafts. Many rc-,immendations were made for changes to strengthen the plan. There was general agreement that the report on Neighborhood Agendas reflected accurately the vision, goals, priorities and concerns of the participating communities. A meeting with key representatives of the Dade business community, including the Chamber of Commerce and the Beacon Council, was also held on May 9. Business leaders agreed that Dade's future must include a strong partnership among business, labor, educators and the public sector to strengthen the economy and open wider the doors of economic opportunity. A Public Hearing before the Board of County Commissioners was held on May 10. Congresswoman Carrie Meek presented her review of the draft plan with recommendations for action and essential policy, program and resource commitments by local government. A representative of the Dade County Public Schools spoke in support of the direction of the Plan and, on behalf of the Superintendent, offered the full support and cooperation of DCPS in the Plan's further development. The Chairmen of the Empowerment Zone Task Force and Advisory Board gave the support of the Task Force and Advisory Board for the direction of the Plan, as did other Commissioners. There was consensus that the Plan should place additional emphasis on strengthening neighborhood economies through business development and entrepreneur~ aip. Numerous meetings with community organizations, foundations, educators, businesses, service providers, state, county and municipal officials were held to review the draft reports. A Public Hearing on the Final Plan will be held on June 7, 1994. This second report incorporates views and proposals from all segments of the community. A clear and strong direction for the Plan has emerged. Presented here are the vision and goals, inve} Ument and implementation strategies of the Plan for review, discussion, modification and, fir; , adoption by the Miami Metro Dade community. U 94- 389 Strategic Plan in Progress: A Working Draft May 24, 1994 Table of Contents I. Plan Overview: The Vision and Blueprint ......................................... 1 InvestmentStrategy............................................................................ 5 Schedule of Investments for the Strategic Plan .................................. I 1 Proposed Uses and Sources for Comprehensive and Coordinated Investment........................................................... Exhibit I Schedule of Sample Programs............................................................ Exhibit 2 II. Strategic Vision for Change................................................................ 12 Part One: Needs - A Demographic Portrait of Dade ......................... 12 Trends Percentage Change in Population .................................................. Exhibit 3 Percentage Change in Household Size ........................................... Exhibit 3 PovertyRate................................................................................... Exhibit 3 Percentage of Population on Public Assistance in Dade County ... Exhibit 4 Projected Growth in Dade County AFDC Payments ..................... Exhibit 4 Percentage of General Fund to Criminal Justice System ............... Exhibit 5 Part Two: Community Assets............................................................ 18 III. Opening Economic Opportunity......................................................... 19 Restructuring the System: Empowerment Zone Opportunities Council (EZOC)...................................................... 20 EZOCFlow Chart ............................................................................... Exhibit 6 Transition from School to Work ......................................................... Exhibit 7 Annual Income by Educational Attainment ....................................... Exhibit 8 Career Education and Job Training .................................................... 26 How Common is "Dropping Out" From Dade's Public Schools.................................................................... Exhibit 9, BusinessDevelopment ................................................. I ... I ..... I............ 28 Selected Proposed Infrastructure Investments 1995-2005 ................. Exhibit 10 94- 389 IV, Preparini: for Economic Opportunity ................................................. 31 Restruc: _ring the System: The Service Coordi;. -.ion Counci.......... 32 StartingOut Right............................................................................... 35 BuildingBasic Skills........................................,................................. 38 Backon Track..................................................................................... 41 V. Livable Neighborhoods: Building Home Base .................................. 44 "Reinventing Government" for Neighborhoods: Merge and Expand NSC and NET Offices .................................... 45 Create Neighborhood Planning Boar.::,: Empowered "Bottom -up" Planning ................................................ 46 Housing Planning: Increasing Stock and Providing Options ............ 47 VI. Investing in Community "Infrastructure" ........................................... 48 NeighborhoodService Corps.............................................................. 49 TheEmpowerNet................................................................................ 51 VII. Benefits to Distressed Communities Outside the Zone ...................... 54 VIII. The Implementation Strategy............................................................ 56 Empowerment Zone Implementation Structure .................................. Exhibit 11 Postscript....................................................................................................... 57 94- 3009 I. ]Plan Overview: The Vision and Blueprint i 94- 389 Plan Overview The Vision and Blueprint The Empowerment Zone strategic planning process has generated an intense examination of the state of the Metro Dade community: its strengths and weaknesses; its needs and aspirations; its vision of the future. The result is a powerful prescription fa• -hat is needed to achieve this vision. The bedrock of the planning process has been citizen participation. The building blocks of the Plan are the contributions of citizens throughout Dade's communities, and from all walks of life. The Vision of Metro Dade's Future The vision is broad. The Metro Dade community - from north to south - has a bright and promising future as a center of trade and commerce, perched on the rim of the fast- growing markets of the Americas, rich in dynamic and diverse human potential, as well as material resources and natural beauty. All sectors of the community see the potential to become " r.. showcase to the world." All sectors also see the terrible contrast of that potential with the reality of distressed neighborhoods and hopeless, frustrated citizens. The common vision and goal is to make this promising future a living realih, for everyone; to create a community in which responsiule, hardworking peopl., .:eve a chance to succeed and enhance the commonwealth. Strategy Fundamentals - Opening Economic Opportunity There is general agreement that the fundamental strategy for achieving this new reality is economic development - business and job opportunities which reach all of Dade's citizens. Without the opportunity for meaningful work which can support a family, people are relegated to the shadows of life. The path to economic empowerment is education, training, access to capital and an economy linked to people. The Plan calls for significant investment and new action to provide these opportunities. The Strategic Plan builds on the strengths of the growing Dade economy, represented by the expanding activities of the Airport and Seaport; the growth in medical services and technology; the expansion of international trade and commerce; the re -use of Homestead Air Force Base and other significant growth opportunities. The principal objective of the Plan is to ensure access to that economic growth for Zone residents and those of other communities. The Plan proposes that, for the first time, a partnership be created among business, labor, educators and citizens to design, build and implement a system -- a model for the nation -- which will develop new businesses and a skilled, world -class workforce to fulfill Dade's promising economic future. \ 94- 389 The Vision and Blueprint Neighborhood economies and opportunities for entrepreneurship will be encouraged and supported through the availability of new investment and start-up capital, including a "One -Stop Capital Shop" which will provide technical assistance, business loans and guarantees through a partnership with private lenders and the Small Business Administration. A development bank is also proposed, as well as fulfillment of the promise of the Community Reinvestment Act through the creation of a CRA ombudsman. Preparing for Economic Opportunity - Investment Strategy The strategy is to invest in human potential in ways which will enable people to empower themselves. The approach is to concentrate and coordinate existing and new resources for broad, measurable results: better educated, skilled, healthier people and stronger families and neighborhoods. This means investing in children so they have a chance for a healthy start in life. It means motivating and educating young people to believe in and look forward to careers in the mainstream economy. It means removing barriers of discrimination and assuring opportunities and resources for training. Support systems should be reinforced through a network of neighborhood teachers, trainers, mentors, coaches, police officers, counselors, parents, extended family and other residents. People are more essential than anything else in making a difference, in effecting positive outcomes for impressionable young people and in creating safer, more livable communities. The strategy is comprehensive and coordinated. A plan is proposed to overcome fragmentation, lack of coordination and duplication in the delivery of services. A new mechanism is recommended for the planning, coordination and allocation of social service resources involving institutional providers at the state, county and municipal levels, non-profit, community organizations and citizens at the neighborhood level. A state-of-the-art information system is planned to provide access to services so that people can manage their own lives; providers can plan and allocate resources; and citizens can have the most current information on public policies and programs and participate in the planning process. 94- 389 (' 2 The Vision and Blueprint Livable Neighborhoods - Building Home Base Neighborhoods are everyone's "home base," where life's opportunities and difficulties are experienced. In the'strategic planning process, residents consistently stressed three areas of principal importance: safety, the need for expanded housing opportunitie;, and a strong desire for participation in planning their neighborhoods. Public safety is essential to neighborhood life and development. By expanding the effective Neighborhood Enhancement Teams, Miami's community policing and service provider resource for neighborhoods, to join with Dade County's Neighborhood Service Centers, a strong and effective means to prevent crime and improve the quality of life can be accomplished. Another crucial ingredient to building liv>=.ale neighborhoods is to insure the inclusion of residents in all aspects of planning for the:, communities. Through the creation of Neighborhood Planning Boards, which build on the agendas created by communities during the strategic planning process, residents can have a voice in how their neighborhoods function and evolve. In addition, the development of new housing opportunities, the most important neira !:borhood priority after economic opportun. y, is integral to the neighborhooJ-based planning process. Resident involvement is key to establishing focused, feasible housing development to appropriately enhance each individual "home base." These elements are building blocks for sustainable, empowered neighborhoods. The Implementation Strategy The Plan is to be implemented through a new organization with broad representation and authority which will oversee implementation, evaluate performance, and be responsible for evolving the Plan and maintaining the energy and commitment to achieving its goals. This organization, an Empowerment Revitalization and Development Trust, would be an independent agency including state, county and municipal government representatives; organizations with responsibilities for Plan implementation, such as DCPS; MDCC; SFETC; CBO's; community residents; business, labor, foundation representatives and professional advisors. Its powers would be defined by intergovernmental agreements and it, ganizational documents. It would have the responsibility for a conunimus planning pr>: ess. It would gather and disseminate information to all participants; r-. -;_sure performance results against goals; determine what is working and what is not working; and set forth options for change and further implementation. 1�Y 94- 3009 The Vision and Blueprint The objective of the proposed Plan is to demonstrate that the restructuring of basic relationships among business, labor and education to increase economic opportunity and the wise investment of sufficient resources with the full understanding, support and cooperation of the entire community can succeed in people creating and seizing opportunity and realizing Dade's vision of its future. The next step is to decide on the Plan's final shape and commit to it. 13 4 94- 389 Avestment Strategy "Ae first priority in revitalizing distressed commu.%aies is to create economic opportunities —jobs and work —for all residents. The creation ofjobs, both within the community and throughout the region, provides the foundation on which the residents will become economically self-sufficient and communities can revitalize themselves. " -Empowerment Zones and Enterprise Communities Application, Guide The investment approach for this strategic elan was built upon this clearly -stated foundation --- reaffirmed by residents of all participr - g communities — and guided by certain key principles: • Human potential is the most valuable community asset; • Investments in programs and activities which enrich human potential have a positive return — the benefit is greater than the cost; • Education and training are the primary means to economic independence and empowerment; • Effective programs depend on motivated, competent people providing sustained personal attention to achieve a positive outcome; • Funds should be allocated in this plan according to broad major objectives, and communities must have input in evaluating and selecting the specific programs intended to meet those objectives. Communities must have a meaningful role in initiatives intended to benefit them. 94- 389 5 Investment Strategy The Investment and Return A recent poll of Florida voters asked the question: "Some say that the best use of our tax dollars would be to fund efforts aimed at intervention with children and teens. Others say we should build more prisons. Of which opinion are you?" By an overwhelming majority, almost two to one, Floridians approved helping children and teens. The strategy of this Plan is built on the fundamental understanding and caring which underlies their answer. Young people are our future --investing in them will pay off. The Schedule of Proposed Investments to be made in connection with the Strategic Plan and the Empowerment Zone sets forth an investment strategy intended to be both comprehensive and coordinated. The goal of the investment strategy is to concentrate sufficient resources, both human and financial, in order to change existing conditions in distressed neighborhoods and change the outcomes currently being experienced. These investments are directed at needs and conditions which affect human potential and, if not improved, the chance of unemployment, dependency, ill health, anti -social activity and the costs attendant thereto increase significantly. The investment strategy has the following goals and possible effects within the Empowerment Zone: Opening Economic Opportunity Comprehensive education and job training should be available to high school students and all unemployed people between the ages of 16 and 29 in the Zone; • Vocational and career education, now coming to the forefront in education, should be expanded as the road to employment for a large percentage of students who will not go on to college. Some of these programs bridge the last two years of high school into two years of post secondary training, a proven path to good paying jobs and business opportunity; iC5 6 4- 389 Investment Strategy Starting Out Right • Universal access to primary health care for children would provide prenatal care, immunization, and health screening. All of these programs reduce the chance of costly health problems. Every dollar spent on childhood immunization saves $10 in later medical costs; every dollar spent on prenatal care saves more than $3 in later health costs; Universal access to pre-school and child care means that every parent would have available affordable child care and every eligible pre-schooler would have access t the Head Start program. For every dollar spent on quality pre-school education, $4.75 1. saved in special education, crime, welfare, and other costs; Building Basic Skills Expanded and enhanced basic educational development for elementary and secondary students would provide extended school days and Saturday classes, with supportive programs for speciali .-d learning and child development. These programs have proven effective in increasing academic achievement and reducing truancy and dropout rates; Early intervention for "at -risk" students, those students who are likely to drop out of school as evidenced by to , attendance, low achievement, and behavioral problems. A number of small-s_ .e programs have been successfisl in motivating students to stay in school and achieve. The "Stay -in -School" pro --am has prove-n highly effective, reducing the high school dropout rate among "at -risk" from 60% to 8%. The improved chances of high school graduates for employment and avoiding dependency are measurable. Compared to high school graduates, drop -outs are twice as likely to be unemployed; three and one half times more likely to be arrested; six times more likely to be unwed parents; and seven times more likely to become welfare dependent; 94- 9009 Vj Investment Strategy Back on Track Intervention to prevent juvenile delinquency. No meaningful system currently exists in Dade to intervene with young people who commit first or minor offenses. Support for an intervention strategy which would engage each offender one-on-one is recommended. The total cost of the program would be reimbursed if 133 offenders, approximately 10% of the program participants, were deterred from a future offense which resulted in incarceration for one year. This does not include the considerable savings in costs incurred prior to incarceration; nor the considerable benefits from increasing the number of productive and taxpaying citizens; Livable Neighborhoods Livable neighborhoods, including community policing, expanded through Neighborhood Enhancement Teams (NET) which have proven effective in reducing crime; investment in community cultural projects which attract $10 for every one of public investment; a Neighborhood Service Corps which would create a network of motivated, committed service workers from the communities trained to be neighborhood leaders; a new Information Highway, EmpowerNet, created to make the delivery of services and communication among citizens and providers more efficient and effective; Business Development New investment in neighborhood economies, entrepreneurship and business development through a "One -Stop Capital Shop" providing technical assistance and loans, including micro -lending; and through a community development bank. Neighborhood -based businesses provide the means for a community's wealth to circulate within rather than leaving the community. Program Delivery -- People to People The strategic planning process provided an opportunity to inventory the existing infrastructure of social services, including programs and their delivery systems. The critical variable in successful programs always seems to be people. Where the people delivering services have a workload that allows them to give individual attention to those they are assisting, the goals of the program are accomplished. 94- 389 Investment Strategy Where people mi::i handle unmanageable caseloads, the best conceived programs becomr bureaucratic and ineffective. Social service programs that do not allow for an understanding of individual family situations seem to be unable to affect the complex conditions of people's lives. On the other hand, those that allow service providers sufficient time to know their clients are more successful. In some areas, even though programs are premised on personal service through trained people whose job it is to intervene in difficult circumstances, the people are simply not there. A good example of this is the Juvenile Alternative Sanctions System (JASS) This program is built on the sound premise that the behavior of young first-time offenders might be influenced by adult intervention and supervision; that the civic system might provide guidance, resources —help --to young people headed off the track. There are 20,000 juvenile offenders arrested annually in Dade, of which 13,000 are in the criminal justice system for the first time or for another, relatively minor, offense. The JASS program has on staff 13 counselors to work with these young people, a ratio of 1000:1 ! It is essentially no system at all, which means that the only real intervention with youthfid offenders takes place at a much more serious point, when more damage has been done and the cost of intervention has increased dramatically. As a result, young people encountering the justice system for the first time may very well get the message that their anti -social behavior has little or no consequence. A good example of a program that is working and built on a system of trained, motivated counselors and facilitators is the Stay -in -School program. This program has had the effect of reducing thc° irop-out rate among at -risk high school students from 60% to less than 8%. For 2500 students served at Dade high schools, there were 41 counselors and 14 facilitawrs in 13 high schools; a total of 55 teachers/mentors to 2500 students and a ratio of approximately 50 to one. Similarly, the counselors assigned from Youth and Family Development in even more difficult situations had a ratio of 25:1. In short, recommendations for investment-, which depend osi people to deliver services are based on the need for realistic workloads. Coordination and Planning The investment strategy is based on introducing a system for coordination and planning into the delivery system. 9 94- 389 Investment Strategy Two new planning mechanisms are proposed. A Service Coordination Council to organize and evaluate the social service delivery system; and an Empowerment Zone Opportunities Council, a partnership among business, labor, educators, citizens and particularly the young people of Dade, to plan the links between school and work, the labor force and the economy. A planning process for the community is also institutionalized within the implementation of the Strategic Plan. The allocation of funds has been structured so that community residents will have a real say in the programs implemented in their neighborhoods. After adoption of the Plan, the Empowerment Zone communities should engage in intensive planning, focusing on the key goals which have been outlined in the neighborhood sessions and in this Plan. During that time, the communities would examine the variety of proven programs which can be used and begin the concrete task of decision -making for their future. Continuous Planning The planning process will not end with the Grant announcement, however, but should become a permanent part of the life of the Miami Metro -Dade community. Supported by the EmpowerNet, an on-line information network, and the Neighborhood Service Corps, the Empowerment Planning and Development Trust will continue to plan and implement. EmpowerNet will provide information on model programs from around the country, on evaluations of past and current efforts, and on the latest thinking on policy issues. It is this information which will enable residents and other stakeholders to make informed decisions, whether the issue is business development or child health care. The Neighborhood Service Corps will serve as facilitators, leaders who can represent the interests of their community while simultaneously working to increase the participation of their fellow residents. In the end, empowerment will be defined not by the quantity of funding involved, or even by the development of new programs and services. Rather, empowerment will be the town hall meeting, and the vision of a community made real through the decisions and actions of its people. 10 94- 389 �q -1 Schedul. Investments for the Strategic an I The cast of the Plan to comprehensively address the support and service needs �:,Ar the Empowerment Zone and to build a new system for connecting people with economic opportunity is projected over five fiscal years beginning October, 1994 through September, 1999. The projected pub!;,, cost of the Strategic Plan for this five year period is approximately $300 million. This investment is expected to come from the jfollowing sources: Federal Empowerment Grant $100 million County $100 million Other New Federal Grants; State; Dade County Public Schools $100 million Private investment and the award of two pending federal grants could expand the program by approximately $100 million. The expected results from this program are a positive return on investment, measured in financial as well as social and human terms. Furthermore, this investment strategy will result in a demonstration on a scale sufficient to establish the cost/benefit effect of such a program. This will provide the basis for extending the program after five years and expanding it throughout Dade County. If the Plan funding is not comprehensive it will suffer from an incomplete and piecemeal approach which will compromise success. As noted earlier in the discussion of the Investment Strategy, the costs of continuing current policies and funding levels, which do not address the conditions in distressed communities, are predictable and high. Without change and a new approach, the high costs of negative results will have no possibility of abating. They will far exceed the costs associated with this new program. In a sense, it is as simple as Ben F`-Anklin's epigram "An ounce of prevention is worth a pound of cure." The Empowerment Zone program provides the opportunity to follow this path. 94` 389 EMPON\-_kMENT ZONE STRATEGIC :AN PROPOSED USES AND SOURCES OF FUNDS: SCHEDULE FOR COMPREHENSIVE AND COORDINATED INVESTMENT ($000) Proposed Expenditure i Non-SSBG (5 ears) SSBG Funding I Funding !<44v:;.:\!::!!!!..;;^!.\,i!}!h::!:CP:is!!!::i:.!:;!•;•!!:':y::;ii!:G!: .v:\.:::.w.�:n:..:,•.v::rtv:.�:.:.::..::..1.:::...::::::.vii:iv}::?:ii �S�:::i: iM1?r �}: --_._— — -—..—.-. $40,170 S95,121 $135,311 �`. f....... .. �`"<>;:>:;�:::;:::>:;::>'.:;;::<�.:;.::.:.::�;:.::.:!:.>!:•.:::.:.:. 521038 $44 073 $ :Ilai�.I�1t>Wv; Sl2 8b S 3 3 0 8 9 S4S b 5 ;,..;�:F;,F•��.�'r'ri::$!;:1�::;:;:;:;:,'.;it•.:�}::v •n: v!:: \•:: ;vn;oY,•, S7 508 $13 030 — 1 1• $ZO 538 94 S 160 12 S 898 I S81 260 i $27,000 $1,000 $26,000 S7,500 S5,000 $2,500 $395,295 i $1009000 $295,295 2� 4- 389 EMPG , ERMENT ZONE STRATEGIC 1 t.N PROPOSED USES AND SOURCES OF FUNDS: SCHEDULE FOR COMPREHENSIVE AND COORDINATED 1".. • TMENT (S000) Proposed Expenditure (5 ears i SSBG Funding County Match State-DCPS- Other Federal Match Private Match Pending Federal Grants School-to-Work/Job Training $121,060 S36,260 $38,500 S35,300 $11,000 Empowerment Zone Opportunities Council (EZOC` S1,500 S333 S333 S333 S500 Career Education S12,731 S3,577 $3,577 $3,577 $2,000 Primary Healthcare for Children S3,656 $3,079 $576 Pre-school and Child Care S41,403 S12,854 S19,442 S9,026 $81 Strengtheningimilies ii��K•i{�CS{K�\,},}"Qti ',`^,.\`f:+.:v`..\ ''X4't:\•4,. ThK;�'r{.,���'.�J�Q�,'.\�.{ r S20,052 S5,105 $2,250 $12,697 ._, Educational Development -Youth & Adult $24,670 $8,998 $6,930 S8,742 Early Intervention Prevention ofluveaile Delinquency S21,025 S3,388 S5,115 S12,522 S9,470 S3,485 S3,485 S2,500 Drug Abuse Rehabilitation Public Safety Sl 1,068 S4,023 S3,523 S3,523 S7,600 $4,947 S2,653 Housing S4,000 S3,000 S500 S500 Homelessness S29,500 S8,500 $21,000 Historic Preservation S3,740 $245 S47 S47 S3,400 Environment S10,trt10 S1,000 S2,000 S7,000 Cultural Activities/Projects S34,320 $1,040 S1,040 S1,040 S31,200 Parks and Recreation .. XK::!NA:+.LLL!ryxr.•rrryu.}}'•. `{•'•}}}N }:Li.:. ,.?:x: x,: .. S5,000 S2,666 S2,000 $333 :IviW:Y:fi{a�.v`.{?�y:i',�,�'•-r...;ky:K,�\'•.'�'•+H'••�•x. {••in��M�+•Pt +•'', One Stop Capital Shop S10,000 S5,000 S5,000 Community Development Bank S15,000 S5,000 S101000 Entrepreneurial Training RIMS>>t<'<; •°..<;}{ F:^$'A:ii;: •..+4C{%.:{2�:5.';>::�':2tS:?:,v,:iY:: 4:'t•: i•:.::::::::}:�YC EmpowerNet S2,000 S1,000 S1,000 S3,500 $1,000 S250 S250 S2,000 Neighborhood Service Corps {,Wk1'40hS".+vi?7R'!:}%{LL•Yi:tiO??:,"^:aH:H.LL•iT:: X•.h:{•\\V\•T:DiG':i'. $4,000 �giK91 $395,295 54,000 {4.:•Y.T� L Y:\{:`f{AKi{:k4 S100,000 ^1hX:ti•:Y.{rx. S99,992 .. 6%\\\KaY?�.11 JKh7. S100,043 �:O\V1.4+?}}:{4};{{{.. S63,258 •: L•:.}::: .... S32,000 94- 389 EN,. )WERMENT ZONE STRATEGIC P, .4 SCHEDULE OF SAMPLE PROGRAMS"' ($000) De lion Per Capita Cost (S) Need Sample Expenditure IS years) SSBG Funding County Match Sts"Cr's- Other Federal match Private match Pending Federal Grants orb . 0"d "aw"MEW Stay -in -School S135,311 540,170 542,410 S39.210 52,500 Job training and cotstizeling for at risk youth $2.200 9.000 S79.200 Youth Fair Chanc4VJTPA Job training and counseling for the unemployed S3,600 2,700 S38,1180 $11,000 Greater Miami Service Corps Community service, job training. education SIS,000 so S3,000 Empowerment Zone Opporrunrues, Council (EZOC) Coordinsh" oducabonfamploymant body S1.500 Tea Prop, Socondoytpoitsecoodgry vowiocW education S977 2,225 S9.700 Business Technology Education Specialized technical butruction S2.492 ISO SI,495 Health Occupations Education Specialized technical instruction Sail 210 S740 Industrial Education Specialized wAmkAJ instruction S279 Soo S357 Tockmology, Education ............ Specialized technical instrischoo S295 1,050 $1.240 563,111 $21,038 $21,692 521,723 i4S8 Padiow Mobile Mobile pediatric care unit SRI 6.000 S2,108 Mom Mobile Mobile obstetric earn unit S387 1,000 SI.549 Child Cut Resource Mobile Mobile usift to swasit bonso-dity-carte provides S271 596 $393 Florida First Sun jPwaoit education and family autsisoce- SI0,599 ]so $7,624 Subsidized Day Cam -city Subsidiwd day ewe S2,963 736 $9,657 Subsklized Day Cue -county, Subsidizeddaycare S3,359 94 SI.129 Head Stan - unsaved children, current schedule Comprehensive day are, education, health $5.900 I,000 S23,600 Bright Horizow; Student/Parent Resource Caner Comprehensive family service color_ $225 10,000 S9.000 Even Stan Fidesided School Day Program Parent and child Idawy S11,032 230 S11,052 11,45,6115 S12,3" S11A" S21.265 Supplamontall education and tinonal S206 11.100 S9,139 Saturday Academy Education. woring, and mcreaticso S506 3.000 SI0.110 HOTS (Fbgbw Order Thinking Skills) Momentary school losinizil end duWdng &Wlh S421 660 S1,111 Comer School Development Program Spacialked child development for low isicow S9 5,000 S172 Adult Buic Educat' Adult education SIOS 9,148 S3.940 Cmieral Education Development (GED) Adult athasidoci certification Sit 4,458 S199 Youth intervention and Prervention, Services No-1 insinventsoe for wriak childircoffsaiiho $700 5,000 S14,000 Success For Ali Party lissonsivis educational ituarvisition S696 1.640 S4,500 linking Lirctirnem Intorgaisendocial monloring S700 Soo SI,400 Midnight Basketball Lague Racireation and counseling SZOOO 100 SSW COPE Centers .. ..... ... ..TjW' . . .... * Juvaitile Dolujuviscry Diversion Program 1140-1 Counwins for pregnant tams S135 600 S325 $20,538 1 57 !*11 S7M , $6,023 counseling for uvis ile delinqumu 5700 I,150 S3.220 Teaching and Rehabilitating Out Youth (TROY) InLecirive academies for juvenile delinquents S600 250 S6X0 Residential Troatirsent Rissidontud rAstme, abuse owment S4,000 400 $6.400 Diversion and Treatment Program Drug abuse treatment far first4ime offandars, S667 1,000 SZ669 Drug Court ...... ..... . . . . . . . . . . Public Safety Non-traditional silpidicatim for adult offwAars $1.000 500 SZOOO 1194,11" S121" S5,368 $11.573 S43,100 Community policisig - NRO expismitso S7.600 Housing Neighborhood Plonsung and Land Banking S4,000 Homelessness, Howelism assistawe S29,500 szl,"o Historic Preservation Presentation and cultural education S3,740 Envisooment Miami River, Everglades S I O,ODO Cultural Activitim/Projects Cultural activities and projects S34,320 Parks and Recreation One Stop capital Shop Parks and socroation program S5,00,0 S27,000 SI,w Sill"ll SIS,090 Centralized�&omdkutexi lending services $10.000 Community Development Bank Neighborhood soveounatit back S15,000 Entrey. eurial Training ............. 010 r rripmorl'iet Neighborhood entrepreneurial mining SZOOO $7,W S5,600 S250 S250 S2,800 Computer information network S3.500 Neighborhood Service Corps Leadership Mining end appricaticedup S20,000 50 S4,000 $39529S SIDO,600 S","z S1100,043 23 34- 309 . This schedule details sample programs and costs for achieving the key goals of the Strategic Plan. This menu of programs is an example -- intended to serve as the basis for evaluating investments in each target category. II. Strategic Vision for Change _ ,irategic Vision for Change "A strategic vision for change describes what you want your community to become ... It is a means to analyze the full local context and the linkages to the larger region. It builds on your assets and coordinates a response to your needs... " (Empowerment Zones and Enterprise Communities Application Guide) Part One: Needs — A ]Demographic Portrait of Dade Overview Dade County: Over the past twenty years, the population of Dade County has grown by nearly 700,000 persons — an increase of more than 50%. During that same period, its poverty rate has risen from 14% to 18%, and the number of persons in poverty has doubled. As of the 1990 Census, 341,000 citizens of Dade lived in poverty. Dade's rate of families living in poverty is the highest among all 25 of the Nation's largest Metropolitan Statistical Areas. There were 131,000 arrests last year in the County. Total expenditures on public safety exceeded $581 million. In 1993 there were 14,700 juvenile arrests in the County: a rate sufficient to have arrested one out of every 15 teenagers in Dade County. Miami: The City of Miami is the fourth poorest city in the United States, and has seen its poverty rate increase by 51 % in the past twenty years. The poverty rate in Miami today is over 31 %, and 19% of its households receive public assistance. Miami ranks number one in the nation in violent crime. Homestead/Florida City Area: The poverty rate in Florida City at the time of the 1990 Census was 37%; in Homestead it was 30%. Intense poverty in the Homestead/Florida City area is concentrated in census tract 113 (an area of nearly 9,000 people included in the Empowerment Zone) — where the rate was 50% in 1990. Nearly two out of every three children in this area live in poverty. Only 30% of the adult residents have completed high school. Due to the impact of Hurricane Andrew, conditions in this area have worsened considerably since the time of the census: more than 35% of the housing units in the South Dade area were lost, and unemployment is high. 12 '4- 389 Strategic Vision for Change The Empowerment Zone: The poverty rate within the Empowerme.:; Zone is more than three times greater than the County's. In some Zone census tracts, poverty rates exceed 60%. Average household income in the Zone was $15,900 in 1990 — less than half the County -wide average. Nearly one-fourth of all Zone households receive public assistance, a rate two -and -one-half times that of the County as a whole. Only slightly more than one- third of Zone residents over 25 years old have completed high school, and only one in twenty are college graduates. A Widening Gap From 1970 to 1990, the gap between rich and poor has widened. In 1969, the poorest fifth of all families in Dade received approximately 5% of the income generated in the County, while the wealthiest fifth received 48%. By 1989, the low share of income received by the poorest fifth had declined by 25%. This "shrinking slice of the pie" is even more conspicuous in the Hispanic population, where the bottom fifth's share of income fell 44%, while the most affluent fifth increased their percentage of total income by nearly 10%. Concentration of Poverty Poverty has become increasingly concer:;rated in certain areas. Within the City of Miami, where the population rose only 7%, the number of persons living in poverty has increased by more than 60% over the past 20 years. The Empowerment Zone contains many of the County's poorest areas: poverty within the Zone boundaries has grown at three times the rate of the County as a whole, and now stands at 48%. Poverty and Ethnicity The number of blacks living in poverty in Dade County has doubled over the past twenty years, while the number of Hispanics living in poverty has increased nearly four -fold. Although the black population in poverty did not grow as rapidly as the Hispanic population, it has remained high when measured as a percentage of the black community. As of the 1990 Census, there were 183,000 Hispanics living in poverty, representing an Hisp= -iic poverty rate of just under 20%. The black population poverty rate was 30%, reflecting a population of 117,000 blacks in poverty. Within the Empowermen- Zone, 53% of the black population is in poverty, as is 450 of the Hispanic population. 13 24- 389 \Strategic Vision for Change Children At -Risk - Overview Nearly one out of every three children in Dade lives in poverty. The Casey Foundation recently released "Kids Count 1994," a scorecard which measures the health, education, social and economic well-being of children in individual census tracts around the nation. Florida ranked 45th out of the 50 United States. One -quarter of all census tracts in the State rated "severely distressed" are located in Dade County. One -quarter of these are located within the Empowerment Zone. The Youngest Children 65% of the children under 5 years old living in the Empowerment Zone are living in poverty in households with average incomes below $10,000. This poverty rate for young children is two -and -one-half times the rate in Dade; and appears to be worsening over the past decade. Poverty among the youngest children appears to be intensifying within the Empowerment Zone areas - so that it is increasingly likely that a child under 5 born in the EZ area will be born into poverty. Seventy per cent (70%) of female -headed households in the Empowerment Zone live in poverty. In the City of Miami, the number of single - woman heads of households with children, living in poverty, has increased 116% since 1970. Education Miami -Dade Community College is one of the nation's largest community college systems, and one of the best. It serves more than 53, 000 students, nearly 40% of whom are non - US citizens. The Dade County Public School system is the country's fourth largest. Its student population is 83% minority, and more than 50% of its students come from homes where a language other than English is spoken. The drop -out rate in the school system is nearly 25%. Each year more than 10,000 young people drop out from middle and high schools. In Dade County, fully 35% of adult residents have not completed high school. In Miami, the rate is 52%, and in the Empowerment Zone, 63%. One out of every four adults without a high school diploma lives in poverty. Twenty-one (21 %) of Dade County householders are "linguistically isolated" — persons who speak English poorly or not at all. A- 389 a 14 strategic Vision for Change \ Dade's Economy - Overview Dade's economy has grown dramatically over the past twenty years: total payrolls increa;-.td frorr `711 billion to nearly $23 billion, a 209% increase. International trade, commerce, an rurism have emerged as the leading sectors for Dade during this time, showing growth rates well in excess of the national averages. It is widely acknowledged that these will continue to be high growth sectors of the international economy into the next century, and that future employment opportunities in Dade are likely to remain concentrated in these areas. Trends in Employment Total employment in Metro -Miami has increased by 76% over the past two decades — a rate which has been exceeded by the increase in the labor force during the same period, yielding an increase in unemployment. Since 1980, the region's total employment grew by 21 %, with much of this activity occurring in certain suburban office nodes. During this same period, however, the City of Miami has experienced a dramatic decline in employment. It is estimated that 35,000 jobs were lost in the 1980s, an amount in excess of 11% of the City's total employment. High crime, outdated infrastructure, limited sites for expansion, and the after-effects of the van, -,us civil disturbances are cited as prime causes for these losses. Job losses in the City of Miami were particularly high in industrial and manufacturing operations. The Wynwood-Edgewater industrial area alone suffered an outflow of 13,000 jobs., Wages In the U.S., recent decades have witnessed a sharp increase in low -skill, low -wage "secondary labor market" jobs. Average wages for the bottom 60% of the male workforce have fallen 20% over the past decade. Approximately 56 million Americans — 28% of the population — have incomes insufficient to cover basic necessities. Dade in particular suffers from a poor ratio of low wage to high and even moderate wage level jobs. The effect of this preponderance of secondary labor market jobs is seen in per capita and median family incomes. 15 94- 389 Strategic Vision for Change In 1969, per capita income in Dade exceeded the national average; in 1979 it was roughly comparable with U.S, overall figures. By 1989, Dade's per capita income had fallen behind the national figures. This reflected Dade's unusually high rate of population growth relative to income growth. A recent Commerce Department study revealed that for 1989 to 1992, per capita income in Dade County dropped 11 %. Median family incomes rose nationally over this twenty-year period by 13% in real terms; and for the entire State of Florida the increase was 15%. In Dade, however, median family incomes have not increased at all. While black family incomes rose 11 % over this period, and white family incomes increased 3%, these increases were off -set by a decline in Hispanic family incomes. Median family incomes in the City of Miami are 40% lower than the national average. Unemployment - Overview At the time of the 1990 Census, the Dade County unemployment rate was 8%. In the City of Miami the rate was 11 %, and in the Empowerment Zone the rate stood at 13%— 60% greater than the County rate. However, these numbers grossly understate actual unemployment in depressed neighborhoods. By only counting as persons "in the labor force" those who have been actively seeking work, it ignores the "discouraged worker phenomenon." Unemployment - Actual vs. "Off cial" Most young able-bodied persons age 16-30 could work, attend school, or both — but many are not captured in labor force estimates because they have never formally tried to enter the labor force. Therefore, they are not counted as "unemployed" but they are not working and not in school. By looking at the number of young persons neither working nor in school (and not prevented from doing so by disability or their presence in an institution), it is possible to make a rough estimate of the number of persons who could be productively engaged but are not. 16 . 4- 389 2a L, Strategic Vision for Change In Dade, there are approximately twice as many persons age 16­U not in school, not working, not disabled, and not institutionalized, as are counted in the unemployment numbers. In other words, an actual count of persons who could be productively engaged — but are not — would probably yield a figure 200-300% above the official unemployment rate. Of this group, two-thirds are living in poverty. Tins estimate suggests there may be as many as'7,000 young persons age 16-19, and 33,000 persons age 20-29, who are effectively unemployed and living in poverty. These 40,000 young persons are completely outside the mainstream economy of Dade County. "Since 1980, the share of middle -income households shrank from 71 % to 63%, and the share oflow-incom-° households rose by more than a third ...[while] the number of Americans earning ,.core than $500, 000 or more Increased by 985%... More —and richer —rich, more poor, fever in the middle: the pattern is clear, and it is a Latin American, not a North American pattern. " The Atlantic Monthly, May 1994 17 94— 389 34- 3009 PERCENTAGE OF POPULATION ON PUBLIC t� .SSISTANCE IN DADE �;'OUNTY 1990 10% 180/0 24% I6 j j .. Dade M Empowe mag Zone PROJECTED GROWTH IN DADE COUNTY AFDC PAYMENTS 2,500 O 2,000 C 1,500 0 1,000 500 0 h 00 en d O\ O\ O O O O O N N N N N 94- 389 PERCENTAGE OF GENERAL FUND TO CRDIINAL JUSTICE SYSTEM 48% 10:51 HI 94% 1984 1994 2004 (projected) mCriminal Justice Fund Expenditures E3 All Other General Fund Expenditures 33 PA- 389 ,.rategic Vision for Change Part Two: Community Assets Economic Assets Dade has a clear visit.. of itself as the "Capital of the Americas"— a global leader in international trade, commerce, and tourism. This vision is shared by residents of all neighborhoods, across socioeconomic, racial, and ethnic boundaries. This vision is made a reality by Dade's geographic advantages and the entrepreneurial energy and connections of its multi -cultural citizenry. In the Empowerment Zone process, the County chose to leverage these advantages, by including in the Zone the region's principal economic generators: the airport, the seaport, the medical complex and central business district. These areas have enjoyed explosive growth due to international business. Over the next decade, 50,000 new jobs are anticipated in these four areas alone. In close proximity are some of the County's poorest communities. The Vision for change links the residents of the nearby coma -:;pities with these job and business opportunities. Educational Assets A strength of Dade is its public educational institutions: Miami -Dade Community College (MDCC), rated the nation's best, and the Dade County Public Schools (DCPS). These institutions are and can be leaders, by design, through their innovative career education and vocational and technical training programs; and leaders, by necessity, due to the challenges of providing open access to the remarkably diverse populations they are called upon to serve. The South Florida Employment and Training Consortium (SFTEC), together with MDCC, DCPS, and other educationai institutions, labor, and others, have pioneered an efficient, highly flexible, individualized training system. On a small scale, Dade's leading -edge system uses a network of skilled counselors to individually assess and support the ongoing needs of each student. In addition, by using education "vouchers" (rather than directly funding entire classrooms) available education dollars become "portable:" each student or trainee has acces, . o a pro rata share of funding, and can attend precisely the class or program most suited to his or her interests. This system makes possible entirely individualized training paths, while at the same time increasing system efficiency. In addition, Dade is unusually advanced in the deexee to which it has examined the entire school - to -work continuum. Programs are in place wh ., attempt to establish essential workplace values, attitudes and skills where most expe� s agree the) must begin: in the earliest years. A broad range of adult, vocational, and technical courses are available. All of these programs are commendable — but they fall far short of meeting the needs of Dade's economy. 18 94- 389 III. Opening Economic Opportunity 94- 389 Op-ning Economic Opportunity Galvanized by the Empowerment Zone Strategic Planning process, Dade County has conducted an extraordinary self-examination. An effort that began by looking at the problems of poverty in the urban core has led ultimately to a far broader assessment, of the region's entire education and training system. For the economy to grow to its full potential, and for its citizens to enjoy rising prosperity, Dade requires a dramatically restructured workforce development system. Without significant changes, the Miami Metro -Dade region cannot sustain a position of global leadership in the fiercely competitive arenas which hold the greatest potential. Furthermore, without significant changes, prosperity will accrue only to the fortunate few and not to the industrious many. In a nation where average wages for the bottom 60% of workers have fallen 20% in the past two decades, it is not only "the underclass" who are losing ground.. Residents of the Empowerment Zone and other distressed communities have articulated a strategic vision for change: create opportunities for real careers connected to the mainstream economy. It is a "bottom -up" vision, born out of the Empowerment Zone community's process; but the means to this end would serve all of Dade County. The essential first step in this new vision is for industry, education, labor, government, and residents to work as a team, with the common purpose of creating the nation's best workforce development system. A new institution is needed to coordinate Dade's strengths and openly address its weaknesses. This institution must plan collaboratively and have budget authority over new funds for career education and training. For Dade's residents to have a chance to share in the region's growth, a comprehensive school -to -work and employment training system must be designed in collaboration with industry. This system will anticipate job and business opportunities and ensure that residents are fully prepared for those opportunities. For Dade's entrepreneurs to have a fair chance at sharing in the region's growth, the barriers to capital and other essentiali resources must be removed -- especially for minorities. Means to accomplishing these ambitious but achievable goals are outlined on the pages which follow. IQ 09 19 tea- 3 restructuring the System The Empowerment Zone Opportunities Council Overview The EZOC would be a new alliance among educators, Empowerment Zone businesses, labor, and particularly the young people of Dade County. Its mission is to ensure that Dade makes full use of its human potential, and invests strategically to allow the full potential of its youth to be realized. Goals The principal goal is to create the Nation's most productive and sophisticated workforce matched with the needs of Dade's growing and dynamic economy. Aggressive but achievable targets have been set to guide the programs and projects overseen by the EZOC. By the year 2000: • A 90% graduation rate for all Dade County Public Schools (versus 75% today) • 70% of all DCPS high school graduates continue on to at least a 2-year post -secondary degree program (versus 48% today) • Double the number of DCPS students employed in internship programs • A 25% increase in the employment rate among EZ residents aged 20-29 Why? Nationally, 80% of the new jobs being created require post -secondary education, yet 40% of students leaving high school cannot read beyond the ninth grade level. A "skills mismatch" is inevitable, and there is presently no system in place which can prevent this from occurring. Dade is not alone in these problems. The U.S. system for transitioning from school to work is considered the worst in the industrialized world. Three-quarters of America's high school students enter the workforce without a college degree, and most lack basic academic and occupational skills necessary for a career. One out of four Dade students drops out of high school. Drop -outs are twice as likely as high school graduates to be unemployed, three and one-half times more likely to be arrested, six times more likely to be unwed parents, and seven tunes more likely to become welfare dependent. In Dade, compared to high school graduates, non -graduates are three times more likely to live in poverty. Training beyond high school is essential to obtain a well -paid job. Dade high school graduates have wages less than half of their peers who receive 2-year Associate in Science degrees at MDCC. In Dade County today, less than one-fourth of entering Miami -Dade Community College students are "prepared for college -level work." There are more than 40,000 young people between the ages of 16 and 29 who are not in school, not employed, and living in poverty. 20 94- 389 I The Em _ 'sverment Zone Opportunities t'c Al Means True economic opportunity for the youth of distressed communities can occur only through education, sophisticated and relevant training, and open access to well -paid and rewarding employment. The EZOC will have membership drawn from EZ stakeholders, including leading Zone employers from the aviation and maritime industries, the medical complex and the central business district, Metro -Dade and municipal agencies, labor, the Private Industry Council, Enterprse'Florida, HIT/PIC, Center for Health Technologies, DCPS, MDCC, other post- seconc ary educational iml itutions, and community -based training and supportive service providers such as Tacolcy CDC, as well as residents, including youth, from the Zone. The Council's primary means for accomplishin- these goals will be: • Coordinated public, private, and non-profit sector planning in which all stakeholders assume collective responsibility for raising the quality of Dade's workforce • Collection and sharing of detailed occupational forecasting information • Sharing of key resources: personnel, equipment, materials • Increas;T. n the quality and relevance of education and training by: • Collaborating on a new system -wide curriculum (K-12 and beyond) designed to teach the values and skills needed for the "world of work" • Dramatically increasing the quality and quantity of career counseling for all students — not only the 25% bound for 4-year colleges • Developing "customized" training programs tailored to employers' specific needs —to prepare youth for real career -track jobs available today • Ensuring that internships, apprenticeships, and full-time employment are available to those who "play by the rules" - who work hard and stay in school • Providing tax credits (if Dade is designated an Emr -)werment Zone) to employers who hire EZ residents --- up to $3,000 per EZ-reside--d employee per year Exploring public/private partnership models for supporting funding of education 21 31- 389 The L, wertnent Zone Opportunities C ~ cil How Would the EZOC Be Structured? The Council would be organized as an independently incorporated, not -for -profit entity. It would have an executive director and staff, an active board of directors, and operating liaisons drawn from the executive staff of board member entities. Membership would require regular meetings, and collectively designated responsibilities. It is recommended that full membership meet annually, the board of directors hold quarterly meetings, and the operating liaisons meet monthly. What Would be the Major Responsibilities of the EZOC? The EZOC will be broadly responsible to the citizens of the Empowerment Zone, with the charge to create a truly state-of-the-art career development program, serving both in - school and out -of -school residents of the Empowerment Zone to link them to employment and entrepreneurial opportunities in the mainstream economy. The EZOC will collectively design, structure, and conduct ongoing reviews of education and training programs and supportive services developed to serve the area's residents. Public and private resources will be organized and directed by the Empowerment Zone Opportunities Council to support school -to -work training and education programs. Members would jointly plan and sponsor development of a state-of-the-art information - sharing network. The network will distribute continuously updated information about employment opportunities, and the educational pathways to them. It will also facilitate on -going dialogue among all participants about program results, progress, and ideas for improvement. Management expertise can be shared across sectors to improve the overall performance of industry and educational institutions; for example, business might provide support in the areas of "reengineering" and process re -design, while educators could support industry in such essential areas as management of diversity. A comprehensive system of supportive services will be available to ensure that every student remains able to manage school and work responsibilities. The EZOC would monitor the network of service providers and analyze their needs, including possible requirements for infusions of capital. The EZOC would seek to assure the adequacy of funding for these essential services. Sol 22 94- 389 The Ea. iwerment Zone Opportunities Ct cil What Would Be the Major Responsibilities of EZOC Employers? • Employers will be called upon to specify jobs available today; jobs which they expect to have available over time; and the skills and requir.­-rents needed for those career opportunities. A consistent, easy -to -use and ear. :.)-interpret methodology for occupational information will be used by all employers. • Employers will commit to providing all relevant information — including job postings — into a shared public -access database. Confidential information would be appropriately protected. • Employers will commit to designing a mechanism for "hiring from within" — a functional and sustainable mechanism for maximizing the percentage of employment opportunities which can become available to qualified EZ residents. EZ Employer Wage Credits and other incentives will be part of this program. • Employers will establish the nu_,amum feasible number of intern or apprenticeship opportunities. These opportunities will be made available both to students and adult trainees, and will include formal supervision and evaluation. Tarolcy and other EZOC community -based organizations will work with employers to facilitate the process. • Implementation of continuous improvement practices including an EZ Council database into which feedback on recent graduates is continuously entered; as well as updated information on skills and competencies needed. • Employers will help plan, implement and evaluate professional staff development programs for area educators. The programs in career development and are designed for teachers, counselors, and other support personnel in career development and subject areas. Employers will assist educators in developing work -related curricula, and provide selected instructional materials and equipment as part of a comprehensive career education/development and training system. • A program of regular classroom visits by industry volunteers should be established and .-7ven official support by company leaders. The Grand Metropolitan "Kids and the "ower of Work" model (already in place in Cutler Ridge, is one example at the elementary school level. Other programs, including workplace visits, should be j �� provided for middle and high-school age students. The En._Jwerment Zone Opportunities Ci .cil What Would Be the Major Responsibilities of Educators? • Area academic and vocational educators will commit to designing "customized" education and training programs, to be directly responsive to the expressed needs of EZ employers. Curricula would be based on best -available data provided on an on -going basis by employers about present and future job and business opportunities. • The career education/development program would be a continuum from K-12 and onto post -secondary education and special technical preparation classes. The current "career education" programs at Dade County Public Schools would be strengthened. (Career Education is an educational approach which infuses a "careers" emphasis in all subjects, in grades K-12 and beyond, thereby increasing the relevancy and interest of the curriculum.) The program would include mentoring, career exploration, training, apprenticeship, and placement. All programs will be performance and outcomes -based and continuously monitored using skill, income, and employment measurement systems which follow each and every student. Results would be entered into the EZOC shared public -access database, part of EmpowerNet, (with appropriate provisions for confidentiality). The EZOC Board of Directors will -be considered a routine part of the educational institutions' review and planning process for all major new and existing programs (not simply those with a vocational/technical focus). 0 24 A- 389 The EL iwerment Zone Opportunities C, 'cil What Would Be the Benefits of a Successful LLOC? Young people in Dade can be expected to achieve adulthood with the confidence - building knowledge that real opportunities await them if they take the responsibility to prepare for them. New hope and real opportunity will also be available to unemployed and underemployed adults, whose lack of training and access to employment networks have prevented them from participating in Dade's prosperity. The region's businesses will benefit from the improved capabilities of the workforce, and the economy overall will benefit from an increased number of productive, tax -paying citizens. • Employers would have the nation's best -trained, world -class, "work -ready" employees, arriving on-the-job with all essential skills and learning capabilities; and flexible, sophisticated entrepreneurial vendor, consultant and partner businesses would be regularly appearing. • Entrepreneurs would be able to participate in special programs at the MDCC Entrepreneurial Center, HTT/PIC, CHT, and other participating members to prepare them for EZ area business opportunities. • Students would have the opportunity to choose and follow their own career path through DCPS and post -secondary institutions, leading to employment opportunities from which they have been able to chose, and for which they have been prepared. • Unemployed area residents would have the opportunity to receive specialized training designed to EZ employer specifications. 25 141- 389 Assessment & Planning • Job & Wage Forecasts • Skills Needed • Goals Set Directed by Industry Job & Business Design & Opportunities Development • Apprenticeships Empowerment Zone • Education "Tailored" Opportunities Council • Full -Tune Employment (EZOC) • Staff Trained on • Entrepreneurship Industry Issues • Supportive Services Directed by Educators Career Education & Training • K-6 Awareness • 7- 12 Exploration/Training • Post -Secondary Voc-Tech Industry -Education Collaboration �4- 389 43 W C,C DADE COUNTY Trransitionsfirom School to Work DADE COUNTY PUBLIC SCHOOLS 1.838 Billion Budget 14,143 Graduates Elementary School Employed, Not in School 130,041 students Middle School 3252 graduates (230/6) Pre K: 5,549 Kindergarten: 23,679 90,050 students High. School First grade: 24,729 Second grade: 25,435 Sixth grade: 22,751 64,072 students 4-Year College: 2,037 Third grade: 25,458 Seventh grade: 21,657 Miami -Dade Community College: 4,277 Fourth grade: 25,401 Eighth grade: 21,036 Tenth grade: 22,067 District Post -Sec Voc Education: 475 Fifth grade: 24,606 Ninth grade: 23,205 Eleventh grade: 19,977 post -Secondary Education Twelfth grade: 16,823 6,789 graduates (48%) 3,960 also employed (28%) 4.2% 9.1% Dropouts �o Dropouts Unemployed, Not in School 3,782 students annually 7,469 students annually 4,101 graduates (29%) Sources: Dade County Public Schools; Miami Dade Community College; Florida Education & Training Placement Information Program. Note: "Dropouts" are students over 16 years of age who have left school and students under 16 who are considered to be "Habitual Truants." $30,000 $25,000 $20,000 $15,000 $10,000 $5,000 $0 FADE COUNTY Annual Income by Educational Attainment Employed High School District Post- Associate in Associate in State High Graduate Secondary Arts Degree Science University School Employed Voc Ed Graduates Degree BA Dropouts Full -Time Graduates Graduates _J Cu. Jer Education and Job Training Goals Design a system of programs which support the goals of the Empowerment Zone Opportunities Council (EZOC) and be committed to continuous improvement. • Accelerate implementation of system -wide career education • Concentrate special efforts on at -risk students and on bringing back out -of school youth into the educational system Means • Accelerate implementation of system -wide career education • Career. Education is a process change: it is an educational approach which infuses a "careers" emphasis in all subjects, in grades K-12 and beyond, thereby increasing the relevancy and interest of the curriculum; it includes mentoring, career exploration, training, apprenticeship, and placement. • Emphasize the relevance of school by connecting it to "world of work" — infusing the whole curriculum with workplace experiences and connections • Focus on development of essential basic skills • Focus on development of essential workplace values and attitudes • Design a system to provide clear and uninterrupted pathways from school to productive and satisfying work. • Special efforts for at -risk youth and the unemployed • Aggressive outreach and follow-through are needed so that this population will access the services they need; the mere availability of services is inadequate to service their needs. • Focused early intervention and individualized counseling • Remedial training in basic skills; mentoring and "coaching" • Assistance in accessing apprenticeship/internship and employment opportunities. 26 34- 389 .eer Education and Job Training Building Blocks The EZOC will build on national, state, and local programs (including Education Goals 2000, the School -to -Work Partnership Act, Enterprise Florida's Jobs and Education Partnership, and Dade's Blueprint for Career Education) and the innovative, growth - oriented directors of its business community and educational institutions to create the new integrated workforce development system. The principal building blocks are: • "Competency -Based Curriculum" incorporating "SCANS Report" goals • The customized system of education and training developed with the EZOC's occupational forecasting and performance tracking systems • "Competency -Based Curriculum" incorporating "SCANS Report" goals • "Tech Prep" — a model partnership program operated with collaboration among DCPS, MDCC, and employers, in accordance with National School -to -Work goals; $977 per capita • Business Technology Education; Health Occupations Education; Industrial Education; Technology Education — specialized technical instruction programs ranging from $295 to $2,500 per capita • Miami -Dade Entrepreneurial Center— a special branch of MDCC, specializing in fostering entrepreneurship among local youth and business owners • "Stay -in -School"-- a Presidential Award -Winning youth education, counseling, and employment program for high school students at high risk of dropping -out; $2,200 per capita • "Youth Fair Chance" — an individualized approach to remedial skills development, counseling and support, education, training, and job placement for economically disadvantaged young adults (16-29) in school and out of school; $3,600 per capita LO 27 4- 3009 16-5 How Common is "Dropping Out" From Dade°s Public Schools? Source: DCPS Data ti Business Development Goals To give local entrepreneurs and small business owners a fair chance at accessing the resources necessary to start and operate businesses and participate fully in Dade County's growth. • Increase the number of locally -owned small businesses in the Zone • Improve the competitiveness and quality of Zone manufacturers • Increase the viability of light manufacturing, assembly, and other job -creating enterprises within the Zone • Leverage the development activity at Miami Metro -Dade economic anchors Means Many potentially productive businesses are unable to "get off the ground" — not for lack of a good idea or a market — but for lack of access to essential seed capital, early -stage professional advice, adequate workspace, or training in technology. Discrimination is often a major barrier as well. • Increase the number of locally -owned businesses in the Zone by: • Developing a Metro -Dade One -Stop Capital Shop to provide in one location the principal services needed by an EZ entrepreneur or small business owner loans sufficient for "start-up" working capital, fixed asset and construction financing, as well as the essential technical assistance and support. • Establishing a Dade County Community Development Bank, to foster investment in business and housing development which will strengthen market economies in Zone and other distressed communities. • Aggressive new preferential status contracting and purchasing goals established by County resolution, at the Airport, Seaport, and Public Health Trust. • Reducing non-compliance with fair lending practices in the Zone through active, "in -the -field" monitoring and enforcement mechanisms and the creation of a Community Reinvestment Act Ombudsman. 94- 3009 W. �i Business Development • Improve the competitiveness and quality of Zone manufacturers through: Support of the Center for Health Technologies medical technology incubator in Overtown. CHT has launched 40 new health technology companies in 3 years and is expected to create 100 new medical manufacturers over the next decade. The Hialeah International Technologies and Productivity Improvement Center which will provide assistance on technology issues to small and medium sized inufacturers through on -site and mobile training. It is forecast to help create 0 new jobs. :onsorship of other incubators and technology extension centers, including an in =-hator planned at the Homestead campus of Miami Dade Community College; = -z,, new, high -wage, high -growth businesses and foster continuous imr,. vement and sustained competitiveness of small manufacturers. • Increase the viability of light manufacturing, assembly and other job -creating activities within the Zone: Tue Empowerment Zone contains a number of key economic anchor sites, which will be at the center of strategies to encourage business growth. These sites offer specia' !ifrastructure and financial incentives. Additio al advantages will accrue to Zone businesses through use of Empowerment Zone tax benefits, especially if "layered" on top of other available Zone area incentive programs such as Foreign Trade Zone status. • Maximize the benefits of infrastructure investment through a comprehensive and coordinated planning approach, encompassing human and physical investment. Destination 2001 - is a planning committee assessing options for implementation of the major transportation and infrastructure projects essential to Dade's leadership in international trade, commerce, and tourism. Projects include airport and seaport expansion, East-West and South Dade Metrorail links, a World Trade Center, and Miami Beach convention hotel. A new Labor Force Development Committee will include an Empowerment Zone worl- -ce development strategy. • Leverage the development activity at Miami Metro -Dade economic anchors 94- 309 29 Business Development Building Blocks • Increase the number of locally -owned small businesses in the Zone • One -Stop Capital Shop • Community Development Bank • Preferential contracting status for Zone businesses • County hiring and business commitments for Airport, Seaport and other county activities • CRA Ombudsman Is Improve the competitiveness and quality of Zone manufacturers • Center for Health Technologies • Hialeah International Technology and Productivity Improvement Center • Planned Homestead Business Incubator • Increase the viability of light manufacturing, assembly, and other job -creating enterprises within the Zone • EZ Employer Wage Credits • EZ Tax -Exempt Facility Bonding • EZ Accelerated Depreciation Provisions • State Enterprise Zone Tax Incentives • Foreign Trade Zone Financial Incentives • CDC -sponsored Manufacturing Development • Economic Anchor sites: Homestead Air Force Base, Homestead Pioneer Center, Empowerment Zone/Foreign Trade Zones, Poincienna Industrial Park • Increasing small business lending within the Zone by supporting community development financial institutions. The County has actively pursued new SBA initiatives, including the One -Stop l Capital Shop, and the creation of a Community Development Bank. The County has commissioned a study by South Shore Advisory Services on the feasibility of such a bank. 30 34- 3009 1,000 800 600 400 200 0 SELECTED PROPOSED INFRASTRUCTURE INVESTMFMTR 1995-2005 (ALL FIGURES IN MILLIONS) AA Other Metrorail Air Cargo SeaPort Stay -in- Auto Tunnel Terminal Terminals North Cargo School to Seaport Expansion Expansion The Stay-in-grhool column represents full funding of the program for 10 year to serve all 26,000 at -risk students in the Dade County Public Schools i IV. Preparing for Economic Opportunity 5 35 94- 389 l I Preparing for Economic Opportunity The heart of :c. Strategic Plan is investment in human potential. Every community pa+ , ,;:ipating in the strategic planning process identified concern for their children's future as the number one priority. Every community saw education and training as the path to empowerment, th - essential links to good jobs and business opportunity. Everyone agreed t1. , : is path begins at the earliest age. While most people struggle courag ously, and many overcome the social ills of distressed neighborhoods, the-,.., conditions stifle and destroy human potential. Poor health, illiteracy, lack of family support, unsafe, violent, and deteriorated living conditions, discrimination, lack of employment, and many other factors c !rtribute to human loss and a profound alienation from mainstream society and its institutions. The Miami Metro -Dade community's consensus is that the continuation of these conditions at their current any' � 1creasing scale is not acceptable. The Empowerment program, which created the staat::- >:, planning process and the potential for significant new investment, offers the opportunity to take action in new and dramatic ways with the objective of changing unacceptable conditions. The analysis presented in the Taking Stock report of the first draft of the Strategic Plan demonstrated that, while over i billion is spent in Dade on programs which deal with poverty, a)most all of this finding maintains existing conditions. Very little finnding is directed at activities which change conditions, break the cycle of poverty and create opportunity to participate in the mainstream. The strategic planning process has also demonstrated that there are many successful, yet small scale efforts to change these conditions. The process provided the opportunity to examine the civic infrastructure. For the first time, it brought together many people with different but related concerns, across disci-; ines, jurisdictions (state, county, municipal) neighborhoods, social and ethnic boundanes. This collaboration has pointed toward a new way of doing business which builds on success and experience. The recommended strategy is to achieve a significant impact on outcomes by investing on a broad scale, in a comprehensive and coordinated system of proven programs, in partnership with residents, neighborhood organizations and institutions 'service, both public and private. These investments are directed at preparation for lii< and work: support for very young children; support of quality education; and assistance for people to get back on track toward productive lives. 24389 LJ 31 f- Restructuring the System The Service Coordination Council Overview A Service Coordination Council (SCC) is proposed to bring together the vast array of interagency social services planning entities in order to rationalize the financing and delivery of social services in Dade County. It would do so by channeling the great number of interagency planning and discussion groups into an organization which would be empowered to coordinate policy, planning and funding county -wide. Goals Rationalize and organize the financing and delivery of social services in Dade County and thereby achieve the following objectives: • Create a system which is more responsive to community needs • Reduce duplication in public and private funding of social programs • Improve coordination among service providers and service areas and recipients • Increase interagency cooperation in policy formation while reducing the time spent by agency leaders on interagency consultation Why? The proliferation of boards, committees, task forces and other planning and policy development entities has vastly complicated the delivery of social services. Providers spend an inordinate amount of time at interagency meetings and discussions. Meanwhile, users still struggle to find which agency has the programs and resources to meet their needs. The plethora of entities, however, serves the need for representation of the diversity of service providers and the communities served. Therefore, reducing the number of groups is not necessarily advisable if it diminishes the very sound need for greater community participation. Nonetheless, in a world of limited time and financial resources the costs of the current complexity are too high. A recommended solution is to create a centralized mechanism to listen to community needs, as expressed by local service providers and their constituencies, and translate them into policy and funding recommendations that are appropriate, efficient and user friendly. The SCC offers this mechanism. 1� 15 94- 3009 32 ne Service Coordination Council Means To form the Council the following steps should be taken: Step 1: Inventory of Entitier, Inventory by service/program area all entities, including those that are mandated by statute or local government. Step 2: Create Mech, :.sm for Percolating Information Upwards Create the mechanism for percolating information upwards by having the chairs of all these entities meet monthly by service delivery and program area. These groups of entity -chairs will be called the Consolidated Planning Group. Each Consolidated Planning Group then elects its own chair who becomes a member of the central planning body, the Service Coordination Council. In addition to the chairs of the Groups, the SCC should include the chair of Health and Rehabilitative Services (HRS) - Health and Human Services Board (HHSB), the Administrator of HRS, the Superintendent of Schools, the State Attorney, the chair of the Police Chiefs Association and the County Manager or Assistant County Manager, as well as a representative of the Empowerment Planning and Development Trust. Members of the SCC might also include Chairs or representativ4 of the following organizations: Juvenile Court; United Way; Aids/HIV Group; Children and Families Group; :-lderly Affairs Group; Juvenile Justice Group; Developmental Disabilities Group; Alcohol, Drug and Mental Health Group; Criminal Justice Group; Welfare/Entitlement Programs Group. No provider should sit on the SCC with the exception of the County, the schools and HRS. The number of people on the council should not exceed 20. The council would meet on a quarterly basis, except during the last quarter of the County and State fiscal year when they would meet monthly if necessary. The Council would be subject to the Sunshine Law and Public Records Act. Ma- 389 33 . Ae Service Coordination Council Step 3: Major Funding Organizations Invest The Council with Authority Through the interagency/entity agreements, all entities should agree to give serious weight to the recommendations of the Council. Therefore, interagency agreements should be executed among all state and local governments and chambers of commerce, the United Way, and other entities agreeing that the council shall be the entity consulted on:all policy development and funding issues involving the delivery and management of social services in Dade County. S� 94- 389 34 2 y.� Goals Starting Out Right Ensure that children are healthy at birth and provided with proper healthcare, child care and pre-school education so that they have a fair chance of succeeding in school and life. • Provide universal access to primary healthcare for children • Provide universal access to pre-school and child care • Strengthen families through participation of parents in child development Means • Provide universal access to primary healthcare for children This goal will be met by bringing services closer to those in need. There are a variety of projects which have already proven effective within the Zone but they need to be expanded. One means for providing a wide array of preventive services such as prenatal care, well -baby check-ups and pediatric immunization is traveling medical resource vans. A single pediatric care van would stop weekly in five different neighborhoods to bring state of the art medical technology and trained personnel close to the homes of the people who are in need. School -based health programs are another option. They are less expensive than resource vans but usually offer a more narrow scope of services, such as only immunization or screening for health problems. By combining these two preventive care programs an effective health program could be created. 35 24-- 3889 Starting Out Right • Provide universal access to pre-school and child care The needs of all pre-school children can be served by a combination of programs. Comprehensive integrated programs, such as Head Start for 3 and 4 year olds, provide health services, nutrition and focused education. Head Start has proven effective. These programs are not fully funded. The present Head Start system in Dade County, which serves a portion of the children in need, is open only until 2 PM daily and closes during the summer. Traditional child care, at home or at care centers, is less expensive and serves a wider range of children. However, it is much less consistent in quality and there is a great shortage of subsidized day care. One strategy is to finance a combined approach, both comprehensive programs and traditional care, that is high quality and accessible to those in need. Different approaches can be used to provide this critical service. • Strengthen families through participation of parents in child development There are currently several small programs to encourage parental participation in child development in the Zone. These programs bring parents and children together in activities aimed at easing stress on the family and strengthening ties between parent and child. Certain programs concentrate on a single goal, such as literacy for parent and child. Others take a more holistic approach aimed at all the sources of stress on the family that affect the child's development. These programs are school -based and offer literacy training along with crisis and abuse intervention, employment counseling for parents, social service referrals and other services. 36 r- 3a9 Starting Out Right Sample Building Blocks • Provide universal access to primary healthcare for children Program Description Cost Pediatric Mobile Mobile pediatric care unit $88 2er child Mom Mobile Mobile obstetric care unit $387 per mother • Provide universal access to pre-school and child care ' Program Description Cost Head Start Da care, education, health $5,900 per child Subsidized Day Care Traditional Child Care $3,300 per child Child Care Resource Mobile Mobile unit to assist home day care providers $271 per child • Strengthen families through participation of parents in child development Program Description Cost Bright Horizons Family service center $225 per child Even Start Parent and child literacy $11,052 per child Florida First St- Parent education and family assistance $10,589 per child 37 '�4- 989 Building Basic Skills Goals Ensure that public school students achieve the basic education necessary to perform skilled work and are prepared for a lifetime of learning. Expand and enhance basic educational development Early intervention for at -risk students Means • Expand and enhance basic educational development Students need access to more than just standard coursework. Two options which are in use around the country and partially available in schools serving the Zone are programs that extend school hours and programs that offer augmented instruction. School hours are increased through either Extended School Day Programs or Saturday Academies. Both of these programs offer individualized instruction through tutoring and counseling, as well as recreational opportunities. Extended school hour programs have a relatively low cost as a result of using existing school facilities. A second option is specialized programs which enhance students' basic skills and development. These programs are aimed at providing students with tools which will enhance their study skills. The Higher Order Thinking Skills (HOTS) program, for example, improves students' thinking ability and problem -solving skills through the use of computers, Socratic dialogue, and social cooperation. The Dr. James P. Comer School Development Program focuses on cognitive, social, psychological and moral processes in order to strengthen a child's development. 102 38 94- 309 WI_ Building Basic Skills • Early intervention for at -risk student Prevention and intervention -fforts are necessary to suport at -risk students. This can accomplished in one of two ways, both of which are currently wc, sing in the Zone. The first is to deal directly with at -risk students and their families at home. Caseworkers provide counseling, parent training and assistance with accessing other social services. The County Department of Youth and Family Development runs a series of prevention/intervention efforts which include neighborhood -based outreach and dropout prevention programs, as well as special serv:,:es for families in 1,..'.,Iic housi:._. The Linking Lifetimes Project, for example, involves public housing youth ages 10-17 and other residents in intergenerational mentoring. The second option is to address the needs of at -risk students through the schools. The Stay -in -School program i" one model for doing this. Other programs reach students at a younger age, wh .:.arly, intensive intervention aimed at preventing the possible consequences of being at -risk. The Success for All program, for example, takes disadvantaged elementary school students and applies corrective measures through a "no-fault" problem -solving team approach. 39 94- 389 Building Basic Skills Sample Building Blocks • Expand and enhance basic educational development Program Description Cost Extended School Day Supplemental education and $206 per student tutoring Saturday Academy Education, tutoring, and $506 per student recreation Higher Order Thinking Elementary school learning $421 per student Skills (HOTS) and thinking skills • Early intervention for at -risk students Program Description Cost Youth Intervention and 1-to-1 intervention for at- $700 per child Prevention Services risk children/families Linking Lifetimes Inter enerational mentorin $700 Rer child Success for All Early intensive educational $686 per child intervention COPE Centers Counseling for pregnant $135 per child teens Midnight Basketball Recreation and counseling $2,000 per child League 40 94- 389 L� Back on Track Goals Ensure that individuals who have fallen off the track to economic opportunity through crime or drug abuse can return to the mainstream. • Create support for all youth who engage the criminal justice system • Provide universal access to drug abuse rehabilitation Means • Create support for all youth who engage the criminal justice system To meet this goal will require that comprehensive services are available to juvenile offenders. There are two ways to accomplish this, both of which have been used in the Zone but only reach a very small percentage of the population in need. The first is to provide delinquency intervention and prevention services through existing structures, such as community -based organizations and social workers. TL 4 . Juvenile Delinquency Diversion Program, for example, uses case managers to assist juvenile delinquents and their families in accessing social services. This program is successful c,:.;e largely to a good ratio of case managers to youth. The second option is to establish alternative schools which are specifically designed for juvenile delinquents. These small, intensive schools provide all the necessary educational and social services under one roof. The Marine Institute, for example, has been very successful in rehabilitating youth through a comprehensive program focused on interaction with marine life. The TROY Academy (Teaching and Rehabilitating Our Youth) houses no more than fifty juvenile delinquents in a neighborhood -based school. These students not only take classes and receive services like counseling, mentoring and conflict resolution, but also operate a restaurant on the premises. 41 34� 89 Back on Track • Provide universal access to drug abuse rehabilitation Juveniles and adults, whether in the criminal justice system or not, need access to substance abuse treatment. There are a variety of successful programs in the Zone which do not meet the overall need for treatment. For non -criminals, residential programs provide hospital -type care including treatment, counseling, education, and social services. The current number of beds in these programs is small, primarily due to the high costs of residential care. For individuals who enter the criminal justice system and have drug abuse problems, the Drug Court is an innovative model for both treating offenders and linking them to targeted outpatient programs like the Diversion and Treatment Program and the Sentenced Offender Rehabilitation and Treatment (SORT) Program. These programs provide outpatient treatment for first-time offenders and individuals in correctional facilities respectively, including a unique acupuncture service for cocaine abuse. 94- 309 42 Not Back on Track Sample Building Blocks • Create support for all youth who engage the criminal justice system Program Description Cost Juvenile Delinquency 1-to-1 counseling for $700 per juvenile Diversion'-- -.-,am juvenile delinquents Teaching anc t..ehabilitating Intensive a:: idernies for $6,250 per juvenile Our Youth 'M.ly juvenile delinquents • Provide universal access to drug abuse rehabilitation Program Description Cost Residential Treatment Residential substance abuse $4,OOO per person treatment Drug Court Non-traditional adjudica .. A $1,000 per person for adult offenders Diversion and Treatment Drug abuse treatment for $667 per person first -tin. offenders 43 34- 389 V. Livable Neighborhoods: Building Dome Base 2 94- 389 Livable Neighborhoods Building Home Base "Neighborhoods should have safe streets, affordable housing, accessible transportation, retail facilities, cultural and recreational opportunities. Neighborhoods should be linked physically, economically, socially and psychologically into the wider community." (Federal Empowerment Zone Guidelines) Neighborhoods are everyone's "home base." It's the place where everyone has "grown up." It's where, in some sense, "you learn everything you know." No planning for wider opportunities beyond the world of neighborhood can leave out the day-to-day conditions of that world and the need for neighborhood planning and improvement. The most basic neighborhood issue is safety -- and it is a top concern of people. It is the number one environmental issue. Reduction of crime and violence is the result of a wide variety of commitments, investments, and actions, individual and institutional. Many activities identified in the Strategic Plan, tak o together, will have a positive impact on crime reduction. Within neighborhoods, cirl :: , as and police working together is critical to crime reduction. The most effective commumty policing program --- which goes beyond policing iervices -- is the Neighborhood Enhancement Team (NET) program created by the City of Miami in 1992. It includes an innovative concept for community policing in the role w'the Neighborhood Resource Officer, a police officer based in the neighborhood. This eective program should be expanded. The NET program, by joining with the C;ounty's Neighborhood Service Centers, can bring service more effectively into neighborhoods. The strong desire for participation in planning for neighborhood improvements, in housing, commercial development, recreation, transportation, community facilities, was expressed by neighborhood residents. Neighborhood Planning Boards can be created and empowered to build on the strategic planning process now underway and work with county and municipal agencies to plan more livable neighborhoods. Overtown, for example, is considering establishing a Revitalization and Redevelopment Authority which could serve this purpose. Housing was the second most important neighborhood priority after economic opportunity. It is a challenging issue. The cost of new construction or rehabilitation of existing housing far exceeds the incomes of most households in the Zone. Also, in many neighborhoods, available land is scarce, as are relocation opportunities for renovation. Vacancy rates are so low that available rental subsidies cannot be used. A neighborhood planning process needs to focus on what housing opportunities exist or might exist, almost on a block by block basis, to determine what mix of public and private investment, and what housing products aimed at a mix of incomes, might be possible within neighborhoods. This strategy can also be explored effectively in the context of planning for the Development Bank commissioned ' n by the County. -' 309 "Reinve..ng Government" for Neighboi .ods Merge and Expand NSC and NET Offices Overview The Dade County and Miami City governments have already gone a long way towards "reinventing" themselves through the establishment of neighborhood based government service centers. It is proposed that the process be taken one step further by combining the City and County neighborhood offices, extending the model to Florida City/Homestead and expanding community policing activities. Goals • To simplify the delivery of social services and make government more responsive to the needs of residents. • To reduce crone in the neighborhoods by expanding community policing activities. Means Dade County and the City of Miami both have unique institutions designed to make government more accessible and responsive to residents. The County's Neighborhood Service Centers (NSC), in operation since 1977, specialize in neighborhood based delivery of County social services and often include space for State social service providers. The City's Neighborhood Enhancement Team (NET) offices, established in 1992, respond to general service complaints from neighborhood residents and provide a base for each neighborhood's community policing operations. It is being proposed that the NET and NSC offices combine to achieve the vision of "one stop" service and neighborhood based government for which they were both created. It is also being proposed that the community policing component of each NET office in the zone be tripled in order to respond to the pressing concern of residents: crime. This will permit a three -shift program for the Neighborhood Resource Officers. Cost Combining the offices would result in no additional cost and perhaps a savings as administrative and operating costs may be shared. Adding two additional officers to each of the six offices in the zone would cost approximately $850,000 per year. �9 45 94- 389 Cr. . Neighborhood Planning Boar Empowered "Bottom -up" Planning Overview Community participation will be the new framework for implementing and maintaining livable neighborhoods. The new framework for including community participation in the development planning process aims to ensure that community -, - :ion and input can interact with government in a more balanced manner. The result is a pattern of development more responsive to neighborhood goals and vision. The Neighborhood Planning Board will be charged with making policy, reviewing proposals, and helping to plan neighborhood development. Goals To ensure compliance with livable neighborhoods and sustainable development standards by promoting appropriate policy and design guidelines at the neighborhood level. To provide a forum for meaningful community input and ongoing participation in the issues of development, including residential and commercial development, public uses, recreation, and urban design. To provide technical assistance, and plan review of projects proposed for the neighborhood. Means The Neighborhood Planning Board will include a cross-section of residents, business people, design professionals and government. The governmental role shifting from enforcement of codes to a planning partner in the community. • All development proposals w ill undergo a strict review process for compliance with the neighborhood plan and sustainable community goals. • The Board in partnership with local governmental planning departments will review site specific plans for implementation by developers. • In partnership with local planning authorities, the Neighborhood Planning Board will sponsor a community planning process to create a physical plan for the neighborhood and explore the possibility of a Compact Neighborhood Center, an area with no more than a 10-minute walking radius from the center to important facilities and activities and defined guidelines for zoning and development. Cost Allocation of funds for planning activities. P g 46 989 ' Housing Planning Increasing Stock and Providing Options Overview Affordable housing stock is in short supply in almost all neighborhoods. The strategic plan proposes several initiatives toward the goal of adequate housing choices in every neighborhood and for every income level. Goals Increase homeownership opportunities for different income levels Increase the housing stock through the establishment of community based lending sources that are sensitive to the needs of the community. The community development bank will work closely with the Neighborhood Planning Board to establish investment opportunities for planned projects. Establish a strategy for producing Single Room Occupancy (SRO) facilities in every neighborhood. As has been established in cities like San Diego, the SRO is a key element to reducing homelessness by providing the borderline homeless a new option for transition. Means • Explore possible new typologies to expand stock and choices: • A comprehensive housing plan for each neighborhood that describes specific strategies for infill, rehabilitation and new housing production that will insure opportunities for home ownership at all income levels. • Adaptation of proven types: the urban rowhouse and the courtyard house provide affordability without subsidy; vertical house types (rowhouse) give new owners option for rental income in early ownership years and later take over rental unit(s). • Collective dwellings for specific groups (ex. a collective for single public service employees, or hospitality industry employees) • Housing Cooperatives can make home ownership possible for many that would not individually qualify. • Transitional housing for specific target groups that provide support in addition to housing (ex. single parents going to school) Provide access to technical assistance, financing and information for smaller developers and individual home builders or owners to encourage infill, and rehabilitation. Cost Allocation of funds for planning 47 94- 3 00 9 71 VI. Investing in Community "Infrastructure" 34- 3009 Inver. lg in Community "Infrastructt " Government agencies and community -based organizations "reinvent the wheel" in their efforts to meet the needs of their communities. The most basic information on the resources and programs which are available to meet community needs is rarely accessible to the average citizen or, for that matter, to public officials. Effective programs operate in anonymity as communities and agencies search for innovative solutions. Resources sit untapped as families "do without" due to lack of information. Two investments are proposed to empower Dade's communities by establishing more effective and efficient means of communication and planning. Each in a different way will address the need of local communities to make informed choices. and take effective action on issues which affect them; and will improve quality and coordination in the delivery of social services. The "EmpowerNet" public database network and the "Neighborhood Service Corps" community service and leadership organization will affect significantly the volume, rate and quality of information flowing among individuals, community groups and government service providers. 13 48 94- 389 leighborhood Service Corps Overview The Neighborhood Service Corps will be an organization and network of approximately 50 residents of the Empowerment Zone. These residents will be part of the social service delivery system trained to perform jobs in specific areas funded by the grant. They will also be trained for leadership in their own communities. A program sponsor will be identified to provide the leadership training co-,nonent cif this initiative and job training will be funded through special training funds sci-aside from the EZ/SSBG. Goals Build a corps of community leaders, trained in social services, who will help organize the community and advance neighborhood -based agendas. Why? The sustainability of this strategic plan depends on feedback from the neighborhoods which are supposed to benefit. It also depends on getting the word out that there are new possibilities and a new way to get involved and take advantage of real opportunity. Initial investments and course corrections will be guided by community attitudes towards the programs that are meant to serve them. Clear and sustained community responses can only be expected if there is strong community leadership. The community participation in the strategic planing process has proven that community leaders exist in each neighborhood. However, there is no systematic means to identify and develop potential leaders or to ensure that leaders from across communities interact. A strong organization of grassroots leaders who are knowledgeable of government programs and their neighborhood needs should be developed. 49 3°9 � Neighborhood Service Corps Means The Neighborhood Service Corps will be comprised of Zone residents who are hired to apprentice in social service activities sponsored through the Empowerment Zone programs. A Corps member might be a mentor hired for the Stay -in -Schools program; a health services apprentice assigned to a mobile pediatric unit; or a child care worker in a subsidized daycare center. The Corps' aim is to bring these people together into a community -wide leadership group. The group should be an effective network for community information sharing and organizing since each Corps member will be familiar with both the area of social services in which he or she works and the neighborhood in which he or she lives. The Corps members will learn from each other and work together to match public services with community needs. They will organize to advance their communities' agendas in an informed way in the public forum. The leadership program sponsor would organize and oversee the formation of the Corps and would fund its leadership building activities. Specific activities would be targeted for exposing Corps members to successful models of organizing and problem solving at the neighborhood level. The Kellogg Foundation, which is dedicated to the concept of building leadership, is being asked to play a development role in this program. Cost Fifty Corps members would each be compensated approximately $20,000 in wages and benefits each year. The 50 apprenticeships would be funded through the Corps for a maximum of two years. An additional 50 members will participate in the following two years. Wages would be $1 million per year or $4 million for four years. Leadership skills training would be funded by the leadership program sponsor. 50 94- 389 lu The EmpowerNet Overview The proposed support and planning EmpowerNet is Dade County's Information Highway. It will enable easy access to most needed social services with only a single inquiry; increase the productivity and cost-effectiveness of service providers; permit coordinated program design across institutiona ! boundaries; and empower citizens to be , .)me active and well-informed participants in u.e ongoing public policy planning process. It will i �e accessible to anyone who can use a telephone —owning and/or using a computer will not be necessary for navigating Dade's Information Highway. Goals Improve the delivery of governmental and social and human services Make it possible for citizens to arrange for essential services from multiple providers with a single phone call 24 hours per day Give counselors easy access to all relevant program information regardless of source — making "one stop" se rice possible Offer providers a chance to share "best practices" and "tricks of the trade" Foster coordinated planning and resource allocation by policy -makers Link members of the EZOC and the SSCC for open internal and collective dialogue — without requiring constant face-to-face meeting Aggregate information from the field ("point -of -contact") for analysis Measurably increase the efficiency and responsiveness of providers through the reduction of administrative costs and overhead • Increase the degree to which debate on matt ^; of public policy includes active citizen participation and is rooted in fact. :ad well•uefined alternatives • Institutionalize the Empowerment Zone Strategic Planning Process • Enable all citizens to become informed, active participants in policy debate • Track clear performance indicators for all new programs • Provide easy -to -read budget information for all publicly -funded entities • Publish objective documentation of nation-wide "best practices" 51 4- 3809 The EmpowerNet Why? There is no shortage of valuable information available today - the challenge is how to locate it and use it effectively. This problem confronts everyone. The EmpowerNet provides a means to make information easier to locate, share, and revise, while eliminating previously impassable barriers of time, place, and knowledge. Means The EmpowerNet will contain detailed information for constituents of supportive service programs. It will have information on job and business opportunities and the educational pathways to them; on program -by -program performance and budgets for major publicly - funded entities (service providers, educational institutions, and agencies); and on the best policy alteratives, nationwide, for issues directly affecting Dade's citizens. Telephone "gateways" will allow essential information to be accessed by anyone with a telephone; information can be "read aloud" or ordered for delivery by mail. Access from home computers will be easy: computer terminals will be located in many accessible community sites, including all Miami Dade Community College Campuses, several high schools, NET offices, and county and municipal offices; thus, access from home computers will be possible for virtually everyone. Building Blocks The EmpowerNet will be made up of six principal sets of databases. • The Service InfoNet - will provide easy direct access by all citizens to most needed social services with only a single telephone inquiry • The Counselor Support InfoNet - will enable individual counselors to use the collective knowledge of dozens of distinct agencies • The Network of Advocates and Helpers - a unique social services and community -building network at three Dade County public housing projects • The Social Services Coordinating Council InfoNet - includes service utilization, program results, and other performance information collected and aggregated from counselors at each participating provider • The EZOC InfoNet - for gathering and sharing of education, training, and employment information among industry, educators and the labor force • The Strategic Planning InfoNet - provides all citizens with up-to-date performance and budget information on issues affecting the Zone and the County as a whole, as well as policy options from a nationwide review. 52 94- 389 The EmpowerNet Illustrative Examples of EmpowerNet Use Intelligent use of information technology can break down the many barriers which prevent individuals and communities from accessing what they need, v?hen they need it. Similarly, it can allow for sophisticated, on -going coordination and streamlining of activities which would otherwise be rife with duplication and inefficiency. • Although most persons seeking supportive sen-ices have several interrelated needs, most "delivery mechanisms" require multiple and separate visits to providers, often exacerbating the original problems of stress and discouragement. Provider agencies have overlapping functions, and even well-intentioned meetings to coordinate program spending and activities are too difficult to coordinate. Even when representatives of all providers can be assembled, the wealth of data they individually collect cannot be effectively pooled for common analysis, due to a lack of common measurement standards. Educators and employers occasionally meet to discu:, common obiectives and share forecast data —but the lengthy intervals between m{.:.ungs precluc-- on -going updating of information. Mid -course corrections are extremely rare, leading to frequent but potentially avoidable disappointment with program outcomes. In every part of the United States, including Dade, public polic% •makers fre,7uently "reinvent the wheel" -- designing and funding new programs w Haile remaining unaware of proven models from elsewhere or from the community's own past. Both successful and unsuccessful programs are disbanded without performance assessments— even in areas as essential as juvenile justice, as cited with dismay in the 1993 Dade County Grand Jury report. Continuous improvement is an impossibility. • Citizens are unable to participate adequately in government and lack access even to basic information such as program costs per capita, comparison of expenditures with other communities around the nation, and the actual performance measures used to support or eliminate programs in their communities. • Succinct and usable summaries of various innovative and successful options from around the country are not available even to policy -makers today, much less t- the voters. It requires enormous effort for citizens to access the; nfusing and incomplete infbn ation available to policy -makers. The result is an all-tf....-frequent reliance on the simplistic formulations of liberal versus conservative, "right versus left" — rather than the badly -needed, community -wide, informed debate over alternative solutions to ,mplex problems. 53 94- 389 VII. Benefits to Distressed CoMmunities Outside the Zone ,.7'1 94- 389 Benefits to L. dressed Communities OutsU the Zone Over-, ; w The primary goals addressed in the Strategic Plan were common to all communities who participated in the Empowerment Zone planning process — not just those within the Zone. Opa-Locka, Edison/Little River/Little Haiti, South Miami Beach, Hialeah, Goulds: residents from all of these communities identified access to job and business opportunities as their number one priority — with a special focus on youth development. The draft Strategic Plan calls for a major restructuring of the system by which young people are educated, trained, and brought into the workforce; it also calls for a major restructuring of the social services system. These fundamental system changes will have clear benefits for all distressed communities, and for Dade County. In addition, certain key program areas and projects, recommended for funding, will provide services directly to residents of the other distressed communities. Broad System Changes and Benefits • The Empowerment Zone Opportunities Council will increase the effectiveness of school as preparation for work. All communities will benefit through the lessons learned and implemented by the EZOC alliance of industry and educators. • The Services Coordinating Council will be made of up providers from all of Dade County. Its efforts will improve the quality and comprehensiveness of services delivered to all communities, by the entire existing provider network. • The expanded Neighborhood Enhancement Team/Neighborhood Service Center network and the increased fimding for programs which are delivered on a one-on-one basis --both of these key principles will affect all distressed communities. Citizens will receive quicker and more comprehensive response to their needs through these neighborhood -based "close to the community" approaches. • The EmpowerNet will be accessible to and contain useful information for residents of all the distressed communities in Trade. It will: make needed services easier to obtain; will enable all citizens to monitor the health of their particular community through performance tracking indicators; and allow every resident to become an informed part of an ongoing planning process. 54 94- 389 Benefits U %istressed Communities Outside Zone Specific Program Benefits - Serving Other Distressed Communities Most programs will serve the residents of the other participating communities, as well as the EZ communities. Examples include: • The One -Stop Capital Shop • Community Development Bank • The business incubators (CHT and Homestead MDCC/CHT program) and technology training program OMT/PIC). • The expanded Stay -in -School program • Other career education and training programs (such as Tech Prep) • The expanded Youth Fair Chance Program for unemployed young adults • The Community Reinvestment Act Ombudsman 55 94- 389 V.111. The Implementation Strategy 94- 3009 e Implementation Strategy The Plan is to be implemented through a new representative body, vested with clearly defined authorities. This new body, the Empowerment Planning and Development Trust, will oversee implementation, evaluate performance, monitor the compliance of all participating government agencies with the Plan, be responsible for its evolution, and for maintaining energy and commitment to achieving its goals. By law, the $100 million in Empowerment Zone Grant must flow from HUD to the Florida Department of Health and Rehabilitative Services. This Department will be obligated to pass the grant monies on, in precise accordance with the community's defined goals, as stated in the Strategic Plan. The funds will be received in Dade County through the Trust, which will be charged with assuring their appropriate allocation to administering entities. These entities which would contract with other organizations as well, such as non -profits and CBO's, are the State, County, Metropolitan and Dade County School Board. The Trust's powers will be defined by intergovernmental agreements and its organizational documents. The Trust will be the official reporting entity to the U.S. Department of Housing and Urban Development. The Empowerment Planning and Development Trust, would be an independent agency whose membership will include community residents; state, county and municipal government representatives; organizations with responsibilities for administration and implementation of essential Plan elements such as Dade County Public Schools, Miami Dade Community College, South Florida Employment and Training Consortium; community -based organizations; business, labor, foundation representatives and professional advisors. The Trust will participate in a continuous planning process. It will be responsible for gathering and disseminating information to the community including: detailed performance results, measured against Plan goals; updated budget statements; and discussion of options for change in the Plan, including expansion of successful activities and replacement of those which fail to meet their promise. Through the EmpowerNet it will receive and share continuously updated information from the Empowerment Zone Opportunities Council, from the Services Coordinating Council, and from the community through many channels including reports of the members of the Neighborhood Service Corps. The Trust will be an active body, ensuring that the Plan is a living document, continually responsive to the changing needs and conditions of the community, and always accountable to the residents whose vision it is. 56 94- 389 Empowerment Zone Implementation S iw, Itto-11 STATE Prepur,sion for Life and Work k Empowerment Service Coordinating Planning & Development Council Trust Members Responsibilities neighborhood The Plan representatives reporting government evaluation schools coordination business planning labor allocation of funds to foundations administering entities State Dade County County Public Schools Network of public, private, community based organization providers Neighborhood Service Corps EmpowerNET Economic Opportunity Empowerment Zone Opportunities l Council Cr1 Municipal o y y Close to Community People and Neighborhoods EmpowerNET Postscript 94- 389 Postscript Then w few, if any, communities in Amc - ica capable of conceiving a Strategic Plan to address the needs of its poorest citizens and most distressed neighborhoods with the scope and range set forth here. It is a tribute to the strength and vision of Miami Metro - Dade that a Plan of this magnitude has been developed by the community. It is also evidence of the community's grasp of the serious nature of these conditions and the adverse effects which will continue to grow if nothing is done. Effects which indeed cast a shadow over Dade's promising future. The adoption of a comprehensive Plan of this scale would be a beacon to the nation. It would lead the country in a new direction — toward solving the growing problems of disparity and the growing numbers of people who simply are not connected to the mainstream and who have little hope that meaningful connection is possible. These conditions can be changed, especially -. i_th the prospect of growing markets, the technology/information revolution and the op-,-jrtunities that can come from both. This is the issue of the 21 st century — whether or not America can continue its Dream of moving everyone forward together. This comet .- .:y is in an unique position to lead the way — with its special position in the world e, -My, its great and dynamic diversity, its entrepreneurial spirit— it is America:. slew Frontier. It is the place where America can "re -invent" itself and reaffirm its Dream. 9a 57 —&9 CITY OF M1AMi, FLORIDA �� INTER -OFFICE MEMORANDUM Honorable Mayor and Members DATE MAY 31 logo FILE of the City Commission SUBJECT Resolution Supporting the Empowerment Zone Strategic Plan FROM Cesar O REFERENCES: City ENCLOSURES RECOMMENDATION: It is respectfully recommended that the City Commission adopt the attached resolution supporting the Strategic Plan and application for Empowerment Zone/Enterprise Community grant funding from the federal government under the Empowerment Zone and Enterprise Community legislation as approved by Dade County Board of County Commissioners. BACKGROUND: The Community Development Department is recommending the adoption of the attached Resolution of support for the Empowerment Zone Strategic Plan and application for an Empowerment Zone as approved by the Board of County Commissioners. At the City Commission meeting of January 13, 1994, Resolution No. 94-37 was approved which authorized the City Manager to enter into an interlocal agreement with Metropolitan Dade County government and allocated $100,000 of a total contract amount of approximately $500,000, toward the payment of consultant teams to be employed by Metro -Dade to prepare the application for an Empowerment Zone. On April 14, 1994, the City Commission passed Resolution No, 94- 249, which supported the boundaries of the Empowerment Zone as approved by the Dade County Board of County Commissioners. The Strategic Plan and application have been prepared in final draft form and approved by the Board of County Commissioners. It is required that the City of Miami document support of the Strategic Plan and application in substantially the form attached. The attached resolution would provide that documentation of official support. The Strategic Plan and application is due in Tallahassee on June 20, 1994 and then must be submitted to the United States Department of Housing and Urban Development in Washington on June 30, 1994. 94- 3893q_1 I sw IZIH sr NW sr = E sW mH sr HOMFSMAD / FLORIDA CITY IF! VIC MUM MEMO ,, MUM �EJ.iL�®®®mom LIBERTY MY C7. I Metropolitan Dade County EMPOWERMENT ZONE Strategic * Plan in Progress: A Working Draft' May 24,1994 94- 389 Preface This is the second report on a Strategic Plan in Progress, the application to the Federal government for designation as an Empowerment Zone. The first Working Draft of the Strategic Plan in Progress was issued on May 2, 1994. It consisted of three volumes: Neighborhood Agendas, a report on the work of the community planning sessions; Taking Stock. A Summary and Analysis of Existing Publicly Funded Programs Related to the Strategic Plan; and A Working Draft of the Strategic Plan which presented an outline and discussion of the vision, goals, needs assessments; resources, projects, and recommendations for elements of the Strategic Plan. This report builds on the first set of planning documents and the information, reaction and recommendations received from all segments of the community in response to the first drafts. A community workshop with elected delegates from all participating communities was held on May 9, 1994 to discuss the first drafts. Many recommendations were made for changes to strengthen the plan. There was general agreement that the report on Neighborhood Agendas reflected accurately the vision, goals, priorities and concerns of the participating communities. A meeting with key representatives of the Dade business community, including the Chamber of Commerce and the Beacon Council, was also held on May 9. Business leaders agreed that Dade's future must include a strong partnership among business, labor, educators and the public sector to strengthen the economy and open wider the doors of economic opportunity. A Public Hearing before the Board of County Commissioners was held on May 10. Congresswoman Carrie Meek presented her review of the draft plan with recommendations for action and essential policy, program and resource commitments by local government. A representative of the Dade County Public Schools spoke in support of the direction of the Plan and, on behalf of the Superintendent, offered the full support and cooperation of DCPS in the Plan's further development. The Chairmen of the Empowerment Zone Task Force and Advisory Board gave the support of the Task Force and Advisory Board for the direction of the Plan, as did other Commissioners. There was consensus that the Plan should place additional emphasis on strengthening neighborhood economies through business development and entrepreneurship. Numerous meetings with community organizations, foundations, educators, businesses, service providers, state, county and municipal officials were held to review the draft reports. A Public Hearing on the Final Plan will be held on June 7, 1994. This second report incorporates views and proposals from all segments of the community. A clear and strong direction for the Plan has emerged. Presented here are the vision and goals, investment and implementation strategies of the Plan for review, discussion, modification and, finally, adoption by the Miami Metro Dade community. Strategic Plan in Progress: A Working Draft May 24,1994 Table of Contents I. Plan Overview: The Vision and Blueprint ......................................... I InvestmentStrategy............................................................................ 5 Schedule of Investments for the Strategic Plan .................................. I 1 Proposed Uses and Sources for Comprehensive andCoordinated investment........................................................... Exhibit 1 Schedule of Sample Programs............................................................ Exhibit 2 Il. Strategic Vision for Change................................................................ 12 Part One: Needs - A Demographic Portrait of Dade ......................... 12 Trends Percentage Change in Population ............................................. Exhibit 3 Percentage Change in Household Size ........................................... Exhibit 3 PovertyRate................................................................................... Exhibit 3 Percentage of Population on Public Assistance in Dade County ... Exhibit 4 Projected Growth in Dade County AFDC Payments ..................... Exhibit 4 Percentage of General Fund to Criminal Justice System ............... Exhibit 5 Part Two: Community Assets............................................................ 18 III. Opening Economic Opportunity......................................................... 19 Restructuring the System: Empowerment Zone Opportunities Council (EZOC)...................................................... 20 EZOCFlow Chart............................................................................... Exhibit 6 Transition from School to Work ......................................................... Exhibit 7 Annual Income by Educational Attainment ....................................... Exhibit 8 Career Education and Job Training .................................................... 26 How Common is "Dropping Out" From Dade's Public Schools.................................................................... Exhibit 9 BusinessDevelopment........................................................................ 28 Selected Proposed Infrastructure Investments 1995-2005 ................. Exhibit 10 IV. Preparing for Economic Opportunity ................................................. 31 Restructuring the System: The Service Coordination Council,......... 32 StartingOut Right............................................................................... 35 BuildingBasic Skills.......................................................................... 38 Backon Track..................................................................................... 41 V. Livable Neighborhoods: Building Home Base .................................. 44 "Reinventing Government" for Neighborhoods: Merge and Expand NSC and NET Offices .................................... 45 Create Neighborhood Planning Boards: Empowered 'Bottom -up" Planning ................................................ 46 Housing Planning: Increasing Stock and Providing Options ............ 47 VI. Investing in Community "Infrastructure" ........................................... 48 Neighborhood Service Corps.............................................................. 49 TheEmpowerNet................................................................................ 51 VII. Benefits to Distressed Communities Outside the Zone ...................... 54 VIII. The Implementation Strategy............................................................ 56 Empowerment Zone Implementation Structure .................................. Exhibit 1 I Postscript....................................................................................................... 57 I. Plan Overview: The vision and Blueprint Plan Overview The Vision and Blueprint The Empowerment Zone strategic planning process has generated an intense examination of the state of the Metro Dade community: its strengths and weaknesses; its needs and aspirations; its vision of the future. The result is a powerful prescription for what is needed to achieve this vision. The bedrock of the planning process has been citizen participation. The building blocks of the Plan are the contributions of citizens throughout Dade's communities, and from all walks of life. The Vision of Metro Dade's Future The vision is broad. The Metro Dade community - from north to south - has a bright and promising future as a center of trade and commerce, perched on the rim of the fast- growing markets of the Americas, rich in dynamic and diverse human potential, as well as material resources and natural beauty. All sectors of the community see the potential to become "a showcase to the world." All sectors also see the terrible contrast of that potential with the reality of distressed neighborhoods and hopeless, frustrated citizens. The common vision and goal is to make this promising future a living reality for everyone; to create a community in which responsible, hardworking people have a chance to succeed and enhance the commonwealth. Strategy Fundamentals - Opening Economic Opportunity There is general agreement that the fundamental strategy for achieving this new reality is economic development - business and job opportunities which reach all of Dade's citizens. Without the opportunity for meaningful work which can support a family, people are relegated to the shadows of life. The path to economic empowerment is education, training, access to capital and an economy linked to people. The Plan calls for significant investment and new action to provide these opportunities. The Strategic Plan builds on the strengths of the growing Dade economy, represented by the expanding activities of the Airport and Seaport; the growth in medical services and technology; the expansion of international trade and commerce; the re -use of Homestead Air Force Base and other significant growth opportunities. The principal objective of the Plan is to ensure access to that economic growth for Zone residents and those of other communities. The Plan proposes that, for the first time, a partnership be created among business, labor, educators and citizens to design, build and implement a system -- a model for the nation -- which will develop new businesses and a skilled, world -class workforce to fulfill Dade's promising economic future. The Vision and Blueprint Neighborhood economies and opportunities for entrepreneurship will be encouraged and supported through the availability of new investment and start-up capital, including a "One -Stop Capital Shop" which will provide technical assistance, business loans and guarantees through a partnership with private lenders and the Small Business Administration. A development bank is also proposed, as well as fulfillment of the promise of the Community Reinvestment Act through the creation of a CRA ombudsman. Preparing for Economic Opportunity - Investment Strategy The strategy is to invest in human potential in ways which will enable people to empower themselves. The approach is to concentrate and coordinate existing and new resources for broad, measurable results: better educated, skilled, healthier people and stronger families and neighborhoods. This means investing in children so they have a chance for a healthy start in life. It means motivating and educating young people to believe in and look forward to careers in the mainstream economy. It means removing barriers of discrimination and assuring opportunities and resources for training. Support systems should be reinforced through a network of neighborhood teachers, trainers, mentors, coaches, police officers, counselors, parents, extended family and other residents. People are more essential than anything else in making a difference, in effecting positive outcomes for impressionable young people and in creating safer, more livable communities. The strategy is comprehensive and coordinated. A plan is proposed to overcome fragmentation, lack of coordination and duplication in the delivery of services. A new mechanism is recommended for the planning, coordination and allocation of social service resources involving institutional providers at the state, county and municipal levels, non-profit, community organizations and citizens at the neighborhood level. A state-of-the-art information system is planned to provide access to services so that people can manage their own lives; providers can plan and allocate resources; and citizens can have the most current information on public policies and programs and participate in the planning process. 2 The Vision and Blueprint Livable Neighborhoods - Building Home Base Neighborhoods are everyone's "home base," where life's opportunities and difficulties are experienced. In the strategic planning process, residents consistently stressed three areas of principal importance: safety, the need for expanded housing opportunities, and a strong desire for participation in planning their neighborhoods. Public safety is essential to neighborhood life and development. By expanding the effective Neighborhood Enhancement Teams, Miami's community policing and service provider resource for neighborhoods, to join with Dade County's Neighborhood Service Centers, a strong and effective means to prevent crime and improve the quality of life can be accomplished. Another crucial ingredient to building livable neighborhoods is to insure the inclusion of residents in all aspects of planning for their communities. Through the creation of Neighborhood Planning Boards, which build on the agendas created by communities during the strategic planning process, residents can have a voice in how their neighborhoods function and evolve. In addition, the development of new housing opportunities, the most important neighborhood priority after economic opportunity, is integral to the neighborhood -based planning process. Resident involvement is key to establishing focused, feasible housing development to appropriately enhance each individual "home base." These elements are building blocks for sustainable, empowered neighborhoods. The Implementation Strategy The Plan is to be implemented through a new organization with broad representation and authority which will oversee implementation, evaluate performance, and be responsible for evolving the Plan and maintaining the energy and commitment to achieving its goals. This organization, an Empowerment Revitalization and Development Trust, would be an independent agency including state, county and municipal government representatives; organizations with responsibilities for Plan implementation, such as DCPS; MDCC; SFETC; CBO's; community residents; business, labor, foundation representatives and professional advisors. Its powers would be defined by intergovernmental agreements and its organizational documents. It would have the responsibility for a continuous planning process. It would gather and disseminate information to all participants; measure performance results against goals; determine what is working and what is not working; and set forth options for change and further implementation. 3 The Vision and Blueprint The objective of the proposed Plan is to demonstrate that the restructuring of basic relationships among business, labor and education to increase economic opportunity and the wise investment of sufficient resources with the full understanding, support and cooperation of the entire community can succeed in people creating and seizing opportunity and realizing Dade's vision of its future. The next step is to decide on the Plan's final shape and commit to it. 4 Investment Strategy "The fast priority in revitalizing distressed communities is to create economic opportunities —jobs and work for all residents. The creation ofjobs, both within the community and throughout the region, provides the foundation on which the residents will become economically self-sufficient and communities can revitalize themselves. " -Empowerment Zones and Enterprise Communities Application Guide The investment approach for this strategic plan was built upon this clearly -stated foundation — reaffirmed by residents of all participating communities — and guided by certain key principles: • Human potential is the most valuable community asset; • Investments in programs and activities which enrich human potential have a positive return -- the benefit is greater than the cost; • Education and training are the primary means to economic independence and empowerment; • Effective programs depend on motivated, competent people providing sustained personal attention to achieve a positive outcome; • Funds should be allocated in this plan according to broad major objectives, and communities must have input in evaluating and selecting the specific programs intended to meet those objectives. Communities must have a meaningful role in initiatives intended to benefit them. Investment Strategy The Investment and Return A recent poll of Florida voters asked the question: "Some say that the best use of our tax dollars would be to fund efforts aimed at intervention with children and teens. Others say we should build more prisons. Of which opinion are you?" By an overwhelming majority, almost two to one, Floridians approved helping children and teens. The strategy of this Plan is built on the fundamental understanding and caring which underlies their answer. Young people are our future --investing in them will pay off. The Schedule of Proposed Investments to be made in connection with the Strategic Plan and the Empowerment Zone sets forth an investment strategy intended to be both comprehensive and coordinated. The goal of the investment strategy is to concentrate sufficient resources, both human and financial, in order to change existing conditions in distressed neighborhoods and change the outcomes currently being experienced. These investments are directed at needs and conditions which affect human potential and, if not improved, the chance of unemployment, dependency, ill health, anti -social activity and the costs attendant thereto increase significantly. The investment strategy has the following goals and possible effects within the Empowerment Zone: Opening Economic Opportunity • Comprehensive education and job training should be available to high school students and all unemployed people between the ages of 16 and 29 in the Zone; Vocational and career education, now coming to the forefront in education, should be expanded as the road to employment for a large percentage of students who will not go on to college. Some of these programs bridge the last two years of high school into two years of post secondary training, a proven path to good paying jobs and business opportunity; 0 Investment Strategy Starting Out Right • Universal access to primary health care for children would provide prenatal care, immunization, and health screening. All of these programs reduce the chance of costly health problems. Every dollar spent on childhood immunization saves $10 in later medical costs; every dollar spent on prenatal care saves more than $3 in later health costs; Universal access to pre-school and child care means that every parent would have available affordable child care and every eligible pre-schooler would have access to the Head Start program. For every dollar spent on quality pre-school education, $4.75 is saved in special education, crime, welfare, and other costs; Building Basic Skills Expanded and enhanced basic educational development for elementary and secondary students would provide extended school days and Saturday classes, with supportive programs for specialized teaming and child development. These programs have proven effective in increasing academic achievement and reducing truancy and dropout rates; Early intervention for "at -risk" students, those students who are likely to drop out of school as evidenced by low attendance, low achievement, and behavioral problems. A number of small-scale programs have been successful in motivating students to stay in school and achieve. The "Stay -in -School" program has proven highly effective, reducing the high school dropout rate among "at -risk" from 60% to 8%. The improved chances of high school graduates for employment and avoiding dependency are measurable. Compared to high school graduates, drop -outs are twice as likely to be unemployed; three and one half times more likely to be arrested; six times more likely to be unwed parents; and seven times more likely to become welfare dependent; 7 Investment Strategy Back on Track Intervention to prevent juvenile delinquency. No meaningful system currently exists in Dade to intervene with young people who commit first or minor offenses. Support for an intervention strategy which would engage each offender one-on-one is recommended. The total cost of the program would be reimbursed if 133 offenders, approximately 10% of the program participants, were deterred from a future offense which resulted in incarceration for one year. This does not include the considerable savings in costs incurred prior to incarceration; nor the considerable benefits from increasing the number of productive and taxpaying citizens; Livable Neighborhoods Livable neighborhoods, including community policing, expanded through Neighborhood Enhancement Teams (NET) which have proven effective in reducing crime; investment in community cultural projects which attract $10 for every one of public investment; a Neighborhood Service Corps which would create a network of motivated, committed service workers from the communities trained to be neighborhood leaders; a new Information Highway, EmpowerNet, created to make the delivery of services and communication among citizens and providers more efficient and effective; Business Development New investment in neighborhood economies, entrepreneurship and business development through a "One -Stop Capital Shop" providing technical assistance and loans, including micro -lending; and through a community development bank. Neighborhood -based businesses provide the means for a community's wealth to circulate within rather than leaving the community. Program Delivery -- People to People The strategic planning process provided an opportunity to inventory the existing infrastructure of social services, including programs and their delivery systems. The critical variable in successful programs always seems to be people. Where the people delivering services have a workload that allows them to give individual attention to those they are assisting, the goals of the program are accomplished. Investment Strategy Where people must handle unmanageable caseloads, the best conceived programs become bureaucratic and ineffective. Social service programs that do not allow for an understanding of individual family situations seem to be unable to affect the complex conditions of people's lives. On the other hand, those that allow service providers sufficient time to know their clients are more successful. In some areas, even though programs are premised on personal service through trained people whose job it is to intervene in difficult circumstances, the people are simply not there. A good example of this is the Juvenile Alternative Sanctions System (JASS). This program is built on the sound premise that the behavior of young first-time offenders might be influenced by adult intervention and supervision; that the civic system might provide guidance, resources--help--to young people headed off the track. There are 20,000 juvenile offenders arrested annually in Dade, of which 13,000 are in the criminal justice system for the first time or for another, relatively minor, offense. The JASS program has on staff 13 counselors to work with these young people; a ratio of 1000:1 ! It is essentially no system at all, which means that the only real intervention with youthful offenders takes place at a much more serious point, when more damage has been done and the cost of intervention has increased dramatically. As a result, young people encountering the justice system for the first time may very well get the message that their anti -social behavior has little or no consequence. A good example of a program that is working and built on a system of trained, motivated counselors and facilitators is the Stay -in -School program. This program has had the effect of reducing the drop -out rate among at -risk high school students from 60% to less than 8%. For 2500 students served at Dade high schools, there were 41 counselors and 14 facilitators in 13 high schools; a total of 55 teachers/mentors to 2500 students and a ratio of approximately 50 to one. Similarly, the counselors assigned from Youth and Family Development in even more difficult situations had a ratio of 25:1. In short, recommendations for investments which depend on people to deliver services are based on the need for realistic workloads. Coordination and Planning The investment strategy is based on introducing a system for coordination and planning into the delivery system. E Investment Strategy Two new planning mechanisms are proposed. A Service Coordination Council to organize and evaluate the social service delivery system; and an Empowerment Zone Opportunities Council, a partnership among business, labor, educators, citizens and particularly the young people of Dade, to plan the links between school and work, the labor force and the economy. A planning process for the community is also institutionalized within the implementation of the Strategic Plan. The allocation of funds has been structured so that community residents will have a real say in the programs implemented in their neighborhoods. After adoption of the Plan, the Empowerment Zone communities should engage in intensive planning, focusing on the key goals which have been outlined in the neighborhood sessions and in this Plan. During that time, the communities would examine the variety of proven programs which can be used, and begin the concrete task of decision -making for their future. Continuous Planning The planning process will not end with the Grant announcement, however, but should become a permanent part of the life of the Miami Metro -Dade community. Supported by the EmpowerNet, an on-line information network, and the Neighborhood Service Corps, the Empowerment Planning and Development Trust will continue to plan and implement. EmpowerNet will provide information on model programs from around the country, on evaluations of past and current efforts, and on the latest thinking on policy issues. It is this information which will enable residents and other stakeholders to make informed decisions, whether the issue is business development or child health care. The Neighborhood Service Corps will serve as facilitators, leaders who can represent the interests of their community while simultaneously working to increase the participation of their fellow residents. In the end, empowerment will be defined not by the quantity of funding involved, or even by the development of new programs and services. Rather, empowerment will be the town hall meeting, and the vision of a community made real through the decisions and actions of its people. 10 Schedule of Investments for the Strategic Plan The cost of the Plan to comprehensively address the support and service needs of the Empowerment Zone and to build a new system for connecting people with economic opportunity is projected over five fiscal years beginning October, 1994 through September, 1999. The projected public cost of the Strategic Plan for this five year period is approximately $300 million. This investment is expected to come from the following sources: Federal Empowerment Grant $100 million County $100 million Other New Federal Grants; State; Dade County Public Schools $100 million Private investment and the award of two pending federal grants could expand the program by approximately $100 million. The expected results from this program are a positive return on investment, measured in financial as well as social and human terms. Furthermore, this investment strategy will result in a demonstration on a scale sufficient to establish the cost/benefit effect of such a program. This will provide the basis for extending the program after five years and expanding it throughout Dade County. If the Plan funding is not comprehensive it will suffer from an incomplete and piecemeal approach which will compromise success. As noted earlier in the discussion of the Investment Strategy, the costs of continuing current policies and funding levels, which do not address the conditions in distressed communities, are predictable and high. Without change and a new approach, the high costs of negative results will have no possibility of abating. They will far exceed the costs associated with this new program. In a sense, it is as simple as Ben Franklin's epigram "An ounce of prevention is worth a pound of cure." The Empowerment Zone program provides the opportunity to follow this path. EMPOWERMENT ZONE STRATEGIC PLAN PROPOSED USES AND SOURCES OF FUNDS: SCHEDULE FOR COMPREHENSIVE AND COORDINATED INVESTMENT ($000) Proposed Expenditure 5 ears SSBG Funding Non-SSBG Funding ''1'1!...?s:+;;:r};;::; �`�' • � ,::{�r;,�`';•, ,,,,• � `;;.. � . . ,� Si:j`v:i:::?i.:?:::::2:Y:2vi?:\`�\v:»::�:2:•\i::%.'.,r>;..:,::'�:,J:;::{i.'.i:\`L`:>i'T:'.:�ry::J%:::,:>:t.:iiw:{{;•::.::y�.[ ,Y., :r :i' �iiitin;;'r:;i2};�\•,ilt'; YSii}: .; .+,..;..;.;;i{n{p:i �.{:'?i:n}:;y:{:.,ti'{::'•i':v'ri .:.v:'.::. }�?:;':,''•':.ti�}\,:r:;:'•?':;�i:1ti:v''.:{:::n:'•::..;Y:\.n;}:}•.,..t>i•,.::i'v?.•::;}?i•i:�{::}�:i���i:Sj$ .;;:`i{.}::•k�y'i:':::: ':%4�i y}'iti?v?iL:::ti:C.+,:Fj`;:•'.:•:^:?ti:i.l\;:;.,`.\,'r�J: �1.,,�"',',•�}h�;.�`��1��'t?<::;v:<:���::><�%s:::>:«'�:.>.:::: �i?;'::2:+:`<r'::`:,FF:%�;fi'::;a•.:.:>y?5:::::,'•+:.:,i::;•}:;:x::d�:;,?aa;:; h;S,:?:;y};::};,::x •t•::•;a:r :vi ,.:�{;'..::i:•:4'•,.;:Lti1 ?^:vi:{;h?:ti{:ij;:;>�.h1;:::•'j\?�,'?i�v�,?1� �..':%:: ., ....:......::..:n..:.:UFi''.;.,.+�,�,-.,,•.,+.::':,•.{• ti:: t:.j'r}.{;i::>,� 4.vT:ti\i\i,i fi`. t??.: ?.J.:{:!.`•:.::ti;, ny:..n.:{.»::: J):';v.�T:::'i:{+.i$•:rti:;;t};..>><::t:S:{.i1,'.}i:?t{•:;{.:::t•.l'::{:..::;'{,:'%: 1.,;•:::::::::. {::.,•: •i' � g�•>.ti??;::?:.{tfi:;,2t`.;:s,{;;::::::::::a;c>?;;;:5?:.+,5::}?oR:iFS^: �:r•:r^::>..�;>. .:»;:•—..�.. $40,170 $21,038 ___.._._-_�___ _.-.-_ _.._�-.�.._ $12,386 $95,121 $44,073 ... _____._.. ___. ��_ _.._.-.____.-_.. _._. $135,311 $65,11 l _.___�.___-__._. -_._...__.�-_.. �._ �, $45,695 " ---_ $ ,538 _ _. —__— $7, 508 --_—.$33,308 ._------____.. - $131 030 ,__.._..... _._. �_. -- 4 $91 6 0 --___--._.._.__ $8 $ , 0 _._._. �.__._..—�_. $5,000 - ---."—__._—._ $2 SOU $395,295 $100,000 $2953295 EMPOWERMENT ZONE STRATEGIC PLAN PROPOSED USES AND SOURCES OF FUNDS: SCHEDULE FOR COMPREHENSIVE AND COORDINATED INVESTMENT (S000) Proposed Expenditure (5 ears) SSBG Funding County Match State-DCPS- Other Federal Match Private Match Pending Federal Grants School-to-Work/Job Training $121,060 $36,260 $38,500 $35,300 $11,000 Empowerment Zone Opportunities Council (EZOC) $1,500 $333 $333 $333 $500 Career Education $12,731 $3,577 $3,577 $3,577 $2,000 Primary Healthcare for Children $3,656 $3,079 $578 Pre-school and Child Care $41,403 S12,854 $19,442 $9,026 $81 Strengthening Families $20,052 S5,105 $2,250 $12,697 .40 : ♦:}:}>i1Uj:%i{tny{y9(}y:.yytii:=v0•!.•.\••t\vv\�v.,♦•�\ Educational Development -Youth & Adult $24,670 $8,998 $6,930 $8,742 Early Intervention Prevention of Juvenile Delinquency $21,025 $3,398 $5,115 $12,522 $9,470 $3,485 $3,485 $2,500 Drug Abuse Rehabilitation $11,068 $4,023 $3,523 $3,523 Public Safety $7,600 S4,947 $2,653 Housing $4,000 $3,000 $500 $500 Homelessness $29,500 $8,500 $21,000 Historic Preservation $3,740 $245 $47 $47 $3,400 Environment $10,000 $1,000 $2,000 $7,000 Cultural ActivideslProjects $34,320 $1,040 $1,040 $1,040 $31,200 Parks and Recreation $5,000 $2,666 $2,000 $333 fin: $i$' ♦ .,i,` i j. One Stop Capital Shop $10,000 S5,000 $5,000 Community Development Bank $15,000 S5,000 $10,000 Entrepreneurial Training $2,000 $1,000 $1,000 ,,p„un:d}}Y}:?i?•♦}. :•%?+.>}}Y.4 M%•}K�,�MT r •' •. ..:?'$: ]:•p�'i{..A}.`:ii:•i.1?:}/•::, F:i`:}.iriYn• •.i'i1'::Si:A.:{u•SN♦�' ::., EmpowerNet $3,500 $1,000 $250 $250 $2,000 Neighborhood Service Corps i,•:•:^h'4-0C}yist?}:A:•:S•%{+•Y.O}}}\A:M?}YfRvh'i•:}}:{i{i7fi%^:t-0i+.•7AA^}::KKKO}PPN7K„70%d7,K900t $4,000 QCMNid:A%4?.Yh•}}:SMK,y $395,295 $4,000 i?i•:?..v,??•]C}:?•i:fi•}i+h^'r%•}} $100,000 %?:%n:;;{{4t•:♦^tCMti'K{,�}}O::tM`}}%h1\\\11�^6.\4}:•\4+,\}M4\hYh\114i•?:{?K?•>7•}:i•:i•^}:•.1^:?•i:•}:•:}%,^}}%•} $991992 $100,043 $63,258 $32,000 EMPOWERMENT ZONE STRATEGIC PLAN SCHEDULE OF SAMPLE PROGRAMS* ($000) Description Per Capps Cast Need S&Sas Expeaditure 5 ears SSBG Fundin Ceuuty Match S-13CM Other Federal Match "site Match Pending Federal Grants '•.,. ` ^ ¢, S135,311 $40.170 S42,410 S39,210 $2,500 _ Stay -in -School 3ob training and counseling for at risk youth $2.200 9,000 $79,200 _ Youth Fair ChancaFJTPA Job training and couugeting for the unemployed $3,600 2,700 S38,880 SI1,000 Greater Miami Service Corps Canmunity serviue, job training, education $15,000 50 S3,000 Empowerment Zane opportunities Council (FZOC) Coordinating aduation/employment body S1,500 Teen Prep Secondaryfpyt4woodary vocational education $977 2,225 r $8,700 Busineu Technology Education Specialized tachnical instruction $2,492 150 $1,495 Health Occupations Eduction Specialized technical instruction S881 210 S740 Industrial Education Specialized technical instruction $278 500 SS57 TechmlogyEducation Wwti. \ 4"�\,,•':�c!r{tk; Pediatric Mobile Specialized technical imshuctao S295 1,05D S1,240 _ Mobile pediatric are unit S88 6,D00 $65,111 52.108 S21,03% $21,692 $21,723 $658 - -- Mom Mobile Mobile obstetric anwh S397 1.000 S1,548 Child Cue Resource Mobile Mobile unit to wit home•dsycare providers $271 S96 1 $393 Florida First Start Parent education and family assistance $10,589 ISO $7,624 Subsidized Day Care -city Subsidized day care $2,963 756 S8,657 Subsidized Day Cue -county Subsidized day care $3,359 84 $1,129 Head Start - unsaved children, current schedule Comprehensive day arc, eduatioo, health S5,900 1,000 S23,600 Bright Horizons: Student/Parent Resource Canter Comprehensive family service center S225 10.000 _S9,000 Even Stet * tipti\'\*tCji` Extended School Day Program Parent and child literacy $11,052 250 $11,052 S45,695 $12,386 $12,044 321.265 Supplemental education and tutoring S206 11,100 $9,139 Saturday Academy Educatiao tutoring andraratien S506 500 S10,110 HOTS (Nigher Order Thinking Skills) Elementary school lesming and thinking skills S421 660 S1,111 Comer School Development Program Specialized child development for low income S9 5.000 S 172 Adult Basic Education Adult education SIO8 9,149 $3,940 General Education Development (GED) Adult aducation certification S 1 I 4,459 $198 Youth Intervention and Prevention Services l-to-1 intervention for at-riak ebildren/famika $700 5,000 S14,000 Success For All Early imtenaive educational intervention $696 1,640 S4,500 Linking Lifetimes Intergeneradont)mentoring S700 500 SI,400 Midnight Bask ball League Recreation and counseling $2,000 100 S800 COPE Centers +�c, •caa,:••.\c•> s:< w:a,.:::,:X:.}.y,:^:;,'•:,\•>»r. a>;.,. ,era. fi.;... t t :r ti 3i,a c•":i ia;\;V�{„#± ai( Counseling for pregnant teens S 135 600 S325 S20,539 57'SO8 $7,008 56,023 Juvenile Deliquency, Diversion Program 14o-1 counseling for juvenile delinquents $700 1,150 S3,220 Teaching and Rehabilitating Our Youth (TROY) Intensive aademkas for juvenile delimquents S6,250 250 S6,250 Residental Treamnent Residential substance abuse treatment S4,000 400 $6.400 Diversion and Treatment Program Drug abuse treatment for fust•timo offeaden $667 1,000 S2,668 Drug Carat Non-oaditiooal adjudication for adult offenders S1,000 Soo S2,DDO �$>;#'.,'3' Public Safety Community policing - NRO expansion 594,160 $7,600 512,1199 SS'SBg 511,573 $4 ,1 Housing Neighborhood Pinning and land Banking S4,000 Homelessness Homeless assistance S29,500 S21,000 Historic Preservation Preservation and cultural aduation S3,740 Environment Miami River, Everglades $10,000 Cultural ActivitialProjects Cultural activity and projects S34,320 Pats and Reaction Parke and tecrostion programs S5,000 k One Stop Capital Shop 527,000 $1,000 $11,000 515,000 Centralized A coordinated lending services S I0,000 Community Development Bank Neighborhood investment bank S 15,000 Entrepreneurial Training EmpowerNa Neighborhood entrepreneurial training $2,000 Computer information network 57,500 S3,5DO S5,000 5250 S250 $2,000 Neighborhood Service Corps Lesdarship maiming and apprenticeship :.:,::,x. •,..,. •:.,:,::::,.,•.,•:.::::,: 520,000 50 $4,000 S]95,295 5100,000 599,992 S100,0/3 . 563,258 S32,000 e This schedule details sample programs and costs for achieving the key goals of the Strategic Plan. This menu of programs is an example -- intended to serve as the basis for evaluating investments In each target category. II. Strategic Vision for Change Strategic Vision for Change "A .strategic vision for change describes what you want your community to become ... It is a means to analyze the full local context and the linkages to the larger region. It builds on your assets and coordinates a response to your needs... " (Empowerment Zones and Enterprise Communities Application Guide) Part One: Needs -- A Demographic Portrait of Dade Overview Dade County: Over the past twenty years, the population of Dade County has grown by nearly 700,000 persons — an increase of more than 50%. During that same period, its poverty rate has risen from 14% to 18%, and the number of persons in poverty has doubled. As of the 1990 Census, 341,000 citizens of Dade lived in poverty. Dade's rate of families living in poverty is the highest among all 25 of the Nation's largest Metropolitan Statistical Areas. There were 131,000 arrests last year in the County. Total expenditures on public safety exceeded $581 million. In 1993 there were 14,700 juvenile arrests in the County: a rate sufficient to have arrested one out of every 15 teenagers in Dade County. Miami: The City of Miami is the fourth poorest city in the United States, and has seen its poverty rate increase by 51 % in the past twenty years. The poverty rate in Miami today is over 31 %, and 18% of its households receive public assistance. Miami ranks number one in the nation in violent crime. HomesteadlFlorida City Area: The poverty rate in Florida City at the time of the 1990 Census was 37%; in Homestead it was 30%. Intense poverty in the Homestead/Florida City area is concentrated in census tract 113 (an area of nearly 9,000 people included in the Empowerment Zone) — where the rate was 50% in 1990. Nearly two out of every three children in this area live in poverty. Only 30% of the adult residents have completed high school. Due to the impact of Hurricane Andrew, conditions in this area have worsened considerably since the time of the census: more than 35% of the housing units in the South Dade area were lost, and unemployment is high. 12 Strategic Vision for Change The Empowerment Zone: The poverty rate within the Empowerment Zone is more than three times greater than the County's. In some Zone census tracts, poverty rates exceed 60%. Average household income in the Zone was $15,900 in 1990 — less than half the County -wide average. Nearly one-fourth of all Zone households receive public assistance, a rate two -and -one-half times that of the County as a whole. Only slightly more than one- third of Zone residents over 25 years old have completed high school, and only one in twenty are college graduates. A Widening Gap From 1970 to 1990, the gap between rich and poor has widened. In 1969, the poorest fifth of all families in Dade received approximately 5% of the income generated in the County, while the wealthiest fifth received 48%. By 1989, the low share of income received by the poorest fifth had declined by 25%. This "shrinking slice of the pie" is even more conspicuous in the Hispanic population, where the bottom fifth's share of income fell 44%, while the most affluent fifth increased their percentage of total income by nearly 10%. Concentration of Poverty Poverty has become increasingly concentrated in certain areas. Within the City of Miami, where the population rose only 7%, the number of persons living in poverty has increased by more than 60% over the past 20 years. The Empowerment Zone contains many of the County's poorest areas: poverty within the Zone boundaries has grown at three times the rate of the County as a whole, and now stands at 48%. Poverty and Ethnicity The number of blacks living in poverty in Dade County has doubled over the past twenty years, while the number of Hispanics living in poverty has increased nearly four -fold. Although the black population in poverty did not grow as rapidly as the Hispanic population, it has remained high when measured as a percentage of the black community. As of the 1990 Census, there were 183,000 Hispanics living in poverty, representing an Hispanic poverty rate of just under 20%. The black population poverty rate was 30%, reflecting a population of 117,000 blacks in poverty. Within the Empowerment Zone, 53% of the black population is in poverty, as is 45% of the Hispanic population. 13 Strategic Vision for Change Children At -Risk - Overview Nearly one out of every three children in Dade lives in poverty. The Casey Foundation recently released "Kids Count l 994," a scorecard which measures the health, education, social and economic well-being of children in individual census tracts around the nation. Florida ranked 45th out of the 50 United States. One -quarter of all census tracts in the State rated "severely distressed" are located in Dade County. One -quarter of these are located within the Empowerment Zone. The Youngest Children 65% of the children under 5 years old living in the Empowerment Zone are living in poverty in households with average incomes below $10,000. This poverty rate for young children is two -and -one-half times the rate in Dade; and appears to be worsening over the past decade. Poverty among the youngest children appears to be intensifying within the Empowerment Zone areas - so that it is increasingly likely that a child under 5 bom in the EZ area will be bom into poverty. Seventy per cent (70%) of female -headed households in the Empowerment Zone live in poverty. In the City of Miami, the number of single - woman heads of households with children, living in poverty, has increased 116% since 1970. Education Miami -Dade Community College is one of the nation's largest community college systems, and one of the best. It serves more than 53, 000 students, nearly 40% of whom are non - US citizens. The Dade County Public School system is the country's fourth largest. Its student population is 83% minority, and more than 50% of its students come from homes where a language other than English is spoken. The drop -out rate in the school system is nearly 25%. Each year more than 10,000 young people drop out from middle and high schools. In Dade County, fully 35% of adult residents have not completed high school. In Miami, the rate is 52%, and in the Empowerment Zone, 63%. One out of every four adults without a high school diploma lives in poverty. Twenty-one (21 %) of Dade County householders are "linguistically isolated" —persons who speak English poorly or not at all. 14 Strategic Vision for Change Dade's Economy - Overview Dade's economy has grown dramatically over the past twenty years: total payrolls increased from $11 billion to nearly $23 billion, a 209% increase. International trade, commerce, and toutism have emerged as the leading sectors for Dade during this time, showing growth rates well in excess of the national averages. It is widely acknowledged that these will continue to be high growth sectors of the international economy into the next century, and that future employment opportunities in Dade are likely to remain concentrated in these areas. Trends in Employment Total employment in Metro -Miami has increased by 76% over the past two decades — a rate which has been exceeded by the increase in the labor force during the same period, yielding an increase in unemployment. Since 1980, the region's total employment grew by 21 %, with much of this activity occurring in certain suburban office nodes. During this same period, however, the City of Miami has experienced a dramatic decline in employment. It is estimated that 35,000 jobs were lost in the 1980s, an amount in excess of 11 % of the City's total employment. High crime, outdated infrastructure, limited sites for expansion, and the after-effects of the various civil disturbances are cited as prime causes for these losses. Job losses in the City of Miami were particularly high in industrial and manufacturing operations. The Wynwood-Edgewater industrial area alone suffered an outflow of 13,000 jobs. Wages In the U.S., recent decades have witnessed a sharp increase in low -skill, low -wage "secondary labor market" jobs. Average wages for the bottom 60% of the male workforce have fallen 20% over the past decade. Approximately 56 million Americans — 28% of the population — have incomes insufficient to cover basic necessities. Dade in particular suffers from a poor ratio of low wage to high and even moderate wage level jobs. The effect of this preponderance of secondary labor market jobs is seen in per capita and median family incomes. 15 Strategic Vision for Change In 1969, per capita income in Dade exceeded the national average; in 1979 it was roughly comparable with U.S. overall figures. By 1989, Dade's per capita income had fallen behind the national figures. This reflected Dade's unusually high rate of population growth relative to income growth. A recent Commerce Department study revealed that for 1989 to 1992, per capita income in Dade County dropped 11 %. Median family incomes rose nationally over this twenty-year period by 13% in real terms; and for the entire State of Florida the increase was 15%. In Dade, however, median family incomes have not increased at all. While black family incomes rose 11% over this period, and white family incomes increased 3%, these increases were off -set by a decline in Hispanic family incomes. Median family incomes in the City of Miami are 40% lower than the national average. Unemployment - Overview At the time of the 1990 Census, the Dade County unemployment rate was 8%. In the City of Miami the rate was I 1 %, and in the Empowerment Zone the rate stood at 13%— 60% greater than the County rate. However, these numbers grossly understate actual unemployment in depressed neighborhoods. By only counting as persons "in the labor force" those who have been actively seeking work, it ignores the "discouraged worker phenomenon." Unemployment - Actual vs. "Official" Most young able-bodied persons age 16-30 could work, attend school, or both — but many are not captured in labor force estimates because they have never formally tried to enter the labor force. Therefore, they are not counted as "unemployed" but they are not working and not in school. By looking at the number of young persons neither working nor in school (and not prevented from doing so by disability or their presence in an institution), it is possible to make a rough estimate of the number of persons who could be productively engaged but are not. 16 Strategic Vision for Change In Dade, there are approximately twice as many persons age 16-30 not in school, not working, not disabled, and not institutionalized, as are counted in the unemployment numbers. In other words, an actual count of persons who could be productively engaged -- but are not — would probably yield a figure 200-300% above the official unemployment rate. Of this group, two-thirds are living in poverty. This estimate suggests there may be as many as 7,000 young persons age 16-19, and 33,000 persons age 20-29, who are effectively unemployed and living in poverty. These 40,000 young persons are completely outside the mainstream economy of Dade County. "Since 1980, the share of middle -income households shrank from 71 % to 63% and the share of low-income households rose by more than a third... [while] the number of Americans earning more than $500, 000 or more increased by 985%... More — and richer — rich, more poor, fewer in the middle: the pattern is clear, and it is a Latin American, not a North American pattern. " The Atlantic Monthly, May 1994 17 PROJECTED GROWTH IN DADE COUNTY AFDC PAYMENTS 2,500 0 2,000 �.. 1,500 O 1,000 500 0 00 ON O .-� N end ON O� ON O O O O O O% O\ O O O O O ." .-4 N N N N N PERCENTAGE OF GENERAL FUND TO CRIMINAL JUSTICE SYSTEM 19" 1994 2004 (projected) ® Criminal Justice Fund Expenditures E3 All Other General Fund Expenditures Strategic Vision for Change Part Two: Community Assets Economic Assets Dade has a clear vision of itself as the "Capital of the Americas"' a global leader in international trade, commerce, and tourism. This vision is shared by residents of all neighborhoods, across socioeconomic, racial, and ethnic boundaries. This vision is made a reality by Dade's geographic advantages and the entrepreneurial energy and connections of its multi -cultural citizenry. In the Empowerment Zone process, the County chose to leverage these advantages, by including in the Zone the region's principal economic generators: the airport, the seaport, the medical complex and central business district. These areas have enjoyed explosive growth due to international business. Over the next decade, 50,000 new jobs are anticipated in these four areas alone. In close proximity are some of the County's poorest communities. The Vision for change links the residents of the nearby communities with these job and business opportunities. Educational Assets A strength of Dade is its public educational institutions: Miami -Dade Community College (MDCC), rated the nation's best, and the Dade County Public Schools (DCPS). These institutions are and can be leaders, by design, through their innovative career education and vocational and technical training programs; and leaders, by necessity, due to the challenges of providing open access to the remarkably diverse populations they are called upon to serve. The South Florida Employment and Training Consortium (SFTEC), together with MDCC, DCPS, and other educational institutions, labor, and others, have pioneered an efficient, highly flexible, individualized training system. On a small scale, Dade's leading -edge system uses a network of skilled counselors to individually assess and support the ongoing needs of each student. In addition, by using education "vouchers" (rather than directly funding entire classrooms) available education dollars become "portable:" each student or trainee has access to a pro rata share of funding, and can attend precisely the class or program most suited to his or her interests. This system makes possible entirely individualized training paths, while at the same time increasing system efficiency. In addition, Dade is unusually advanced in the degree to which it has examined the entire school - to -work continuum. Programs are in place which attempt to establish essential workplace values, attitudes and skills where most experts agree they must begin: in the earliest years. A broad range of adult, vocational, and technical courses are available. All of these programs are commendable — but they fall far short of meeting the needs of Dade's economy. 42 III. Opening Economic Opportunity Opening Economic Opportunity Galvanized by the Empowerment Zone Strategic Planning process, Dade County has conducted an extraordinary self-examination. An effort that began by looking at the problems of poverty in the urban core has led ultimately to a far broader assessment, of the region's entire education and training system. For the economy to grow to its full potential, and for its citizens to enjoy rising prosperity, Dade requires a dramatically restructured workforce development system. Without significant changes, the Miami Metro -Dade region cannot sustain a position of global leadership in the fiercely competitive arenas which hold the greatest potential. Furthermore, without significant changes, prosperity will accrue only to the fortunate few and not to the industrious many. In a nation where average wages for the bottom 60% of workers have fallen 20% in the past two decades, it is not only "the underclass" who are losing ground. Residents of the Empowerment Zone and other distressed communities have articulated a strategic vision for change: create opportunities for real careers connected to the mainstream economy. It is a "bottom -up" vision, born out of the Empowerment Zone community's process; but the means to this end would serve all of Dade County. The essential first step in this new vision is for industry, education, labor, government, and residents to work as a team, with the common purpose of creating the nation's best workforce development system. A new institution is needed to coordinate Dade's strengths and openly address its weaknesses. This institution must plan collaboratively and have budget authority over new funds for career education and training. For Dade's residents to have a chance to share in the region's growth, a comprehensive school -to -work and employment training system must be designed in collaboration with industry. This system will anticipate job and business opportunities and ensure that residents are fully prepared for those opportunities. For Dade's entrepreneurs to have a fair chance at sharing in the region's growth, the barriers to capital and other essential resources must be removed — especially for minorities. Means to accomplishing these ambitious but achievable goals are outlined on the pages which follow. 19 Restructuring the System The Empowerment Zone Opportunities Council Overview The EZOC would be a new alliance among educators, Empowerment Zone businesses, labor, and particularly the young people of Dade County. Its mission is to ensure that Dade makes full use of its human potential, and invests strategically to allow the full potential of its youth to be realized. Goals The principal goal is to create the Nation's most productive and sophisticated workforce matched with the needs of Dade's growing and dynamic economy. Aggressive but achievable targets have been set to guide the programs and projects overseen by the EZOC. By the year 2000: • A 90% graduation rate for all Dade County Public Schools (versus 75% today) 70% of all DCPS high school graduates continue on to at least a 2-year post -secondary degree program (versus 48% today) • Double the number of DCPS students employed in internship programs • A 25% increase in the employment rate among EZ residents aged 20-29 Why? Nationally, 80% of the new jobs being created require post -secondary education, yet 40% of students leaving high school cannot read beyond the ninth grade level. A "skills mismatch" is inevitable, and there is presently no system in place which can prevent this from occurring. Dade is not alone in these problems. The U.S. system for transitioning from school to work is considered the worst in the industrialized world. Three-quarters of America's high school students enter the workforce without a college degree, and most lack basic academic and occupational skills necessary for a career. One out of four Dade students drops out of high school. Drop -outs are twice as likely as high school graduates to be unemployed, three and one-half times more likely to be arrested, six times more likely to be unwed parents, and seven times more likely to become welfare dependent. In Dade, compared to high school graduates, non -graduates are three times more likely to live in poverty. Training beyond high school is essential to obtain a well -paid job. Dade high school graduates have wages less than half of their peers who receive 2-year Associate in Science degrees at MDCC. In Dade County today, less than one-fourth of entering Miami -Dade Community College students are "prepared for college -level work." There are more than 40,000 young people between the ages of 16 and 29 who are not in school, not employed, and living in poverty. 019 The Empowerment Zone Opportunities Council Means True economic opportunity for the youth of distressed communities can occur only through education, sophisticated and relevant training, and open access to well -paid and rewarding employment. The EZOC will have membership drawn from EZ stakeholders, including leading Zone employers from the aviation and maritime industries, the medical complex and the central business district, Metro -Dade and municipal agencies, labor, the Private Industry Council, Enterprise 'Florida, HIT/PIC, Center for Health Technologies, DCPS, MDCC, other post- secondary educational institutions, and community -based training and supportive service providers such as Tacolcy CDC, as well as residents, including youth, from the Zone. The Council's primary means for accomplishing these goals will be: • Coordinated public, private, and non-profit sector planning in which all stakeholders assume collective responsibility for raising the quality of Dade's workforce • Collection and sharing of detailed occupational forecasting information • Sharing of key resources: personnel, equipment, materials • Increasing the quality and relevance of education and training by: • Collaborating on a new system -wide curriculum (K-12 and beyond) designed to teach the values and skills needed for the "world of work" • Dramatically increasing the quality and quantity of career counseling for all students — not only the 25% bound for 4-year colleges • Developing "customized" training programs tailored to employers' specific needs —to prepare youth for real career -track jobs available today • Ensuring that internships, apprenticeships, and full-time employment are available to those who "play by the rules" - who work hard and stay in school • Providing tax credits (if Dade is designated an Empowerment Zone) to employers who hire EZ residents — up to $3,000 per EZ-resident employee per year • Exploring public/private partnership models for supporting funding of education P41 The Empowerment Zone Opportunities Council ]How Would the EZOC Be Structured? • The Council would be organized as an independently incorporated, not -for -profit entity. It would have an executive director and staff, an active board of directors, and operating liaisons drawn from the executive staff of board member entities. Membership would require regular meetings, and collectively designated responsibilities. It is recommended that full membership meet annually, the board of directors hold quarterly meetings, and the operating liaisons meet monthly. What Would be the Major Responsibilities of the EZOC? The EZOC will be broadly responsible to the citizens of the Empowerment Zone, with the charge to create a truly state-of-the-art career development program, serving both in - school and out -of -school residents of the Empowerment Zone to link them to employment and entrepreneurial opportunities in the mainstream economy. • The EZOC will collectively design, structure, and conduct ongoing reviews of education and training programs and supportive services developed to serve the area's residents. Public and private resources will be organized and directed by the Empowerment Zone Opportunities Council to support school -to -work training and 1 education programs. • -of-the-art information - Members would jointly plan and sponsor development of a state sharing network. The network will distribute continuously updated information about employment opportunities, and the educational pathways to them. It will also facilitate y� on -going dialogue among all participants about program results, progress, and ideas for improvement. ai • Management expertise can be shared across sectors to improve the overall performance of industry and educational institutions; for example, business might provide support in the areas of "reengineering" and process re -design, while educators could support industry in such essential areas as management of diversity. A comprehensive system of supportive services will be available to ensure that every student remains able to manage school and work responsibilities. The EZOC would monitor the network of service providers and analyze their needs, including possible requirements for infusions of capital. The EZOC would seek to assure the adequacy of funding for these essential services. 22 The Empowerment Zone Opportunities Council What Would Be the Major Responsibilities of EZOC Employers? • Employers will be called upon to specify jobs available today; jobs which they expect to have available over time; and the skills and requirements needed for those career opportunities. A consistent, easy -to -use and easy -to -interpret methodology for occupational information will be used by all employers. • Employers will commit to providing all relevant information —including job postings — into a shared public -access database. Confidential information would be appropriately protected. • Employers will commit to designing a mechanism for "hiring from within" — a functional and sustainable mechanism for maximizing the percentage of employment opportunities which can become available to qualified EZ residents. EZ Employer Wage Credits and other incentives will be part of this program. • Employers will establish the maximum feasible number of intern or apprenticeship opportunities. These opportunities will be made available both to students and adult trainees, and will include formal supervision and evaluation. Tacolcy and other EZOC community -based organizations will work with employers to facilitate the process. • Implementation of continuous improvement practices including an EZ Council database into which feedback on recent graduates is continuously entered; as well as updated information on skills and competencies needed. • Employers will help plan, implement and evaluate professional staff development programs for area educators. The programs in career development and are designed for teachers, counselors, and other support personnel in career development and subject areas. Employers will assist educators in developing work -related curricula, and provide selected instructional materials and equipment as part of a comprehensive career education/development and training system. A program of regular classroom visits by industry volunteers should be established and given official support by company leaders. The Grand Metropolitan "Kids and the Power of Work" model (already in place in Cutler Ridge) is one example at the elementary school level. Other programs, including workplace visits, should be provided for middle and high-school age students. 23 The Empowerment Zone Opportunities Council What Would Be the Major Responsibilities of Educators? • Area academic and vocational educators will commit to designing "customized" education and training programs, to be directly responsive to the expressed needs of EZ employers. Curricula would be based on best -available data provided on an on -going basis by employers about present and future job and business opportunities. • The career education/development program would be a continuum from K-12 and onto post -secondary education and special technical preparation classes. • The current "career education" programs at Dade County Public Schools would be strengthened. (Career Education is an educational approach which infuses a "careers" emphasis in all subjects, in grades K-12 and beyond, thereby increasing the relevancy and interest of the curriculum.) The program would include mentoring, career exploration, training, apprenticeship, and placement. • All programs will be performance and outcomes -based and continuously monitored using skill, income, and employment measurement systems which follow each and every student. Results would be entered into the EZOC shared public -access database, part of EmpowerNet, (with appropriate provisions for confidentiality). • The EZOC Board of Directors will be considered a routine part of the educational institutions' review and planning process for all major new and existing programs (not simply those with a vocational/technical focus). 24 The Empowerment Zone Opportunities Council What Would Be the Benefits of a Successful EZOC? Young people in Dade can be expected to achieve adulthood with the confidence - building knowledge that real opportunities await them if they take the responsibility to prepare for them. New hope and real opportunity will also be available to unemployed and underemployed adults, whose lack of training and access to employment networks have prevented them from participating in Dade's prosperity. The region's businesses will benefit from the unproved capabilities of the workforce, and the economy overall will benefit from an increased number of productive, tax -paying citizens. • Employers would have the nation's best -trained, world -class, "work -ready" employees, arriving on-the-job with all essential skills and learning capabilities; and flexible, sophisticated entrepreneurial vendor, consultant and partner businesses would be regularly appearing. • Entrepreneurs would be able to participate in special programs at the MDCC Entrepreneurial Center, HIT/PIC, CHT, and other participating members to prepare them for EZ area business opportunities. • Students would have the opportunity to choose and follow their own career path through DCPS and post -secondary institutions, leading to employment opportunities from which they have been able to chose, and for which they have been prepared. • Unemployed area residents would have the opportunity to receive specialized training designed to EZ employer specifications. 25 Job & Business Opportunities • Apprenticeships • Full -Time Employment • Entrepreneurship • Supportive Services Assessment & Planning • Job & Wage Forecasts • Skills Needed • Goals Set Directed by Industry Empowerment Zone Opportunities Council (EZOC) Career Education & Training • K-6 Awareness • 7-12 Exploration/Training • Post -Secondary Voc-Tech Industry -Education Collaboration Design & Development • Education "Tailored" • Staff Trained on Industry Issues Directed by Educators DADE COUNTY PUBLIC SCHOOLS 1.838 Billion Budget Elementary School 130,041 students Pre-K: 5,549 Kindergarten: 23,679 First grade: 24,729 Second grade: 25,435 Third grade: 25,458 Fourth grade: 25,401 Fifth grade. 24,606 Middle School 90,050 students Sixth grade: 22,751 Seventh grade: 21,657 Eighth grade: 21,036 Ninth grade: 23,205 4.2% Dropouts 3,782 students annually High School 64,072 students Tenth grade. 22,067 Eleventh grade: 19,977 Twelfth grade: 16,823 9.1% Dropouts 7,469 students annually 14,143 Graduates Employed, Not in School 3252 graduates (23%) 4-Year College: 2,037 Mami Dade Community College.. 4,277 District Post -Sec Voc Education: 475 Post -Secondary Education 6,789 graduates (48%) 3,960 also employed (28%) Unemployed, Arot rrr School 4,101 graduates (29%) Sources: Dade County Public Schools; llTrani Dade Community College; Florida Education & Tmining Placement Infomration Program. Note: "Dropouts" are students over 16 years of age who have lets school and students under 16 who are considered to be "Habitual Truants." $30,000 $25,000 $20,000 $15,000 $10,000 $5,000 $0 D.A.DE COUNTY Annual Income by Educational Attainment e)Q 17nn Employed High School District Post- Associate in Associate in State High Graduate Secondary Arts Degree Science University School Employed Voc Ed Graduates Degree BA Dropouts Full -Time Graduates Graduates Career Education and Job Training Goals Design a system of programs which support the goals of the Empowerment Zone Opportunities Council (EZOC) and be committed to continuous improvement. • Accelerate implementation of system -wide career education • Concentrate special efforts on at -risk students and on bringing back out -of school youth into the educational system Means • Accelerate implementation of system -wide career education • Career Education is a process change: it is an educational approach which infuses a "careers" emphasis in all subjects, in grades K-12 and beyond, thereby increasing the relevancy and interest of the curriculum; it includes mentoring, career exploration, training, apprenticeship, and placement. • Emphasize the relevance of school by connecting it to "world of work" — infusing the whole curriculum with workplace experiences and connections • Focus on development of essential basic skills • Focus on development of essential workplace values and attitudes • Design a system to provide clear and uninterrupted pathways from school to productive and satisfying work. • Special efforts for at -risk youth and the unemployed • Aggressive outreach and follow-through are needed so that this population will access the services they need; the mere availability of services is inadequate to service their needs. • Focused early intervention and individualized counseling • Remedial training in basic skills; mentoring and 'coaching" • Assistance in accessing apprenticeship/intemship and employment opportunities. 26 Career Education and Job Training Building Blocks The EZOC will build on national, state, and local programs (including Education Goals 2000, the School -to -Work Partnership Act, Enterprise Florida's Jobs and Education Partnership, and Dade's Blueprint for Career Education) and the innovative, growth - oriented directors of its business community and educational institutions to create the new integrated workforce development system. The principal building blocks are: • "Competency -Based Curriculum" incorporating "SCANS Report" goals • The customized system of education and training developed with the EZOC's occupational forecasting and performance tracking systems • "Competency -Based Curriculum" incorporating "SCANS Report" goals • "Tech Prep" — a model partnership program operated with collaboration among DCPS, MDCC, and employers, in accordance with National School -to -Work goals; $977 per capita • Business Technology Education; Health Occupations Education; Industrial Education; Technology Education— specialized technical instruction programs ranging from $295 to $2,500 per capita • Miami -Dade Entrepreneurial Center— a special branch of MDCC, specializing in fostering entrepreneurship among local youth and business owners • "Stay -in -School"-- a Presidential Award -Winning youth education, counseling, and employment program for high school students at high risk of dropping -out; $2,200 per capita • "Youth Fair Chance" — an individualized approach to remedial skills development, counseling and support, education, training, and job placement for economically disadvantaged young adults (16-29) in school and out of school; $3,600 per capita 27 How Common is "Dropping Out From Dade's Public Schools? I Students on "At -Risk" List All Students All Black Non -Hispanics All Hispanics All White Non -Hispanics All Asians Stay -In -School Participants 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.00/6 40.0% 45.00/6 50.01/6 55.0% 60.0% Source: DCPS Data Business Development Goals To give local entrepreneurs and small business owners a fair chance at accessing the resources necessary to start and operate businesses and participate fully in Dade County's growth. • Increase the number of locally -owned small businesses in the Zone • Improve the competitiveness and quality of Zone manufacturers • Increase the viability of light manufacturing, assembly, and other job -creating enterprises within the Zone • Leverage the development activity at Miami. Metro -Dade economic anchors Means Many potentially productive businesses are unable to "get off the ground" —not for lack of a good idea or a market— but for lack of access to essential seed capital, early -stage professional advice, adequate workspace, or training in technology. Discrimination is often a major barrier as well. • Increase the number of locally -owned businesses in the Zone by: • Developing a Metro -Dade One -Stop Capital Shop to provide in one location the principal services needed by an EZ entrepreneur or small business owner: loans sufficient for "start-up" working capital, fixed asset and construction financing, as well as the essential technical assistance and support. • Establishing a Dade County Community Development Bank, to foster investment in business and housing development which will strengthen market economies in Zone and other distressed communities. • Aggressive new preferential status contracting and purchasing goals established by County resolution, at the Airport, Seaport, and Public Health Trust. • Reducing non-compliance with fair lending practices in the Zone through active, "in -the -field" monitoring and enforcement mechanisms and the creation of a Community Reinvestment Act Ombudsman. Business Development • Improve the competitiveness and quality of Zone manufacturers through: Support of the Center for Health Technologies medical technology incubator in Overtown. CHT has launched 40 new health technology companies in 3 years and is expected to create 100 new medical manufacturers over the next decade. The Hialeah International Technologies and Productivity Improvement Center which will provide assistance on technology issues to small and medium sized manufacturers through on -site and mobile training. It is forecast to help create 3,000 new jobs. Sponsorship of other incubators and technology extension centers, including an incubator planned at the Homestead campus of Miami Dade Community College; nurture new, high -wage, high -growth businesses and foster continuous improvement and sustained competitiveness of small manufacturers. Increase the viability of light manufacturing, assembly and other job -creating activities within the Zone: The Empowerment Zone contains a number of key economic anchor sites, which will be at the center of strategies to encourage business growth. These sites offer special infrastructure and financial incentives. Additional advantages will accrue to Zone businesses through use of Empowerment Zone tax benefits, especially if "layered" on top of other available Zone area incentive programs such as Foreign Trade Zone status. • Maximize the benefits of infrastructure investment through a comprehensive and coordinated planning approach, encompassing human and physical investment. Destination 2001 - is a planning committee assessing options for implementation of the major transportation and infrastructure projects essential to Dade's leadership in international trade, commerce, and tourism. Projects include airport and seaport expansion, East-West and South Dade Metrorail links, a World Trade Center, and Miami Beach convention hotel. A new Labor Force Development Committee will include an Empowerment Zone workforce development strategy. • Leverage the development activity at Miami Metro -Dade economic anchors 29 Business Development Building Blocks • Increase the number of locally -owned small businesses in the Zone • One -Stop Capital Shop • Community Development Bank • Preferential contracting status for Zone businesses • County hiring and business commitments for Airport, Seaport and other county activities • CRA Ombudsman • Improve the competitiveness and quality of Zone manufacturers • Center for Health Technologies • Hialeah International Technology and Productivity Improvement Center • Planned Homestead Business Incubator • Increase the viability of light manufacturing, assembly, and other job -creating enterprises within the Zone • EZ Employer Wage Credits • EZ Tax -Exempt Facility Bonding • EZ Accelerated Depreciation Provisions • State Enterprise Zone Tax Incentives • Foreign Trade Zone Financial Incentives • CDC -sponsored Manufacturing Development • Economic Anchor sites: Homestead Air Force Base, Homestead Pioneer Center, Empowerment Zone/Foreign Trade Zones, Poincienna Industrial Park • Increasing small business lending within the Zone by supporting community development financial institutions. • The County has actively pursued new SBA initiatives, including the One -Stop Capital Shop, and the creation of a Community Development Bank. The County has commissioned a study by South Shore Advisory Services on the feasibility of such a bank. 30 1,000 800 600 400 200 0 SELECTED PROPOSED INFRASTRUCTURE INVESTMENTS 1995-2005 (ALL FIGURES IN MILLIONS AA Other Metrorail Air Cargo SeaPort Stay -in- Auto Tunnel Terminal Terminals North Cargo School to Seaport Expansion Expansion . The Stay -in -School column represents full funding of the program for 10 year to serve all 26,000 at -risk students in the Dade County Public Schools , IV. Preparing for Economic Opportunity Preparing for Economic Opportunity The heart of the Strategic Plan is investment in human potential. Every community participating in the strategic planning process identified concern for their children's future as the number one priority. Every community saw education and training as the path to empowerment, the essential links to good jobs and business opportunity. Everyone agreed that this path begins at the earliest age. While most people struggle courageously, and many overcome the social ills of distressed neighborhoods, these conditions stifle and destroy human potential, Poor health, illiteracy, lack of family support, unsafe, violent, and deteriorated living conditions, discrimination, lack of employment, and many other factors contribute to human loss and a profound alienation from mainstream society and its institutions. The Miami Metro -Dade community's consensus is that the continuation of these conditions at their current and increasing scale is not acceptable. The Empowerment program, which created the strategic planning process and the potential for significant new investment, offers the opportunity to take action in new and dramatic ways with the objective of changing unacceptable conditions. The analysis presented in the Taking Stock report of the first draft of the Strategic Plan demonstrated that, while over $1 billion is spent in Dade on programs which deal with poverty, almost all of this funding maintains existing conditions. Very little funding is directed at activities which change conditions, break the cycle of poverty and create opportunity to participate in the mainstream. The strategic planning process has also demonstrated that there are many successful, yet small scale efforts to change these conditions. The process provided the opportunity to examine the civic infrastructure. For the first time, it brought together many people with different but related concerns, across disciplines, jurisdictions (state, county, municipal) neighborhoods, social and ethnic boundaries. This collaboration has pointed toward a new way of doing business which builds on success and experience. The recommended strategy is to achieve a significant impact on outcomes by investing on a broad scale, in a comprehensive and coordinated system of proven programs, in partnership with residents, neighborhood organizations and institutions of service, both public and private. These investments are directed at preparation for life and work: support for very young children; support of quality education; and assistance for people to get back on track toward productive lives. 31 Restructuring the System The Service Coordination Council Overview A Service Coordination Council (SCC) is proposed to bring together the vast array of interagency social services planning entities in order to rationalize the financing and delivery of social services in Dade County. It would do so by channeling the great number of interagency planning and discussion groups into an organization which would be empowered to coordinate policy, planning and funding county -wide. Goals Rationalize and organize the financing and delivery of social services in Dade County and thereby achieve the following objectives: • Create a system which is more responsive to community needs • Reduce duplication in public and private funding of social programs • Improve coordination among service providers and service areas and recipients • Increase interagency cooperation in policy formation while reducing the time spent by agency leaders on interagency consultation Why? The proliferation of boards, committees, task forces and other planning and policy development entities has vastly complicated the delivery of social services. Providers spend an inordinate amount of time at interagency meetings and discussions. Meanwhile, users still struggle to find which agency has the programs and resources to meet their needs. The plethora of entities, however, serves the need for representation of the diversity of service providers and the communities served. Therefore, reducing the number of groups is not necessarily advisable if it diminishes the very sound need for greater community participation. Nonetheless, in a world of limited time and financial resources the costs of the current complexity are too high. A recommended solution is to create a centralized mechanism to listen to community needs, as expressed by local service providers and their constituencies, and translate them into policy and funding recommendations that are appropriate, efficient and user friendly. The SCC offers this mechanism. 32 The Service Coordination Council Means To form the Council the following steps should be taken: Step 1: Inventory of Entities Inventory by service/program area all entities, including those that are mandated by statute or local government. Step 2: Create Mechanism for Percolating Information Upwards Create the mechanism for percolating information upwards by having the chairs of all these entities meet monthly by service delivery and program area. These groups of entity -chairs will be called the Consolidated Planning Group. Each Consolidated Planning Group then elects its own chair who becomes a member of the central planning body, the Service Coordination Council. In addition to the chairs of the Groups, the SCC should include the chair of Health and Rehabilitative Services (HRS) - Health and Human Services Board (HHSB), the Administrator of HRS, the Superintendent of Schools, the State Attorney, the chair of the Police Chiefs Association and the County Manager or Assistant County Manager, as well as a representative of the Empowerment Planning and Development Trust. Members of the SCC might also include Chairs or representatives of the following organizations: Juvenile Court; United Way; Aids/HIV Group; Children and Families Group; Elderly Affairs Group; Juvenile Justice Group; Developmental Disabilities Group; Alcohol, Drug and Mental Health Group; Criminal Justice Group; Welfare/Entitlement Programs Group. No provider should sit on the SCC with the exception of the County, the schools and HRS. The number of people on the council should not exceed 20. The council would meet on a quarterly basis, except during the last quarter of the County and State fiscal year when they would meet monthly if necessary. The Council would be subject to the Sunshine Law and Public Records Act. 33 The Service Coordination Council Step 3: Major Funding Organizations Invest The Council with Authority Through the interagency/entity agreements, all entities should agree to give serious weight to the recommendations of the Council. Therefore, interagency agreements should be executed among all state and local governments and chambers of commerce, the United Way, and other entities agreeing that the council shall be the entity consulted on all policy development and funding issues involving the delivery and management of social services in Dade County. 34 Starting Out Right Goals Ensure that children are healthy at birth and provided with proper healthcare, child care and pre-school education so that they have a fair chance of succeeding in school and life. Provide universal access to primary healthcare for children Provide universal access to pre-school and child care Strengthen families through participation of parents in child development Means • Provide universal access to primary healthcare for children This goal will be met by bringing services closer to those in need. There are a variety of projects which have already proven effective within the Zone but they need to be expanded. One means for providing a wide array of preventive services such as prenatal care, well -baby check-ups and pediatric immunization is traveling medical resource vans. A single pediatric care van would stop weekly in five different neighborhoods to bring state of the art medical technology and trained personnel close to the homes of the people who are in need. School -based health programs are another option. They are less expensive than resource vans but usually offer a more narrow scope of services, such as only immunization or screening for health problems. By combining these two preventive care programs an effective health program could be created. 35 Starting Out Right • Provide universal access to pre-school and child care The needs of all pre-school children can be served by a combination of programs. Comprehensive integrated programs, such as Head Start for 3 and 4 year olds, provide health services, nutrition and focused education. Head Start has proven effective. These programs are not fully funded. The present Head Start system in Dade County, which serves a portion of the children in need, is open only until 2 F PM daily and closes during the summer. r Traditional child care, at home or at care centers, is less expensive and serves a wider range of children. However, it is much less consistent in quality and there is a great shortage of subsidized day care. One strategy is to finance a combined approach, both comprehensive programs and traditional care, that is high quality and accessible to those in need. Different approaches can be used to provide this critical service. • Strengthen families through participation of parents in child development There are currently several small programs to encourage parental participation in child development in the Zone. These programs bring parents and children together in activities aimed at easing stress on the family and strengthening ties between parent and child. Certain programs concentrate on a single goal, such as literacy for parent and child. Others take a more holistic approach aimed at all the sources of stress on the family that affect the child's development. These programs are school -based and offer literacy training along with crisis and abuse intervention, employment counseling for parents, social service referrals and other services. M. Starting Out Right Sample Building Blocks • Provide universal access to primary healthcare for children Program Description Cost Pediatric Mobile Mobile pediatric care unit $88 per child Mom Mobile Mobile obstetric care unit $387 per mother • Provide universal access to pre-school and child care Program Description Cost Head Start Day care, education, health $5,900 per child Subsidized Day Care Traditional Child Care $3,300 per child Child Care Resource Mobile Mobile unit to assist home day care providers $271 per child • Strengthen families through participation of parents in child development Program Description Cost Briht Horizons Family service center $225 per child Even Start Parent and child literacy $11,052 per child Florida First Start Parent education and family assistance $10,589 per child 37 Building Basic Skills Goals Ensure that public school students achieve the basic education necessary to perform skilled work and are prepared for a lifetime of learning. • Expand and enhance basic educational development • Early intervention for at -risk students Means • Expand and enhance basic educational development Students need access to more than just standard coursework. Two options which are in use around the country and partially available in schools serving the Zone are programs that extend school hours and programs that offer augmented instruction. School hours are increased through either Extended School Day Programs or Saturday Academies. Both of these programs offer individualized instruction through tutoring and counseling, as well as recreational opportunities. Extended school hour programs have a relatively low cost as a result of using existing school facilities. A second option is specialized programs which enhance students' basic skills and development. These programs are aimed at providing students with tools which will enhance their study skills. The Higher Order Thinking Skills (HOTS) program, for example, improves students' thinking ability and problem -solving skills through the use of computers, Socratic dialogue, and social cooperation. The Dr. James P. Comer School Development Program focuses on cognitive, social, psychological and moral processes in order to strengthen a child's development. Building Basic Skills • Early intervention for at -risk students Prevention and intervention efforts are necessary to suport at -risk students. This can be accomplished in one of two ways, both of which are currently working in the Zone. The first is to deal directly with at -risk students and their families at home. Caseworkers provide counseling, parent training and assistance with accessing other social services. The County Department of Youth and Family Development runs a series of prevention/intervention efforts which include neighborhood -based outreach and dropout prevention programs, as well as special services for families in public housing. The Linking Lifetimes Project, for example, involves public housing youth ages 10-17 and other residents in intergenerational mentoring. The second option is to address the needs of at -risk students through the schools. The Stay -in -School program is one model for doing this. Other programs reach students at a younger age, with early,, intensive intervention aimed at preventing the possible consequences of being at -risk. The Success 'for All program, for example, takes disadvantaged elementary school students and applies corrective measures through a "no-fault" problem -solving team approach. 39 Building Basic Skills Sample Building Blocks • Expand and enhance basic educational development Program Description Cost Extended School Day Supplemental education and $206 per student tutoring Saturday Academy Education, tutoring, and $506 per student recreation Higher Order Thinking Elementary school learning $421 per student Skills HOTS and thinking skills • Early intervention for at -risk students Program Description Cost Youth Intervention and 1-to-1 intervention for at- $700 per child Prevention Services risk children/families Linking Lifetimes Intergenerational mentorin $700 per child Success for All Early intensive educational $686 per child intervention COPE Centers Counseling for pregnant $135 per child teens Midnight Basketball Recreation and counseling $2,000 per child League 40 Back on Track Goals Ensure that individuals who have fallen off the track to economic opportunity through crime or drug abuse can return to the mainstream. • Create support for all youth who engage the criminal justice system • Provide universal access to drug abuse rehabilitation Means • Create support for all youth who engage the criminal justice system To meet this goal will require that comprehensive services are available to juvenile offenders. There are two ways to accomplish this, both of which have been used in the Zone but only reach a very small percentage of the population in need. The first is to provide delinquency intervention and prevention services through existing structures, such as community -based organizations and social workers. The Juvenile Delinquency Diversion Program, for example, uses case managers to assist juvenile delinquents and their families in accessing social services. This program is successful due largely to a good ratio of case managers to youth. The second option is to establish alternative schools which are specifically designed for juvenile delinquents. These small, intensive schools provide all the necessary educational and social services under one roof. The Marine Institute, for example, has been very successful in rehabilitating youth through a comprehensive program focused on interaction with marine life. The TROY Academy (Teaching and Rehabilitating Our Youth) houses no more than fifty juvenile delinquents in a neighborhood -based school. These students not only take classes and receive services like counseling, mentoring and conflict resolution, but also operate a restaurant on the premises. Back on Track • Provide universal access to drug abuse rehabilitation Juveniles and adults, whether in the criminal justice system or not, need access to substance abuse treatment. There are a variety of successful programs in the Zone which do not meet the overall need for treatment. For non -criminals, residential programs provide hospital -type care including treatment, counseling, education, and social services. The current number of beds in these programs is small, primarily due to the high costs of residential care. For individuals who enter the criminal justice system and have drug abuse problems, the Drug Court is an innovative model for both treating offenders and linking them to targeted outpatient programs like the Diversion and Treatment Program and the Sentenced Offender Rehabilitation and Treatment (SORT) Program. These programs provide outpatient treatment for first-time offenders and individuals in correctional facilities respectively, including a unique acupuncture service for cocaine abuse. 42 Back on Track Sample Building Blocks • Create support for all youth who engage the criminal justice system Program Description Cost Juvenile Delinquency 1-to-1 counseling for $700 per juvenile Diversion Program juvenile delinquents I Teaching and Rehabilitating Intensive academies for $6,250 per juvenile f Our Youth (TROY) juvenile delinquents I • Provide universal access to drug abuse rehabilitation Program Description Cost Residential Treatment Residential substance abuse $4,000 per person treatment Drug Court Non-traditional adjudication $1,000 per person for adult offenders Diversion and Treatment Drug abuse treatment for $667 per person first-time offenders 43 V. Livable Neighborhoods: Building Nome Base Livable Neighborhoods Building Home Base "Neighborhoods should have safe streets, affordable housing, accessible transportation, retail facilities, cultural and recreational opportunities. Neighborhoods should be linked physically, economically, socially and psychologically into the wider community." (Federal Empowerment Zone Guidelines) Neighborhoods are everyone's "home base." It's the place where everyone has "grown up." It's where, in some sense, "you learn everything you know." No planning for wider opportunities beyond the world of neighborhood can leave out the day-to-day conditions of that world and the need for neighborhood planning and improvement. The most basic neighborhood issue is safety -- and it is a top concern of people. It is the number one environmental issue. Reduction of crime and violence is the result of a wide variety of commitments, investments, and actions, individual and institutional. Many activities identified in the Strategic Plan, taken together, will have a positive impact on crime reduction. Within neighborhoods, citizens and police working together is critical to crime reduction. The most effective community policing program --- which goes beyond policing services -- is the Neighborhood Enhancement Team (NET) program created by the City of Miami in 1992. It includes an innovative concept for community policing in the role of the Neighborhood Resource Officer, a police officer based in the neighborhood. This effective program should be expanded. The NET program, by joining with the County's Neighborhood Service Centers, can bring service more effectively into neighborhoods. The strong desire for participation in planning for neighborhood improvements, in housing, commercial development, recreation, transportation, community facilities, was expressed by neighborhood residents. Neighborhood Planning Boards can be created and empowered to build on the strategic planning process now underway and work with county and municipal agencies to plan more livable neighborhoods. Overtown, for example, is considering establishing a Revitalization and Redevelopment Authority which could serve this purpose. Housing was the second most important neighborhood priority after economic opportunity. It is a challenging issue. The cost of new construction or rehabilitation of existing housing far exceeds the incomes of most households in the Zone. Also, in many neighborhoods, available land is scarce, as are relocation opportunities for renovation. Vacancy rates are so low that available rental subsidies cannot be used. A neighborhood planning process needs to focus on what housing opportunities exist or might exist, almost on a block by block basis, to determine what mix of public and private investment, and what housing products aimed at a mix of incomes, might be possible within neighborhoods. This strategy can also be explored effectively in the context of planning for the Development Bank commissioned by the County. 44 IrDA Government" for Neighborhoods Merge and Expand NSC and NET Offices Overview The Dade County and Miami City governments have already gone a long way towards "reinventing" themselves through the establishment of neighborhood based government service centers. It is proposed that the process be taken one step further by combining the City and County neighborhood offices, extending the model to Florida City/Homestead and expanding community policing activities. Goals • To simplify the delivery of social services and make government more responsive to the needs of residents. • To reduce crime in the neighborhoods by expanding community policing activities. Means Dade County and the City of Miami both have unique institutions designed to make government more accessible and responsive to residents. The County's Neighborhood Service Centers (NSC), in operation since 1977, specialize in neighborhood based delivery of County social services and often include space for State social service providers. The City's Neighborhood Enhancement Team (NET) offices, established in 1992, respond to general service complaints from neighborhood residents and provide a base for each neighborhood's community policing operations. It is being proposed that the NET and NSC offices combine to achieve the vision of "one stop" service and neighborhood based government for which they were both created. It is also being proposed that the community policing component of each NET office in the zone be tripled in order to respond to the pressing concern of residents: crime. This will permit a three -shift program for the Neighborhood Resource Officers. Cost Combining the offices would result in no additional cost and perhaps a savings as administrative and operating costs may be shared. Adding two additional officers to each of the six offices in the zone would cost approximately $850,000 per year. 45 Create Neighborhood Planning Boards Empowered "Bottom -up" Planning Overview Community participation will be the new framework for implementing and maintaining livable neighborhoods. The new framework for including community participation in the development planning process aims to ensure that community vision and input can interact with government in a more balanced manner. The result is a pattern of development more responsive to neighborhood goals and vision. The Neighborhood Planning Board will be charged with making policy, reviewing proposals, and helping to plan neighborhood development. Goals To ensure compliance with livable neighborhoods and sustainable development standards by promoting appropriate policy and design guidelines at the neighborhood level. To provide a forum for meaningful community input and ongoing participation in the issues of development, including residential and commercial development, public uses, recreation, and urban design. To provide technical assistance, and plan review of projects proposed for the neighborhood. Means The Neighborhood Planning Board will include a cross-section of residents, business people, design professionals and government. The governmental role shifting from enforcement of codes to a planning partner in the community. All development proposals will undergo a strict review process for compliance with the neighborhood plan and sustainable community goals. The Board in partnership with local governmental planning departments will review site specific plans for implementation by developers. In partnership with local planning authorities, the Neighborhood Planning Board will sponsor a community planning process to create a physical plan for the neighborhood and explore the possibility of a Compact Neighborhood Center, an area with no more than a 10-minute walking radius from the center to important facilities and activities and defined guidelines for zoning and development. Cost Allocation of funds for planning activities. 46 Housing Planning Increasing Stock and Providing Options Overview Affordable housing stock is in short supply in almost all neighborhoods. The strategic plan proposes several initiatives toward the goal of adequate housing choices in every neighborhood and for every income level. Goals Increase homeownership opportunities for different income levels Increase the housing stock through the establishment of community based lending sources that are sensitive to the needs of the community. The community development bank will work closely with the Neighborhood Planning Board to establish investment opportunities for planned projects. Establish a strategy for producing Single Room Occupancy (SRO) facilities in every neighborhood. As has been established in cities like San Diego, the SRO is a key element to reducing homelessness by providing the borderline homeless a new option for transition. Means • Explore possible new typologies to expand stock and choices: • A comprehensive housing plan for each neighborhood that describes specific strategies for infill, rehabilitation and new housing production that will insure opportunities for home ownership at all income levels. • Adaptation of proven types: the urban rowhouse and the courtyard house provide affordability without subsidy; vertical house types (rowhouse) give new owners option for rental income in early ownership years and later take over rental unit(s). • Collective dwellings for specific groups (ex. a collective for single public service employees, or hospitality industry employees) • Housing Cooperatives can make home ownership possible for many that would not individually qualify. • Transitional housing for specific target groups that provide support in addition to housing (ex. single parents going to school) Provide access to technical assistance, financing and information for smaller developers and individual home builders or owners to encourage infill, and rehabilitation. Cost Allocation of funds for planning 47 A VI. Investing in Community "Infrastructure" Investing in Community "Infrastructure" Government agencies and community -based organizations "reinvent the wheel" in their efforts to meet the needs of their communities. The most basic information on the resources and programs which are available to meet community needs is rarely accessible to the average citizen or, for that matter, to public officials. Effective programs operate in anonymity as communities and agencies search for innovative solutions. Resources sit untapped as families "do without" due to lack of information. Two investments are proposed to empower Dade's communities by establishing more effective and efficient means of communication and planning. Each in a different way will address the need of local communities to make informed choices. and take effective action on issues which affect them; and will improve quality and coordination in the delivery of social services. The "EmpowerNet" public database network and the "Neighborhood Service Corps" community service and leadership organization will affect significantly the volume, rate and quality of information flowing among individuals, community groups and government service providers. U; Neighborhood Service Corps Overview The Neighborhood Service Corps will be an organization and network of approximately 50 residents of the Empowerment Zone. These residents will be part of the social service delivery system trained to perform jobs in specific areas funded by the grant. They will also be trained for leadership in their own communities. A program sponsor will be identified to provide the leadership training component of this initiative and job training will be funded through special training funds set -aside from the EZ/SSBG. Goals Build a corps of community leaders, trained in social services, who will help organize the community and advance neighborhood -based agendas. Why? The sustainability of this strategic plan depends on feedback from the neighborhoods which are supposed to benefit. It also depends on getting the word out that there are new possibilities and a new way to get involved and take advantage of real opportunity, Initial investments and course corrections will be guided by community attitudes towards the programs that are meant to serve them. Clear and sustained community responses can only be expected if there is strong community leadership. The community participation in the strategic planing process has proven that community leaders exist in each neighborhood. However, there is no systematic means to identify and develop potential leaders or to ensure that leaders from across communities interact. A strong organization of grassroots leaders who are knowledgeable of government programs and their neighborhood needs should be developed. 49 Neighborhood Service Corps Means The Neighborhood Service Corps will be comprised of Zone residents who are hired to apprentice in social service activities sponsored through the Empowerment Zone programs. A Corps member might be a mentor hired for the Stay -in -Schools program; a health services apprentice assigned to a mobile pediatric unit; or a child care worker in a subsidized daycare center. The Corps' aim is to bring these people together into a community -wide leadership group. The group should be an effective network for community information sharing and organizing since each Corps member will be familiar with both the area of social services in which he or she works and the neighborhood in which he or she lives. The Corps members will learn from each other and work together to match public services with community needs. They will organize to advance their communities' agendas in an informed way in the public forum. The leadership program sponsor would organize and oversee the formation of the Corps and would fund its leadership building activities. Specific activities would be targeted for exposing Corps members to successful models of organizing and problem solving at the neighborhood level. The Kellogg Foundation, which is dedicated to the concept of building leadership, is being asked to play a development role in this program. Cost Fifty Corps members would each be compensated approximately $20,000 in wages and benefits each year. The 50 apprenticeships would be funded through the Corps for a maximum of two years. An additional 50 members will participate in the following two years. Wages would be $1 million per year or $4 million for four years. Leadership skills training would be funded by the leadership program sponsor. 50 The EmpowerNet Overview The proposed support and planning EmpowerNet is Dade County's Information Highway. It will enable easy access to most needed social services with only a single inquiry; increase the productivity and cost-effectiveness of service providers; permit coordinated program design across institutional boundaries; and empower citizens to become active and well-informed participants in the ongoing public policy planning process. It will be accessible to anyone who can use a telephone — owning and/or using a computer will not be necessary for navigating Dade's Information Highway. Goals Improve the delivery of governmental and social and human services Make it possible for citizens to arrange for essential services from multiple providers with a single phone call 24 hours per day Give counselors easy access to all relevant program information regardless of source — making "one stop" service possible Offer providers a chance to share "best practices" and "tricks of the trade" Foster coordinated planning and resource allocation by policy -makers Link members of the EZOC and the SSCC for open internal and collective dialogue — without requiring constant face-to-face meeting Aggregate information from the field ("point -of -contact") for analysis Measurably increase the efficiency and responsiveness of providers through the reduction of administrative costs and overhead • Increase the degree to which debate on matters of public policy includes active citizen participation and is rooted in facts and well-defined alternatives • Institutionalize the Empowerment Zone Strategic Planning Process • Enable all citizens to become informed, active participants in policy debate • Track clear performance indicators for all new programs • Provide easy -to -read budget information for all publicly -funded entities • Publish objective documentation of nation-wide "best practices" 51 The EmpowerNet Why? There is no shortage of valuable information available today - the challenge is how to locate it and use it effectively. This problem confronts everyone. The EmpowerNet provides a means to make information easier to locate, share, and revise, while eliminating previously impassable barriers of time, place, and knowledge. Means The EmpowerNet will contain detailed information for constituents of supportive service programs. It will have information on job and business opportunities and the educational pathways to them; on program -by -program performance and budgets for major publicly - funded entities (service providers, educational institutions, and agencies); and on the best policy alternatives, nationwide, for issues directly affecting Dade's citizens. Telephone "gateways" will allow essential information to be accessed by anyone with a telephone; information can be "read aloud" or ordered for delivery by mail. Access from home computers will be easy: computer terminals will be located in many accessible community sites, including all Miami Dade Community College Campuses, several high schools, NET offices, and county and municipal offices; thus, access from home computers will be possible for virtually everyone. Building Blocks The EmpowerNet will be made up of six principal sets of databases. • The Service InfoNet - will provide easy direct access by all citizens to most needed social services with only a single telephone inquiry • The Counselor Support InfoNet - will enable individual counselors to use the collective knowledge of dozens of distinct agencies • The Network of Advocates and Helpers - a unique social services and community -building network at three Dade County public housing projects • The Social Services Coordinating Council InfoNet - includes service utilization, program results, and other performance information collected and aggregated from counselors at each participating provider • The EZOC InfoNet - for gathering and sharing of education, training, and employment information among industry, educators and the labor force • The Strategic Planning InfoNet - provides all citizens with up-to-date performance and budget information on issues affecting the Zone and the County as a whole, as well as policy options from a nationwide review. 52 The EmpowerNet Illustrative Examples of EmpowerNet Use Intelligent use of information technology can break down the many barriers which prevent individuals and communities from accessing what they need, when they need it. Similarly, it can allow for sophisticated, on -going coordination and streamlining of activities which would otherwise be rife with duplication and inefficiency. • Although most persons seeking supportive services have several interrelated needs, most "delivery mechanisms" require multiple and separate visits to providers, often exacerbating the original problems of stress and discouragement. Provider agencies have overlapping functions, and even well-intentioned meetings to coordinate program spending and activities are too difficult to coordinate. Even when representatives of all providers can be assembled, the wealth of data they individually collect cannot be effectively pooled for common analysis, due to a lack of common measurement standards. Educators and employers occasionally meet to discuss common objectives and share forecast data —but the lengthy intervals between meetings preclude on -going updating of information. Mid -course corrections are extremely rare, leading to frequent but potentially avoidable disappointment with program outcomes. In every part of the United States, including Dade, public policy -makers frequently "reinvent the wheel" — designing and funding new programs while remaining unaware of proven models from elsewhere or from the community's own past. Both successful and unsuccessful programs are disbanded without performance assessments — even in areas as essential as juvenile justice, as cited with dismay in the 1993 Dade County Grand Jury report. Continuous improvement is an impossibility. Citizens are unable to participate adequately in government and lack access even to basic information such as program costs per capita, comparison of expenditures with other communities around the nation, and the actual performance measures used to support or eliminate programs in their communities. Succinct and usable summaries of various innovative and successful options from around the country are not available even to policy -makers today, much less to the voters. It requires enormous effort for citizens to access the confusing and incomplete information available to policy -makers. The result is an all -too -frequent reliance on the simplistic formulations of liberal versus conservative, "right versus left" — rather than the badly -needed, community -wide, informed debate over alternative solutions to complex problems. 4:1 VII. Benefits to Distressed Communities Outside the Zone Benefits to Distressed Communities Outside the Zone Overview The primary goals addressed in the Strategic Plan were common to all communities who participated in the Empowerment Zone planning process — not just those within the Zone. Opa-Locka, Edison/Little River/Little Haiti, South Miami Beach, Hialeah, Goulds: residents from all of these communities identified access to job and business opportunities as their number one priority — with a special focus on youth development. The draft Strategic Plan calls for a major restructuring of the system by which young people are educated, trained, and brought into the workforce; it also calls for a major restructuring of the social services system. These fundamental system changes will have clear benefits for all distressed communities, and for Dade County. In addition, certain key program areas and projects, recommended for funding, will provide services directly to residents of the other distressed communities. Broad System Changes and Benefits • The Empowerment Zone Opportunities Council will increase the effectiveness of school as preparation for work. All communities will benefit through the lessons learned and implemented by the EZOC alliance of industry and educators. The Services Coordinating Council will be made of up providers from all of Dade County. Its efforts will improve the quality and comprehensiveness of services delivered to all communities, by the entire existing provider network. The expanded Neighborhood Enhancement Team/Neighborhood Service Center network and the increased funding for programs which are delivered on a one-on-one basis —both of these key principles will affect all distressed communities. Citizens will receive quicker and more comprehensive response to their needs through these neighborhood -based "close to the community" approaches. • The EmpowerNet will be accessible to and contain useful information for residents of all the distressed communities in Dade. It will: make needed services easier to obtain; will enable all citizens to monitor the health of their particular community through performance tracking indicators; and allow every resident to become an informed part of an ongoing planning process. 54 Benefits to Distressed Communities Outside the Zone Specific Program Benefits - Serving Other Distressed Communities Most programs will serve the residents of the other participating communities, as well as the EZ communities. Examples include: • The One -Stop Capital Shop • Community Development Bank • The business incubators (CHT and Homestead MDCC/CHT program) and technology training program (HIT/PIC). • The expanded Stay -in -School program • Other career education and training programs (such as Tech Prep) • The expanded Youth Fair Chance Program for unemployed young adults • The Community Reinvestment Act Ombudsman 55 VIII. The Implementation Strategy The Implementation Strategy The Plan is to be implemented through a new representative body, vested with clearly defined authorities. This new body, the Empowerment Planning and Development Trust, will oversee implementation, evaluate performance, monitor the compliance of all participating government agencies with the Plan, be responsible for its evolution, and for maintaining energy and commitment to achieving its goals. By law, the $100 million in Empowerment Zone Grant must flow from HUD to the Florida Department of Health and Rehabilitative Services. This Department will be obligated to pass the grant monies on, in precise accordance with the community's defined goals, as stated in. the Strategic Plan. The funds will be received in Dade County through the Trust, which will be charged with assuring their appropriate allocation to administering entities. These entities which would contract with other organizations as well, such as non -profits and CBO's, are the State, County, Metropolitan and Dade County School Board. The Trust's powers will be defined by intergovernmental agreements and its organizational documents. The Trust will be the official reporting entity to the U.S. Department of Housing and Urban Development. The Empowerment Planning and Development Trust, would be an independent agency whose membership will include community residents; state, county and municipal government representatives; organizations with responsibilities for administration and implementation of essential Plan elements such as Dade County Public Schools, Miami Dade Community College, South Florida Employment and Training Consortium; community -based organizations; business, labor, foundation representatives and professional advisors. The Trust will participate in a continuous planning process. It will be responsible for gathering and disseminating information to the community including: detailed performance results, measured against Plan goals; updated budget statements; and discussion of options for change in the Plan, including expansion of successful activities and replacement of those which fail to meet their promise. Through the EmpowerNet it will receive and share continuously updated information from the Empowerment Zone Opportunities Council, from the Services Coordinating Council, and from the community through many channels including reports of the members of the Neighborhood Service Corps. The Trust will be an active body, ensuring that the Plan is a living document, continually responsive to the changing needs and conditions of the community, and always accountable to the residents whose vision it is. 56 Preparation for Life and Work Service Coordinating Council 0 STATE Empowerment Planning & Development Trust Members Responsibilities neighborhood The Plan representatives reporting government evaluation schools coordination business planning labor allocation of funds to foundations administering entities State Dade County County Public Schools Network of public, private, community based organization providers Neighborhood Service Corps Close to Community -� People and Neighborhoods EmpowerNET Economic opportunity Empowerment Zone opportunities Council Municipal EmpowerNET Postscript Postscript There are few, if any, communities in America capable of conceiving a Strategic Plan to address the needs of its poorest citizens and most distressed neighborhoods with the scope and range set forth here. It is a tribute to the strength and vision of Miami Metro - Dade that a Plan of this magnitude has been developed by the community. It is also evidence of the community's grasp of the serious nature of these conditions and the adverse effects which will continue to grow if nothing is done. Effects which indeed cast a shadow over Dade's promising future. The adoption of a comprehensive Plan of this scale would be a beacon to the nation. It would lead the country in a new direction -- toward solving the growing problems of disparity and the growing numbers of people who simply are not connected to the mainstream and who have little hope that meaningful connection is possible. These conditions can be changed, especially with the prospect of growing markets, the technology/information revolution and the opportunities that can come from both. This is the issue of the 21 st century -- whether or not America can continue its Dream of moving everyone forward together. This community is in an unique position to lead the way with its special position in the world economy, its great and dynamic diversity, its entrepreneurial spirit — it is America's New Frontier. It is the place where America can "re -invent" itself and reaffirm its Dream. 57 Preface This report is a Working Draft of a Strategic Plan in Progress, the application to the Federal government for designation as an Empowerment Zone. It sets forth an outline of the vision, goals, needs assessments, resources, activities, programs, projects -- brought forth from many different sectors of the community -- to form the foundation of the Plan. The Draft places possible choices before the community for deciding what the elements of the Strategic Plan are to be. The Federal rules for the Empowerment Zone program require the full engagement of all parts of the community to develop the Plan. Six Steps are set forth: Determining eligibility for Zone status; Initiating the process with active citizen participation; Taking stock of needs, resources and opportunities; Envisioning the future -- long range goals; Setting realistic objectives supported by specific activities, programs and projects consistent with the vision; Implementing the Plan with a mechanism for continually renewing, updating and energizing the Plan. Over the next few weeks, agreement on a vision, goals, objectives, activities, a mechanism for implementing the plan and local commitments from the public and private sectors must be reached. Neighborhood meetings are taking place the week of May 2 to review Neighborhood Agendas and a Public Hearing before the Board of County Commissioners is scheduled for May 10. A final Draft of the Plan will be prepared by the end of May for final approval by the Board in the beginning of June. This Draft and the separate reports, Neighborhood Agendas -and Taking Stock. A Summary and Analysis of Existing Publicly Funded Programs Related to the Strategic Plan, are working documents to be corrected, developed, and improved into the community's Strategic Plan. It is intended to provoke discussion, debate, reflection and, finally, decision on Miami Metro-Dade's Plan for its future; its agreement with its Federal Partner; and the setting of its community compact. Metropolitan Dade County Empowerment Zone Strategic Plan in Progress: A Working Draft Table of Contents Preface Highlights......................................................................................................... I The Road to Empowerment: A Description of the Process to Date.................9 Vision.............................................................................................................17 MeasurableGoals...........................................................................................21 Diagnosis: A Demographic Portrait of Dade.................................................29 NeighborhoodAgendas..................................................................................37 RegionalAgenda............................................................................................47 Useof Existing Resources.............................................................................59 Taking Stock; Career Education and Job Training ........................................... 81 Education..................................................................................91 HousingAssistance.................................................................101 Community Economic Development......................................109 Social and Human Services.....................................................115 PublicSafety ...........................................................................121 DrugAbuse Prevention...........................................................127 Transportation.........................................................................133 CulturalAffairs.......................................................................139 Empowerment Zone Strategy Choices: IveyProposals and Recommendations.........................................................145 Key Issues in Implementation of the Strategic Plan....................................169 Structure for Continued Participation and Planning....................................173 Appendix...........................................................................................I..........177 Highlights -11 Highlights Vision Miami Metro-Dade's future growth and realization of its potential as "Capital of the Americas" is linked with the future of its poorest communities. The Empowerment Zone strategy is the vehicle for designing and implementing "connections that work" between Miami Metro-Dade's economy and all its people. Measurable Goals To aim at the elimination of poverty, goals should be set to increase employment and improve educational achievement. Specific goals should be set in both areas. Goal: Reduce dropout rate among "at -risk" high school population 20,000 students from 60% to 8% Cost: $45 million annually Benefit: Higher earnings among participants; dependency costs avoided; benefits exceed costs of program Goal: Increase employment among 40,000 16-29 year olds presently not in school, not working and living in poverty; expand training and educational opportunities for this population Cost: Job and educational costs for programs that work is $3,000 per participant for two year program Benefit: 50% return on investment. Neighborhood Agenda • Strong and enthusiastic participation by over 350 community representatives in Community Strategic Planning Workshop • One consistent voice - anxious parents concerned about the future of their children • Highest priority - economic opportunity - jobs and business development • Second highest priority - decent, affordable housing; homeownership 3 i 4 Diagnosis • Dade's rate of families living in poverty, 18%, is the highest among 25 of the Nation's largest Metropolitan Areas • The City of Miami is the fourth poorest city in the United States; the poverty rate has increased by 51 % in the past 20 years; the current poverty rate is over 31 % • Nearly one-third of the children in Dade live in poverty • 65% of the children under 5 within the Empowerment Zone boundaries live in poverty • The City of Miami has experienced a dramatic increase in unemployment; an estimated 35,000 jobs were lost in the 1980s - in excess of 11 % of the City's total employment • 40,000 young persons between the ages of 20-29 are out of school, out of work and living in poverty Regional Agenda • Dade economy must grow at approximately 8,000 jobs per year above "baseline" projections between 1995-2005 to achieve reasonable employment rates of 4%-5% • Expansion plans for Airport, Seaport; rising opportunities in international trade and commerce; and expansion of medical services and technologies could provide additional growth if coupled with a strong, innovative labor force strategy • Dade County to create job and business linkages at Airport and Seaport; specific targets for employment and business development to be set • Expansion plans for major infrastructure projects including Airport, Seaport, transit links and development of a World Trade Center; projected at $10 billion over 10 years should include linkages to Empowerment Zone and a labor force strategy. Use of Existing Resources • Approximately $1.13 billion in spent on human and community services and development in Dade; almost two-thirds, $700 million, is federal; 8% is County. • The State spends virtually no funds on affordable housing, community development or job training • Dade County spends approximately $89 million annually, about 9% of its $1 billion general fund, on human and community services and development programs. • Since 1986, the City of Miami's budget in real dollars has been effectively reduced in the cumulative amount of $219.3 million; the effective reduction in FY 1994 alone is $39 million; from 1980-1990, direct federal aid to cities was reduced 50%. • While considerable federal, state and county funding, over $1 billion annually, is spent on human needs, most is directed at alleviating adverse conditions of poverty; maintaining subsistence; and dealing with negative outcomes of poverty and distress. Very little funding is directed at changing conditions and outcomes of distressed communities. Empowerment Zone Strategy Choices: Key Proposals and Recommendations Economic Opportunity: Forging New Links Between Dade's Growing Economy and its Distressed Communities Recommendation: First and foremost is economic opportunity; calls for nothing short of restructuring the relationship between the labor force currently being left out and underused and Dade's growing economy. • Full partnership among the public sector, industry, educators, and current and future participants in the workforce S Establishment of an Empowerment Zone Jobs & Business Opportunities Council with membership drawn from leading Zone employers, Metro -Dade and municipal agencies, labor, PIC, Enterprise Florida, HIT/PIC, Center for Health Technologies, DCPS, MDCC and other post -secondary educational institutions. Members would participate in design, structuring, and ongoing review of the program. • A compact among Zone employers, area residents, and students, in which employers pledge a significant, pre -defined number of specified jobs to qualified adult residents and future program graduates. • Area educators would design "demand -driven" curricula to be directly responsive to the expressed needs of EZ employers. • Students would have the opportunity to choose and follow their own career path through DCPS and post -secondary institutions, leading to specified employment opportunities. • Empowerment Zone tax benefits would provide incentives to employers, but participation would not be limited to Zone residents Removing Barriers: Changing the Culture of Poverty in Public Housing Recommendation: Promote the formation of intact families; encourage the contributions of household members; and allow very low income families to increase household earnings and disposable income through a Public Housing Demonstration Program which involves waivers of federal regulations. A five year moratorium on rent increases for existing tenants in four public housing developments located within the Empowerment Zone boundaries and three outside zone boundaries -- a total of 1,500 units. Supporting Families in Achieving Self -Sufficiency: A Pilot Project in Welfare Reform Recommendation: Provide basic skills, especially reading, to welfare mothers and assistance in accessing additional education to empower them to obtain jobs which will raise them out of poverty; train welfare mothers to be their children's primary teachers, especially reading teachers during the children's first critical four years of life. Ri I"Reinventing Government" for Neighborhoods Recommendation: Expansion of the City of Miami's successful Neighborhood Enhancement Team (NET) to improve government service through a coordinated effort between the City and Metropolitan Dade County; accessibility to local government would be expanded to include Dade County, the principal service provider to municipal government for a range of key areas. Creating Safe Neighborhoods Through Community Policing Recommendation: Community policing to create safe neighborhoods in Dade County; Police officers would live in the neighborhood and work in the community. Developing Sustainable Neighborhoods Through Entrepreneurship: "One -Stop Capital Shop" Recommendation: Tap into the existing community economic base and entrepreneurial talent in the neighborhoods • Distressed communities, although poor, contain a significant amount of collective capital. The Model City/Liberty City community, with a poverty rate of 48%, has an aggregate community income exceeding half a billion dollars. Community residents have identified neighborhood economic development as a high priority to recapture and recycle a significant portion of this aggregate income. • Establish a micro -loan lending program to finance small business start-up loans and obtain commitments from private lending institutions to leverage public funds. Sharing and Strengthening Community Values Recommendation: At the heart of the concept of empowerment is that people, regardless of position or station, relate to each other as equals. Power can only be exercised well among equals. Equality rests on shared values. A process should be created to define, understand, and communicate throughout the community what those shared values are. Key Issues in Implementation of the Empowerment Zone Strategic Plan Dade County must consider what mechanism it envisions to implement the plan. There are different implementation possibilities. These include: • An agreement among different governing bodies (state, county and municipal) as well as agencies, public and private, business organizations, resident and community -based organizations pursuant to the agreement. No new organization created to implement and oversee the strategic plan. • Certain responsibilities to be delegated to municipal governments but overall responsibility to implement and monitor the plan to rest with County government. • New organization to be created such as an Empowerment Revitalization and Development Authority. This organization would include representatives of the state, county, municipal governments; organizations identified in the plan with responsibilities for plan implementation such as: Dade County Public Schools, Miami Dade Community College; South Florida Employment and Training Consortium; community -based organizations; community residents; members of the business community; foundation representatives; and professional advisors. Local Commitments to Implementation of the Plan The Empowerment Zone program requires identification of public and private resources to support and carry out the Strategic Plan. A firm commitment must be evidenced to insure that these resources will be available upon designation as an Empowerment Zone. - The form and amount of these commitments must be specifically identified as part of the Strategic Plan. 19 The Road to Empowerment: A Description of the Process to Date V� The Road to Empowerment The Miami Metro Dade Community is engaged in an unprecedented planning process to chart a new course for its future. People are involved from all over Dade - neighborhood residents, public officials, business people, educators, planners, representatives of non- profit organizations and foundations. The process is the result of the County's decision to apply for designation as an Empowerment Zone under a Federal program which challenges communities all across America to take a new look at the conditions of poverty and distress affecting their citizens and to ask the question: "What do we want our community to be like in the future?" The application for an Empowerment Zone is intended to be the answer to that question. It takes the form of a Strategic Plan which assesses needs; analyzes strengths and weaknesses; sets goals and objectives; develops a common vision; and creates ways and means to achieve the vision. The Plan should represent a community consensus for action and be an agreement and commitment by all segments of Miami Metro Dade to carry out the Plan. The process now underway is meant to result in such a Plan. The Empowerment Zone Planning Process is Initiated On October 9, 1993 United States Representative Carrie P. Meek of Florida's 17th Congressional District convened a meeting to bring to the attention of people and organizations from all over Dade the new opportunity enacted by the Congress - the Federal Empowerment Zone. If selected in a national competition, Miami Metro Dade would receive $100 million in new federal investment, significant tax benefits, priority for other federal programs as well as other benefits. Most importantly, the community would have developed a comprehensive strategic plan for community revitalization. Recognizing the importance of an early start and grass roots citizen participation, Representative Meek established the Community Advisory Resource Team (CART), as an umbrella organization for broad -based citizen involvement in Dade County's Empowerment Zone process. CART initiated a series of community meetings throughout Dade to inform the public about the program; facilitate participation; and solicit suggestions. Working in conjunction with Dade County, CART assisted in the development of a County -wide process. I A County -Wide Effort is Organized and United On October 21, 1993 the Dade County Board of Commissioners unanimously approved a resolution establishing the twenty-one member Empowerment Zone Task Force chaired by Commissioner James Burke and the Citizens Advisory Board with twenty-five members chaired by Commissioner Javier Souto. CART participants voted unanimously to join in Dade County's strategic planning process. The Task Force is comprised of mayors and city managers from every municipality potentially eligible for nomination within the Empowerment Zone. It also includes representatives from the state and federal legislative delegations, as well as the Dade County School Board; the Dade League of Cities; residents from within eligible areas; a labor representative; and a representative of the business community. The Advisory Board includes members expert in a range of areas. It includes representatives from Miami Dade Community College, the largest community' college in the State of Florida; the Beacon Council, which coordinated many activities in the rebuilding of Hurricane -devastated South Dade County; the Latin Chamber of Commerce; the Greater Miami Chamber of Commerce; the Miami -Dade Chamber of Commerce serving Dade County's African -American business community; Tools for Change, a minority small business development organization; the South Florida Private Industry Council which provides job training services; the Greater Miami Convention and Visitors Bureau; and other members from a wide spectrum of backgrounds with long histories of commitment to and involvement with the Dade County community. Supporting the Task Force and Advisory Board is a technical staff committee comprised of staff representatives from Dade County and the municipalities within Dade eligible for designation as an Empowerment Zone, as well as a team of private consultants engaged by the County and the City of Miami. The County team is lead by Assistant County Manager Israel Milton. Selection of the Empowerment Zone Boundaries On January 15, 1994 the Task Force and Citizens Advisory Board met formally for the first time in a joint session to formulate a group strategy and plan a course of action. The task of choosing the boundaries of the Empowerment Zone was daunting. More than 100 census tracts in Dade, with well over 600,000 people, met the poverty thresholds Zz- required for the Empowerment Zone program. A Zone can include no more than 50,000 people in up to three non-contiguous areas. A strategy was devised to maximize community participation by reaching out to the community through traditional and non-traditional channels. In addition to general advertising by the County, the Community Action Agency and neighborhood service centers, as well as other organizations, promoted Metro-Dade's community planning neighborhood meetings. The first of eight community meetings held in February was held in Little Havana. On February 9, over 150 residents and members of community organizations attended. In February, well over 1,000 community residents attended meetings on the Empowerment Zone program throughout Dade. Materials describing the program were distributed and residents completed surveys in which they were asked to identify the various needs and assets of their respective areas as building blocks for the strategic plan. To be inclusive of Dade's diverse population, materials were printed in English, Spanish and Creole and translators were available at every meeting. Designing a Strategy for the Empowerment Zone Throughout February and early March, an analysis of the possible Zone areas was undertaken by the Task Force, the Advisory Board, community residents and organizations, members of the business community, and others. What emerged from these studies, discussions and debates was a focus on areas of strength in Miami Metro Dade as well as areas of weakness; areas of growth as well as distress. Because of Dade's unique economy and geography, some of Dade's poorest communities are located in and near its areas of greatest economic strength. The Zone provides an opportunity to link growth and employment in the mainstream economy to people in distressed areas who have not participated in that growth and opportunity in the past. A Zone core strategy was designed to link the Airport to the Seaport and include the communities of Melrose/Allapattah; Overtown; Wynwood; and Little Havana; as well as the Medical complex; and the Central Business District in the Empowerment Zone. This Job and Business Corridor represents Dade's economic future, contains well over 100,000 jobs and represents a significant percentage of the economic growth of the County. In the next ten years, new employment in these areas will exceed 50,000 jobs. The distress factors in the communities in and around the core are also significant. Poverty exceeds 45% and unemployment is well over 10%. The Empowerment Zone 1-3 strategy is to forge real links to business development and job opportunities for the residents of communities within the Zone, as well as other distressed communities. A County -wide Empowerment Zone Vision The Dade Zone strategy is inclusive, stretching north and south. Two other areas, not contiguous to the central corridor, were also selected. The Federal rules permit a maximum of three non-contiguous areas totaling no more than 50,000 people. The northern community selected is Liberty City represented by an area along NW 7th Avenue, with NW 12th Avenue on the west, between.NW 58th Street and NW 71 st Street. This area includes Northwestern High School and the Miami Dade Entrepreneurial Center, as well as businesses along the NW 7th Avenue corridor. The third non-contiguous area is in South Dade. Its selection represents the linkage of north and south and a vision of Dade's future growth and prosperity. The area selected overlaps the boundaries of Florida City and Homestead with a population of almost 9000 and a poverty rate of 50%. The inclusion of this site emphasizes the County -wide problem of poverty and distress and the commitment to County -wide, as well as a neighborhood strategies, to overcome these problems. The selection of South Dade also affirms that the values of resilience and courage, the same values shown in overcoming natural disaster, can be brought to bear in achieving the goals of Empowerment. Controversy Over Selection of Zone Boundaries The inclusion of the Airport within the Zone was controversial. Concerns and suspicions were raised that the Empowerment Zone would benefit those who were not intended to be benefited by the program. There was also concern that real linkages to jobs and businesses at the Airport would not materialize. The past record of opportunity at the Airport for the minority communities of Dade was not strong. In the debate over Zone boundaries, it was the consensus that new, effective efforts, even ordinances, might be necessary to assure that the doors of opportunity would open wide. The Board of County Commissioners approved the selection of the Empowerment Zone boundaries on March 22, 1994 by a vote of 12 to 1. A County -Wide Strategic Planning Workshop - A "Bottom -Up" Plan Because a County -wide vision is needed and because less than one tenth of Dade's population living in poverty can be included within Zone boundaries, the strategic planning process is not limited by Zone boundaries. Representatives from all of Dade's eligible communities are participating in the strategic planning process. Public hearings and neighborhood meetings were held throughout the County, from Opa- Locka to Homestead, from April 7 to 11, culminating in a Community Strategic Planning Workshop held on April 15 and 16 at the Miami Dade Community College Downtown Campus. More than 350 people participated from all over the County, with many different perspectives and backgrounds. It was a remarkable two days which produced a "bottom -up" vision of the community's future; a discussion of what was valued in each community; an assessment of neighborhood strengths and weaknesses; identification of problems and proposed solutions. The results of that work are summarized in this report and described in full in a separate report entitled Neighborhood Agendas. Assessing Needs and Taking Stock of Resources While this examination proceeded at the neighborhood level, an examination took place of programs and services provided from the State, County and City levels aimed at addressing the needs of people and neighborhoods. This review by public service providers and program operators examined the universe of need; the status of current programs; the funds being expended; the scope of service; the effectiveness of programs; the unmet needs; and a highlighting of outstanding programs which have been particularly effective in overcoming problems. Public servants engaged thoroughly and very effectively in the analysis. The results of that work are summarized in this report and set forth in full in a separate report entitled Taking Stock: A Summary and Analysis of Existing Publicly Funded Programs Related to the Strategic Plan. At the same time, members of the private sectors, both profit and non-profit, reviewed the activities and planning work in which they are engaged and the projects they have on the drawing boards which will affect the future of neighborhoods and the County as a whole. There are both small scale plans which will affect neighborhood livability and grand plans which will affect the flow of commerce among nations. The results of that work are set forth in this report. y5- A Time to Plan and Choose The Miami Metro Dade Community is rich in resources, both human and material, yet suffering from a loss of tremendous human potential as well as experiencing the ravages of crime and physical deterioration in many communities. This picture is clear from the analysis contained in this report. What is also clear is that there is still great hope and optimism about Dade's future, both at the neighborhood level and in the chambers of councils, commissions and corporations. The strategic planning process for an Empowerment Zone requires that a common vision of the future be set forth by the whole community and that broad goals be set. The ,process then requires that specific activities, programs and projects, changes to current programs, requests for waivers, are to be identified to address the community's priority needs consistent with its vision. Finally, a coordinated approach among agencies, organizations and individuals to implement the activities, programs and projects is to be defined. Benchmarks and milestones are to be set and a mechanism for carrying out and updating the Plan set forth. An innovative organization for carrying out, monitoring, evaluating, and modifying the Plan, as necessary, should be considered. The process of evaluation and feedback is written into the statute. Most importantly, the Plan must demonstrate how new federal resources will be used and what local resources, both public and private will be committed to carrying out the Plan. 16 Vision 17 Vision The world's image of Miami -Metro -Dade is of "a rising star" positioned for growth and headed for leadership in international commerce as Capital of the Americas, "perched on the rim of the fastest growing region in the New World."' The selection of Miami -Metro - Dade as the site for the Western Hemispheric Summit of the Americas is national affirmation of that futuristic vision. "An urban community reviving economically and poised to play a key role in the 21st century," built on the strength of its diversity of cultures. "The increasing multi -cultural nature of Miami -Metro -Dade and the internationalization of our cities and businesses are a window into the future." 2 This image arises from Dade's real potential for continued economic growth in many vital sectors: international trade and commerce; medical technology and services; transportation; communications; and tourism. A ten year, $10 billion plan is envisioned for expansion of major transportation and other facilities. The creation of an International Trade and Exposition Center and other commercial projects are being planned. A new Center for the Performing Arts is on the horizon. Bicentennial Park, an Overtown plan, a Free Trade Zone, the Arena expansion, Uptown and Design District development are parts of the vision, as are other important possibilities. In the aftermath of Hurricane Andrew, Dade's strong rebound from the second worst natural disaster in U.S. history, demonstrated the courage and resiliency of a community united to achieve a common purpose. The vision of growth was extended to South Dade "to become a significant component of a regional hemispheric hub in the global business community," while preserving its unique natural beauty and resources.s The image of Miami Metro-Dade's future seen by the residents of the Empowerment Zone neighborhoods and other distressed communities also reflects these great possibilities for growth, many of which are included within the Zone. However, there is a fear, realistic and heartfelt, expressed by neighborhood residents that the means for them to participate in this growth and to fulfill their visions for livable and sustainable communities do not currently exist. Business and civic leaders also see the prospect of continuing urban distress and disintegration of the social fabric, as a shadow over Dade's promising future. People from all segments of the community, from many diverse backgrounds, who have come together in this Strategic Planning process, are calling for a new partnership, to act out of courage not out of fear, and make meaningful commitments to hitch all of Miami-Metro- Dade's citizens to its rising star. "Miami," TIME Magazine, September 6, 1993. Submission to President Bill Clinton by Metro Dade County in support of its proposal to host the Pan- American Hemispheric Summit of Heads of State, March 4, 1994. Homestead Air Force Base Re -use and Economic Redevelopment Implementation Plan, January 1, 1994. V f Measurable Goals 22 Measurable Goals The Empowerment Zone process requires the community to set goals based on its common vision. The goals should quantify elements of the vision so that progress can be measured. Goals can be set in each of the areas set forth in the guidelines of the Empowerment Zone program. These areas are Economic Development, Human Development, Transportation, Housing, Community Development, Public Safety, Drug Abuse Prevention, Education and the Environment. While leading the nation in many high growth economic indicators, Miami Metro -Dade also leads in many areas of distress. What goals will the community set for itself to reduce levels of distress and poverty? Goals set for educational attainment and employment, if achieved, have positive "ripple" effects in other areas. Higher employment means higher eaming power which might improve housing conditions, for example, or have a positive impact on public safety. Setting and achieving goals in the areas of improved school performance, decreased drop out rates, and increased access to rewarding employment and business opportunities through education, vocational and technical training, and placement probably has the broadest benefit and greatest impact on achieving goals in many other areas. Setting a goal of reducing the high school drop out rate among "at risk" students would have highly measurable effects. Setting a goal of increasing job training opportunities for those not in school and not working would also have highly measurable effects. Two proposals to set such goals and the possible benefits are described in this section. FN Goal: Reduce High School Drop -Out hate In The "At -Risk" Population From 60% To 8% Means: Fully fund the successful Stay -in -School program to expand its scope from 2,500 students per year to the entire at -risk high school population of the Dade County Public Schools, 26,000 high school students (grades 9-t2). Measurement: The effectiveness of this program can be readily measured through Dade County Public Schools longitudinal drop -out rates and the State of Florida's FETIP placement and income tracking system. Overview: High school drop -outs represent a major lost opportunity to the community. Targeted investment to reduce the drop -out rate among students considered most at -risk of dropping -out would have very significant financial and social benefits to Dade County, including the addition of an incremental $35 million in earnings per year into the County economy, and substantial savings from avoiding costs of dependency and public assistance associated with high school drop -outs. Background • 40% of the entire Dade County Public Schools high school age population are considered at serious risk of dropping out. Approximately 60% of the "at -risk" students are likely to drop out of high school. • Criteria for placement on the list include: suspensions, poor attendance, low reading scores, limited English proficiency for five or more semesters, over -age for the grade by two or more years; as well as other factors such as substance abuse problems, involvement with gang activity or placement in the criminal justice system. • The percentages of students on the at -risk lists are only slightly higher in schools which serve residents of the Empowerment Zone than in other DIstrict schools: in EZ schools the at -risk percentage is 45%, and in all other schools the percentage is 37%. • Students who drop out face a grim economic future, and many are likely to become dependent on public assistance. One in four of every non -high school graduates in Dade lives in poverty, including many who are working full-time. The median income of recent high school graduates in Florida who lack any post -secondary training is only two-thirds of those who have attended district post -secondary institutions, and less than half that of recent graduates of two-year terminal vocational degrees (AS). 26- • The present Stay -in -School program has been carefully monitored over its eight year life. Nearly 9,000 at -risk students have participated and the longitudinal drop -out rate of this group fell from the expected 60% down to 8%. • This highly successful program is funded by the Federal government, and can serve only 2,500 students per year - less than 10% of the total at -risk student population. Cost Program cost is approximately $2,200 per year for a typical three-year student participation. This funding includes extensive counseling, monitoring, assistance, and paid summer work experience (about one-third of the annual expenditures go to student wages which presumably circulate in the area economy). • Full funding of the Stay -in -School program to serve at -risk high school students in grades 9-11, approximately 20,000 students, would cost an estimated $45 million per year. One- third of this amount would be sufficient to serve all Empowerment Zone resident students. Benefit • Only about 32% of recent high school drop -outs in Florida are likely to be employed, and their average annual earnings are less than $13,000. Out of a population of 3,000 drop- outs, the combined earnings of those who are employed would be approximately $12 million, and would grow only at a very low rate. If these students stayed on to graduate, in accordance with Dade County patterns, 5 1 % would go on to work and 48% to post -secondary education. Nearly 60% of the group pursing post -secondary education are also employed at the same time. The combined earnings of those high school graduates immediately entering the labor force on a full-time basis would be $17.5 million —approximately $5.5 million higher in aggregate than that generated by the drop -outs. The additional earnings two years later of those completing post -secondary degrees would add at least a further $29 million. In sum, helping this group to stay -in -school would add $35 million per year to the region's economy. This is a highly conservative analysis, as it does not take into account the direct costs of high school drop -outs (which include the increased likelihood of requiring public expenditures due to dependency or involvement in crime). A major increase in drop -out reduction programs would have a tremendously positive economic impact on Dade County. 2G Goal: Increase Employment Among 16-29 Year -Olds Presently Not in School and Not Working Means: Fund adult education and vocational /technical training programs and supportive services designed to meet the needs of the County's unemployed or underemployed low- income population; establish linkages with Empowerment Zone Businesses. Measurement: The effectiveness of this program can be readily measured by setting and tracking numerical goals in the following areas: levels of educational attainment, unemployment rate, and average earnings and earnings growth of full --time workers Overview: There are presently 40,000 young men and women in Dade between the ages of 16 and 29, living in poverty, who are not in school and not working. At present, these young people represent a tremendous missed opportunity to the community. Although only 1 /3 of them are counted in the unemployment statistics, all are effectively cut off from the mainstream economy. Investing in their future produces a measurable and profitable return to Dade. Background • Most of the 40,000 able-bodied young people in Dade who are not in school, not employed, and living in poverty, lack the skills necessary for economic self- sufficiency, and cannot access the training necessary to build a career. • Today Dade's basic adult vocational and technical training programs for low-income persons serve only about 5,000 young adults per year: only 13% of the potential universe of young persons who could benefit from such training. Cost/Benefit • A program to provide all of these potentially valuable members of the Dade labor force with two years of training would cost $3,000 per capita for two years, or a total of $120 million per year, and could yield a 50% return on investment. An example of how such a return of investment is calculated is described below. • The State Department of Labor and Employment Security has prepared a detailed analysis of the costs of dependency. The typical AFDC mother of two in Florida receives a package of benefits the total cost of which is estimated at 27 $10,7776. The package includes $3,636 in AFDC, $3540 in Food Stamps, $2,400 in Medicaid benefits, and $1,200 in other benefits such as energy, housing, and school lunch. • A sophisticated new State agency — Florida Education and Training Placement Information Project — has tracked the outcomes of the JTPA training program designed to serve this population. They have identified what percentage of women successfully complete the programs, are placed in jobs, are still employed six to eighteen months after initial placement, and at what earnings level they are employed. • Results of their study of nearly 10,000 women in the JTPA IIA program areas follows: • Approximately 65% of participants completed the training program and were placed. • The cost per placement was $4,700 (including building in the costs of those who did not complete the program). • Approximately 60% were still employed 6-18 months after the program. • Their average annualized income was $14,750. • The total program cost— the investment— was nearly $47 million. • The return was $76 million in the form of dependency costs avoided and payment of taxes by the graduates. Diagnosis: A. Demographic Portrait of Dade 29 Diagnosis: A Demographic Portrait of Dade Overview Dade County: Over the past twenty years, the population of Dade County has grown by nearly 700,000 persons — an increase of more than 50%. During that same period, its poverty rate has risen from 14% to 18%, and the number of persons in poverty has doubled. As of the 1990 Census 341,000 citizens of Dade lived in poverty. Dade's rate of families living in poverty is the highest among all 25 of the Nation's largest Metropolitan Statistical Areas. There were 131,000 arrests last year in the County. Total expenditures on public safety exceeded $581 million. The County Corrections and Rehabilitation Department handles 5,900 inmates at an annual cost of $23,400 per inmate. Miami: The City of Miami is the fourth poorest city in the United States, and has seen its poverty rate increase by 51 % in the past twenty years. The poverty rate in Miami today is over 31 %. Miami ranks number one in the nation in violent crime. The Empowerment Zone: The poverty rate within the Empowerment Zone is more than three times greater than the County's. In some Zone census tracts, poverty rates exceed 60%. Average household income in the Zone was $15,900 in 1990 — less than half the County -wide average. A Widening Gap From the 1970 to 1990, the gap between rich and poor has widened. In 1969 the poorest fifth of all families in Dade received approximately 5% of the income generated in the County, while the wealthiest•fifth received 48%. By 1989, the already low share of income received by the poorest fifth had declined by 25%. This "shrinking slice of the pie" is even more conspicuous in the Hispanic population, where the bottom fifth's share of income fell 44%, while the most affluent fifth increased their percentage of total income by nearly 10%. 3,1— Concentration of Poverty Poverty has become increasingly concentrated in certain areas. Within the City of Miami, although official population counts rose only 7%, the number of persons living in poverty has increased by more than 60% over the past 20 years. The Empowerment Zone contains many of the County's poorest areas: poverty within the Zone boundaries has grown at three times the rate of the County as a whole, and now stands at 48%. Poverty and Ethnicity The number of blacks living in poverty in Dade County has doubled over the past twenty years, while the number of Hispanics living in poverty has increased nearly four -fold. The black population in poverty, although it did not grow as rapidly as the Hispanic population, has remained high when measured as a percentage of the black community. As of the 1990 r Census there were 183,000 Hispanics living in poverty, representing an Hispanic poverty rate of just under 20%. The black population poverty rate was 30%, reflecting a population of 117,000 blacks in poverty. Within the Empowerment Zone, 53% of the black population is in poverty, as is 45% of the Hispanic population. Children At -Risk - Overview Nearly one out of every three children in Dade lives in poverty. The Casey Foundation recently released "Kids Count 1994" a scorecard which measures the health, education, social and economic well-being of children in individual census tracts around the nation. Florida ranked 45th worst out of the 50 United States. One -quarter of all census tracts in the State rated "severely distressed" are located in Dade County. One -quarter of these are located within the Empowerment Zone. The Youngest Children 65% of the children under 5 living in the Empowerment Zone are living in poverty (generally, in a household with income below $10,000). This poverty rate for young children is two -and -one-half times the rate in Dade generally; and appears to be worsening over the past decade. Poverty among the youngest children appears to be intensifying within the Empowerment Zone areas - so that it is increasingly likely that a child under 5 born in the EZ area will be bom into poverty. Seventy -percent (70%) of female -headed households in the Empowerment Zone live in poverty. In the City of Miami the number of 3 2_ single -woman heads of households with children, living in poverty, has increased 116% since 1970. Drop -Outs Kids Count examines many other variables, including numbers of youth age 16-19 not in school and not working. It is a measure of lost opportunity and potential public expenditure (for unemployment, dependency or criminal justice). Florida ranks 44th worst in the nation in this measure. The 1990 Census showed nearly 12,000 such youths in Dade County overall. In the Empowerment Zone, fully 25% of the youth ages 16-19 are neither in school nor working — a rate two -and -one-half times that of Dade overall. Nationally, wages of persons without high school diplomas have fallen 21 % in real terms over the past 15 years. In Dade, more than one -quarter of non -high school graduates are below the poverty line. Many drop -outs become involved in crime, and virtually all high- school students who pass through the criminal justice system drop out of school. In 1993 there were 14,700 juvenile arrests in the County: a rate sufficient to have arrested one out of every 15 teenagers in Dade County. Dade's Economy - Overview Dade's economy has grown dramatically over the past twenty years: total payrolls increased from $11 billion to nearly $23 billion, a 209% increase. International trade, commerce, and tourism have emerged as the leading sectors for Dade during this time, showing growth rates well in excess of the national averages. It is widely acknowledged that these will continue to be high growth sectors of the international economy into the next century, and future employment opportunities in Dade are likely to remain concentrated in these areas. Trends in Employment Total employment in Metro -Miami has increased by 76% over the past two decades — a rate which was exceeded by the increase in the labor force during the same period, yielding an increase in unemployment. Since 1980, the region's total employment grew by 21%, with much of this activity occurring in certain suburban office nodes. During this same period, however, the City of Miami has experienced a dramatic decline in employment. It is estimated that 35,000 jobs w,,=' lost in the 1980s, an amount in excess 3.3 of 11 % of the City's total employment. High crime, outdated infrastructure, limited sites for expansion, and the after-effects of the various civil disturbances are generally cited as prime causes for these losses. Job losses in the City of Miami were particularly high in industrial and manufacturing operations. The Wynwood-Edgewater industrial area suffered an outflow of 13,000 jobs: 80%x of all jobs in the area. Wages In the U.S. generally, recent decades have witnessed a sharp increase in low -skill, low - wage "secondary labor market" jobs. However, research by the Metro -Dade Planning Department indicates that Dade is extreme in its ratio of low wage to high and even moderate wage level jobs. The effect of this preponderance of secondary labor market jobs is seen in per capita and median family incomes. In 1969, per capita income in Dade exceeded the national average; in 1979 it was roughly comparable with US overall figures; and by 1989, Dade's per capita income had fallen behind the national figures. This reflected Dade's unusually high rates of population growth relative to income growth. Median family incomes rose nationally over this twenty- year period by 13% in real terms; and for the entire State of Florida the increase was 15%. In Dade, however, median family incomes have not increased at all. While black family incomes rose 11 % over this period, and white family incomes increased 3%, these increases were off -set by a decline in Hispanic family incomes. Median family incomes in the City of Miami are 40% lower than in the Nation overall. Unemployment - Overview At the time of the 1990 Census, the Dade County unemployment rate was 8%. In the City. of Miami the rate was 11%, and in the Empowerment Zone the rate stood at 13%— 60% greater than the County rate. However, these numbers grossly understate actual unemployment in depressed neighborhoods. By only counting as persons "in the labor force" those who have been actively seeking work, it ignores the "discouraged worker phenomenon." Unemployment - Actual vs. "Official" Most young able-bodied persons age 16-30 could work, attend school, or do both — but many such persons are not captured in labor force estimates because they have never formally tried to enter the labor force. Therefore, they are not counted as "unemployed" but .3� they are not working and not in school. By looking at the number of young persons neither working nor in school (and not prevented from doing so by disability or their presence in an institution), it is possible to make a rough estimate of the number of persons who could be productively engaged but are not. In Dade, there are approximately twice as many persons age 16-30 not in school, not working, not disabled, and not institutionalized, as are counted in the unemployment numbers. In other words, an actual count of persons who could be productively engaged —but are not — would probably yield a figure 200-300% of the official unemployment rate. Of this group, fully two-thirds are living in poverty. This estimate suggests there may be as many as 7,000 young persons age 16-19 and 33,000 persons age 20-29 who are effectively unemployed and living in poverty. These 40,000 young persons are presently completely outside the mainstream economy of Dade County. 3S Neighborhood Agendas Neighborhood Plans and Priorities: A Synthesis from the Community Strategic Planning Workshop April 15-16, 1994 The most important product of the Empowerment Zone Community Strategic Planning Workshop is a renewal of hope throughout distressed communities in Miami Metro -Dade. The community participants saw this as an unique process which could enable them to achieve their goals, for the first time in many years, through partnerships with the private sector and government, additional resources for neighborhood -based projects, and improved access to economic opportunity. The new ingredient in this strategic planning process is the concentration of effort to give communities the chance to propose or support programs they feel are specifically needed in their neighborhoods, linking social service and economic development plans. In virtually all neighborhoods, the one consistent voice heard was that of anxious parents concerned about the future of their children. The importance of saving the area's young people from future poverty, or worse, is paramount in all communities. It is the cornerstone for designing the Strategic Plan. Also of great significance is that one collective voice was heard, without ethnic or racial prejudice. The importance of addressing the needs of poor people of Miami Metro -Dade has served to unify the community at large, and people have discovered in the process that they have more similarities than they have differences. This builds upon the galvanizing effect of Hurricane Andrew, which united the community in achieving a common goal: recovery. What follows is a description of the common ground in the strategic planning agendas of all participating communities. Prepared by Urbaniza, Inc. and Wallace, Roberts & Todd 31 Economic Development In virtually all neighborhood strategy areas three economic problems are pervasive • Chronic un/underemployment. • Inadequate support for small, local minority entrepreneurs and merchants. • Inadequate education, skills or access to available jobs. Solutions, however, generally fall into four categories. • Job training and placement aimed at providing the skills required for quality jobs in growth industries. These range from aviation maintenance in Opa-Locka and the Airport to international trade and shipping at the Seaport, medical technologies at the Civic Center, to the hospitality and entertainment industries on Miami Beach. • Assistance to small/minority businesses and entrepreneurs in the form of local development banks with micro loan programs, revolving loan funds for commercial rehabilitation, managerial training and marketing assistance. • Enhanced access to and training for "job/business core" jobs including improved transportation linkages (Metrorail) to South Dade, as well as outreach programs by key industries in aviation, trade, manufacturing, medical technologies and entertainment. Public Safety Crime is perceived as a threat in virtually all neighborhoods included in the Strategic Plan, although severity and type varies among the communities. In most neighborhoods crime is seen both as a "cause" of neighborhood decline and pervasive fear, and as an "effect" of inadequate employment opportunities, low educational attainment and the fracturing of families. Responses offered include the following: • Removal of crime "hot spots" including vacant (crack) houses and abandoned properties. 4,9 • Improved police/fire presence with more officers on the streets, quicker response times, neighborhood sub -stations and greater sensitivity to, and recruitment of, residents. • Enhanced citizen activism in crime watch and crime diversion programs and as liaison/advisors to law enforcement. • Crime prevention through environmental design, including improved lighting in pedestrian areas, improved sightlines and visibility of public areas. • Intervention with "at -risk" youth including programs in education, recreation, and the arts. Supporting Families Community responses were: • Counseling Programs by churches and social services agencies to intervene in the lives of severely stressed families. • Expanded daycare and afterschool care with greater emphasis on quality and affordability. • Substitute nurturing programs aimed at replacing the missing love and support of parents for at -risk and latch -key children. • Cultural Centers to help bridge generational gaps among the various ethnic immigrant groups. • Improved program linkages to allow family members to earn stipends while in job training and adult education programs. #Z Youth Development Problems associated with youth development are closely intertwined with those associated with crime and family disintegration, and education and drug abuse noted below. Solutions, in addition to those interventions noted elsewhere, include the following: • Linkages among youth program providers including schools, sports leagues, scouts, Boys/Girls Clubs and churches to close the gaps and "reach" all at -risk youth. • Special Centers to engage youth in vocational, sports and cultural activities and alternatives to prison for young offenders in community service and environmental remediation. ("CCC" type camps). • Improved regional access to existing youth programs and services including subsidized fees and transportation services for low income families. Education and Training Economic problems of chronic underemployment, pervasive low educational attainment and vocational training are seen to be closely related. Thus, basic remedial adult education is seen as a fundamental need along with focused job training. Educational problems associated with youth include high dropout rates and truancy, low achievement levels and low levels of motivation. Solutions offered or currently being pursued in various neighborhoods include: • Neighborhood adult education outreach programs by colleges (MDCC), universities (FIU, UM, Barry) and the Dade County Schools with expanded student aid and convenient class times. • Local small business education programs supported by local employers. • Specialized training programs in Greater Miami's growth industries, aviation, international trade, hospitality, medical/electronic technologies and entertainment. • Raised expectations for scholastic achievement by students with greater parent/student/teacher "contracts" and incentives to stay in school and excel. Drug Abuse Drug abuse, particularly crack cocaine and alcoholism, is a visible, but quite variable problem in most distressed neighborhoods in Greater Miami. Solutions are of three types: those that seek to rehabilitate drug users, remove drug users or eliminatC drug sales. • Neighborhood drug rehab centers/outreach programs with necessary subsidized fee structures and emergency de-tox capabilities. • Demolition and redevelopment of crack houses • Aggressive police/citizen "Push Out Pushers" Programs. • Drug Exclusion Zones with minimum mandatory sentences, to eliminate major drug sale/distribution areas. Equal Opportunity Equal opportunity and the problems associated with obtaining it vary considerably from neighborhood to neighborhood. In communities such as Opa Locka where minorities are, in fact, the majority and where political leaders, businesses and police reflect and represent the community, equal opportunity may be perceived as enhanced access to well paying jobs available in the region. In ethnically diverse and changing areas such as Wynwood and Little Haiti, it means achieving greater minority representation and sensitivity among government and civic leaders. And in areas affected by volatile levels of immigration it 1 may mean achieving justice and necessary services for aliens. Thus, identified "solutions" 3 reflect these various perceptions of the "problem". r • Renewed commitments for fair representation of minorities in government, education, business and civic affairs. 1 ' y Multi-lingual programs in adult education, police training and social services. i 43 • Implementation of incentives for training and hiring of Empowerment Zone residents. • Easing of INS policies blocking services to immigrants and equitable Federal reimbursement of the costs of local services to refugees. • Elimination of economic "red -lining" by aggressive enforcement of legal prohibitions. • Elimination of economic exclusions based on ability to pay for access to needed services. Partnerships Fundamental to the principal of empowerment is the creation of partnerships to provide a "hand up" rather than a "hand out" to those in need. In virtually all distressed neighborhoods in Greater Miami there exists a multitude of service providers, including government (CAA, DCOCD), private non-profit agencies (Habitat, YMCA, Boys & Girls Clubs) and community based organizations (churches and neighborhood associations). However, most such services and programs set their own agendas, resulting in service gaps and inefficient overlaps. In addition most communities in need have failed to fully exploit the potential for partnerships with private industry and employers and with the resources available in affluent neighborhoods. Partnership structures which could make positive contributions include the following: • Community Action Coalitions and other structures for communication and coordination among service providers to fill gaps and remove overlaps. • Empowerment Zone incentives for partnerships with employers to expand service outreach in recruitment, training, transportation, and family support such as daycare and drug counseling. • "Sister Community" relationships linking the resources of government, civic organizations and churches in affluent areas with distressed community partners. '7 n Housing r Second only to the availability of jobs and economic opportunity, the availability of affordable, quality housing is seen as a key in the revitalization of most Greater Miami neighborhoods. Pervasive in all neighborhoods are problems of housing deterioration and k affordability, both for renters and aspiring homeowners, as well as the special housing needs of the elderly, handicapped and the homeless sHousing solutions include the following: a • Infill housing on vacant sites and abandoned "crack house", properties. • Programs to encourage homeownership including low/no interest mortgages and } sweat equity. • Aggressive code enforcement, linked where necessary to rent controls. • Rehabilitation assistance to owners and landlords. • Expanded use of housing vouchers to maintain housing choice and minimize concentrations of assisted households. • "Fair Share" requirements to provide affordable housing by "luxury" developments and those which displace low income residents. Transportation Transportation needs vary widely among the distressed neighborhoods. "In -Town" 4 communities such as Overtown and Model City generally have excellent regional transportation service via Metrorail, while outlying areas of Miami Beach, Goulds and Homestead/Florida City remain isolated from the Job/Business core. Localized problems of inadequate parking are felt in some struggling retail areas and transit dependent households often face inconvenient bus service and, in the case of South Dade communities, non-existent taxi service. Solutions reflect the variety of transportation problems. - 5 • Extend Metrorail/light rail or dedicated busway service to South Dade and Miami Beach, to link distressed neighborhoods to the Job/Business core. • Expand Parking to serve local retail areas and relieve congested areas. • Provide free or low cost neighborhood jitneys or shuttles in urbanized areas, with handicapped capabilities. • Establish taxi services in low density areas. Environment A number of environmental problems are common to most distressed neighborhoods, namely illegal dumping, abandoned cars, debris accumulations and the special hygiene problems of the homeless. Other environmental issues are unique to specific neighborhoods such as the need to improve water quality in the Miami River, the restoration of valuable pinelands lost to Hurricane Andrew in Goulds and the lack of a recycling program on Miami Beach. Solutions reflect this variety among the issues. • Improve trash pickup and recycling services including scheduled and on -demand pickup, and neighborhood transfer stations. • Establish personal hygiene facilities for the homeless. • Environmental remediation of polluted sites and damaged Native areas. • Neighborhood re -vegetation and beautification initiatives emphasizing native species and xeriscape principles. A/% Regional Agenda Regional Agenda Dade's Regional Agenda is driven by its economy and its goals for economic growth. The Empowerment Zone strategy presents a new opportunity for growth and inclusion of residents from distressed communities in Dade's future economic prosperity. The projects and programs pending in the Regional Agenda should be examined for their potential linkages to the goals for empowerment of people and communities. Dade's Economy Over 1 million people hold jobs in Dade County, with payrolls approaching $23 billion. Dade County's employment increased by over 17% from 1980 to 1990. The fastest growing industries are Services and Wholesale Trade. Wholesale trade grew at almost double the national rate of 25%. More than one third of Dade's employment is in the Service industry and services are, far and away, the single largest source of new jobs in Dade County. Health Services is the strongest service sector industry and is expected to continue rapid growth. International Trade through Miami is approximately $26 billion with more than $16 billion in exports. and $9.6 billion in imports. This reflects a 150% increase over 1985, and growth is expected to continue at this pace. While Miami's trade is centered largely in Central and South American and the Caribbean, Japan, France and Taiwan are among Miami's top ten trading partners. Job Growth Projections Projected economic expansion should add over 280,000 new jobs by the year 2005 according to the National Planning Association, a forecasting service with a reliable track record. These forecasts assume growth consistent with local, regional and national trends and do not take into account new development strategies such as an Empowerment Zone or significant expansion of the infrastructure base, which might stimulate growth beyond "baseline" projections. The "baseline" projection predicts growth in every major sector of Dade's economy. However, while this basic growth will reduce the unemployment rate to 7-7.5% in the period 1995 to 2000, there would still be 90,000 to 100,000 willing workers unemployed. The "baseline" projections of unemployment grow to well over 9% by the year 2005 with over 140,000 unemployed. Therefore, in order to achieve a more reasonable rate of employment, the Dade economy must grow between 60,000 and 80,000 new jobs above projected "baseline" growth in the ten year period from 1995 to 2005. Additional growth might well result by capitalizing on Miami Metro-Dade's unique position in international commerce, health services and certain areas of manufacturing if combined with a strong, innovative labor force strategy. Close-up on the Airport and Seaport Miami Metro-Dade's base for international trade, commerce and tourism is anchored by Miami International Airport (MIA) and the Port of Miami. The Airport is the nation's busiest cargo airport and is expected to surpass New York's JFK soon in total passenger traffic. The Airport generates directly and indirectly over 110,000 jobs. It is estimated to have a $12 billion effect on the local economy. To accommodate doubling of passengers from 26.5 million to 55.2 million and doubling of air cargo from 1.1 million tons to 2.4 million tons, MIA is undertaking a $3.8 billion expansion program adding runway, terminal capacity, warehouse space and related infrastructure. This will add an estimated 42,600 new jobs both direct and indirect for a total of more than 154,000 jobs. The Airport is included in the Empowerment Zone. The following chart describes the types of employment expected to grow over the next ten years in and as a result of MIA. Direct 1992 New 2005 Emnlovment Jobs Jobs Jobs Sample Occupations Aviation- 18,725 14,030 32,755 Airline' Employees Related Ah port/Airfield/Runway Services Non -Aviation 5,470 4,095 9,565 Airport Construction Concession Sales Clerks Government 2,675 2,005 4,680 Police & Fire Protection Customs & Immigration rM� Indirect jobs (defined as Airport -related but off -site): Indirect 1992 New 2005 Employment Jobs Jobs Jobs Sam l V{N{V7,VJV bJt7VA Air Transportation 3,390 1,015 Equipment Ground Transport 2,330 700 Other Services Miami Free Zone 4,550 1,370 1,300 390 Airport Industrial Park 14,500 4,350 Air Visitor -Generated 58,560 17,575 4,405 Part & Instrument Assembly/Repair Aeronautical Equip. Wholesale 3,030 Cab Drivers Rental Car Employees 5,920 Travel Agents Freight Forwarders Caterers 1,690 Manufacturing Warehousing 18,850 Manufacturing Warehousing 76,135 Retail Clerks Hotel Workers Source: Calculated from Miami International Airport Master Plan estimates The Port of Miami is the world's largest cruise port and the nation's eighth largest cargo port. The Port presently generates 7,600 cruise and cargo jobs. The direct financial impact on Dade's economy in 1992 was roughly $2.4 billion from its 3 million plus passengers and 4.6 million. Port employment falls into three broad categories: Cruise employees --directly employed by cruise line --are predominantly clerical (51%) and managerial (10%); there are also significant security, maintenance, and housekeeping staffs, not including ship based workers. Cargo employees --directly employed by cargo lines --also include many clerical workers (31.5%) Cargo employees -- directly employed by cargo lines -- also include many clerical workers (31.5%) to transact business, as well as managers (12.9%) and a higher concentration of ship maintenance and cargo moving workers (44.9%). 51 Snipping Services, a third category in federal classifications, actually handle most cargo for both the cruise and cargo lines, providing many jobs for transporters and related equipment operators (46%), laborers/stevedores (18.7%), some catering and security services (5.4%), and maintenance and repair (12.2%). Direct 1992 New 2005 iployment Jobs Jobs Jobs Cruise 4,195 2,725 6,920 Cargo 890 885 1,775 Shipping Services 2,510 1,780 4,290 Source: PHH Fantus estimate derived from FL Dept. of Labor's OES reports of skill mix Statewide and ES-202 reports of employment by sector in Dade County. Port Expansion Seaport business growth is strong, with forecasts for a 65% increase in cruise passengers and a doubling of cargo shipments by 2005, creating over 5,000 new jobs at the Port. To leverage maximum economic benefits from the proposed Cruise expansion into downtown Miami, plans call for a major recreational/retail/entertainment facility in Bicentennial Park. Preliminary ideas suggest development of several hundred thousand square feet of retail/entertainment space, and perhaps 40 acres of active open space. Precise job creation estimates are not yet possible but a range of 7,500 to 10,000 new jobs is possible. Empowerment Zone Linkages Both the Airport and the Seaport are controlled by Dade County; therefore, the potential to link jobs and business opportunities at both ports to Empowerment Zone residents and residents of other distressed communities is within the County's control. The location of both ports within the Zone also brings economic incentives to private employers who hire Zone residents. The wage tax credit of 20% on wages up to $15,000 is available to private employers who hire zone residents for work within the zone. Exploratory discussions to create a link to the Empowerment Zone with American Airlines, the largest private employer at MIA, and Royal Caribbean Cruise Lines are underway. The County, can also create employment linkages because of its control over training and recruitment for its own positions. Dade County employs well over 1,000 people at the Airport and Seaport and this number will grow. 5Z Because of the known expansion plans of the two ports and knowledge of the kinds of jobs which will be created as described above, specific plans can be designed to match the skills of Empowerment Zone residents and residents of other distressed communities, with these jobs. Specific targets could be set for employment, both short-term and long- term. As part of the Strategic Plan, this could be a part of the Regional Agenda. Regional Anchor Projects within the Empowerment Zone There are a number of important locations and key existing or pending projects which affect regional development and can be tied to development of the Empowerment Zone, its residents and those of other distressed communities. Within the Empowerment Zone Medical Center Complex 11,600 New Jobs The Medical Center Complex, already an export center drawing patients from Latin America, is expected to create roughly 6,600 new skilled medical jobs in the Zone, and another 5,000 or more in neighborhoods immediately adjacent to the Zone. • The Center for Health Technologies, Inc. plans to incubate as many as 100 new high- tech, entrepreneurial medical manufacturers by 2005, anchored by technology in the Medical Complex. Working with Miami -Dade Community College, CHT has already begun incubating minority -owned medical manufacturing companies. Central Business District 5,225 New Jobs Empowerment Zone incentives and related development promotion will create an estimated 5,225 new Office/Service Sector jobs in Downtown Miami, readily accessible via existing transit links to EZ residents. A proposed Permanent International Trade & Exposition Center, now under feasibility review, may establish a major job engine which would invigorate the CBD and leverage growth based on expanded Western Hemisphere trade. The PITEC could serve as an anchor which would assist EZ-based import/export operations attract buyers and partners from around the world. 5-3 Wynwood Foreign Trade Zone • Located within the Empowerment Zone in an industrial area which has suffered dramatic job losses over the past decade. It is also within a State Enterprise Zone and a Safe Neighborhood Improvement District (SNID). The FTZ has potential to generate large numbers of job and business opportunities accessible to EZ residents. FTZ regulations provide valuable incentives to encourage assembly and light manufacture within the zone. Benefits include significant reductions in import duties (on goods used in assembly of finished products), exemption from many quotas (highly valuable with apparel and other industries), elimination of certain taxes (including those otherwise paid on damaged goods — such as flowers spoiled in transit), and excellent security and associated insurance cost reductions. Application could be made to expand the existing Empowerment Zone FTZ permit to encompass all appropriate major commercial/industrial sites within EZ boundaries. The layering of EZ and FTZ programs ( as well as State EZ and SNID) would produce an unusually strong combined package of incentives. Such a package might encourage businesses to locate east of the airport, in the Empowerment Zone, rather than following the current flight from the city westward. East-West Transit Corridor and Intermodal Center • Twenty -mile fixed guideway designed to pass through the center of Dade, connecting key areas including: FIU, Florida's Turnpike, the Fontainbleau Park residential area, Miami International Airport, the Orange Bowl, the Central Business District, the Seaport, and Miami Beach, including the Convention Center and major hotels. • Intermodal center or centers — Miami's "Grand Central Station" — would link all modes of transit, greatly facilitating movement of visitors and goods in and out of MIA and around the County. It may also include a direct rapid transit link from the Airport to Seaport; and may tie to a future high-speed rail line from Orlando. South Dade Metrorail Extension • A 20 mile extension of the existing Metrorail line south through Suniland, Perrine, Cutler Ridge, Princeton, Goulds, Naranja, Homestead, and Florida City. A branch line connection will extend to the Homestead Air Force Base site — future home of the Homestead International Technical Research and Aviation Center. 511� Timely development of this rail line would permit implementation of a South Dade regional growth plan. Such a plan would permit sustainable and affordable housing development oriented along mass transit; greatly increase opportunities for tourist - based economic development in the impoverished Homestead/Florida City areas; link South Dade residents with job and business opportunities in the center city; and permit preservation and public enjoyment of South Dade's threatened natural beauty. Metro -Miami Marketplace/Destination 2001 A committee composed of political and business leaders and supported by consultant Sresearch, is charged by the Board of County Commissioners with examining a group 4 of inter -related projects. The expected value of the projects under consideration is in excess of $10 billion over 10 year. Destination 2001 will examine each of the following areas, as well as their linkages and interdependencies: Airport Expansion; Expansion of the Port of Miami; the East- West Rail Link; the South Dade Metrorail Extension; the Intermodal Terminal(s); a High -Speed Rail Link to Orlando and North; a World Trade Center; a Convention Hotel in Miami Beach; the further Development of Tourist Attractions; and Improvements in Hospitality Service. A proposal is before the Destination 2001 Executive Committee to consider incorporating a Labor Force Development Subcommittee into its scope of study, and developing a strategy for linking an Empowerment Zone "human infrastructure" plan with the physical planning effort. Regional Anchor Projects Outside the Empowerment Zone Homestead Air Force Base Reuse 14,000 New Jobs The successful reprogramming of HAFB includes 4 major components: dual -use aviation operations (Air.Force Reserves/regional reliever for general and commercial aviation); the World Teleconferencing Center; agro-business initiatives; green space/recreational development; Aviation education programs to serve ; Job Corps site; and a Metrorail spur. 55- The Base, while not located in the Zone, will have a powerful positive effect on the South Dade EZ communities, providing recreation sites, local job training, work experience and employment and business opportunities. In addition, its Job Corps site could serve at -risk EZ youth with activity directly tied to the region's economic future — if Federal waivers permitting local control of programming can be obtained. Performing Arts Center • Miami's "Lincoln Center" is expected to cost $165 million. Architectural designs are being received from firms around the world, and fund-raising is active. Although the center may not be located within the Zone, it will have a dramatic positive effect on the surrounding area. Estimated economic impact is $10 million annually. The expected 500-750,000 attendees per year will have a transforming effect, making it a vibrant urban place and catalyzing local business. Hialeah International Technologies and Productivity Improvement Center • "HIT-PIC" will provide technical assistance on technology issues relevant to small and mid -sized manufacturers, as well as offering both on -site and mobile training in computer -integrated manufacturing. Although it is outside the Zone, its services and resources will be of great value to Zone business and residents, as well as residents and business in other areas. HIT-PIC offers essential competitiveness -building know-how to local small businesses who would otherwise lack the resources to access such information. HIT- PIC could maintain a network among training providers; university resources; and technology experts nation-wide and would benefit from Dade's zone designation. Homestead Pioneer Center Meticulously planned downtown revitalization effort under the joint direction of the City of Homestead and the Enterprise Foundation. Key components of this plan are located within the Empowerment Zone. The program includes single and multi -family residential development, commercial and industrial development, mixed -use redevelopment, and neighborhood preservation. Expected investment is $28 million. 5 (o i Miami -Dade Community College Homestead Campus • Major campus expansion covering 12 acres and 300,000 square feet. Expected to serve not only as educational institution, but as an important "anchor tenant" in effort to create a vital downtown area. • Will specialize in technology training and provision of state-of-the-art "multi-access" education opportunities ("live", live but by remote hook-up, and in post -recorded format) allowing area residents the opportunity to access teaming in the manner most comfortable and convenient for them. Also will house technology business incubator, and maintain links to Pan -Am satellite facility for training and work -experience. Special Issue on the Regional Agenda - Immigration A special issue in the Empowerment Zone Strategic Plan, which is an issue to be noted in the Federal review, is immigration. Over the past decade there has been a marked increase in the number of immigrants arriving in Miami Metro -Dade from impoverished and often rural areas in their native countries. Literacy, even in their native language, is often a problem. These new immigrants lack the skills and experience necessary to access sustainable work opportunities and are concentrated in the lowest wage sectors of the economy. The large numbers and continuing influx puts downward pressure on wages and increases the already high demand for low-cost family housing units. According to the report of the Governor, the State of Florida spent $3.5 billion in the last five years providing services to undocumented and documented aliens. In 1993, Florida's local governments spent $1.79 billion providing for immigrants while the State spent $751.2 million on services to immigrants. The Federal Government has failed to provide enough support for the flood of immigrants to Florida. Both the State and local government are burdened by a reduction in federal assistance for refugees and entrants and by the influx of both legal and illegal immigrants. 5:T Use of Existing Resources 57 Taking Stock: Use Of Existing Resources To Create Livable Communities And Provide Economic Opportunity Overview of Public Spending and Investment One of the most important components for building the Strategic Plan is to understand the use of existing resources: how funds are currently being spent, with what impact; discovering what works and how to achieve better coordination. Public spending in the areas related to the Strategic Plan, principally in human and community services and development, involves three, and sometimes four, funding levels: federal, state, local and municipal. Total spending focused on these areas in Dade County exceeds $1 billion from all levels of government; however, this spending should be examined for how it empowers people and links them to opportunity. Federal Spending Of the approximately $1.13 billion in spending on human and community services and ? development in Dade almost two-thirds of the spending, over $700 million, is federal. The majority of federal spending is in two programs which provide income support to poor households: Aid to Families with Dependent Children (AFDC) which provides support payments to households with children. Of the 340,000 people living in poverty in Dade, 17% receive AFDC payments. The annual cost of payments is $174 million and the federal contribution is over $95 million. The State of Florida contributes approximately $78 million. A typical AFDC payment to a mother with 2 children is approximately $3600 annually. • Food Stamps is entirely a federal program costing more than $300 million annually in Dade. Almost one-third of Dade's poor, 151,000 people, receive food stamps. Excluding AFDC and Food Stamp payments and administrative costs, federal spending for human services and other programs in Dade, is approximately $300 million annually. Two-thirds of this spending is for supportive social services for children, the elderly, the mentally ill and the disabled. Approximately $100 million is spent annually by the federal government on public and other assisted housing (55%); community development (4%); and job training (41 %). 6M State Support The State of Florida spends approximately $200 million annually on social and other programs, excluding the AFDC program. More than 80% of this spending is for supportive social services for children, the elderly, the mentally ill and the disabled. The balance of State spending is directed principally at two areas: drug abuse prevention and treatment ($13.8 million); and juvenile justice ($20 million) which involves a variety of crime prevention and detention programs for juveniles. The State spends virtually no funds on affordable housing, community development or job training. County Contribution Dade County spends approximately $89 million annually on human and community services and development programs from its general fund revenues of over $1 billion; approximately 9% of its general fund is spent on these programs. The County administers other funding from federal and state sources. Most of the County's funds for human and community development (55%), are in the area of social and human services. Of the $49.2 million spent in this area $30.8 million (62%) is administered by the Department of Human Resources and directed to over a hundred service providers and programs, (ranging in size from $2,000 to over a $1 million), generally for social services for children, family, the elderly and disabled. The Department.of Youth and Family Development and the Community Action Agency direct approximately $15 million of County funds for such services. Drug abuse prevention programs ($23.5 million) account for 26% of the County's own spending on human and community services and development. The balance of the County's general fund in this area ($16.3 million) is spent in four divisions: justice assistance, (6.5%); cultural affairs (6.5%); housing assistance (4%); and community economic development (2%). Except incidentally, no County funds are spent on job training programs. Municipal Effort At the municipal level, there is almost no funding available in the areas of human and community services from municipal resources. The City of Miami spends from its own revenues approximately $10 million, 9% of its locally raised tax revenues. Since 1986, the City of Miami's budget in real dollars has been effectively reduced in the cumulative � Z. amount of $219.3 million. The effective reduction in FY 1994 alone is $39 million. From 1980-1990, direct federal aid to cities was reduced by 50%. The Impact of Public Spending While considerable federal, state and county funding, over $1 billion annually, is spent on human needs, most of the spending is directed at alleviating the adverse conditions of poverty; maintaining subsistence; and dealing with the negative outcomes of poverty and distress. There is very limited funding directed at changing the conditions and outcomes of distressed communities. Little is invested in activities which provide people with the means to break the cycle of poverty and link into the mainstream. In deciding how to spend new resources under the Empowerment Zone program, the focus should be on choosing ways and means which will truly "empower" people and link them to the expanding opportunities in the wider community. Program Areas Reviewed In a separate volume entitled "Taking Stock: A Summary and Analysis of Existing Publicly Funded Programs Related to the Strategic Plan" a more detailed review of publicly funded programs in the areas which affect the elements of the Strategic Plan can be found. Included here is a narrative summary of each area; an overview; and the budgets in each area detailed by funding sources. &3 TAKING STOCK: PUBLIC EXPENDITURES IN KEY AREAS RELATING TO COMMUNITY AND HUMAN DEVELOPMENT This Section Contains the Following Four Exhibits: • Summary Table Showing Seven Major Categories of Public Expenditures for Activities Focused on Community and Human Services and Development (1 Page) • Summary Chart Showing Sources of Funding for All of These Activities in Aggregate (1 Page) • Detailed Table Showing Expenditures for Primary Program Areas Within Each of the Seven Major Categories Itemized in the Summary Table (2 Pages) • Summary Chart Showing the County Share of These Expenditures — on Activities Essential to Community and Human Development— as a Percentage of Total County General Fund Expenditures (1 Page) &5' TAKING STOCK: PUBLIC EXPENDITURES IN KEY AREAS RELATING TO COMMUNITY AND HUMAN DEVELOPMENT ($000's) FLORIDA TOTAL CITY/ FEES AND SPENDING FEDERAL STATE COUNTY MIAMI HOMESTEAD OTHER ::.�•,,•i.?+,;.xk::..'C}.•,+}.:tifi:4:.;n::.}:•.::.}:•\•\•: •.::.?:•?:' •:ti4:: •:•.:t ,+,•i•.•.}: +,+}++:'\+yvt;n,••}\'n?.;atiir\ 'ii \;t•", :•\t'•: +. \i•:;: }f} ..\n ..}. %a 1..,., .. }.t +i:'.t, 1,119,754 705,997 279,076 89,021 10,279 0 . 35,381 63% 25% 8% 1% 0% 3% .,v \ + + ,\ .,•\••+ �+�:+�;•}n::::..ZR:,•:::':t:>?,,,.>:cX;.: +a.�n'visr}`;+.;y;? .?`.Y7.:.:•:..,,v�:+,••,•}.. HOUSING ASSISTANCE 82,474 58,788 1,253 3,659 2,526 0 16,248 71% 2% 4% 3% 0% 20% JOB TRAINING 43,727 43,727 0 0 0 0 0 100% 0% 0% 0% 0% 0% COMMUNITY ECONOMIC DEVELOPMENT 8,933 3,779 375 1,342 2,760 0 677 (excluding hurricsne & conventions) 42% 4% 15% 31% 0% 8% PUBLIC SAFETY 35,176 3,909 20,924 5,673 .4,491 0 179 (excluding oliceservice/corrections) 11% 59% 16% 13% 0% 1% SOCIAL AND HUMAN SERVICES 905,488 595,698 242,662 49,164 502 0 17,462 66% 27% 5% 0% 0% 2% DRUG ABUSE PREVENTION 37,337 0 13,837 23,5000 00 0% 37% 63% 0% 0% 0% CULTURAL AFFAIRS 6,619 96 25 5,683 0 0 815 1% 0% 86% 0% 0% 12% NOTE: Sources for the funding estimates presented include State, County and Municipal budgets and materials provided by public agencies. Review by administrators may result in revisions. 66 t TAKING STOCK: SOURCES OF FUNDING FOR ACTIVITIES RELATING TO CONffv UNITY AND HUMAN DEVELOPMENT e FEDERAL: $706 million STATE: $279 million COUNTY: $89 million FEES AND OTHER: $45 million SOURCE: 1993-1994 Proposed Operating Budget Metropolitan Dade County NOTE : Does not include Dade County Public School Budget TAKING STOCK: PUBLIC EXPENDITURES IN KEY AREAS RELATING TO COMMUNITY AND HUMAN DEVELOPMENT ($000's) FLORIDA TOTAL CITY/ FEES AND SPENDING FEDERAL STATE COUNTY MIAMI HOMESTEAD OTHER . .... ..... .. ..... .•nvv •: .:: •., +v: .vr is{tnv n..n.n.nn.+:tt4},yJJ;}:q:.Ct.}•.;}xJ}..;."d:•:tgi•;tt:^;•>i}JJ.v •. n'tQ•w?:;}J: ?n '?�...�:'iG} •: •,i\ •. vi .,\. vn: •.•.+,,.}n .+,v. S.v'•.:: }. ::+...:: .t:.. n?t.,v: n•:{{r^Y., :vmv: • : :: •+,•.}:++: ;..; >n; �.. ::.?P.t•\• :>"\'• J^, :•J.�hi:+,^: a�4 n vv\•'•.i :?•.^, . v },\:\1,.};y}.',•:J•\:\... n:1 � v.}v. ::: v:::.? :.v: n•: n•:...::�n}•.}\}}.\...;;..:+wvU;?',+:•:•}}}}:•}:{: ... n.. \}}:•}J::..,. ..tv. n.:.. ..........n.......:#t. ..}v .v... 1,119,754 705,997 279,076 89,021 10,279 0 35,381 63% 25% 8% 1% 0% 3% +,� t. J: '. +:oJ::, , J>v;• �:.. t •o..: +^}\^>i:+}:5..'•.'•:.'•\\\`?•'\\t?i\^`\v^}!\•,:{^�v,\{.:+\.\+?`+.nG:'{��,$.j•••,v�i::�}}N}:?•:^+.}•.•:^{• J+. }.: .}�: nJ••;:•±:0:;4:%:;:;.:i•:•}:.?}, '^.++,:?%'n( C•?f;;w:,�'??r?,., �\?v.W\r �. •.^'h'.•:•k':,,•.+:•.0}e:.<..it4}.4}T.:.:}t:`:r\^•r.•: .}>. `;p�?• •ti 'C.\:': `} ; �•, :, ^}.X 4..::.v \\.. v,. HOUSING ASSISTANCE 82,474 58,789 1,253 3,659 2,526 0 16,248 71% 2% 4% 3% 0% 20% ............................................................................................................................................................................................................................................................................................ DADE COUNTY 6Jr274............... 40t1,14........................ lru3................. 3t659.................... o ............. 0 16=248, ...........................................................:.........I......... housin and urban development 43.888 26,844 0 3,400 13.644 community development administration 6,506 4,994 1,253 259 0 special .houain.adrtunietration............... ..................................................»ISti43 10.880 .......... ..276 ........................ 0 ................... 0 ........ ................................................2:604 ...........I ................... MIAMI ............12A...........................U.......................j.............2 ........ m......................................................... ... ..................................... I........... FClHOMESTEAD 5,857 5,837 JOB TRAINING 43,727 43,727 0 0 0 0 .0 100% 0% 0% 0% 0% 0% ............................................................................................................................................................................................................................................................................................ SFETGPiC... .... ................ 43r7x7 ........... 43,t727........................................................................................................................................ Youth Programs 16.220 16,220 Adult Programs 17.246 17,246 EMnena Pro 10,261 10.261 COMMUNITY ECONOMIC DEVELOPMENT 8,933 3,779 375 1,342 2,760 0 677 (excluding hurricane & conventions) 42% 4% 15% 31% 0% 8% ... DADE COUNTY................................................6115..............3 72l ........................375................��42................ 0 .............................. Q................. 677 ........ ................................................................................t..........................t....................................................................................... Administratlon-Business and Ec. Dev. 2,676 282 375 I'm 677 Comm Revitalization Grants 996 986 Revolving Loan i'ro�ram ............ ...453 ................453 ......................... ................... ........ ........................... ............. ...... ...2......... .......... ........ ....... .............. ................. ... ....................... ............................... MIAMI 2,760 0 0 0 2,760 0 0 ..................................................................................................................... Office of Community Development-CDBG 2:76� ............................................................................................................................................................ 2,760 .......................................................... ... ........................................... ............................. ................... FCHOMESTEAD ....................................................................................................... 58 58 PUBLIC SAFETY 35,176 3,909 20,924 5,673 4,491 0 179 (excluding police setrvice/correcdons 11 % 59% 16% 13% 0% 1 % t s...................................................................................................................................................................................:........................... .......FI.URIDA DEP'P..UP HEALTH &........................................................ I ................................................. I ................................................ ......................... ........................... REHABILITATIVE SERVICES 22,555 2.539 20,016 0 0 0 0 .......... .............. ........... I.............................. Juvenile Justice .............................. 22 555 i..........................................................z................................................................................................................... ............................................................................................................................................. 2,539 20 016 ........................... DADE COUNTY 8.+100 1,340 908 ............................. 5,673 0 .......................... 179 .............................................................................................. ........................... .......................... Justice Assistance 8 100 1.340 908 ................................................. I 5,673 179 MIAMI4}491..........................................................................�........... ....... ... ... 4t491..............................�...................... .. ...... • ...:................................................................p Crime Prevention & Youth Develo ment 4,248 4,248 CommunilZ Rations el...................I..243 .243... ......................... ..................................... FC/HOME�AD 30 30 O NOTE: Sources for the funding estimates presented include State, County and Municipal budgets and materials provided by public agencies. Review by administrators may result In revisions. TAKING STOCK: PUBLIC EXPENDITURES IN KEY AREAS RELATING TO COMMUNITY AND HUMAN DEVELOPMENT (SO00,S) FLORIDA TOTAL CITY/ FEES AND SPENDING FEDERAL STATE COUNTY MIAMI HOMESTEAD I,., OTHER ��ffim 19MM7 n "'I'M ERMIMIMM04W .11-1. il, �-;Wffl SOCIAL AND HUMAN SERVICES 905,498 595,698 242,662 49,164 502 0 17,462 66% 27% 5% 0% 0% 2% FLORIDA DEPT. OF HEALTH & REHABILITATIVE SERVICES . �!Raj ................... 1;116A! ......................... 0 ..................... 0 ............................ .... 0 ................ 5,735. .... .................................771r661............. ................................................................. Administration 51995 2,554 3,441 Aging and Adult Services - elderly and disabled 8.502 7,046 6,456 Alcohol, Drug Abuse and Mental Health 46,673 13.682 32,991 Children & Families - foster care, adoption, etc. 72,917 40.000 32,917 Developmental Services (long term disabilities) 15,843 5,644 10,199 Public Health 24,616 7,286 11,545 5,785 Dade County Health Unit 30.804 30,904 0 Children's Medical Services 11.104 2,837 8.267 Food Stamps 296,213 296,213 Aid to Families with Dependent Children (AFDC) 173,960 95,678 78,282 Econonuic Services - (Admin. of AFDC/Food Stamps) 44,022 26,338 17,684 Adult Services 5,801 4,473 1,328 South Florida Evaluation and Treatment Center 13,729 3,190 10,539 Landmark Learning Center long 21,482 .... 9,502.......................11,980 ..................... ........................................................................................ .......................I .......... DADE COUNTY 133� . M ............... I&III ...................... 17,211 ............... A&Ifi ................... 9� ......................... ....... 2 .............. nez. ............................................................................................................. community action agency 37,635 28,316 2,349 6,448 522 community affairs (less MMAP) 1,988 135- 1,853 department of human resources 82,336 27,000 13,282 30,899 11,155 metro-miand action plan 1,594 1,594 youth end family development ................... mn .................................................. its ........ U70 .......................................................................................... ...................................................................5..0..2.. ............................................................ .................... ..................................................................................................5..0.2.. ....F .........................I.......N..U...A...M...I ......................................................... ...i I ................................................................................................................................................. DRUG ABUSE PREVENTION 37,337 0 13,837 23,500 0 0 0 0% 37% 63% 0% 0% 0% FLORIDA DEPT. OF HEALTH & REHABILITATIVESERVICES 13 37 is ............................ ..................... mm ........................ !� ................... 9, ................................ 2 ....................... ........ ............................................................................................ intheRT.P.om m!kn 13,837 ................ ..................... ... .......................... .................................. ....... ... ..............................13,837 DADE C&RW ....................................................................................................................... .. i .............................. .......................... 6 iixw i 0 I .......................... ................. 0. ............... .... ...... 14,700 combined programs 7,000 7,000 1,800 Rucourt .............................................................................................................................. 1,800 ............................................................... .... MIANU 0 0 0 0 0 0 ............................................................................................................................................................................................................................................................................................ FCIHOMESTEAD 0 0 0 0 0 0 0 CULTURAL AFFAIRS 6,619 96 25 5,683 0 0 815 I % 0% 86% 0% 0% 12% DADE COUNTYM.................%.................... Atm ...............................0 ................ I .8...1 . ............................................................................................I.......... Cultural Affairs Council ............I.........' 4,036 ............................ 96 25 3,100 815 Performing Arts Center Trust 1,200 1,200 Art in Public Places 373 373 HASF 1,010 1,010 NOTE: Sources for the funding estimates presented Include State, County and Municipal budgets and materials provided by public agencies. Review by administrators may result In revisions. MI TAKING STOCK: CURRENT EXPENDITURES FROM THE COUNTY' S GENERAL FUND IN ACTIVITIES RELATING TO COMMUNITY AND HUMAN DEVELOPMENT Community and Human TiPvPlnnmPnt All Other Activit, COMMUNITY AND HUMAN DEVELOPMENT: $89 million ALL OTHER ACTIVITY: $965 million SOURCE: 1993-1994 Proposed Operating Budget Metropolitan Dade County 10 TAKING STOCK: PUBLIC EXPENDITURES ON ACTIVITIES RELATING TO THE STRATEGIC PLAN This Section Contains the Following Two Exhibits: Summary Table Showing Total Public Expenditures in Dade County by Departments and Agencies Whose Roles Encompass Activities Specifically Enumerated in the Empowerment Zone Regulations (1 Page) • Detailed Table Showing Major Program Areas Within the Departments and Agencies Listed in the Summary Table (3 Pages) *7 TAKING STOCK: PUBLIC EXPENDITURES ON ACTIVITIES RELATING TO THE STRATEGIC PLAN ($000's) FLORIDA TOTAL CITY/ FEES AND SPENDING FEDERAL STATE COUNTY MIAMI HOMESTEAD OTHER 1 .1 4 -IN '�Ww- -.1-0 M �10010-11 �'W 110 '1 , am&'g' 1202MME RM - E, 4,953,269 1,864,755 1,383,383 1,441,695 100,576 1,445 161'405 38% 28% 29% 2% 0% 3% K., 4- 2:-go g g� HOUSING ASSISTANCE 82,474 58,798 1,253 3,659 2,526 0 16,249 71% 2% 4% 3% 0% 20% EDUCATION 1,838,000 140,000 1,011,000 687,000 0 0 0 (excluding federal hurricane 8% 55% 37% 0% 0% 0%, funding)__ JOB TRAINING 142,627 51,260 54,400 36,966 0 0 0 36% 38% 26% 0% 0% 0% COMMUNITY ECONOMIC DEVELOPMENT 28,427 7,955 7,500 1,342 2,760 0 8,870 28% 26% 5% 10% 0% 31%1 PUBLIC SAFETY 604,024 6,963 20,924 450,027 94,798 1,448 29,874 1% 3% 75% 16% 0% 5% DRUG ABUSE PREVENTION 37,337 0 13,837 23,500 0 0 0 0% 37% 63% 0% 0% 0% PUBLIC HEALTHCARE ASSISTANCE 1,120,040 995,531 11,545 89,749 0 0 - 23,215 89% 1% 8% 0% 0% 2% SOCIAL AND HUMAN SERVICES 905,488 595,698 242,662 49,164 502 0 17,462 66% 27% 5% 0% 0% 2%1 LOCAL TRANSPORTATION 188,233 8,464 20,237 94,608 0 0 64,924 4% 11% 50% 0% 0% 34%1 CULTURAL AFFAIRS 1 6,619 96 25 5,683 0 0 815 I 1% 0% 86% 0% 0% 12%1 NOTE: Sources for the funding estimates presented include Stale, County and Municipal budgets and materials provided by public agencies. Review by administrators may result in revisions. '-7 TAKING STOCK: PUBLIC EXPENDITURES ON ACTIVITIES RELATING TO THE STRATEGIC PLAN ($000,S) FLORIDA TOTAL CITY/ FEES ANE SPENDING FEDERAL STATE COUNTY MIAMI HOMESTEAD OTHER • .''{„ :. r•, ,..,,���::��\>i»>\�'�{r�. C v:h„r ? , +.}•.' '•}}: n''•�:\. >, .. v{.{;:{.. ,�4v'i\'^g.'::\;;�,�,''>y:Q\ ti , 4,953,269 1,864,755 1,383,383 1,441,698 100,576 1,448 161,408 38% 28% 29% 2% 0% 3% �•n, .'{ti , 1 \' ;''ir rj\,"`:•y\">.>•.ti.,ti>>:{.{{.:::{"•:•'r\{V'{,'{.>'v,}>:•v '•>\::{.y.}:>;�r,'?:{:{., \ `:;�•`:;;•'.•'.` ,, v.. :. $$:": , Y:::+moo >>�..: ,;.»>:.� .: :.{. , • •{: , \ ?v�i:�':> 4.:'' .. {.. .) S? ., .k,:{;'{'{:\:::•?.1> Y..'•: �'•'+,i£. `.r\ ':tip? K•> K•'.•:•. '1.�..v v:•\\r {i>:{>•. •\i$ w.:•.{•.•:.vYt:;:$,:;'. {•`.•\+:.:k\.:.tt:�$ii•:{:n.0:n{,::•�v,?`{t;X:>:.J;[:},,�+,.,.i0v`.•.:1::>i\'$•: :•'.`v�.'l{�•{,'�S�•r.•>ti `6 HOUSING ASSISTANCE 82,474 58,798 1,253 3,659 2,526 0 16 2248 71% 2% 4% 3% 0% 20% DADE COUNTY 61f274 _..... ». µ» 40,114_•._•_•» Ir253 » » .»..._.._............»...»..». _ 3t659 »»» »..»»» .._.» » _ 0 _ ..»......._. ,_..... _ .. »»..... 0 »»»»___»» »» IC248 housing and urban development 43,888 26,844 0 3,400 13,644 community development administration 6,506 4,994 1,253 259 0 dial housing administration » _ w 10,880 8,276 0 0 2.604 MIAMI 15ri43 w µ»_12r817 .._._. _. __. 0 0 2t526 FC/FIOMESTEAD 5,957 5,857 EDUCATION 1,838,000 140,000 1,011,000 687,000 0 0 0 (excluding federal hurricane funding) 8% 55% 37% 0% 0% 0% DADE COUNTY PUBLIC SCHOOLS 1t838t000..» » 140�000µ 1r011=000» » 687000µ� 0._..»_»»_M_ 0 0 Instructional Services 11020,000 Instructional Support 139,000 Pupil Transportation 53,000 School Administration 108,000 General Administration 76,000 Food Services 79,000 Other, including Physical Plant 363,000 JOB TRAINING 142,627 51,260 54,400 36,966 0 0 0 36% 38% 26% 0% 0% 0% SCHOOL BOARD 98 900 7,533 •.54�400�� » 36t966 SFETC/PIC »�•µ»�»• »�••���• Youth Programs 16,220 16,220 Adult Programs 17,246 17,246 EmergenEy ProgMms 10,261 10,261 COMMUNITY ECONOMIC DEVELOPMENT 28,427 7,955 7,500 1,342 2,760 0 8,870 28% 26% 5% 10% 0% 31% DADE COUNTY 13Z40 ....»» » 3x721_.._..__.»...»7t500 0 677 Administration -Business and Ec. Dev. 2,676 282 375 1,342 677 Comm Revitalization Grants 986 996 Econ. Dev. Hurricane Rec. Prog. 7,125 7,125 _» Revolvin&Loan Pro ram 2,453. 2,413 MIAMI 15,129 4,176 ...». �.». �.»»..»»_ 2,760._._.». 0_..__»»»_ 8,193 Office of Community Development- _ » CDBG 2,760 2,760 Miami - Conferences, Conventions 12,369 4,176 8,193 FC/HOMESTEAD 58 58 NOTE: Sources for the funding estimates presented include State, County and Municipal budgets and materials provided by public agencies. Review by administrators may result in revisions. -73 TAKING STOCK: PUBLIC EXPENDITURES ON ACTIVITIES RELATING TO THE STRATEGIC PLAN ($000's) FLORIDA TOTAL CITY/ FEES AND SPENDING FEDERAL STATE COUNTY MIAMI HOMESTEAD OTHER PUBLIC SAFETY 604,024 6,963 20,924 450,027 94,788 1,448 29,874 1% 3% 75% 16% 0% 5% FLORIDA DEPT. OF HEALTH & REHABILITATIVE SERVICES 22,555 __. 21539 20.016 _ _ w . _ 0 _ 0 0 0 » Juvenile Justice 22,555_ 2,539 »»»»» DADECOUN_TY,»908„» » »» »» 450r027 » »259,094» »» 0 _ ^ »�»�»»0� 292874 Metro Dade Police Department 271,974 12,880 Judicial Administration 60,827 47.292 13,345 Justice Assistance 8,100 1,340 908 5,673 179 »Corrections and Rehabilitation �» 144µ302 __.., ._» _ __... _ 3,054, . _ 137 978 3.270 » _MIAM_I m 94278E _ w0_ »» »»» 0 0 �" 941788 »"90,297 0 0 General Police Operations 90,297 Crime Prevention & Youth Development 4,248 4,248 Communit Relations 243 243 FC/IIOMESTEAD 1,478 30 1,448 DRUG ABUSE PREVENTION 37,337 0 13,837 23,500 0 0 0 0% 37% 63% 0% 0% 0% FLORIDA DEPT. OF HEALTH & REHABILITATIVE SERVICES _ „13t837 � " O 131ML 0 0 0 0 Drug Abuse Programs in the Empowerment Zone .»13,837mm 13,837 7.3 c ._». _ _.__0 0. _ _ 23r300 _ »_ _.m 0 Drug Abuse Resistance Education (DARE) Metro Dade Police 14,700 14,700 combined programs 7,000 7,000 0 0 _._ _ _ .a..M.» __... 0 0» 0 0 0 FC/HOMESTEAD o 0 _ _0 _ o _ 0 . _ o. PUBLIC HEALTHCARE ASSISTANCE 1,120,040 995,531 11,545 89,749 0 0 23,215 89% 1% 8% 0% 0% 2% UNITED STATES DEPARTMENT OF 9BU45 998,245 0 0 0 0 0 HEALTH AND HUMAN SERVICES �M Medicaid payments»» 988,245 0 0'"� 0 �"" 0 FLORIDA DEPT. OF HEALTH & REHABILITATIVE SERVICES 24r616 7 286 31�445 0 0 0 5785 _w.». „_ ...____ 107t179 _ ___ _ , 0».. _ . .__ o._» _ 899 749 _ _ _ . 0 _ _ _ 0 17 430 public health trust I07,179 89,749 17,4»30 MIAMI 0 0 0 0 FC/HOMESTEAD 0 0 0 0 0 0 0 NOTE: Sources for the funding estimates presented include State, County and Municipal budgets and materials provided by public agencies. Review by administrators may result in revisions. -TA� 9f i TAKING STOCK: PUBLIC EXPENDITURES ON ACTIVITIES RELATING TO THE STRATEGIC PLAN ($000-8) FLORIDA TOTAL CITY/ FEES ANE SPENDING FEDERAL STATE COUNTY MIAMI HOMESTEAD OTHER !• ?,t '�i,. .Y,��•.;:. \ i'•. `:v'�i '�iY;'+':'vi. '. '. ..•• '6 gti'•.• ',{L•:, ;' ' p:' ' 11+.. ry ti SOCIAL AND HUMAN SERVICES 905,488 595,698 242,662 49,164 502 0 17,462 66% 27% 5% 0% 0% 2% FLORIDA DEPT. OF HEALTH & REHABILITATIVE SERVICES ».....» .» _»Administration » 771,661 µ »µw� w$40.247 -» » 225,629 »w»» -» »»» Y» » »p » » »»» » »» » 0» p W 5,785 5,995 2,554 3,441 Aging and Adult Services - elderly and disabled 8,502 2,046 6,456 Alcohol, Drug Abuse and Mental Health 46,673 13,682 32,991 Children & Families - foster care, adoption, etc. 72,917 40,000 32,917 Developmental Services (long tern disabilities) 15,843 5,644 10,199 Public Health 24,616 7,286 11,545 5,785 Dade County Health Unit 30,804 30,804 0 Children's Medical Services 11,104 2,837 8,267 Food Stamps 296,213 2%,213 Aid to Families with Dependent Children (AFDC) 173,960 95,678 78,282 Economic Services - (Admin. of AFDC/Food Stamps) 44,022 26,338 17,694 Adult Services 5,801 4,473 1,328 South Florida Evaluation and Treatment Center 139729 3,190 10,539 Landmark Learning Center (long term »»» disabled)21,482 11.980w»•.w » DADE COUNTY _ ».w9,502 1333325 - 5...5x4.?1... �» _ 17033 _. »»»m•»»_ 49,164 »»».•»_»»».»wW»�»»»»».»»»»,» » 0 0 1I 77 community action agency 37,635 28,316 2,349 6,448 _._ 522 community affairs (less MMAP) 1,988 135 1,853 department ofhumanresourees 82,336 27,000 13,282 30,899 11,155 metro-miami action plan 1,594 1,594 youth and fami� development»»»» »» 9,772» 1j40Z 8,370 » 502 _ ».».. .. » » »» w».» ». " 502 FC/HOMESTEAD BUDGET 0 LOCAL TRANSPORTATION 188,233 8,464 20,237 94,608 0 0 64,924 4% 11% 50% 0% 0% 34% DADECOUNTY »..» 188�233µ 8�464 94L608 00 »»»»»»» 0 4 Metro6us 110,864 S,A64 9,716 42,300 50,384 Metromover 8,426 8,000 426 Metrored 47,909 75 33,720 14,114 SDecial Transportation 21,034 10,446 10,588 CULTURAL AFFAIRS 6,619 96 25 5,683 0 0 815 1% 0% 86% 0% 0% 12% DADE COUNTY »......».........»M_.... 6r619-� » » 96 25 ..._. ......».».... ».»......... 5r693-.•» w .»» 0 a..._»-...._....»....815 .»....�......._ l Cultural Affairs Council 4,036 % 25 3,100 .............. 815 Perforating Arta Center Trust 1,200 1,200 Art in Public Places 373 373 HASF 1,010 1,010 NOTE: Sources for the funding estimates presented include State, County and Municipal budgets and materials provided by public agencies. Review by administrators may result in revisions. Existing Resources Table of Contents (Sample existing programs found in full report, Taking Stock: A Summary and Analvsis of Existing Publicly Funded Programs Related to the Strategic Plan) Career Education and Job Training • Narrative Summary • One -Page Overview • Taking Stock: Job Training • Sample Existing Programs - Stay -in -School Program - Youth Fair Chance - Tech Prep - Summer Youth Employment and Training Program (SYETP) - School -to -Work Opportunities Program - Miami -Dade Community College One -Stop Career Center - Dade County Public Schools "Enterprise School" Education • Narrative Summary • One -Page Overview • Taking Stock: Education • Sample Existing Programs - Bright Horizons: Student/Parent Resource Center - Full Service Schools - Florida First Start - Extended School Day Program - Higher Order Thinking Skills (HOTS) - Success for All Housing Assistance • Narrative Summary • One -Page Overview • Homelessness One -Page Overview • Taking Stock: Housing Assistance • Sample Existing Programs - Single Family Rehabilitation Loan, Urban Homesteading, and HOPE 3 7:T - Single Family New Construction - Multi -Family Rehabilitation/New Construction - Homeless Programs/Shelter Plus Care HOPE for Elderly Independence Demonstration - Family Unification Demonstration Program - HUDNeteran Affairs Supportive Housing Community Economic Development • Narrative Summary • One -Page Overview • Taking Stock: Community Economic Development • Sample Existing Programs - Miami Capital Development - Grow Miami Fund - Hialeah International Technologies & Productivity Improvement Center (HIT-PIC) - Center for Health Technologies - Metro -Dade County Loan Guarantee Fund - Entrepreneurial Educational Center - Safespace Thrift Store and Women's Enterprise Center Social and Human Services • Narrative Summary • One -Page Overview • Taking Stock: Social and Human Services • Taking Stock: Public Healthcare Assistance • Sample Existing Programs - Casey Foundation: Mental Health Initiative for Urban Children - Project Safety Net - CDS: Resource and Referral - Toddler, Infant, Pre -School Program - Teenage Parent Program - Entrant/Refugee Child Care Services - Children and Family Services Public Safety • Narrative Summary • One -Page Overview ` in • Taking Stock: Public Safety • Sample Existing Programs - Teen Cuisine Academy/Langston Hughes Academy - Dispute Settlement Center/Victim Offender Mediation - Juvenile Alternative Sanctions System - Community Oriented Police Squad - Citizens' Police Academy - Multi -Agency Gang Task Force - Youth Apprenticeship and Leadership Experience Program - Entrant and Refugee Services - JTPA Case Management/Vouchering Services - Robbery Intervention Detail - Tourist Oriented Police Drug Abuse Prevention • Narrative Summary • One -Page Overview • Taking Stock: Drug Abuse Prevention • Sample Existing Programs - Drug Court - Juvenile Treatment Alternatives to Street Crime - Drug Abuse Resistance Education (DARE) - Medical Treatment Services - Residential Treatment Programs - New Opportunity Transitional Living Program. Transportation • Narrative Summary • One -Page Overview • Taking Stock: Local Transportation Cultural Affairs • Narrative Summary • One -Page Overview • Taking Stock: Cultural Affairs • Sample Existing Programs - Neighborhood Cultural Activities and Events - Neighborhood Cultural Facilities - Social and Community Service Activities and the Arts - Performing Arts Center 17q Career Education and Job 'Training Career Education and Job Training ti Dade County's Strategic Plan to link areas of distress with areas of economic growth requires pathways to jobs and opportunity. These pathways must serve as the transition from school to employment for area youth. Without this transition, at -risk youth are either lost from the educational system and the workforce, or are unable to find meaningful employment in the local economy. These pathways must also be tailored to the types of skills which are necessary in a 21 st-century workforce. Particularly in the communities of the Empowerment Zone, the youth population requires both basic job skills training and training that is tied to the needs of local employers. In the City of Miami, the unemployment rate is 9.7%. The overall rate for the state is 6.9%. The dropout rate in the Dade County high schools is one in four. Of those who do not graduate high school, 25% live in poverty. Even of those who do graduate, 31 % are unemployed and not in higher education one year after graduation. For those who find employment, the quality of jobs is often low. In Dade County, one in five of all individuals in poverty work more than six months per year. The South Florida Employment and Training Consortium/Private Industry Council (SFETC-PIC) spends $43.7 million annually on job training programs. The Dade County Public Schools (DCPS) spend $98.9 million on career and vocational education courses. Miami -Dade Community College has an annual budget of $26.8 million for occupational programs. Overall, these career education and job training funds are targeted at career awareness, dropout prevention, and vocational and technical training programs. SFETC-PIC serves approximately 10,000 youth and adults in a variety of job training and summer work programs. The Stay -in -School program provides job training and services for 2,500 at -risk high school students, and has had a remarkable effect on dropouts. The Summer Youth and Employment Training Program involves 5,500 low income high school students each summer. The DCPS has 50 career awareness/vocational education courses which serve 103,000 students (32,000 are in post -secondary programs). These programs receive approximately 10% of the school's instructional budget. Tech Prep, in particular, is a new program in the public schools which will directly link courses in 11 schools with job skills and on -site training. Miami -Dade Community College operates a number of vocational education programs, including the Center for Business and Industry, the Medical Center Campus, the Entrepreneurial. Center, and the new Homestead Campus. M. Career Education and Job Training Objectives/ • Reduce number of young people unable to find work Needs • Reduce number of youth entering secondary (low wage, non -career) labor market • Increase opportunity for quality jobs and earning potential • Reduce dependency on public assistance • Raise understanding of workplace values and skills Indicators Miami has unemployment rate of 9.7%; State rate is 6.9% • One in four non -high-school graduates are below the poverty line • 20% of those below the poverty line work six months or more per year • 31 % of high school graduates are unemployed and not in school • Average income for community college graduates is twice that of high school graduates Current K-12 Career Awareness programs Programs Curriculum Infusion of Career/Vocational Education - $100,000 Trains teachers in career education Career Awareness Laboratory Program - estimated $87,000 per lab 107 labs serving 6,000 elementary/middle school students • Summer Youth And Employment Training Program - $8.2 million Serves 5,500 poverty -level youth; 80% success rate • Dropout prevention programs Stay -In -School program - $5 million Serves 2,500 at -risk impoverished high school students 93% success rate (high school graduation) • Tech Prep - $675,000 Technical course and apprenticeship programs at 11 sites • Miami -Dade Community College (MDCC) occupational programs Center for Business and Industry, Medical Center Campus, Entrepreneurial Center, Homestead Campus • JTPA other youth and adult programs Serve 10,000 youth and adults County -wide Funding SFETC/PIC funding (JTPA) is $43.7 million • DCPS Vocational and Adult Education spending is $99 million • MDCC spends $26.8 million on occupational programs Barriers • Lack of well -developed formal industry -education partnerships • JTPA Title II-C regulations cap number of in -school at -risk students who can be served • Washington -based control of local Job Corps programming Proposed • Youth Fair Chance - $11 million over five years Programs Will serve 8,000 in -school and 1,800 out -of -school youth • School -to -Work Opportunities - estimated $1.5 million Holistic career'awareness, exploration, and skills training programs Taking Stock: Job Training ($000's) FLORIDA TOTAL CTTY/ FEES AND SPENDING FEDERAL STATE COUNTY MIAMI HOMESTEAD OTHER go JOB TRAINING 142,627 51,260 54,400 36,966 0 0 0 36% 38% 26% 0% 0% 0% SCHOOL BOARD M. 98,900 7,533 54,400 36,966 SFETGPIC 43,727 43�727 Youth Programs 16,220 16,220 Adult Programs 17,246 17,246 EmStnSy Pro ms 10,261 10,261 NOTE: Sources for the funding estimates presented include State, County and Municipal budgets and materials provided by public agencies. Review by administrators may result In revisions. M SFETC/PIC Basic Training & Employment Programs For Economically Disadvantaged Youth And Adults Name of Cost Of Program Age/Type of Duration of Number Who Funding Participant Program Entered Program Program MA I $338,000 Older Workers 2-3 Months On. Adults: 144 the -Job -Training JTPA 11 A $9,530,629 Adults Only 6 Months - Total: 2,633 Case 2 Years Mgt: 1,772 TSP: 861 (Long. term) Title II A $329,261 100% goes to Based on prev. Incentives service providers year & passed to JTPA II B $8,168,719 Summer Youth 8 Weeks 5,582 (1,954 Stay -in - School) JTPA II C $7,622,466 Year -Round 6 Months - Total: 3,464 Youth 2 Years Stay-in- School:l,954 Case Mgt:1,091 SP: 419 Cities in $100,000 To Stay -in -School Schools Total $26,089,075 11,823 Other Special Programs JTPA III $5,719,728 Dislocated 1 -4 Years Total: 2,536 Workers Case Mgt: 2,476 TSP: 60 HHS $1,657,318 Entrants & 2 -3 Months OJT Total: 1,672 Refugees & Placement OJT: 658 Direct Placement: 1,014 Emergency Programs JTPA III $9,140,247 Hurricane Andrew 2 Months - 2 Total: 2015 ($1,527,395 in Years OJT Only: 393 Mod. Request) Classroom + OJT: 1,622 JTPA III $1,120,628 Storm of the Up to 6 Months 424 Century or $6,000 All Programs Total $43,726,996 18,470 Detail on Stay -In -School Program (FY 93) JTPA II B $5,200,000 Stay -in -School 3 Years Typical 1,000 Enter/Year JTPA II C Program Including & 2,500-3,000 Sec.123 Summers Participate DOE FTE's JTPA Funds Allocation: Basic Prolarams for RPn..�,.,,I--v.-. r. . SFETC A.-autcu;u to economically -disadvantaged persons. • dministration includes basic overhead plus Federally mandated monitoring • SFETC hltakelAssessment is the initial interviewin and assessmentn Proceedures, Payroll processing for SFETC Direct Training Services are funds expended far "management services participants. % summer workers, and supervision of all service providers. • Child Care Services are payments to organizations providing day dministered by SFETC counselors • Direct On -the -lob Training expenditures are y care and related services for participants • Training Service Providers are organizations providing their own classroom training g Private secges for persons me tor training from an employer • Case ManagementfVouchering Service Providers are organizations providing counseling and supervision of artici • Vouchers are for tuition, books, license fees. Primary institutions to which students are "va d super" include DCPS�ts' and vouchers for their attendance at an area school or college MDCC, and FN. Note- hoes not include Title lli (Dislocated Workers), HHS Entrants Refugees and other special and emergency pros 00 100% 90°r 80i 70% 60% 50% 40% 30% 20% 10% 0% Title I JTPA Funding Allocation Basic Programs for Economically Disadvantaged Youth hand Adults T;rlo n A �. Workers Summer Youth StaY-in- SchoolslYear Round Youth ® Admin El Assessment Direct Training Provider Payments 100% Title I 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Older Workers JTPA Funding Allocation Basic Programs for Economically Disadvantaged Youth and Adults Title II A Title II B Title II C Adults Summer Youth Stay-in- Schools/Year Round Youth Provider Payment Breakdown ® Training Service Providers ® Child Care ® Vouchers for Tuition, Books, etc. ❑ Counseling & Services ■ Direct On -the -Job Training 13 Wages & OH to Employers I Education qI Education The path out of poverty is through education. The problems of low basic skills, high dropout rates and poor academic outcomes particularly impact the impoverished students of the Empowerment Zone communities and other distressed areas. These students' future participation in the workforce and Dade's future growth is dependent on achieving a competitive level of success in basic skills and education. The Dade County Public Schools (DCPS) serve over 300,000 students (the fourth largest district in the nation). Of these students, 48% are Hispanic, 34% are black, and 18% are white or of other race/ethnicity, One in every four students drops out over the course of high school. The dropout rate is even more extraordinary for students deemed "at -risk." The rate for this group is estimated to be at least 60%. Of those students who engage the justice system while in high school, 92% drop out. Basic skill achievement is also an issue. In a nationally standardized test given in the 1 Oth grade, Dade County students score in the thirty-fourth percentile overall. Miami -Dade Community College, which is attended by nearly a third of County high school graduates, has found that only 24% of its new students arrive prepared for college. The DCPS has an annual budget of $1.9 billion. $925 million is spent on instructional service. $99 million (5.5% of the budget) is spent on vocational and adult education courses and programs. • A very small percentage of the budget (less than 1 %) is spent on targeted programs for at -risk students or schools in distressed communities. Special initiatives of the school system have a number of aims, including providing social services to students, ensuring the progress of elementary students, restructuring curricula, involving parents, integrating vocational and job skills training. The Full Service Schools program provides educational, health, social, and recreational services to students and their families at selected schools. The Florida First Start, Even Start, and Bright Horizons programs involve parents directly and offer individualized instruction and services to ensure that elementary students do not "fall through the cracks." The High School Restructuring and Higher Order Thinking Skills (HOTS) programs are changing instructional methods through computerized learning and curriculum reform. These special initiatives, though small, are "cutting edge" programs and have potential for expansion, enhancement and replication. 13 Education Objectives/ - Reduce the dropout rate in Dade County Public Schools (DCPS) Needs • Increase in -school social services for students - Increase ties to career and vocational education - Parental involvement in children's education - Targeted programs for impoverished students Indicators - 300,000 students in public school system 24.1% of students drop out over the course of high school Dropout rate for at -risk students is an estimated 60% • Students score in thirty-fourth percentile overaf on 10th-grade national test Undocumented immigrants cost State system $180.4 million Current - Basic instructional services - $925 million Programs • Vocational and adult education courses and programs - $99 million 50 courses/programs serving 103,000 students and 177,000 adults • Specialized programs - $13.3 million ($2.7 million in Zone) Bright Horizons: Student/Parent Resource Center Serves 32 schools (8 in Zone) - $150,000 per site Family literacy and early intervention programs Dr. J.P. Comer's School Development Program Serves 12 schools (1 in Zone) - $60,000 per site Curriculum for academic, social, and mental health skills Extended School Day Program Serves 2,674 students, 15 schools (1 in Zone) - $54,000/site Florida First Start Serves 8 schools (2 in Zone) - $206,000/site Home -school partnership for handicapped and at -risk students Full Service Schools Serves 8 schools (0 in Zone) - $195,000/site Educational, social, health, and recreational services Higher Order Thinking Skills Serves 11 schools (I in Zone) - $16,000/site Individualized and small -group computer learning Saturday Academy ,; Serves 6,300 students, 38 schools (6 in Zone) - $75,000/site Success for All Serves 3 schools (2 in Zone) - $250,000/site Tutoring and reading programs for students pre-K to 5th grade Funding - The total County budget for education is $1.8 billion, with 8% federal funds, 55% state funds, and 37% local funds (primarily property taxes) Barriers Loss of magnet school programs due to federal integration regulations Proposed - Even Start - Academic and social support services for children ages 0-8 Programs - High School Restructuring - Curriculum reform and career education 9l- Taking Stock: Education ($000-S) FLORIDA TOTAL CITY/ FEES ANID SPENDING FEDERAL STATE COUNTY MIAMI HOMESTEAD OTHER EDUCATION 1,838,000 140,000 1,011,000 687,000 0 0 0 (excluding federal hurricane funding) 8% 55% 37% 0% 0% 0% DADE COUNTY PUBLIC SCHOOLS 1,838,011 140�000 µ 11 U 11000µ 687 000�. 0. mm� 0 µ 0 Instructional Services 1,020,000 Instructional Support 139,000 Pupil Transportation 53,000 School Administration 108,000 General Administration 76.000 Food Services 79,000 L..Other.including Ph sical Plant 363,000 NOTE: Sources for the funding estimates presented include State, County and Municipal budgets and materials provided by public agencies. Review by administrators may result in revisions. 95 DADE COUNTY Transitions from School to Work DADE COUNTY PUBLIC SCHOOLS 1.838 Billion Budget Elementary School 130,041 students Pre-K. 5,549 Kindergarten: 23,679 First grade: 24,729 Second grade: 25,435 Third grade: 25,458 Fourth grade: 25,401 Fifth grade: 24,606 Middle School 90,050 students Sixth grade: 22,751 Seventh grade: 21,657 Eighth grade: 21,036 North grade: 23,205 4.2% Dropouts 3,782 students annually High School 64,072 students Tenth.grade: 22,067 Eleventh grade: 19,977 Twelfth grade: 16,823 9.1% Dropouts 7,469 students annually 14,143 Graduates Employed, Not in School 3252 graduates (23%) 4-Year College: 2,037 Nframi-Dade Community College: 4,277 District Post -Sec Voc Education: 475 I Post -Secondary Education I 6,789 graduates (48%) 3,960 also employed (281%) Unemployed, Not in School 4,101 graduates (29%) Sources: Dade County Public Schools; N iami Dade Community College; Florida Education & Training Placement Information Program. Note: "Dropouts" are students over 16 years of age who have left school and students under 16 who are considered to be "Habitual Truants." MIAMI-DARE COMMUNITY COLLEGE Transitions from School to Work Attainment of the Class of 1992 63% 4-Year College 3,237graduates 75% POP Associate in Arts Degree 3,854 graduates 12% Employed 617 graduates Klass of 1992 0 5,138 graduates 5% 4-Year College r�oi 231 graduates 25% 18% Associate in Science Degree 1,285 graduates Employed 938 graduates 2% Unemploved, Not In School 116 graduates 0 ter. ab�„r, ��4r.1, �.•.:.��y..��.�.., Students At -Risk of Dropping Out From Dade's High Schools Source: DCPS Records: Office of Career Education. �D Run Date: 4/0I/94 Housing Assistance. -f0-1- Housing Assistance Decent, affordable housing is essential to creating livable neighborhoods and supporting families. Housing problems, particularly overcrowding and high housing costs, present a major obstacle to stabilizing families and neighborhoods in Dade County's distressed areas. Families paying an excessive portion of their incomes for rent find themselves unable to save and are often one check from homelessness. They overcrowd one and two bedroom apartments putting stress on families and extra wear and tear on their homes. And homeownership is a dream, which most families cannot realistically contemplate. The housing and homelessness statistics for Dade County and Miami illustrate the scope of the problem. Of Dade County households with incomes below 50% of median, that is less than $13,455 per year, the majority pay more than half of their family income for housing. In the City of Miami, 30% of renters of all incomes pay more than 50% of their income for housing. Due to the predominance of small units in Greater Miami's housing stock, fully 85% of Miami's households earning below 50% of median income live in overcrowded conditions. Less than one fifth of Miami's tow income residents own their own homes. Dade's homeless population before the hurricane was estimated at 6,000 persons, approximately 3,900 individuals and 2,300 persons in families; now estimates run as high as 10,000. Homelessness is a major challenge recognized by Dade County. To address homelessness, Dade County enacted a 1% food and beverage tax as a dedicated funding source, one of two in the Nation. The program is just underway so it has yet to have an effect on the shortage of facilities for the homeless in the County. Dade County's assisted housing stock, approximately 31,000 low rent housing opportunities, including public housing and other assisted housing, is administered by Dade County's Departments of Housing and Urban Development and Department of Special Housing Programs with a combined budget of $55 million. In 1993-94, existing resources will support an addition to the stock of 1,082 units, significantly disproportionate to the need. The assisted housing stock, which comprises 7% of Dade's total housing stock, is quite small compared to the need: in Dade County there are 133,900 households with annual incomes under $10,000 and 42,000 such households in Miami alone. ,W Housing Assistance Objectives/ • Increase supply of units affordable to elderly and family households Needs whose incomes are below 30% of median • Improve the low income housing stock • Increase the supply of affordable assisted living units • Create economically mixed neighborhoods Population • In Miami, 48,792 Renter Households have incomes below 50% of median and 46% pay greater than 50% of their income for housing • In Miami, 31,850 Renter Households have incomes below 30% of median and 57% pay greater than 50% of their income for housing Current Programs • Assisted Housing Stock: 7% of the total housing stock Public Housing Dade County 12,833 Miami 6,728 Other Assisted Units 9,646 2,289 Portable Subsidies 8.658 772 Total 31,137 9,789 • Annual Subsidized Housing Production - Major Programs Total additions to stock 1,082 Rental • Section 8 Homeless programs • Low Interest Surtax Financing Program • Incremental Section 8 Certificates/Vouchers • Multi -family New Construction and Rehabilitation Homeownership • Single Family Acquisition and Rehabilitation • Low Interest Surtax Financing Program Funding $82,474,000 in Housing Assistance: 71 % federal; 2% State; 4% County; 3% City of Miami; 20% Other Barriers • Public Housing Rent and Occupancy Rules Proposed Programs • Public Housing Reforms Regarding: Rent, Occupancy, and Requiring Tenants to Participate in School and Job Training Programs; no cost • Emergency Shelter Voucher Program, for 150 families; $1.1million • Multi -use facility(s) with residential units, 90% families; planned,project in Park West Development, Overtown 1o{ I .e Homelessness Objectives/ • Increase Number of Beds - Gap of 4,000 to 8,000 Needs • Increase Human Services: Provide Continuum of Care including: Job/Skills Training Health and Mental Health Care Services Substance Abuse Treatment Case Management Network Indicators • 6,000 to 10,000 homeless persons (more than 40% are families) • 1800 are children; 300 are teenagers • 50% live in downtown encampments • Remaining reside in South Dade/Kendall and Miami Beach/Hialeah Current Homeless Trust created by Commission Task Force on Homelessness Programs Establishes unique dedicated funding source: 1 % Food and Beverage Tax = $550,000/month in revenue Creates Continuum of Care Plan: emergency care, temporary care (1-6 months), and advanced care (long-term supportive housing) Trust contracted with CPHI, Inc. to. implement Phase One --the Emergency Phase of the Homeless Plan CPHI, Inc. has raised $5 million in funding for programs • The Trust has met short-term goal of 200 new beds by contracting with some 6-8 individual non-profit and community organizations Total number of beds available: 1,963 Funding Public • 1 % Food and Beverage Tax = $6.7 million annually • Federal: $6 million via Hurricane funds; $4 million in HOME funds; $2 million in CDBG funds • State: HRS commitment for $200,000 in State SSBG funds • Low Income Housing Tax Credit proceeds ($2-5 million) • Pending Homeless Initiative ($20 million) Private • $8 million to be raised over next 2 1/2 years Barriers • Need to educate communities and overcome N.I.M.B.Y issues • State has proven to be an unreliable funding source • Zoning regulations need to be changed to permit greater flexibility Proposed • Homeless Plan's Homeless Assistance Centers: 1500 emergency beds Programs • 750 primary care "treatment" beds • 1500 new units of advanced care housing JOj Taking Stock: Housing Assistance ($000's) FLORIDA TOTAL CITY/ FEES AND SPENDING FEDERAL STATE COUNTY MIAMI HOMESTEAD OTHER HOUSING ASSISTANCE 82,474 58,798 1,253 3,659 2,526 0 16,248 71% 2% 4% 3% 0% 20`/0 DARE COUNTY 61,274 40114 lam 3,09 0 0 IM48 housing and urban development 43,888 26,844 0 3,400 13,644 community development administration 6,506 4,994 1,253 259 0 —4.1 M-- eA—;.1tt s*1nn in RRn 9.276 0 0 Z604_ a NOTE: Sources for the funding estimates presented include State, County and Municipal budgets and materials provided by public agencies. Review by administrators may result in revisions. -10-7 Dade County Housing TABLE 1: The Assisted Housing Stock m owerment • ne Wynwood, SubsidyPro ram All of Dade County city of Miami Homestead/ Florida City Liberty City Allapattah, Melrose,etc. u siize nits: Public Housing Other Assisted Moderate Rehabilitation 6, q 1,106 ' 41 202t 11 4,045 1.593 106 9 0 1,297 100 135 0 694 New Construction/Substantial Rehabilitation 700 596 0 15 294 Surtax (Construction Loans) 0 0 0 150 22 HOME (Construction Loans) 3,428 0 0 28 279 Surtax (Single Family) Existing 0 0 0 0 22 HOME (Single Family) Existing 176 36 0 0 0 Mckinney Act Homeless Programs HODAG, Rental Rehabilitation 0 0 0 0 0 Portable Subsidy: Vouchers 8,658 772 1,6 230 3,000 Ccrtif icates Emergency hurricane Vouchers 4,000 23 Self SuMcicncy Vouchers .....................:.:...... n•.vn:: ?.,+.:.`::.� :.�:::::: v,�v n,;,.....: .v..n....... .... vy:.::i::•i 4:v'.4:.w.•:: i':::::.?:i`:?y}};}�;;:!::?ii:tGi>::`i:::i:i:::•'.:�i::•ii'. �::::; r:'r:iiii i<:::':.':•?:• •:'.:!:•iTi:9::?C•i... Total Assisted Housing Stock Total Housing Stock Assist v:.:. �:::: .:::: :. '4;•i}:: '^ :;k •; .......: ..Y.•.:. 319137 69,2 % ::J........... .v....;: :::, :::::::.::::::::::. :•:::,:.�. 9,789 144,550 °0 Vi:'•; i::.:: •:: ::::: .. •:�:::::: r::.�!:'.ii:.i:...:. 490 3,284 15% 202 1, I o A'�.'jA}\vi4 :%:�`n'i:����'r: ::..... . 294I7 10,165 ° Subsid Pro ram Subsidized Units (Additional) Moderate rehab ' New Construction/Substantial Rehab. Surtax (Const. Loans). HOME (Const. Loans) Surtax (Single Family) HOME (Single Family) Mckinney Act Homeless programs Rental Rehab HOME Single Family Rehab HOME Acquisition Rehab Shelter Plus Care Portable Subsidy (Rental Supplements) Vouchers Certificates Self Sufficiency Vouchers 1993-94 Projected New Units 1,082 85 118 29 42 2 t OU 22 34 32 .......................... 350 200 1 50 Total Annual roduction w/o urr cane me en urncane Vouchers To a" Annual r action 1,432 2,40 3,832 n 64 e Community Economic Development I log Community Economic Development Livable communities need healthy neighborhood economies with access to capital for community economic development. Historically, the income of residents in impoverished communities has not circulated through neighborhood -based businesses. Without this basic source of capital circulation within a neighborhood, capital leaves the community without turning over and thereby generating wealth within the community. Minority -owned small businesses in particular suffer from a lack of access to capital. The potential for long-term sustainable development in the Empowerment Zone and other distressed communities is dependent on the availability of capital and technical assistance for small neighborhood -based businesses. Of all firms in the Miami -Hialeah area, 50% are minority business enterprises (MBE's). 85% of the 56,000 MBE's are Hispanic -owned, and 12% are black -owned. MBE's have a strong presence in the construction and transportation fields, but are not well represented in finance, insurance, real estate, and services. Only 15.5% of MBE's are involved in high growth industries. $28.4 million is spent by the City of Miami, Dade County, and Florida City/Homestead on community economic development annually. $7.1 million of these funds are directly hurricane related. The Dade County Department of Business and Economic Development (DBED).oversees $13.2 million, including providing community revitalization grants ($986,000) and monitoring the revolving loan program ($2.5 million). The Miami Office of Community Development oversees $15.1 million, primarily related to conferences and conventions ($12.4 million). Existing community economic development efforts are aimed at providing the capital that small businesses need and providing the technical assistance that new and mature businesses require to remain -competitive. Miami Capital Development, Inc., Tools for Change, and BAC Funding Corporation provide direct loans to small and minority -owned businesses. The Entrepreneurial Educational Center and the Center for Health Technologies provide training, technical assistance, and incubator services for small, primarily minority -owned firms. The key new programs for providing small business loans are the "One Stop Capital Shop," which also brings together a range of economic development tools in one center, and the Grow Miami Fund, which will establish a community banking partnership with the.City of Miami. Community Economic Development Objectives/ • Expand employment opportunities for low/moderate-income residents Needs • Provide economic development assistance to neighborhood businesses, particularly minority business enterprises (MBE's) • Increase availability of small business enterprise loan funds • Promote MBE's within high growth industries • Provide low-cost sources and flexible requirements for bond guarantees • Increase numbers of incubator facilities Indicators • 50% of Miami -Hialeah firms are minority business enterprises (MBE's) • 85% of the 56,317 MBE's are Hispanic -owned and 12% are Black • 15.5% of MBE's are involved in high growth industries Current • Center for Health Technologies - Small business incubator for health Programs technology companies • Miami Capital Development, Inc. - Provides direct loans targeted within the Empowerment Zone and countywide • Tools for Change - Provides direct loans and loan guarantees to black businesses in low to moderate income areas • BAC Funding Corp. - Provides loans, loan and bond guarantees, equity financing, and incubator facilities for black businesses • Dade County Department of Business and Economic Development (DBED) Bond Guarantee Program • Miami Dade Community College - Operates Entrepreneurial Educational Center for business/economic development courses Funding • $28.4 million is spent on community economic development (including emergency recovery funds) • Source of funds is equally split between federal government, state government, and fees for conferences and conventions • The City of Miami spends slightly more ($15.1 million) on economic development than Dade County ($13.2 million) Barriers • Substantial existing subsidized loan programs are hurricane relief funds • State Enterprise Zone program "sunsets" in 1994 and has been modified Proposed • "One Stop Capital Shop" to include $5 million micro -loan program Programs and center for managerial/technical assistance and job training • Grow Miami Fund - a community banking partnership through the National Development Council Grow America Fund to provide small business working capital • HIT-PIC - Technical assistance on technology issues for manufacturers 11Z 5 Taking Stock: Community Economic Development (S000`s) FLORIDA TOTAL CITY/ FEES ANII SPENDING FEDERAL STATE COUNTY M' IAMI HOMESTEAD• OTHER K` 1`\,�•. :�\�ih}y \+. �;: ��Sv\' .Q,'�A.. i�.\ ���.4 n1.C+�\}..11.5��;y+.Z%:\�}�>?'ry`:\;,; s:,s?�%:a•,': `.ti.i,'aG••• y\\.f}�•n\ vK,irG:•J.}..�. .. +.(tt Zw•�?k s��•,•,�,.i.�.+� ?�'} 3\'•'y "���,y COMMUNITY ECONOMIC DEVELOPMENT 28,427 7,955 7,500 1,342 2,760 0 8,870 28% 26% 5% 10% 0% 31% » _ DADE COUNTY 13 4 3r721 7�500» 0 » » _ .0 _ 677 Administration -Business and Ec. Dev. 2,676 282 375 1,342 677 Comm Revitalization Grants 986 986 Econ. Dev. Hurricane Rec. Prog. 7,125 7,125 Revolving Loan Program »» 2,453 »� 2,453_.._... MIAMI 15,129 4,176 0 0 2,760 0 8,193 Office of Community Development- CDBG 2,760 2,760 Miami -Conferences, Conventions »» » _ 12,369 »� µ 4,176 _ _._ »» »» 8,193 »»»»»MHOMESTEAD » 58� 58» NOTE: Sources for the funding estimates presented include State, County and Municipal budgets and materials provided by public agencies. Review by administrators may result in revisions. W 113 Social. and. Human Services Social and Duman Services In Dade County the population in need of social and human services and integration into the community has�grown substantially over the past 15 years. The principal cause of this growth has been successive waves of immigration in the 1980s. As of 1990, 15.5% of the population, more than 340,000 people, live at or below the federally defined poverty lines. Over the same period the resources available to address needs have been reduced. The result is that the agencies that are charged with providing services are often left managing programs which serve only a small fraction of those in need. For the purpose of understanding the funding of social and human services, it is useful to separate out public healthcare assistance. It is delivered almost exclusively by the federal government directly to providers through the Medicare program; nearly $1 billion in Dade County. The County's Public Health Trust funds an annual $107 million, mostly in hospital care for the indigent. In Dade County the delivery of other social and human services is shared by the State Department of Health and Human Resources and County departments including the Department of Human Resources. The State's principal activities, measured by expenditures, are child welfare services such as foster care and protective services ($73 million); and alcohol, drug abuse and mental health services ($47 million). The Food Stamp and AFDC programs are funded at $514 million, with 20% contributed by the State. The County's principal activities are administering the Head Start program, general community service programs, and elderly programs through the Community Action Agency ($38 million); and youth and family development programs ($10 million). There are over one hundred community -based programs funded by the County Department of Human Resources, the Community Action Agency, and others. These programs deal with the range of issues which affect youth, families, the elderly, and special needs populations. There is a rich body of knowledge, experience, and success in effectively providing critical services which needs review in order to integrate lessons of coordination, replication, and expansion. Social and Human Services Objectives/ • Expand Dade's capacity to serve its high immigrant population Needs • Expand Dade's capacity to serve its elderly and disabled population • Coordinate the delivery of social services to improve access • Increase services which not only support but empower Indicators • More than 340,000 Dade County residents live in poverty • Dade's elderly population is 362,000; its disabled population is 50,000 The State's Department of Aging and Adult Services serves 23,000 • The State receives 1,000 calls/month to investigate incidents of child abuse/neglect in Dade County; 5,000 children are in State care • Undocumented immigrants cost the State $13.4 million in Medicaid, family assistance, and public health Current • County Department of Human Resources funds 109 community -based programs ranging in size from $2,000 to $1 million ($31 million total in County funds) • Mayor Public Healthcare Assistance Programs: Medicaid payments to 97,000 recipients - $988 million Public Health Trust (medically indigent care) - $82 million Major Social and Human Service Pro rg_ams: AFDC payments to 57,700 recipients - $174 million 151,000 Food Stamp recipients - $296 million Children and family services - $73 million County subsidized child care - 7,200 children at $3,600/child Community Action Agency Serves 4,800 children through Head Start - $23.8 million Highlighted Programs: Project Safety Net: services for children at -risk - $286,000 CDS: Resource & Referral Referrals to 1,400 child care facilities, serving 67,000 children CAA: Toddler Infant program: for women on AFDC - $118,500 Teenage Parent Program - $1.6 million Coordinated services to enable teenage parents to complete education; 85% success rate Title V Entrant/Refugee Child Care Services - $150,000 1,096 immigrant children served in last four years Funding • Public healthcare assistance: $1.1 billion • Social Services - $889 million: 68% federal; 24% State; 6% County Barriers • Difficulty reaching immigrant population with appropriate services • Regulatory obstacles and multiple jurisdictions Proposed • Mental Health Initiative for Urban Children: Casey Foundation Programs 2f0 Taking Stock: Social and Human Services ($000's) FLORIDA TOTAL CITY/ FEES AND SPENDING FEDERAL STATE COUNTY MIAMI HOMESTEAD OTHER SOCIAL AND HUMAN SERVICES 905,488 595,698 242,662 49,164 502 0 17,462 66% 27% 5% 0% 0% 2% FLORIDA DEPT. OF HEALTH & REHABILITATIVE SERVICES --w 77I 661 540s247 _ 225 629 - 0 0 0 - Sr7Ili - Administration 3,995 2,534 3,441 Aging and Adult Services - elderly and disabled 8,502 2,046 6,456 Alcohol, Drug Abuse and Mental Health 46,673 13,682 32,991 Children & Families - foster care, adoption, etc. 72,917 40,000 32,917 Developmental Services (long term disabilities) 15.843 5,644 10,199 Public Health 24,616 7,286 11,545 5,785 Dade County Health Unit 30,804 30,804 0 Children's Medical Services 11,104 2,837 8.267 Food Stamps 296,213 2%,213 'Aid to Families with Dependent Children (AFDC) 173,960 95,678 78,282 Economic Services - (Admin. of AFDC/Food Stamps) 44,022 26,338 17.684 Adult Services 5,801 4,473 1,328 South Florida Evaluation and Treatment Center 13,729 3,190 10,539 Landmark Learning Center (long term disabl 21482 9,502 11,980 _ DADE COUNTY 133,325 55,451 _ _ 17�a33 -µ-. _ T-�49,164 0 0 1Ir677 community action agency 37,635 28,316 2,349 6,448 522 community affairs (less MMAP) 1.988 135 1,953 department of human resources 82,336 27,000 13,282 30,899 11,155 metro-miami action plan 1,594 1,594 youth and fwW!y development 9,772 --11,402- - µ- - 8,370 _._ MI MIA 502 502 FC/HOMESTEAD BUDGET 0 --�Y NOTE: Sources for the funding estimates presented include State, County and Municipal budgets and materials provided by public agencies. Review by administrators may result in revisions. Taking Stock: Public Healthcare Assistance ($000's) FLORIDA TOTAL CITY/ FEES AND SPENDING FEDERAL STATE COUNTY MIAMI HOMESTEAD OTHER �}>)� \, \ 4 *�'�• w�� ��•.. .���:., +�•.•� :�' 'i.jXa Y}+;�;,`:. .... •} �A1>•y�}.•.�Y 4 'ti•;.; ;}.,. i»Z:•'.tiSyY�y4 �`"Sti: )j:;� }.•�'yi:�s�i, ;Yti .;: L t Yn F S}n Qy'•,•}�•.}ij:L:v •'1'• PUBLIC HEALTHCARE ASSISTANCE 1,120,040 995,531 11,545 89,749 0 0 23,215 89% 1% 8% 0% 0% 2% UNITED STATES DEPARTMENT OF 988,245 998,245 0 0 0 0 0 HEALTH AND HUMAN SERVICES »» Medicaid Pante 988,245 986,2450� 0 0 0 0 FLORIpA RE OF HEALTH & REHABILITATIVE SERVICES ».......»__._. 24,616 » 7.296 »µ 1t�545 0 0 _0 5�785 �_._ 0 0 0 0 0 0»�» 0 » wWDADE COUNTY _ 107 179 _ _. 0 �» » ._ _ 0» 89,749 0 _0� 17,430 _»_...... __... _ ..._..........._. public health wet » 107,179 _.._ _ _ _. ._ W. _ _ 89,749 17,430 MIAMI 0 _0 ..._ _... _0w. —d 0 _•� 0 0. FC/HOMESTEAD 0 0 0 0 0 0 — 0 NOTE: Sources for the funding estimates presented include State, County and Municipal budgets and materials provided by public agencies. Review by administrators may result in revisions. 7�zo 9 Public Safety .121 Public Safety Opportunities for economic development, quality education, cultural enrichment, and even community participation are all threatened by high rates of crime. Over the last two decades Dade County has seen a rapid increase in the crime rate, particularly the rate of violent crimes (homicide, rape, robbery, and assault). The criminal justice system is overburdened and growing numbers of youth are either involved in crime or at high risk. In 1991, the City of Miami had the second highest crime rate in the nation (191 crimes per 1,000 residents). The rate of violent crimes in the County has increased by 50% in the last ten years. The Empowerment Zone communities are affected even more, both by violent crime and property crime. A number of census tracts within the Zone have crime rates twice those of the City as a whole. There are 131,000 arrests annually in the County (14,700 juvenile). $604 million is spent annually on public safety, primarily by the Dade County and City of Miami Police Departments. These funds are devoted to law enforcement (62%), corrections (25%), crime prevention, and community education activities. The County spends $144 million on corrections and rehabilitation, serving 5,900 inmates, a per capita cost of $24,000. Local Police Departments are serving impoverished neighborhoods with specialized enforcement programs such as the Robbery Intervention Detail (RID), the Tourist Oriented Police (TOP), the Street Terror Offender Program (STOP), and the Community Oriented Police Squad (COPS). Both the City and County Departments will also be expanding the number of officers involved with enforcement. Preventive services aimed' at youth and immigrants are offered by the Dade County Department of Justice Assistance and by community -based organizations. These services range from alternative programs for youth in the juvenile justice system like the Teen Cuisine Academy to job training and skills programs for youth and adults, The Court Administrator also operates a Dispute Settlement Center for mediation and neighborhood conflict resolution. Community education and participation programs are an expanding sector of public safety efforts. Through programs like the Citizens' Police Academy, the Citizens' Advisory Committee, and the Citizens' Crime Watch, neighborhood residents and police officers are developing ties. Small programs in mediation, peer counseling and alternative schools seem highly effective and merit further exploration, 17,3 Public Safety Objectives/ - Reduce the burden on the Dade County criminal justice system Needs • Protect citizens against robbery, violent crime and drug -related crime - Early intervention and prevention programs for youth • Increased community participation and education programs • Provide services for new flow of refugees Indicators • Dade County's crime rate is 133 incidents of crime per 1,000 residents • Miami has second highest rate in nation (191 incidents/1,000 residents) - Rates for other Florida urban counties range from 88 to 100 incidents • Over last decade, there has been 50% increase in violent crime rate • 131,000 arrests annually in County (14,700 juvenile - 11.2%) Current Crime Enforcement Programs - $362 million Programs Robbery Intervention Detail - $1.4 million Tracks targeted individuals and locations Tourist robberies dropped 39% from 1992 to 1993 Community Oriented Police Squad - $893,000 Range of enforcement and social services efforts at 5 public housing developments • Community Education and Participation Dispute Settlement Center Offers mediation services as alternative to justice system Pilot program in juvenile restitution Citizens' Police Academy - $50,000 90 participants annually in 13-week "police training" program • Crime Prevention Programs - $35 million Teen Cuisine Academy - $300,000 Alternative Education School serving juvenile offenders Expanding to $6 million, 200 student school Juvenile Alternative Sanctions System - $1.2 million Referrals, peer counseling, and mentoring for over 13,000 juvenile offenders • Corrections and Rehabilitation - $144 million Serves 5,900 inmates Funding • The total Countywide expenditure for Public Safety is $604 million Proposed • Grassroots mediation program in Little Havana to provide pro-bono Programs or discounted legal services and dispute mediation assistance • Community -Based Work Release Center to provide job and life skills, educational services, and a public works labor pool Taking Stock: Public Safety ($000's) TOTAL CITY/ FEES AND SPENDING FEDERAL STATE COUNTY MIAMI HOMESTEAD OTHER + �{>> •{.: ••. \',; ..♦ ..•♦ \\'.; ..\ . ..,� ., •�',n .\ �\`'+:'.<.k,•;+`°:'� @?i`fi� i.. .:'k•", .,"}z9:v��.v.'Y. }a{:ti:+ 2,iz).'?,� .;:Y+::...•`:`9 :}):.;:,,��,..<w:ti 'r, �'rjfi {�. .»giY.; „ '•:<*r, ;+s 3,'. . I~�: ;+p;+\,\�:�.. +\';'~:}\1, ,,�•;v\,\\+��+'� \4t•+++.N �';1\ +•, •:1+'•, ��.�:. •4�•. \.n.v`: ii:}:in .v.{•. p {u :�•.. •. �•�•. r}. .�,..• {,�}: �� •:• �. •{�4+• i.{n' pr},. PUBLIC SAFETY 604,024 6,963 20,924 450,027 94,798 1,448 29,874 1% 3% 75% 16% 0% 5% FLORIDA DEPT. OF HEALTH & 11 REHABILITATIVE SERVICES 22,555 2,539 20,016_____ .......... .__0_. _ 0 _... »•...,_ 0 0 ---------------- - COUNTY -- 485 203 94._. 908 ....w._.450f021 � .0 0 29,F74,,,,,,, )ade Police Department 271,974 259,094 12,880 Judicial Administration 60,827 47,282 13,545 Justice Assistance 81100 1,340 908 5,673 179 Lions and Rehabilitation 144,302 3,054 137 978 3,270 » » »» » »» 11AM1 » » » 94.788 0 0 0 94,799 0 _ __0- General Police Operations 90,297 vu,zyt Crime Prevention & Youth Development 4,248 .4,248 (`-ivnitvRelatinna 743 243 NOTE: Sources for the funding estimates presented include State, County and Municipal budgets and materials provided by public agencies. Review by administrators may result in revisions. f-Zs— Drug Abuse Prevention Drug Abuse Prevention A contributing factor in both crime and family dysfunction is substance abuse. The drug problem in Dade County has grown to epidemic proportions and is selectively impacting communities already suffering from poverty and other social pathologies. Cocaine is the primary abused drug in Dade County, linked to 75% of participants in substance abuse treatment programs. For the Miami area, there are 31.1 cocaine -related emergency room visits per 100,000 people. The national average is 116 visits per 100,000 people. In Dade County, an estimated 167,000 individuals are in need of drug abuse treatment services. A 1989 survey showed that 65% of families in one of the County's public housing facilities were involved with illegal drugs, either using or dealing. $37.3 million is spent annually on substance abuse programs. The County Office of Rehabilitative Services oversees a number of programs, funded both by the state and the county. These programs include those aimed at dealing with the results of substance abuse and those aimed at prevention and intervention. The Medical Treatment Services and Residential Treatment programs provide detoxification and full -service substance abuse treatment in a residential/hospital setting. The Sentenced Offender Rehabilitation and Treatment (SORT) and New Opportunity Transitional Living programs offer outpatient and day treatment programs for residential program completers. The Juvenile Treatment Alternatives to Street Crime program refers juveniles who have entered the justice system to treatment programs. The prevention programs include academic tutoring, vocational/technical training, the Drug Court for adult offenders in the justice system, and the Drug Abuse Resistance Education (DARE) program, a school -based drug abuse curriculum. Drug Abuse Prevention Objectives/ • Reduce substance abuse in youth population Needs • Increase effective prevention and intervention programs • Expand residential treatment services • Links to justice system, particularly juvenile Indicators • Estimated 167,000 individuals in Dade County in need of drug abuse treatment services (over 8% of population) • Cocaine is primary abused drug, affecting 75% of substance abuse treatment participants and resulting in more than twice the national average of cocaine -related emergency room visits • Surveys in public housing have shown that two-thirds of families were involved with illegal drugs, either using or dealing Current Treatment programs Programs Medical Treatment Services - $1.6 million Provides 11,000 days of detoxification care (36 beds) Residential Treatment - $947,000 Serves 400 adults in residential centers Sentenced Offender Rehabilitation and Treatment - $2 million Serves 1,050 outpatient clients New Opportunity Transitional Living Program - $79,000 Day treatment for 50 adults • Referral programs Juvenile Treatment Alternatives to Street Crime - $374,000 Serves 3,000 individuals in juvenile justice system • Prevention programs Drug Court - $1.8 million Serves 1,800 adults injustice system Drug Abuse Resistance Education (DARE) - $14.7 million Being taught to 14,000 students Tutoring, vocational programs Funding • Substance abuse programs have a total funding of $37.3 million • 19% of these funds come from the Dade County general fund, 37% from the State Department of Health and Rehabilitative Services, 44% from the County Police Department and Office of Court Administration Barriers • Zoning problems for residential programs Proposed Large scale full -service residential programs for single -parent families Programs Providing treatment, counseling, education, recreational, and social service programs -4?o Taking Stock: Drug Abuse Prevention ($000's) FLORIDA TOTAL CITY/ FEES AND SPENDING FEDERAL STATE COUNTY MIAMI HOMESTEAD OTHER DRUG ABUSE PREVENTION 37,337 0 13,837 23,500 0 0 0 0% 37% 63% 0% 0% 0% FLORIDA DEPT. OF HEALTH & REHABILITATIVE SERVICES 13,937 0 13 937 0 0 0 0 Drug Abuse Programs in the Empowerment Zone 13,837 _13,837 COUNTY 23,500 0 0 232500 0 0 Drug Abuse Resistance Education (DARE) Metro Dade Police 14,700 14,700 combined programs 7,000 7.000 1.800 1,800 0 0 0 FC/HOMESTEAD 0 0 .......... 0 0 0 0 0 NOTE: Sources for the funding estimates presented include Slate, County and Municipal budgets and materials provided by public agencies. Review by administrators may result in revisions. 1�T Transportation -133 Transportation Dade County's Strategic Plan to create economic opportunity and sustainable development by linking areas of distress with areas of economic growth requires a strong transit system. For residents of Dade's distressed neighborhoods to take advantage of the opportunities within the job and business core areas, they must have reasonable commutes. The extensive service and expansion plans of the Metro -Dade Transit Agency (MDTA) are a key component of the Strategy. With an annual budget of approximately $188 million, MDTA serves a daily ridership of more than 250,000 on its interlocking Metrobus, Metrorail and Metromover systems. The Metrorail has four stations in the Empowerment Zone and a fifth is on a boundary. The Zone is also served by 13 Metromover stations and many Metrobus routes. Transportation was not raised as a major problem for neighborhood residents who live near MDTA's service lines. For those who do not, inter -linear transportation, such as jitney service, was an issue. MDTA's expansion plans would improve the ease of commute for Zone residents and others living in distressed areas. Expansion would also provide job and business opportunities during construction. An important planned expansion is the $1.4 billion East-West Transit Corridor, a fixed guideway light rail which would include improved links to the seaport and airport. It is estimated that the portion of the East-West Transit Corridor adjacent to the Zone would be responsible for creating as many as 50,000 jobs during the six -year design and construction period and approximately 13,000 direct and indirect jobs would be created by its ongoing operation after construction is completed. A new Metrobus facility, the South Dixie Busway, is planned to be built by the State of Florida from the southern end of Metrorail to Florida City. This facility will improve mobility within the southern part of the County as well as mobility to and from the area. The area is characterized by medium and low density housing; low density employment; and, with the redevelopment of Homestead Air Force Base, may become a high density employment center. The busway will enable high speed buses to access the area from Metrorail, and significantly improve access to and from the Homestead/Florida City unit of the proposed Empowerment Zone. A complete rail link to Florida City is also part of the Countywide economic vision and is being pursued. .35 Transportation Objectives/ - Accessible public transportation to employment opportunities Needs - Decreased commute times to job and business core areas - Increased links between Miami and South Dade, and between the airport and seaport (there is no direct transit service to seaport) Indicators • Metro -Dade Transit Agency (MDTA) serves daily ridership of more than 250,000 through Metrorail, Metromover, and Metrobus Current • Metrorail - $48.1 million (29% from fees for service) Programs Serves 50,000 on 21 miles of total rail, with four stations in Empowerment Zone and one on boundary • Metromover - $8.4 million (5% from fees for service) Serves an estimated 7,500 on 6 miles of fixed guideway light rail, with 13 stations in Zone • Metrobus - $110.8 million (45% from fees for service) Serves more than 200,000 on 73 routes • Paratransit Service - $21 million Serves elderly and disabled population Funding • The annual budget for MDTA is $188 million • 50% are county general funds, 34% are from fees for service, and 16% are state and federal funds Barriers - Political opposition to certain major expansion projects Proposed • East-West Transit Corridor - $1.4 billion Programs 20 mile fixed guideway light rail, linking airport and seaport • South Dixie Busway High-speed bus service linking Metrorail to South Dade (Homestead and Florida City) I?G Taking Stack: Local Transportation ($000's) FLORIDA TOTAL CITY/ FEES AND SPENDING FEDERAL STATE COUNTY MIAMI HOMESTEAD OTHER LOCAL TRANSPORTATION 188,233 8,464 20,237 94,608 0 0 64,924 4% 11% 50% 0% 0% 34% DADS COUNTY 1 3 8,464 20 7 94,609 0 0 64 24 Metrobw 110,864 8,464 9,716 42,300 50,394 Metromover 8,426 8,000 426 Metromil 47,909 75 33,720 14,114 Special Transpoitation 21,034 10,446 10,588 NOTE: Sources for the funding estimates presented include State, County and Municipal budgets and materials provided by public agencies. -Review by administrators may result in revisions. r f �f Cultural Affairs Cultural Affairs Cultural affairs play a central role in the life of a community. Sustainable development is dependent on the economy, education, housing, and social services, but it is also dependent on the participation of community residents in unifying events and activities. Cultural affairs also includes the development and maintenance of common structures for the community, such as museums, theatres, and historical sites. Dade County has a remarkable degree of cultural diversity (124 different nationalities). The positive aspects of this diversity can be strengthened through a commitment to cultural affairs. Cultural activities in Dade County attracted 11 million people in 1992. The economic impact of these activities and events is $200 million annually. Volunteers contribute more than 140,000 hours to cultural activities (almost 3,000 hours weekly). The Dade County Cultural Affairs Council and related programs have an annual budget of $6.6 million. These funds are spent by the Council, the Historical Association of South Florida, the Performing Arts Center Trust, and the Art in Public Places program. The Cultural Affairs Council provides technical assistance and funding to 650 multi- ethnic cultural groups. These groups put on more than 400 events each year. The Council also invests in neighborhood cultural facilities. A special pilot program links the arts to crime and drug abuse prevention. The Performing Arts Center Trust is working to develop a $172 million new Performing Arts Center (in or near the Empowerment Zone). The Art in Public Places and Historical Association of South Florida oversee activities related to cultural and artistic heritage. For example, future cultural affairs projects include the renovation of the Teatro Marti Historic Theatre, and the completion of the Lyric Theatre rehabilitation. -IAI2 Cultural Affairs Needs/ • Provide access and exposure to Metro -Miami's multi -cultural legacy Objectives • Support community -based culture and arts organizations • Strengthen the region's major civic cultural institutions • Preserve historic landmarks and maintain connections with the past Indicators • In 1992 cultural activities in Dade attracted 11 million people • Annual economic impact of cultural activities in Dade is $200 million • 140,000 volunteer hours contributed to cultural activities in 1992 Current Metro -Dade Cultural Affairs Council grants programs Programs Technical assistance/grants to 650 non-profit cultural groups Grants leveraged ten to one by recipients Capital/facilites improvement grants Grants for arts as intervention tool in crime and drug programs Art in Public Places • Center for the Fine Arts • Museum of Science • Historic Preservation Projects Overtown Historic Folldife Village Olympia Building Restoration and others Funding Cultural Affairs Council has a current budget of $6.6 million Barriers • Culture/arts programs generally the first to be reduced in budget cuts Proposed • Performing Arts Center project - budgeted at $172 million Programs • Teatro Marti Historic Theatre Renovation 14z Taking Stock: Cultural Affairs ($000's) FLORIDA TOTAL CITY/ FEES AND SPENDING FEDERAL STATE COUNTY MIAMI HOMESTEAD OTHER CULTURAL AFFAIRS 6,619 96 25 5,683 0 0 815 1% 0% 86% 0% 0% 12% DADE COUNTY 6,619 96 25 5,693 0 0 815 Cultural Affairs Council 4,036 % 25 3,100 815 Performing ArU Center Trust 1,200 1.200 Art in Public Places 373 373 BASF 1,010 1,010 NOTE: Sources for the funding estimates presented include State, County and Municipal budgets and materials provided by public agencies. Review by administrators may result in revisions. AA "VI Empowerment Zone Strategy Choices: Key Proposals and Recommendations Empowerment Zone Strategy Choices: Key Proposals and Recommendations The Strategic Plan must set out both short-term and long-term goals and objectives as well as specific programs and activities to achieve the community's visions. Set forth in this section are seven recommendations for inclusion in the Strategic Plan. These are: • Economic Opportunity: Forging New Links Between Dade's Growing Economy And Its Distressed Communities • Removing Barriers: Changing The Culture Of Poverty In Public Housing • Supporting Families In Achieving Self -Sufficiency: A Pilot Project In Welfare Reform • "Reinventing Government" For Neighborhoods • Creating Safe Neighborhoods Through Community Policing • Developing Sustainable Neighborhoods Through Entrepreneurship: "One Stop Capital Shop" • Sharing And Strengthening Community Values Each of these represents an essential ingredient in an empowerment strategy. First and foremost is economic opportunity. The recommendation presented for economic opportunity is strategic: it calls for nothing short of restructuring the relationship between the labor force currently being left out and underused and Dade's growing economy. It is at the center of Dade's Empowerment Zone strategy linking engines of growth to distressed communities. The recommendation rests on the belief that to realize Dade's full economic potential a new, state-of-the-art, world -class system must be structured, to create a school - to -work and life -careers continuum. This is the most important part of a long-term plan for full empowerment of the Miami Metro -Dade community. The'recommendations for changing the culture of public housing, and a pilot program for welfare reform are aimed at changing the conditions which trap people in poverty today. The recommendation for "reinventing government" through expansion of the Neighborhood Enhancement Team Program illustrates a critical opportunity available within the special structure of the Miami Metro -Dade system of government: the opportunity for closer cooperation and understanding between city and suburb, county and city. 147 The recommendation for community policing is directed at fostering new relationships at' the neighborhood level to create more peaceful communities. The recommendation for neighborhood entrepreneurship recognizes the importance of neighborhood economies and the need to assure access to capital. The last recommendation -- "Sharing and Strengthening Community Values" --- recognizes that the many and varied elements of the Strategic Plan will not hold together without the glue of common values and shared beliefs, mutually recognized and committed to the implementation of the Plan. Economic Opportunity: Forging New Links Between Dade's Growing Economy and its Distressed Communities Summary Dade County can lead the nation in the quality of its labor force and the efficiency and productivity of its regional economy. To do so will require an unprecedented full partnership among the public sector, industry, educators, and current and future participants in the workforce. If implemented, the region's economy would have an unique competitive advantage: an assured supply of world -class, work -ready employees and businesses. If implemented, the residents of Dade County's Empowerment Zone and other distressed communities would be able to access and participate in the rising prosperity of the region. They would be "empowered." This will require designing new pathways from neighborhoods into the mainstream economy. The building blocks are: families, schools (from elementary through higher education), supportive services, skill development programs, and linkages to jobs and business opportunities. In short, there is a need to integrate a complete career education process, resulting in skilled and knowledgeable citizens able to participate fully in today's economy. Dade County is one of the few places in the Nation which can build on organizational and structural assets already in place to achieve such a goal. Success will require a significant commitment by all segments of the community, public and private, and new resources. Background The Empowerment Zone is designed to incorporate key elements of Dade's economy, including the airport, the seaport, the medical complex, the central business district, and their collective opportunities for significant economic expansion. Citizens in every community participating in the Empowerment Zone strategic planning process identified access to economic opportunity as their highest priority. The unemployment rate in Dade County is 8%; in the City of Miami it is 11 %; and within the Empowerment Zone it is 13%. Of residents age 16-19 in Dade County, 11,800 (11 %) are neither in school nor working; in the Empowerment Zone the percentage is 25%. Approximately 40,000 young people in Dade between the ages of 16 and 29 are not in school, not employed and live in poverty. The drop -out rate in Dade's high schools is nearly 25%— one of every four students drops -out between the 8th and 12th grade. This means that each year approximately 7,000 high school students drop out. As the job market for low -skilled and unskilled workers continues to shrink, increasing numbers of non high school graduates will face a life of poverty. 149 Through its Metro -Miami Marketplace/Destination 2001 Select Committee, Dade County is presently exploring the planning and financing needs for the physical expansion of the airport, seaport, and transit links, as well as the growth potential in international trade, commerce, and tourism. The development costs for this infrastructure are projected at $10 billion over the next 10 years. Just as development of new runways, cargo bays, and rail lines is important for an expanding economy, a sophisticated and flexible "human infrastructure" is essential to support this economy. Creating and investing in a system which will assure a "match" between jobs and businesses and the skills of Dade's workforce, is critical to Dade's future and to breaking the cycle of poverty for so many of Dade's citizens. Current Policy The current educational and training system is both succeeding and failing in certain specific ways. • Overall performance of Dade County Public Schools is lagging behind the Nation. In the 1992 national standardized Grade Ten Assessment Test DCPS students ranked in the 31 st percentile in Reading Comprehension and in the 36th percentile in Mathematics. • Of those students entering Miami -Dade Community College, only 24% arrived with a sufficient level of basic skills to start in the regular college program. 26,000 students have been identified as "at -risk" of dropping out of high school; 34% of the total grade 9-12 student population. Among this identified group, the actual drop -out rate is approximately 60%. However, at -risk students who have the opportunity to participate in the "Stay -in -School" program experience a drop -out rate of approximately g% over the students' four-year high school career. • The Stay -in -School Program is the Winner of the President's 1991 Award for Outstanding JTPA Youth program. The program serves 2,500 students per year, or less than 10% of the total at -risk population, at a per capita cost of $6,000 over three years. • Basic year-round job training programs operated by the South Florida Employment and Training Consortium (SFETC) serve 5,000 economically disadvantaged persons per year with needs assessments, counseling, supportive services, and financial assistance for trainees to attend secondary or post -secondary vocational and technical programs. Placement rates exceed 65%. The annual per capita cost is $2,200 for youth and $3,600 for adults. This illustrates the cost effectiveness of early intervention. • Florida's Associate Degree graduates of two-year post -secondary vocational and technical programs enjoy wages nearly double those of high school graduates. 150 • A recent Florida DLES study of nearly 10,000 poverty -level recipients of training showed a 62% "return on investment" for the JTPA-sponsored program. The ROI was measured in terms of reduced public expenditures and increased contribution to tax rolls. Funding for job training and drop -out prevention programs in Dade is almost entirely Federal, paid through the Job Training Partnership Act, at a base level of approximately $33 million per year (excluding Hurricane recovery funds). These examples illustrate that targeted programs with proven track records change outcomes and create productive participants in the economy. In short, there are programs that work. They also illustrate the need for improvement in the basic educational system so that more students stay in school, master basic skills, develop essential workplace values, and are able to take advantage of advanced training to become productive members of the modern marketplace. There is currently no overarching view of today's school -to -work system as a continuum from pre-school through lifetime career education. Too many people are lost along the way, depriving the County of the contributions of productive citizens and requiring public expenditures to support dependency and other negative outcomes of poverty. Recommendations In order to create a state-of-the-art integration of education and training pathways leading to jobs and business opportunities, a full partnership among the public sector, industry and educators should be created. There is currently a mismatch between the rising technical and intellectual demands of the workplace of today and tomorrow and the knowledge and capabilities of residents of the Empowerment Zone and other distressed communities. Just as We Will Rebuild came together in the face of natural disaster, a similar effort could be undertaken, by all segments of the community, to overcome the "human disaster" which is occurring and will continue to occur if so many citizens of Dade are left out of the mainstream economy. The Full Partnership would address the following major issues: • The need to improve basic skills performance at all levels of the DCPS, so that a higher percentage of students leave school prepared for post -secondary training or employment; • The need to reduce high school drop -out rates, with a special focus on schools serving the Empowerment Zone and other distressed communities; 151 The need to make direct and effective linkages between the magnet school system, Tech Prep, vocational/technical programs, and Empowerment Zone industries and businesses. • A special Empowerment Zone program to be considered by the Partnership would include: Establishment of an Empowerment Zone Jobs & Business Opportunities Council with membership drawn from leading Zone employers, Metro -Dade and municipal agencies, labor, PIC, Enterprise Florida, HIT/PIC, Center for Health Technologies, DCPS, MDCC and other post -secondary educational institutions. Members would participate in design, structuring, and ongoing review of the program. • A compact among Zone employers, area residents, and students, in which employers pledge a significant, pre -defined number of specified jobs to qualified adult residents and future program graduates. Residents and graduates will qualify on the basis of evaluations jointly administered by education/training organizations and employers. Empowerment Zone employers would specify jobs available today; jobs which they expect to have available over time; and the skills and requirements needed to fill those positions. Area educators would design "demand -driven" curricula to be directly responsive to the expressed needs of EZ employers. The curricula world be based on best -available data provided on an on -going basis by employers about present and future job and business opportunities. It would be a continuum from K-12 and on to post -secondary education and special technical preparation classes. • Paid intern or apprenticeship opportunities at EZ employers with formal supervision and evaluation. These opportunities would be available to students and adult trainees. Students would have the opportunity to choose and follow their own career path through DCPS and post -secondary institutions, leading to specified employment opportunities. Unemployed area residents would have the opportunity to receive specialized training designed to EZ employer specifications. Entrepreneurs would be able to participate in special programs at the MDCC Entrepreneurial Center, HIT/PIC, or CHT, to prepare them for EZ area business opportunities. Implementation of continuous improvement practices including an EZ Council database into which employers place up-to-date information on skills and competencies needed. Commitment by educators and other members to make programs performance -based and continuously monitored using measurement systems which follow each and every student. • Empowerment Zone tax benefits would provide incentives to employers, but participation would not be limited to Zone residents. 16�z_ $30,000 $25,000 $20,000 $15,000 $10,000 $5,000 $0 DADE COUNTY Annual Income by Educational Attainment Employed High School District Post- Associate in Associate in State High Graduate Secondary Arts Degree Science University School Employed Voc Ed Graduates Degree BA Dropouts Full -Time Graduates Graduates Removing Barriers: Changing the Culture of Poverty in Public Housing Summary In order to promote the formation of intact families; encourage the contributions of household members; and allow very low income families to increase household earnings and disposable income, a Public Housing Demonstration Program which involves principally waivers of federal regulations is proposed. Current Policy Under the current structure of public housing, the amount of rent a tenant pays is not limited by a fixed ceiling. Instead, rents are set at 30% of household income regardless of what a reasonable rent for the unit would be in that location. Therefore, if a tenant's income increases, or if the income of other household residents is added into the household's income, rents automatically go up. At the same time, Federal rules give occupancy preference to very poor households who lack income earners. These policies combine to concentrate very low income households, without wage earners, in public housing. The policies also have the following effects, they • Discourage increases in household income out of recognition that additional income will increase rents, adversely affecting marginal household economics. • Promote the absence of men in the community by discouraging husbands and male companions from being a formal part of the household; if they are "on the lease" and contribute income, their contributions will increase the amount of rent required. The community is deprived of working men as "role models." • Encourage an underground economy which depends on deception to avoid detection thereby "criminalizing" people who earn extra income or contribute to very limited household incomes. • Require the denial of family and personal relationships, for reasons of economic good sense, and forces men who contribute support to their households, to live in the shadows. 155 Recommendations • A five year moratorium on rent increases for existing tenants in four public housing developments located within Empowerment Zone boundaries (Rainbow Town Park, Overtown; Gwen Cherry, Allapattah; Family and Scattered Site, Wynwood; Homestead Gardens) and three developments outside Zone boundaries (Calmer, Perrine Gardens, Modello, Perrine) -- a total of 1,500 units. • Creation of "ceiling rents" for new residents of public housing which would set an upper limit on rents for particular developments reflecting condition and location. • Promote a mix of incomes in public housing by application of the new federal policy for opening housing opportunities to families with incomes above 30% of median. Cost This demonstration will have little or no cost to the federal, county or municipal governments. While, in theory, the policy change might significantly decrease income to the Housing Authority; in fact, this would not be the result. The Housing Authority rarely collects increased rents because of reported or discovered contributions to household incomes. Enforcement of current policy by the Housing Authority results in little or no additional revenue because there is little voluntary compliance and great difficulty in identifying those who do not comply. The adverse impacts on families and the community are identifiable as outlined under Current Policy. A demonstration to determine whether the economic incentives created by changing rent policy would significantly influence behavior in the way proposed could result, not only in improvements in the quality of community life, but increased income to the Housing Authority in the long run. If the experiment resulted in more intact families; earnings by more household members; and therefore, higher household incomes becoming established, then, at the end of the moratorium, rents would increase as a percentage of income up to ceiling rents. Supporting Families in Achieving Self -Sufficiency: A Pilot Project in Welfare Reform Summary Dade County has requested that the Florida Department of Health and Rehabilitative Services consider approval of Dade (District 11) as a Pilot Welfare Reform Demonstration Project site for Fiscal Year 1995-96. There is every indication that the State of Florida will approve this designation. This pending designation provides the opportunity to design an innovative program to aid mothers and families to break the cycle of poverty and achieve self-sufficiency. The design of such a program will require the collaboration of all key participants; including, welfare recipients, state and local government service providers, non profit and community -based organizations and the private sector to forge an initiative which will be right for the Dade community. There are a number of national and state models. One such model emphasizes the role of the mother as the principal empowerer of her children. It also provides the opportunity for the single mother to become empowered. The program is known as "Project Transition" and Project PEP, (Primary Educator Program). Program Model Ninety -percent (90%) of welfare recipients are high school drop -outs. They lack minimum requirements for even the lowest skilled jobs and lack the minimum requirement for admission to education beyond high school, at a time when advanced education is rapidly becoming the minimum requirement in the workplace. Welfare recipients lack the basic skills, especially reading skills, needed to further education or to train successfully for a job or career which offers a path out of a poverty. Most welfare recipients tend to be "functionally illiterate," reading at the fifth grade level or below. Reading deficiencies are not confined to welfare. recipients. John Nasbitt reports that "3/4 of United States large corporations teach remedial education and basic skills. Remedial reading programs alone cost American companies $3 million annually." (Nasbitt and Aburdane, "Reinventing the Corporation," Megatrend, Ltd., 1985) Analyst Jonathan Kozal in Illiterate America (Doubleday, 1986) states that "illiteracy is one of America's most rampant and least discussed social epidemics." 16-7 For illiterate adults with children, especially single, welfare mothers who have no other option but dependence on the poverty level existence of AFDC, illiteracy is a "double whammy:" not only does illiteracy prevent them from furthering education or getting a -job in which they can be self-sufficient and therefore leave the welfare rolls, it also prevents them from teaching their own children how to read. This is probably the most disheartening aspect of illiteracy: the inability to teach one's child how to read, creating a legacy of illiteracy. This proposed model program would make overcoming illiteracy the focus of creating self-sufficiency for welfare recipients. It would have the dual objective of overcoming the illiteracy of the parent and empowering the single welfare mother to teach her children to read in her own home. The program design develops the "Home" as the initial pre-school classroom. It is a "Home -based" approach to reading readiness and early childhood education. It could be a supplement to, or sometimes a substitute for, the lack of formal pre-school programs. This program would cultivate the talents of children in difficult circumstances by engaging "empowered" mothers to be inspirational teachers of their own children. A child's home is the first school from which the child carries values and attitudes that set behavior in the schools to come. The family is the first and basic institution in our society for developing the child's potential, in all of its many aspects: emotional, intellectual, moral and spiritual as well as physical and social; other influences do not even enter the child's life until after the first highly formative years. -"Juvenile Delinquency and Youth Crime: Task Force on Juvenile Delinquency," U.S. Government Printing Office (1967). The objective of "Project Transition" is to accomplish two goals: • Provide basic skills, especially reading, to welfare mothers and assistance in accessing additional education to empower them to obtain jobs which will raise them out of poverty. "Using Books Instead of Brooms to Escape Welfare," Jason de Parle, New York Times (9 September, 1991) • Train welfare mothers to be their children's primary teachers, especially reading teachers during the children's first critical four years of life �J i This model program is a possible demonstration to be created under the pilot project for welfare reform. It was developed by Lloyd Pryor, President and CEO, The Model Foundation, Inc., Transitional School System Planning Committee. The above description of the program was excerpted from Mr. Pryor's proposal "The Single Welfare Mother and Deficiency in Reading, The Central Pathology, a Problem Analysis and New Programmatic Proposal," as published in Youth Policv, vol. 15, no. 10&11, Winter 1994. 471 "Reinventing Government" for Neighborhoods Summary An expansion of the City of Miami's successful Neighborhood Enhancement Team (NET) is proposed to improve government service through a coordinated effort between the City and Metropolitan Dade County. By adding a Dade County presence to the NET teams throughout the Empowerment Zone, the existing community partnership between local government and each Zone neighborhood could be significantly enhanced. In doing so, accessibility to local government would now also include Dade County, the principal service provider to municipal government for a range of key areas. Current Policy In 1992, the City Manager of Miami realized the importance of bringing citizen participation in government back to the neighborhoods. NET was created to offer a community -based approach for addressing problems in Miami neighborhoods using personnel from police, fire, community development, planning, zoning, solid waste, and public works departments. In this way, residents have a more accessible government in their own backyards to solve their problems. Agendas can be set by the neighborhoods themselves. NET's primary goal is to address residents' concerns and complaints at the neighborhood level. The other important mission is to enhance the community's ability to decrease crime by providing a Neighborhood Resources Officer (NRO) from the Miami Police Department. NET has been expanded to coordinate with police deployment. The existing NET centers have already been effective in empowering residents. In the Allapattah area, one successful project paired juvenile delinquents with the NRO. Here, youth saw the effects of crime from a very different perspective. Following the program's conclusion, many young people returned to the NET center for support. As an unexpected outcome, the improved police protection was an effective mentoring and educational tool for local youth. In its role as a neighborhood resource center, NET has responded to over 20,000 complaints from citizens, 80% of which have been resolved to date. Satisfaction with government has increased as a result of the personalized service provided by NET. By involving residents and businesses, a greater sense of neighborhood power, pride, and - 16.:L action has been achieved simply by relocating existing local government personnel to specifically target the communities. Recommendations Miami's NET centers represent an unique approach to community -based partnerships between government and residents as well as an important initiative in crime prevention through the NRO community policing program. Most of Metropolitan Dade County's ' Empowerment Zone is in the City of Miami. The addition of a Dade County presence at each NET center --two more are scheduled to open in 1994-- could achieve a two -fold accomplishment. It would enhance County government service at the neighborhood level while also improving citizens' access to County services. Further, a County presence in each of the seven NET offices in the Empowerment Zone could act as the Empowerment Liaison Representative. The liaison would act to inform residents and businesses about zone benefits as well as coordinate community involvement in Zone programs. Cost The City has financed NET's operation through the existing general fund budget by reassigning personnel from City departments to NET centers. Some additional money has been coupled with a federal community policing grant to supply the NRO staff, including overtime compensation. Office space is provided through city -owned properties in donated space. By reassigning County staff to serve as County Liaison Representatives, an enhanced level of community -based, government service could be provided at a relatively low cost. Empowerment Zone funds could be targeted to this use. Creating Safe Neighborhoods Through Community Policing Summary Community Policing is an effective strategy for creating safe neighborhoods in several distressed cities in the U.S. and around the world. Police officers live in the neighborhood and work in a community station, or a community policing office within an already existing community center or community -based organization. As a result residents can develop renewed trust as well as positive and effective working relationships with police. For Dade's distressed areas, both in and out of the Empowerment Zone, a Community Policing Program, known in Japan as "Koban," could have a dramatic impact in helping to create livable neighborhoods. Current Program This Community Policing Program is based on an international model for safer neighborhoods through a community -based partnership between residents and a police officer who lives and works in the neighborhood. One of the goals of the program is to overcome the adversarial relationship between the police and community members that exists in many distressed areas. By the same officer's consistent presence in the neighborhood, a personal relationship is formed with the residents. The officer becomes a friend, confidant, and role model/mentor for local youth. In Philadelphia's formerly drug infested Logan District, after five years with a community policing program, neighborhood drug -related arrests decreased from 161 to 50 in just two years. In the same period, the number of crimes dropped by 24%. Because the program has proven so effective in reducing drug and criminal activity, today Philadelphia has 30 community policing substations for a city of 1.59 million. The Logan storefront community police station has evolved into a neighborhood gathering spot where citizens meet to discuss issues such as property rights, street maintenance and social event planning in addition to reporting any suspected criminal activity. The Philadelphia program is financed jointly by the community, which pays for the utilities of the Logan District Community Police Station, and the Police Department. The Department pays the salaries for four police officers to staff the station. Community leaders helped raise money to pay for the renovations'of a grocery store which was formerly a front for drug distribution. 1,;3 In San Juan, Puerto Rico, a "Community Cop" works out of a substation in the Centro community center. He and his family live in an apartment atop the center. This effort has been extremely successful in forging a strong tie between community residents and the police. In conjunction with the church affiliated community center the resident officer has become an integral part of the center's recreation, athletic and arts and education programs for young people. Since the implementation of community policing, a 32% drop in crimes has occurred in San Juan's Caimito neighborhood. Recommendation The Metro -Dade Police Department has implemented a Community Oriented Police Squad (COPS) which operates out of offices in five public housing projects. The NET program has recently expanded cooperation with the Miami Police Department. These programs could be expanded to incorporate the "Koban" concept. While Community Policing Programs have proven effective all around the world, sustainable crime reduction can only occur in tandem with efforts to reduce unemployment and poverty and to improve education and economic opportunities. The Empowerment Zone strategy links these efforts. -1G4 Developing Sustainable Neighborhoods Through Entrepreneurship: "One -Stop Capital Shop" Summary The One -Stop Capital Shop (OSCS) is an application for a new federal program which will be submitted with the Empowerment Zone application. It is an initiative to provide business assistance and capital to create, retain and grow businesses and jobs. The Federal Government will select up to 12 areas for capital and technical assistance funding. One -Stop Capital Shop can be used to focus, coordinate and target a range of supportive programs both public and private for small business and neighborhood economic development. Distressed communities, although poor, contain a significant amount of collective capital. For example, the Model City/Liberty City community with a poverty rate of 48% has an aggregate community income exceeding half a billion dollars. Community residents have identified neighborhood economic development as a high priority to recapture and recycle a significant portion of this aggregate income. The purpose of the One -Stop Capital Shop initiative will be to tap this existing community ` economic base and entrepreneurial talent. Current Policy There are a variety of programs at the County and municipal levels aimed at assisting small business and neighborhood economic development. These include the Center for Health Technologies, Hialeah International Technologies & Productivity Improvement Center (HIT-PIC), Miami Capital Development, Inc., Tools for Change, BAC Funding Corporation, Dade's Department of Business and Economic Development's Bond Guarantee Program, and Miami Dade Community College's Entrepreneurial Educational Center. At the present time these tools and resources are not as doordinated as they might be. With the possibility of additional resources of the OSCS and private investment, a more focused neighborhood economic development strategy can be developed. Recommendations Organize and concentrate investment, technical assistance, loans, guarantees, and other resources on selected neighborhood economic development projects • Review private lender CRA requirements for compliance • Provide technical assistance for "credit cleansing/repair" to establish borrower creditworthiness. • In partnership with community residents, community development corporations, lending institutions, and public agencies design a strategy to carry out agreed upon projects. Establish specific investment goals, timetables, and performance measurements. • Obtain private sector commitments and examine issues of redlining in lending and insurance practices • Explore the use and expansion of established Empowerment Zone institutions such as the Miami Dade Entrepreneurial Center. • Establish a Micro -Loan lending program to finance small business start -up loans and obtain commitments from private lending institutions to leverage public funds. • Develop new businesses which may be neighborhood based to link with major economic generators located within the Empowerment Zone. Possibilities include businesses to be developed at Poinciana Industrial Park which is linked by rail to the Empowerment Zone job and business core. Other possibilities exist for "feeder" services to connect with the growth at the airport and seaport. Cost It is estimated that approximately $5 million would be an effective lending pool for the Micro -Loan program. Other costs are to be determined. A(V Sharing and Strengthening Community Values Summary At the heart of the concept of empowerment is that people, regardless of position or station, relate to each other as equals. Power can only be exercised well among equals. Equality rests on shared values. A process should be created to define, understand, and communicate throughout the community what those shared values are. Current Policy Although there is -great diversity in culture in the Miami Metro -Dade community, there is much common ground. This community had a common attraction to all people who came and remained — freedom. African -Americans first came to this area to escape slavery, leaving neighboring states for freedom. Cubans came to escape communism, Central Americans and Haitians to escape violence and political repression. All brought the love of freedom, the values of family, and the desire for a better life. This is still common ground in Miami Metro -Dade. Ways should be found to build on and celebrate these shared values --- collectively, Recommendation Bring the community together around these shared values and the following themes: • Renewal of community • Understanding what people have in common • Enhancing communication among peoples and neighbors • Bolstering leadership, cultural respect and understanding • Building the capacity of communities to deal with their problems • Taking both personal and collective responsibility for problems affecting the community • Renewing the commitment to equal opportunity IGq- Key Issues in Implementation of the Strategic Plan 1Gg Implementation of the Empowerment Zone Strategic Plan The Empowerment Zone Strategic Planning process requires the community to (1) describe how the Strategic Plan will be implemented; (2) identify local and private resources which will be commited to carrying out the plan, and, (3) ways and means by which government will "reinvent" itself; that is, a description of programmatic reforms, inter jurisdictional coordination and other improvements to the operations of government. Mechanism for Implementation The Empowerment Zone program requires an explanation of how state, county and municipal governments will work together in new and responsive ways to implement the plan. It requires identification of changes that will be made in state, county and municipal structures, processes and procedures. This may require the adoption of laws, ordinances or resolutions. Specific tasks and a timetable for implementation are required.. In addition there must be a procedure to regularly revise the plan in light of new information and opportunities. Benchmarks and goals must be identified and used in evaluating performance in implementing the plan. The program encourages consideration of new, innovative organizations to carry out the strategies of the plan that cross program and jurisdictional lines. The organization should be structured to continually evolve the plan and maintain the energy and commitment to achieving its goals. Dade County must consider what mechanism it envisions to implement the plan. There are different implementation possibilities. These include: An agreement among different governing bodies ( state, county and municipal) as well as agencies, public and private, business organizations, resident and community based organizations and individuals which is to be carried out by existing organizations pursuant to the agreement. No new organization created to implement and oversee the strategic plan. • Certain responsibilities to be delegated to municipal governments but overall responsibility to implement and monitor the plan to rest with County government. 141 New organization to be created such an Empowerment Revitalization and Development Authority This organization would include representatives of the state, county, municipal governments; organizations identified in the plan with responsibilities for plan implementation such as: Dade County Public Schools, Miami Dade Community College; South Florida Employment and Training Consortium; community -based organizations; community residents; members of the business community; foundation representatives; and professional advisors. The new Authority could be created as an agency of government or as a tax-exempt not -for -profit corporation engaged in public and private activity. The powers of the agency would be defined by ordinance or resolution or in the articles of incorporation. Such powers would be broad enough to implement the plan effectively and bring about the coordination and collaboration among all segments of the community required by the plan. This entity would have primary responsibility for complying with Federal Empowerment Zone program requirements. Local Commitments to Implementation of the Plan The Empowerment Zone program requires identification of public and private resources to support and carry out the Strategic Plan. This includes assistance from educational institutions, businesses, non profit organizations and foundations which are available to be leveraged with'public resources from the state, county and municipal levels. A firm commitment must be evidenced to insure that these resources will be available upon designation as an Empowerment Zone. The form and amount of these commitments must be specifically identified as part of the Strategic Plan. Reinventing Government As part of the strategic planning process government should prepare to examine in detail overlapping or redundant areas of government services. This review will be inter- departmental as well as bridge governmental jurisdictions: state, county and municipal. Given the special nature of Metropolitan Dade County's two -tiered government, the Strategic Plan will identify new ways in which counties, municipalities and neighborhoods will work together to carry out elements of the Strategic Plan. 112 Structure for Continued Participation and Planning 173 Structure for Continued Community Participation and Planning The community participation which has driven the development of the Strategic Plan provides the framework for a long-term planning process. This process will allow the residents of the Empowerment Zone, along with other members of the Miami Metro - Dade community, to participate fully in the decisions which affect and shape the implementation of the Strategic Plan. Just as community members have been involved in identifying the strengths and weaknesses of their neighborhoods and the wider community, they can be involved in identifying specific solutions to local problems. There are four steps to the process: (1) access to information; (2) community decision - making; (3) implementation of programs; and (4) evaluation. The first step will be to ensure that community members and organizations are informed participants in the planning process. An on-line information network can be established with links to community -based organizations, NET offices, libraries, the public schools, institutions of higher education, businesses, and government. This network will house information relating to all of the issues affecting the Zone: housing, education, job training, social and human services, public safety, economic development. The information itself will be representative of the "best thinking in the country" on an issue, including information on model programs and demonstration projects nationwide, on new initiatives coming out of government and academia, and on evaluations of past efforts. Armed with this information, community members will become full participants in the decision -making that moves the Strategic Plan forward. Through outlets like community workshops and town hall meetings, residents can come together to discuss concrete options for solving the ills that afflict their neighborhoods, The outcome of these meetings can be a plan for action that is generated by the community, for the community. These action plans will continually update the overall Strategic Plan through an implementation phase, where the decisions of the community can be made real. The resources of the Empowerment Zone coupled with increased access to other potential funds will allow new programs to be introduced and existing programs to be expanded. Evaluation of the success of these efforts will feed back into the information network and complete the planning loop. In the end, community members and organizations will be empowered through a detailed understanding of what works, what does not work, and what are the options for change. ._1s Continued Community Participation and Planning Information Community Decision -Making and Planning Implementation Evaluation Appendix Appendix to the Strategic Plan in Progress: A Working Draft Table of Contents This Appendix lists of members and participants in the: • Metropolitan Dade County Empowerment Zone Task Force • Metropolitan Dade County Empowerment Zone Citizens Advisory Board • Metropolitan Dade County Empowerment Zone Community Planning Workshop Neighborhood Participants • Metropolitan Dade County Empowerment Zone Contributing Agencies and Organizations • Metropolitan Dade County Empowerment Zone Technical Staff Committee • Metropolitan Dade County Empowerment Zone Strategic Plan Consultant Team • A Partial List of Community -Based Partners • Preliminary Grants Report for Metropolitan Dade County, City of Miami and the South Florida Training and Employment Consortium/Private Industry Council • Report of Facilitator on the Joint Task Force/Advisory Board Strategic Planning Workshop April 30, 1994 Every effort has been made to include everyone as accurately as possible from collected information, workshop and meeting attendance records. However, unintentional omissions and errors may have occurred. Please submit corrections, additions or deletions to the Empowerment Zone Team, 175 NW First AV, Suite M230, Miami, FL 33128 or by fax, 305=372-7752. 0 Metropolitan Dade County Empowerment Zone James Burke, Chairman Alexander Penelas, Ex-Officio Member Israel Milton Cesar Odio Alex Muxo Richard Anderson L. Dennis Whitt Roger Carlton Matilde Aguirre Raul Martinez Cathy McCann Octavio Visiedo Helen Miller Carrie Meek Bill Turner James T. Barker Helen Whack Juan Sosa Rick Alayon Clarence Pittman Phillip Blumberg Task Force Dade County Commission, Commissioner Dade County Commission, Commissioner Dade County, Assistant County Manager City of Miami, City Manager City of Homestead, City Manager City of Florida City, City Manager City of Opa-Locka, City Manager City of Miami Beach, City Manager City of Sweetwater, Mayor City of Hialeah, Mayor City of South Miami, Mayor Dade County Public Schools, Superintendent City of Opa-Locka, Vice Mayor Florida Congressional District 17, U.S. Representative Dade Legislative Delegation, Senator Dade League of Cities, President Resident of Eligible Community Resident of Eligible Community Resident of Eligible Community Business & Industry Representative Business & Industry Representative Metropolitan Dade County Empowerment Zone Citizens Advisory Board Javier Souto, Chairman Dade County Commission, Commissioner Eduardo Padron Miami -Dade Community College George Knox Beacon Council Anthony Rivas CAMACOL Stephen Taylor Greater Miami Chamber of Commerce Dorothy Baker Miami -Dade Chamber of Commerce Elaine Black Tools For Change r Joseph Alfaro Private industry Council Merrett Stierheim Convention & Visitors Bureau Rev. H.C. Wilkes Finance & Budget Committee Ernest Martin Tourism, Maritime & Trade Committee Don Manning Public Safety Committee a Jorge Lopez Transportation Committee Dorothy Adair Housing & Homeless Committee Phyllis Titlebaum Health & Elderly Committee Herman Williams Social Services Committee Oscar Levin Aviation Committee Al Dotson Jr, Internal Management & Charter Review Committee Lazaro Albo Parks, Recreation & Sports Committee Leif Gunderson Community, Economic Development & Agriculture Cpmmittee Luis Rojas Intergovernmental Affairs Committee Bennie Lovett Physical Environment & Land Use Committee 'Howard Hadley South Dade Alliance Arturo Lopez, at -large South Dade Migrant Community Steve Cranman, at -large Perrine-Cutler Ridge Council Virgilio Perez At -large Yolanda Gonzalez-Alfaro At -large Metropolitan Dade County Empowerment Zone Community Planning Workshop Neighborhood Participants Community Member Community * Luis Carricaburu Allapattah/Melrose A. Cazo Allapattah/Melrose Mario Delgado Allapattah/Melrose Fred Fernandez Allapattah/Melrose * Dora Garcia Allapattah/Melrose Larry Georgeson Allapattah/Melrose Barbara Jordan Allapattah/Melrose Marion Kiley Allapattah/Melrose Beth Lang Allapattah/Melrose Sharon Rosario Allapattah/Melrose David C. Peebles Downtown Ron Cordon Edison/Little Haiti/West Little River * Bennie Dawson Edison/Little Haiti/West Little River Faye Finlay Edison/Little Haiti/West Little River * David Harder Edison/Little Haiti/West Little River Sam Holloman Edison/Little Haiti/West Little River Jean LaFortune Edison/Little Haiti/West Little River * Leonie Levy Edison/Little Haiti/West Little River A.B. Mymford Edison/Little Haiti/West Little River * Melford Pinder Edison/Little Haiti/West Little River Dudley Pinder Edison/Little Haiti/West Little River * Eric E. Primus Edison/Little Haiti/West Little River * Elected during workshop to represent community Metropolitan Dade County Empowerment Zone Community Planning Workshop Neighborhood Participants Community Member Community Shawn Shufflen Edison/Little Haiti/West Little River Fedy Vieux-Brierre Edison/Little Haiti/West Little River * Nancy Allen Florida City/Homestead Dick Bauer Florida City/Homestead Ed Bowe Florida City/Homestead * Willie Brown Florida City/Homestead Gwen Calloway Florida. City/Homestead Larry Ferguson Florida City/Homestead Georgianna G. Hughley Florida City/Homestead Kelli Hunter Florida City/Homestead * Thomasina Hunter -Simpson Florida City/Homestead Henry Ilea Florida City/Homestead * Steve Mainster Florida City/Homestead Elnora Marshall Florida City/Homestead Felix Martinez Florida City/Homestead Ron Muscarella Florida City/Homestead Sandra Nanni Florida City/Homestead Theodore Nealy Florida City/Homestead Angeleta Omodia Florida City/Homestead Wellington Pearson Florida City/Homestead Rufus Peperton Florida City/Homestead Carol Petter Florida City/Homestead * Elected during workshop to represent community Metropolitan Dade County Empowerment Zone Community Planning Workshop Neighborhood Participants Community Member Community * Roy Phillips Florida City/Homestead * Dee Primm Florida City/Homestead Claire Raley Florida City/Homestead Tammy Reed Florida City/Homestead Mary Richardson Florida City/Homestead John Rogers Florida City/Homestead Will Rudd Florida City/Homestead Gil Scott Florida City/Homestead Roy G. Shellies Florida City/Homestead Eager Smith Florida City/Homestead Shawn Topps Florida City/Homestead Shawn Wilson Florida City/Homestead Freddie Bowe Goulds Ira B. Brown Goulds * Lewis A. Canty Goulds * Doretha Carter Goulds Sonia Chao Goulds Fannie Foster Goulds Marian L. Hunter Goulds Joseph James Goulds Mable Smith Goulds Merian Smith Goulds * Elected during workshop to represent community Metropolitan Dade County Empowerment Zone Community Planning Workshop Neighborhood Participants Community Member Community M.K. Weedman Goulds * Yolanda Dominica Hialeah Angelina Rodriguez Hialeah Thema Campbell Liberty City/Model City Dennis Coleman Liberty City/Model City Alvin Delaney Liberty City/Model City r; Adell Dillard b Liberty City/Model City * Al Hardeman Liberty City/Model City Roy Hardeman Liberty City/Model City Irene Hernandez Liberty City/Model City Lynden James Liberty City/Model City Alberta Jenkins Liberty City/Model City Wilfred Mckenzie Liberty City/Model City Geneva Moluiter Liberty City/Model City Terri Page Liberty City/Model City Patricia Phillips Liberty City/Model City Anthony A. Rolle Liberty City/Model City * Jerry Sawyer Liberty City/Model City * Stanley Swain Liberty City/Model City M. Don Walker Liberty City/Model City Sam Walthour Liberty City/Model City Laddy Alfonso Little Havana * Elected during workshop to represent community Metropolitan Dade County Empowerment Zone Community Planning Workshop Neighborhood Participants Community Member Community Gary J. Aragon Little Havana Maria Elena Benitez Little Havana Pablo Canton Little Havana Jose L. Cela Little Havana Xavier Cortada Little Havana Ana Lopez De Quintana Little Havana Raisa Fernandez Little Havana Roberto Godoy Little Havana Laura Gonzalez Little Havana Yolanda Mantilla Little Havana Maria Pacheco Little Havana Omar Sanchez Little Havana Anita Tejera. Little Havana Betty Trueba Little Havana * Jose Casanova, Jr. Little Havana * Fernando Gonzalez Little Havana * Anita Rodriguez Little Havana * Luis Barcelo Miami Beach Kent Bonde Miami Beach * Matti Bower Miami Beach Angelo Guisado Miami Beach Betty Gutierrez Miami Beach * Elected during workshop to represent community Metropolitan Dade County Empowerment Zone Community Planning Workshop Neighborhood Participants Community Member Community David Nevel Miami Beach` Irving Schoenfeld Miami Beach Ruth Schoenfeld Miami Beach Harry Zubkoff Miami Beach * Charlotte Dickerson Miami Beach Kathy Coleman Opa-Locka Sylvia Daughtrey Opa-Locks Deborah Jackson Opa-Locka Kenneth King Opa-Locka Annie Mack Opa-Locka Helen Miller Opa-Locka * Terry Rigby Opa-Locka Luvenia Spears Opa-Locka Gail Askins Overtown s, Ed Astigarraga Overtown s William Attseur Overtown DorothyBakerBaker Overtown Sabrina Baker-Bouie Overtown Tyronn Barnes Overtown Donald F. Benjamin Overtown Orville Blake Overtown Francena Brooks Overtown * Elected during workshop to represent community s;� Metropolitan Dade County Empowerment Zone Community Planning 'Workshop Neighborhood Participants Community Member Community L.N. Colyer Overtown Reuben L. Davis Overtown Morris L. Drew Overtown Dorothy Jenkins Fields Overtown Trencie Floyd Overtown Barbara Fultz Overtown * Rosa Green Overtown Lorenzo Hall Overtown Herbert Biggs Overtown Larry Josey Overtown Slate Lillien Overtown Ted Lyons Overtown M.M. Mackey Overtown Helen Marshall Overtown Stephen Marshall Overtown Frank Martel Overtown Irby McKnight Overtown Diane D. Paschal Overtown Eli Powell Overtown Lucille Reddick Overtown Flora Rogers Overtown Lillian Slater Overtown * Elected during workshop to represent community Metropolitan Dade County Empowerment Zone Community Planning Workshop Neighborhood Participants Community Member Community Alecia Smith Overtown Annie M. Smith Overtown Ann M. Vendrell Overtown Cedrick Walker Overtown Eartha Walker Overtown Clara Wallace Overtown Linda Watson Overtown Janice Williams Overtown Samuel Woody Overtown Ken Zoah Overtown * Calvin Reed Overtown Arminda Bauza Wynwood/Edgewater Mercedes Bauza Wynwood/Edgewater Luis Carrasquillo Wynwood/Edgewater Helena Del Monte Wynwood/Edgewater * Angel L. Diaz Wynwood/Edgewater Migdalia Diaz Wynwood/Edgewater Isabel Echevarria Wynwood/Edgewater Wifredo Fernandez Wynwood/Edgewater Jose G. Franco Wynwood/Edgewater * Emilio Lopez Wynwood/Edgewater Pete Martinez Wynwood/Edgewater * Elected during workshop to represent community Metropolitan Dade County Empowerment Zone Community Planning Workshop Neighborhood Participants Community Member Charles Mayer Dorothy Quintana Bill Rios * Lorenzo Rodriguez Nora Smith * Elected during workshop to represent community Community Wynwood/Edgewater Wynwood/Edgewater Wynwood/Edgewater Wynwood/Edgewater Wynwood/Edgewater Metropolitan Dade County Empowerment Zone Contributing Agencies and Organizations Name Organization Title Tim P. Abbott Metro -Dade, Aviation Department Assistant County Attorney Joseph Alfano Training and Employment Council of South Florida Executive Director Danny Alvarez Metro -Dade Transit Agency . ep ty Deputy Director G.T. Arnold Metro -Dade Police Department Deputy Director Dr. Adiba Ash Dade County Public Schools Supervisor, Business Industry Services Herb Bailey City of Miami Assistant County Manager Jackie Bell New Washington Heights Community Development Conference, Inc. Executive Director Charles Blowers Metro -Dade Department of Planning, Research Division Chief Pamela Boynton Port of Miami Assistant to the Port Director Gregory A. Byrne Metro -Dade Housing and Urban Development Director Rafael Cabezas Allapattah Business Development Authority Executive Director Luis Carrasquillo City of Miami NET Administrator Amy Carswell Metro -Dade Department of Justice Assistance, Program Analysis & Grant Development Public Information & Education Frank Castaneda City of Miami, Office of Community Development Director Name Julie Chamovitz Pablo Cisneros Don Clark Chester Colby Karen Copeland Tony Crapp, Sr. Leon Cristiano Christina Cuervo Major Dean De Jong Gary J. Dellapa Nelson Diaz Charles Edelstein Martin Fine William E. Finley William Franco Metropolitan Dade County Empowerment Zone Contributing Agencies and Organizations Organization National Economic Council City of Miami National Association of Industry Education Councils Metro -Dade Transit Agency City of Miami Miami Capital Development, Inc. Metro -Dade Department of Justice Assistance, Program Analysis & Grant Development City of Miami, Office of the City Manager City of Miami Police Department Metro -Dade Aviation Department Dade County Public Schools Metro -Dade Judicial Adminstration Fine Jacobson Schwartz Nash & Bloch Homestead Economic and Rebuilding Organization (HERO) Port of Miami Title Community Development Executive Director Director Planner Executive Director Division Director Chief of Staff Commander, Support Services Section Aviation Director Associate Superintendent General Master, Family Matters Executive Director Assistant to the Director Metropolitan Dade County Empowerment Zone Contributing Agencies and Organizations Name Organization Title Livia Garcia Downtown Development Association Homeless Coordinator Gregory flay City of Miami Planner Sergio Gonzalez Dade County Homeless Trust Gary D. Graham YMCA of Greater Miami President Tee Greer Dade County Public Schools Deputy Superintendent Terry Griffin City of Miami, Department of Recreation & Parks Assistant to the Director Mitch Gross Metro -Dade, Office of the County Manager Claire Haaga Housing Services, Inc. President Robert K. Hackett Bonner Foundation David L. Hackett Youth Policy Institute Executive Director West Perrin Community Development - Edward Hanna, Jr. Corporation/South Dade Alliance for Black DirectorNice President Neighborhood Development, Inc. Linda Harless Florida Department of Law Enforcement Special Services Bureau Jeff Hepburn City of Miami, Department of Housing Deputy Director Diego E. Hernandez U.S. Navy (retired) Vice Admiral Metropolitan Dade County Empowerment Zone Contributing Agencies and Organizations - Name Organization Carl House Devplan, Inc Ken Hoyt Kansas State University, Department of Education Daniel S. Iacofano Moore Iacofano Goltsman Henry B. Iler James Duncan and Associates Dianne Johnson City of Miami, Department of Recreation & Parks Ivey Kearson City of Miami Linda Kearson City of Miami Kenneth King Opa-Locka Community Development Corporation Diane Krasky City of Miami, Department of Housing DeWayne Little Metro -Dade Department of Business & Economic Development Carmen J. Lunetta Port of Miami Wallace Madry, Jr. Miami International Airport Steve Mainster Centro Campesino-Farmworker Harry Marrogenes City of Miami Beach Title President Professor Principal Planning Services Director Director, Job Training Assistant City Attorney Director Director, Small and Disadvantaged Business Development Executive Director Name Organization Title Ernest Martin Dade Community Foundation Mark Mauer Sentencing Project Assistant Director Janet McAliley Dade County Public Schools Chairperson, School Board Joyce Meyers City of Miami, NET Adminstrator Program Coordinator Dean L. Minns City of South Miami, Building, Zoning & Director Community Development Henry Mojica City of Miami, Office of the Mayor Senior Administrative Assistant Carolina Montoya Metro -Dade Department of Human Resources, Office of Rehabilitative Services Assistant Director Carmen Morrina Metro -Dade, Office of the County Manager Assistant Administrator Dr. Marilyn Neff Dade County Public Schools Deputy Superintendent Guillermo E. Olmedillo Metro -Dade Planning Department Director Magdalena E. Olsson Florida Agency for Health Care Administration program Administrator, Medicaid Maria Pellerin Downtown Development Association Patricia Pepper. Community Partnership for Homelessness, Inc. Roy G. Phillips Miami -Dade Community College, Homestead Campus President and CEO Campus Metropolitan Dade County Empowerment Zone Contributing Agencies and Organizations Name Organization Roy Phillips Southwest Homestead Area Citizens Group Otis Pitts U.S. Department of (lousing & Urban Development Marcos RegaIado Metro -Dade Community Affairs Department, Equal Opportunity Division Alpert Reider City of Miami, Department of Recreation & Parks William. Rios Wynwood Community Economic Development Corporation Rene Rodriguez Metro -Dade Special Housing Programs Anita Tejon Rodriguez-Tejera East Little Havana Community Development Corporation Alan Rubin Codina Group, Inc. Denis Russ Miami Beach Development Corporation, Inc. Matthew Schwartz Downtown Development Association Robert Schwarzreich City of Miami, Planning, Building & Zoning Department Jeffrey M. Silbert Metro -Dade Department of Justice Assistance Lorenzo Simmons Tacolocy Economic Development Corporation Carlos Smith City of Miami Harriet Spivak South Florida Employment Trade Council Title Director Director Director Deputy Director Executive Director President Executive Director Executive Director Director Director Assistant City Manager Name Michael Spring Charles Stafford Manohar Surana James Sutton Ronald J. Szep Richard Towber Clark Turner Ives Vielot James D. Wagner, Jr. Sam Walthour Elbert Waters Arleen Weintraub Russel Wheatley Ann White Metropolitan Dade County Empowerment Zone Contributing Agencies and Organizations Organization Metro -Dade Cultural Affairs Council St. John Community Development Corporation City of Miami, Budget Mangement Department U.S. Department of Housing & Urban Development Metro -Dade Building & Zoning Department Metro -Dade Department of Business & Economic Development City of Miami Haitian Task Force, Inc. Metro -Dade Finance Department, Industrial Development Authority Community Action Agency, Office of Citizen Participation City of Miami City of Miami Dade County Public Schools Florida Department of Children & Family Services Title Executive Director Director Assistant Director Economic Development Specialist Planner Executive Director Director NET Administrator NET Administrator Associate Superintendent Director Metropolitan Dade County Empowerment Zone Contributing Agencies and Organizations Name Organization Title City of Miami, Planning, Building and Zoning David Whittington Department Chief, Geographic Information Systems Lillie M. Williams Metro -Dade Community Action Agency Board Chairperson Karen Wilson City of Miami, Miami Parking System Deputy Director Douglas Yoder Metro -Dade Department of Environmental Assistant Director Resources Management Sylvia Zamora City of Miami, Police Department Name Organization Nancy Bahn City of Miami, Office of Asset and Grant Management Kent Bonde City of Miami Beach, Department of Development & Design Warren Butler City of Miami John Dixon Beacon Council Dahlia Lockhart City of Opa-Locks Fred Marinelli City of Hialeah Carmen Morrina Metro -Dade, Office of the County Manager Ron M. Muscarella City of Florida City Gregory Owens Metro -Dade Department of Business & Economic Development Tammy L. Reed City of Homestead, Community Development, Planning and Zoning Dean Taylor Metro -Dade Office of Community Development Arturo Tigera Metro -Dade Department of Business & Economic Development Title Coordinator, Empowerment Zones Assistant to the City Manager Project Coordinator Director, Community Liaison Grants Coordinator Assistant Administrator Housing Development Manager Director Director Director Senior Economic Specialist Metropolitan Dade County Empowerment Zone Strategic Plan Consultant Team Consultant Organization Responsibility Marilyn Melkonian Telesis Corporation Strategic Plan Coordination/Production Keith Rogal Telesis Corporation Strategic Plan Coordination/Production David Goldblum Telesis Corporation Strategic Plan Coordination/Production Peter Luger Telesis Corporation Strategic Plan Coordination/Production Todd Schulkin Telesis Corporation Strategic Plan Coordination/Production Dixon Slingerland Telesis Corporation Strategic Plan Coordination/Production Robert Farley PHH Fantus Consulting Business and Economic Development Raul Fernandez PHH Fantus Consulting Business and Economic Development Eric Anderson PHH Fantus Consulting Business and Economic Development John Fernsler Wallace, Roberts & Todd Community Planning Ryce Stallings Wallace, Roberts & Todd Community Planning Gladys Margarita Diaz Urbaniza Community Planning Victor Morales Urbaniza Community Planning Omar Del Rio Urbaniza Community Planning Dr. Gwendolyn High GGH Associates Workshops/Community Meetings Maira Diaz GGH Associates Event Coordination Darryl Sharpton Sharpton, Brunson & Co. Budget and Finance Tony Jackson Sharpton, Brunson & Co. Budget and Finance Clifton Rodriguez Sharpton, Brunson & Co. Budget and Finance Community -Based Partners - Dade Employment and Economic Development Corporation, Inc. (DEEDCO) Since its inception in 1981, DEEDCO has directed efforts and programs to support and, expand economic development and housing opportunities for low and moderate income persons on a County -wide basis for each of the low income areas designated by the Dade County Community Action Agency and the Dade County Office of Community Development. - East Little Havana Community Development Corporation Incorporated in 1984, ELH/CDC has made many strides in developing low income affordable housing, rehabilitating and developing commercial facilities, and in creating jobs and business development. ELH/CDC is also involved in coordinating and linking the activities of local social service agencies, merchants, churches and residents. ELH/CDC has resolved to include all of Little Havana within its target area for the Empowerment Zone application. - Little Havana Development Authority (LHDA) LHDA works to design, direct and improve the development of "Little Havana's" commercial and public space projects. Its role includes helping to promote Little Havana as a tourist attraction in addition to involvement in social and cultural growth activities. - New Washington Heights Community Development Conference New Washington Height's commitment is to foster economic and community development, primarily in the Culmer/Overtown area. New Washington Heights has provided technical assistance for re -development plans and in financing packages for revitalization. It has also orchestrated housing and commercial development projects and provided educational out -reaches for business and financial matters. 3'. • St. John Community Development Corporation St. John's purpose is to raise the economic, educational and social levels of low income residents of Dade County. St. John promotes business and housing development activities as well as supporting charitable organizations and foundations. St. John works with Overtown Neighborhood Partnerships assisting in the establishment and operating of the Overtown Merchants Association. St. John is also a co -applicant for a Department of Housing Youthbuild grant. • Tacolcy Economic Development Corporation (TEDC) Tacolcy conducts activities and programs to alleviate racial and economic discrimination in Liberty City and throughout Dade County, assisting disadvantaged youth, businesses and other organizations in economic and community development. TEDC has newly adopting the entire proposed Empowerment Zone as its operational area. Although TEDC's operational area has traditionally focused on Liberty City, it has already expanded its scope of activities including housing development projects underway in Homestead/Florida City. i 0 Preliminary Grants Report for Metropolitan Dade County, City of Miami and the South Florida Training and Employment Consortium/Private Industry Council An analysis of the April 27, 1994 grants report listing provided by the Dade County Manager's Office along with the 1993-1994 Proposed Operating Budget for Metropolitan Dade County appear to show that of the more than sixty (60) federal programs identified by the U.S. Department of Housing and Urban Development in its listing of available federal programs, ten (10) are active in Metropolitan Dade County. Many of these programs, however, have only recently been established by the 103rd Congress, and therefore, have yet to solicit formal applications. Under the ten (10) active programs, Metropolitan Dade County is currently accessing approximately $125 million. Additionally, in numerous instances, the grants report listing provided by the Dade County Manager's Office does not indicate award amounts, the period of award for various federal grants that Metropolitan Dade County has received; or the dollar amount that has been obligated thus far. Furthermore, this list does not reflect those grants that Metropolitan Dade County applied for unsuccessfully. Additionally, there are various federal grants contained within the U.S. Department of Housing and Urban Development's "Guidebook: Federal Programs," such as the Emergency Shelter Grants Program and Home Investment Partnerships (HOME) that are distributed by formula, and are therefore, entitlements, which, do not to appear in the Dade County Manager's report. It is likely that some of these grants are referred to differently in the report than their formal listing in the guidebook and were, therefore not detected. A list of known grant applications currently pending federal funding is also included. It is expected that additions to this list will be identified upon review of this report by Department personnel and others. A listing of the available federal programs identified by the U.S. Department of Housing and Urban Development currently being accessed either by the City of Miami or the South Florida Training and Employment Consortium/Private Industry Council is also included in this report. Potentially, there are numerous federal programs available, as listed in this report, which could be accessed by Metropolitan Dade County and/or its municipalities. If Metropolitan Dade County is designated as either a federal empowerment zone or enterprise community, it will receive preferential treatment of its federal grant applications. The following table reflects those federal programs identified by the U.S. Department of Housing and Urban Development that Metropolitan Dade County currently accesses: Federal Type of Amount Amount Dates of Program Preference Received Obligated Award Job Training Formula to States $112,000 $0 From 7/1/93 Partnership Act, and localities, who through 6/30/94. Title II -A, Adult may provide From Department Training Program preference for of Labor through assistance to PIC. EZ's/EC's. Job Training Additional points $578,800 $85,794 From 7/l/93 Partnership Act, will be awarded for through 6/30/94 Title IV, Job sites located within Corps EZ's/EC's. Job Training Formula to States $1,325,100 $345,410 From 4/l/93 Partnership Act, and localities, who through 9/30/93 Title II-B, Summer may provide Youth preference for Employment assistance to Program EZ's/EC's. Juvenile Justice Technical $52,000 $52,000 From 10/25/92 and Delinquency assistance and through 10/14/93 Prevention Funds training to EZ's/EC's as well as priority consideration for funding. Juvenile Justice Technical $50,000 $0 From 11/02/93 to and Delinquency assistance and 11 / 1 /94. Prevention Funds training to EZ's/EC's as well as priority consideration for funding. Federal Type of Amount Amount Dates of Program Preference Received Obligated Award Public Housing Pending. Clinton $1,639,111 $774,968 From 10/1/92 Drug Elimination Administration through 4/30/94 Program anticipates program to be replaced in FY '95 by Community Partnerships Against Crime. Youthbuild Preference points Official reports Official reports Official reports Program to EZ's. indicate no funds indicate no funds make no mention have been awarded have been awarded of the award date or thus far. thus far. expiration. Shelter Plus Care Competitive $5,420,000 $0 Official reports preference for make no mention EZ's/EC's. of the award date or expiration. Section 9 of the Expedited $8,000,000 $1,282,539 From 12/1/90 Urban Transit Act administrative through 6/30/96 of 1964 processing for EVEC status. Section 9 of the Expedited $9,728,000 $30,678 Official reports Urban Transit Act administrative make no mention of 1964 processing for of the award date or EZ/EC status. expiration. Section 9 of the Expedited $11,016,000 $0 From 10/1/86 Urban Transit Act administrative through 9/30/92 of 1964, processing for EZ/EC status. Section 9 of the Expedited $15,248,000 $6,775,442 From 10/1/91 Federal Transit Act administrative through 9/30/92 of 1964. processing for EZ/EC status. Federal Type of Amount Amount Dates of Program Preference Received Obligated Award Community States may give $20,400,000 $20,400,000 From 6/l/93 Development priority for through 5/31 /94 Block Grant EZ's/EC's in small Program cities. Entitlement communities may also target funds received to EZ's/EC's.. Community States may give $43,862,000 $0 Official reports Development priority for make no mention Block Grant EZ's/EC's within of the award date or Program small cities. expiration. Entitlement communities may also target funds received to EZ's/EC's.. Community States may give $91,000 $0 From 10/1/93 Development priority for through 12/31/93. Block Grant EZ's/EC's within Passed through Program small cities. OCED. Entitlement communities may also target funds received to EZ's/EC's. Community States may give $24,058 $17,619 From 9/1/92 Development priority for through 11/30/93. Block Grant EZ's/EC's within Passed through the Program small cities. City of Hialeah. Entitlement communities may also target funds received to EZ's/EC's. Federal Type of Amount Amount Dates of Program Preference Received Obligated Award Community States may give $19,000 $21,253 From 6/l/92 Development priority for through 12/31 /94. Block Grant EZ's/EC's within Passed through Program small cities. OCD. Entitlement communities may also target funds received to EZ's/EC's. States may give $39,000 $32,507 From 6/1/92 Community priority for through 12/31/94. Development EZ's/EC's within Passed through Block Grant small cities. OCD. Program Entitlement communities may also target funds received to EZ's/EC's. Community States may give $200,000 $0 Official reports Development priority for make no mention Block Grant EZ's/EC's within of the award date or Program small cities. expiration. Entitlement communities may also target funds received to EZ's/EC's. Federal Type of Amount Amount Dates of Program Preference Received Obligated Award Community States may give $25,000 $0 Official reports Development priority for make no mention Block Grant EZ's/EC's within of the award date or Program small cities. expiration. Entitlement communities may also target funds received to EZ's/EC's. Community States may give $30,000 $0 Official reports Development priority for make no mention Block Grant EZ's/EC's within of the award date or Program small cities. expiration. Passed Entitlement through OCD. communities may also target funds received to EZ's/EC's. Community States may give $89,000 $0 Official reports Development priority for make no mention Block Grant EZ's/EC's within of the award date or Program small cities. expiration. Passed Entitlement through OCD. communities may also target funds received to EZ's/EC's. Single Room Competitive Official reports Official reports From 10/1/93 Occupancy (SRO) preference for make no mention make no mention through 9/30/94 Dwellings for EZ'/EC's. of the award of the amount Homeless amount. obligated. Individuals: Section 8-Moderate Rehabilitation The following is a table reflecting those federal programs identified by the U.S. Department of Housing and Urban Development that are distributed by formula, but are not included in the grants report listing provided by the Dade County Manager's Office or in the 1993- 1994 Proposed Operating Budget for Metropolitan Dade County: Federal Program Type of Preference Home Investment Partnerships (HOME) Funds are distributed by formula to States and units of general local government. Emergency Shelter Grants Programs Funds are distributed by formula. Localities can target EZ's/EC's. Job Training Partnership Act (JTPA), Title II-C, Formula to States and localities. States and Youth Training Program localities may provide preference for assistance to EZ's/EC's. The following is a list of those federal programs identified by the U.S. Department of Housing and Urban Development that Metropolitan Dade County is not presently applying for according to the grants report listing as of April 27, 1994. Federal Program Economic/Community Development Urban Community Service Program John Heinz Neighborhood Development Program Community Initiative Programs Drug Prevention Substance Abuse Prevention Demonstrations Substance Abuse Treatment Demonstrations Hard Core Substance Abuse Treatment Demonstrations Child Development Early Childcare Program Early Childhood Education Childhood Lead Poisonin Prevention Projects Housing Section 108 Loan Guarantee Rental Assistance Certificates Multifamily Insurance Processin Service Coordinator Program SF Housinp Counselinjg Grants SF Pro ram Outreach Flexible Subsidy Program HOPE for Homeownership of Single Family Homes HOPE 3 Multifamily Housing FmHA Fair Housing Initiatives Program Job Creation Local Technical Assistance Pmgram Manufacturing Extension Partnership Education/Training/Job Linkages School to Work Transition School to Work High Poverty Grants Federal School to Work Implementation Grants to Local Partnerships Jacob K. Javits Gifted and Talented Students Education Program Family Investment Centers National Wor lace Literacy Program Rehabilitation Act Special Demonstration Projects Rehabilitation Act Projects with Industry Program Bilingual Education Employment One -Stop Career Centers ELn2loyment Services Environmental Protection Urban Park and Recreation Recovery Program " Brownfields to Greenfields" Contaminated Sites Demonstration Projects Eco-Industrial Parks and Environmental Technology Initiatives Environmental Equity Grants Equal Opyortunit Women's Educational E uit Famil Su ortlDevelo ment Parent Training Even Start Homelessness McKinney Act Job Training for the Homeless Infrastructure Water and Waste Loans Water and Waste Grants Communi Facility National Information Infrastructure Section 26 Planning and Research Funds Section 3 Capital Improvement Pro ram Transportation Section 18 of the FTA Transportation Plannin&/Community Participation Training Surface Trans22rtation Congestion Mitigation and Air Quality Improvement Public Safety Community Policing Discretionary Programs: (a) Community Policing Community -Based Programs Byrne Discretionary Grant Program: (a) Crime and Drug Abuse Prevention/Education (b) Youth and Gangs c Illegal Aliens Corrections Options: (a) Demonstration Programs (b) Technical Assistance c Boot Camp Prisons Weed and Seed Office of Victims of Crime High Intensity Drug Trafficking Areas Proram The following table represents those federal programs identified by the U.S. Department of Housing and Urban Development for which Metropolitan Dade County currently has applications pending: Federal Program Youth Fair Chance Supportive Housing Program/Homeless, Housing and Assistance Program In contrast to Metropolitan Dade County, the City of Miami is currently accessing six (6) of the 60-plus federal programs identified by the U.S. Department of Housing and Urban Development. In total, these six awards amount to approximately $19 million. The following table reflects those federal programs that the City of Miami currently accesses: Federal Program Type of Amount Dates of Award Preference Received Community States may give priority $12,571,000 From 6/15/93 to Open Development Block for EZ's/EC's within Grant small cities. Entitlement communities may also target funds received to EZ's/EC's. Section 8-Moderate Competitive preference $2,332,292 From 10/1/93 through Rehabilitation, Single for EZ's/EC's. 9/30/94 Room Occupancy Emergency Shelter Funds are distributed by $297,000 From 4/l/92 through Grants Program formula (localities can 3/31/94 target to EZ's/EC's). Federal Program Type of Amount Dates of Award Preference Received Jobs Training Formula to States and $429,000 From 7/l/93 through Partnership Act, Title II- localities. States and 6/30/94 A, Adult Training localities may provide Program preference for assistance to EZ's/EC's. Job Training Partnership Formula to States and $429,000 From 7/l/93 through Act, Title II-C, Youth localities. States and 6/30/94 Training Program localities may provide preference for assistance to EZ's/EC's. Home Investment Funds are distributed by $3,493,000 From 6/l/93 through Partnerships (HOME) formula to States and 5/31/94. units of general local government. The following table reflects those federal programs identified by the U.S. Department of Housing and Urban Development that are currently being accessed by the South Florida ' Training and Education Consortium/Private Industry Council: Federal Preference Program Community States may give priority for EZ's Development within small cities. Entitlement Block Grant communities may also target Program funds received to EZ's. School -to -Work Competitive grant programs. Transition Job Training Formula to States and localities. Partnership Act, States and localities may provide Title II -A, Adult preference for assistance to EZ's. Training Program Job Training Formula to States and localities. Partnership Act, States and localities may provide Title II-B, Summer preference for assistance to EZ's. Youth Employment Program Job Training Formula to States and localities. Partnership Act, States and localities may provide Title II-C, Youth preference for assistance to EZ's. Training Program Job Corps, Job Additional points will be awarded Training for sites located within EZ's Partnership Act, Title IV i The following table represents those federal programs identified by the U.S. Department of Housing and Urban Development for which the South Florida Training and Employment Consortium/Private Industry Council currently has applications pending: Federal Type of Program Preference Youth Fair Chance Targeted to high -crime, high -poverty areas. Additional points given to applications from EZ's and EC's. Federal School -to -Work Coordination between Implementation Grants EZ/EC activities and to Local Partnerships Federal School -to -Work Implementation grants is encouraged. School -to -Work High Limited to high poverty Poverty Grants areas. Coordination between EZ/EC and School -to -Work High poverty grants is encouraged. One -Stop Career Special consideration Centers given to proposals for locating centers in EZ's/EC's. Weed and Seed Special consideration for EZ's/EZ's. Community Policing Priority consideration for EZ's/EC's. Report of Facilitator on the Joint Task Force/Advisory Board Strategic Planning- Workshop April 30,1994 Agenda 1. Introduction II. Strategic Plan: Status Report III. Neighborhood Planning Process: Results/themes IV. Strategy Development V. Summary/Next Steps ... Situation: The Miami region is poised to grow economically in many vital sectors: international trade; tourism; medical technology; the port (air and sea); commercial air travel; communications (film, media, etc.); and the geographical areas of Homestead, South Dade and Florida City. Workshop participants were asked to focus on one key question: how will residents of the empowerment zones participate in this economic growth and what opportunities exist for increasing their participation? The starting point for the discussion was the following outline of strategy areas: (i) Training and Education (ii) Restructuring Government Services (iii) Providing Technical Assistance (iv) Creating Incentives for the Private Sector (v) Making Legislative Reform (vi) Expanding Public Awareness 1 (vii) Initiating Demonstration Projects (i) Training and Education Workshop participants immediately dove into the first area - training and education. A strong recommendation was to identify the job needs of the growth industries and match those with the availability and skill levels of the existing labor force in the zones. Where there is a gap or mismatch, use targeted training to raise the skill level in the job categories where the majority of growth is projected. Secondary and tertiary economic effects should be analyzed for job potential as well. Some participants initially disagreed with this approach saying it doesn't work, it comes too late for many people or it's too expensive. After fiuther discussion, participants agreed that the programs do work, but do not presently reach enough people to make a difference. They also agreed that early intervention was less expensive — that changing outcomes becomes more expensive later. These different initial views were bridged by a recommendation to look at both short and long term strategies with jobs matching and targeted training the short term priority and early intervention and assessment in elementary schools the focus for the long term. Strong voices were also heard for broadening the opportunities for young people by preparing them for a wide range of career choices at the elementary school and high school level, especially including vocational training as a viable option. Caution was raised about the danger of tracking students too early in their education and, therefore, loosing young people who may be "late bloomers." Curriculum infusion or integration of college preparatory and vocational programs was the preferred approach. Magnet schools (e.g., an aviation magnet school) were also given positive consideration by the workshop group. Finally, getting schools and businesses to work together in partnerships was thought to be a very fruitful (some thought relatively untapped) direction. This would include business leaders serving a role models for students, providing incentives for business owner participation, etc. Financial incentives and disincentives were thought to be a very powerful strategy for securing private sector participation in the empowerment zone concept. (11) Restructuring Government Services (workshop participants referred to this as the "basic support system") The multi -service center, one -stop shopping approach was favored strongly by the group. A strong pitch was made to increase the control of these service centers by community people. Service centers should continue their broad range of services dealing with community policing, health care, job placement, child care, neighborhood revitalization, etc. It was thought that more uniform support in the area of community services should be given throughout the empowerment zone communities. For example, Head Start should 'be expanded. Along these same lines, the group felt that the Net Program was successful and should be expanded to cover all of the empowerment zone communities. (iii) Making Legislative Reform Initially workshop participants had few comments in this area, focusing primarily on small scale changes to existing programs to make them work better for local communities. These included: More emphasis on the youth conservation corps as an alternative to incarceration or detention Changes to the juvenile justice system including teen peer courtrooms, new child dependency court procedures, etc. Rule changes to grant programs to make them easier to develop and to lessen requirements for matching funds Immigration reform Continuing lobbying and advocacy at the state level to make funding of the educational system a higher priority than prisons (iv) Providing Technical Assistance (this was changed during the workshop discussion to "Financial Services") This strategy area was identified by the workshop participants as a very high priority. Specific suggestions included: Community mortgage lending programs The Capital Shop (for small businesses and entrepreneurs) . Minority Banks for small business Micro Lending (small loan amounts) Revolving Loan Funds Credit Cleansing Programs (for individuals and businesses who face the daunting task of trying to get old credit blemishes removed so they can secure consumer as well as business credit) Stepped -Up CRA enforcement of anti -redlining programs (workshop participants thought that anti -redlining is still a major problem despite rules and regulations to the contrary) Vendor and supplier programs which require a portion of new contracts to go to local community needs (e.g., Ben and Jerry's ice cream approach applied to the metropolitan scale) (v) Creating Incentives for the Private Sector The workshop group felt very strongly that private sector involvement is critical to making this poverty reduction effort sustainable over the long term and that incentives for continued private sector participation are absolutely necessary. The group cautioned against paying too little attention to the small and medium size businesses which by themselves generate significant job growth. Small and medium size businesses may be reachable through, the permit process or through professional groups such as CPA's. (vi) Expanding Public Awareness (vii) Initiating Demonstration Projects These two areas did not receive much attention from the workshop group. With regard to public awareness, one person indicated that it would be valuable if more community organizations and individuals were aware of the range of services and programs which exist now to serve low income groups. With regard to demonstration projects, while no specific project was mentioned, it was acknowledged that whatever model programs are developed, they should be used as a basis for more sweeping legislative reform if and when they are proven to be successful. Regarding Implementation and Follow -Through ... The workshop group felt strongly that some form of continued community involvement and oversight of the empowerment zone program activities was necessary to ensure communication and coordination among all jurisdictions. The South Florida Employment Training Consortium was mentioned as one possible umbrella to help coordinate the effort. Participants felt that either an existing organization or a new organization should be designated for this function. Inter -jurisdictional cooperation, not competition, is vital for success. Discussion then turned to the provision of incentives for the public sector to participate in a collaborative way. One possibility is through the formation of a grant writing services team to aid all agencies in preparing their applications for the range of state and federal programs available. Another suggestion was to leverage grant matching funds in some way, possibly through establishment of a joint funding pool. Grant matching program requirements would need to be liberalized to permit these more flexible options. Finally, it was pointed out that federal grant application reviewers will be very concerned about the community's ability to sustain the poverty reduction effort over time. The workshop group felt that by keeping the focus on the projected growth sectors and private sector involvement through incentives, this effort can be sustained for the long term. In addition, the direct Involvement of successful entrepreneurs (of all racial/cultural Backgrounds), will provide a pragmatic and realistic approach to all program design efforts. Preface On April 15 and 16, 1994 there was an extraordinary gathering of people from all over Metro -Dade. More than 350 people came together over the course of two days to engage in a community planning workshop to develop a Strategic Plan for Dade County's application for a Federal Empowerment Zone. The Empowerment Zone is a new federal program which challenges communities to take a new look at the conditions of poverty and distress; the opportunities for livable neighborhoods; and ask the question "What do we want our community to be like in the future?" The application for an Empowerment Zone is intended to be the answer to this question. It takes the form of a strategic plan which assesses needs; analyzes strengths and weaknesses; sets goals and objectives; develops a common vision; and creates ways and means to achieve the vision. The plan should represent the community consensus for action. It should be an agreement and commitment by all segments of the Metro -Dade community to carry out the plan. The process now underway is meant to result in such a plan. 11 A Milestone in the Stratgic Planning Process The community strategic planning workshop was an important milestone in the development of Dade County's Strategic Plan. It was a remarkable two days which produced a "bottom -up" vision of the community's future. Many of Dade's neighborhoods and communities were represented at the workshop, whether or not they were included within the nominated Empowerment Zone boundaries. The strategic planning process is not limited by zone boundaries and the strategic plan will have county -wide benefits. Participating Communities The reports presented here are the work products of the community planning workshops. The communities participating were: Opa-Locka; Model City/Liberty City; Edison/Little River/Little Haiti; Wynwood/Edgewater; Allapattah/Melrose; Overtown; Little Havana; Miami Beach; Goulds; and Florida City/Homestead. Next Steps in the Strategic Planning Process The neighborhood plans of the ten participating communities are presented as recorded in the individual community planning sessions. Planners and facilitators who assisted at the sessions documented the proceedings of each group. These reports are reproduced as faithfully as possible from the original documents. In addition, summaries of each community's agenda precede the reports of the neighborhood plans. These reports and summaries are considered "drafts." They are meant to be reviewed by community participants, corrected, modified, expanded and revised for the final plan. A Public Hearing of the Board of County Commissioners will be held on May 10, 1994 to consider these reports and the Working Draft of the Strategic Plan in Progress. Each community elected delegates as representatives in the on -going strategic planning process. This provides a means by which the views of all community residents can be communicated effectively in shaping the Strategic Plan throughout the month of May. A final plan will be prepared for submission to the Board of County Commissioners at the end of the month. Also contained in this report is a list of all of the participants in the community strategic planning workshops. Every effort has been made to include everyone as accurately as ! possible from registration lists. However, there have been omissions because of illegibility and errors may also have occurred. Please submit corrections and additions to the Empowerment Zone Team, 175 NW First AV, Suite M230, Miami, FL 33128 or by F fax, 305-372-7752. Acknowledgements The Community Strategic Planning Workshop was organized under the direction of Dr. Gwendolyn G. High of GGH Associates. Neighborhood plans were reported and summarized by Urbaniza, Inc. and Wallace, Roberts & Todd. Special thanks to Maira Diaz, the event coordiantor for the workshop; the NET Administrators; City and County Planners; workshop facilitators; and Miami -Dade Community College, Wolfson Campus. Also included in this report is the poem entitled "Daughters and Sons" by Maya Angelou, submitted by a workshop participant. DAUGHTERS AND SONS by Maya Angelou If my luck is bad And his aim is straight I will leave my life On the killing field. You can see me die On the nightly news As you settle down To your evening meal. But you'll turn your back As you often do Yet I am your sons And your daughters too. In the city streets Where the neon lights Turn my skin from black To electric blue My hope soaks red On the gray pavement And my dreams die hard For my life is through. But you'll turn your back As you often do Yet I am your sons And your daughters too. In the little towns Of this mighty land Where you close your eyes To my crying need I strike out wild and my brother falls Turn on your news You can watch us bleed. In morgues I'm known By a numbered tag In clinics and jails And junkyards too You deny my kin Though I bear your name For I am a part Of mankind too. But you'll turn your back As you often do Yet I am your sons And your daughters too. Turn your face to me Let your eyes rest on my cheek Lay your hand on my arm Touch me. I am real as flesh And solid as bone. I am no metaphor I am no symbol I am not a nightmare To vanish with the dawn I am lasting as hunger And certain as midnight. I claim no council nor committee No study can contain me Nor fashion me to its whim Hunch with me in a dingy doorway Face with me the twisted mouth threat Of one more desperate And better aimed than I. Join me again at the dime store counter Where the word to me Is still no. Let us go, your shoulder Against my shoulder To the new picket line Where my color is yet a signal For brutes to spew their bile Like spittle in my eye. You, only you, who have made me Who share tender taunting history with me Only you can save me Only you can order the tides That rush my heart Expanding my veins Into red riverlets. Walk the forest floor with me Where rampaging animals lurk, Lusting for my future Only if your side is by my side Will I survive. But you'll turn your back As you often do Yet I am your sons And your daughters too. Metropolitan Dade County Empowerment Zone Community Planning Workshop Neighborhood Participants Community Member Community * Luis Carricabura Allapattah/Melrose A. Cazo Allapattah/Melrose Mario Delgado Allapattah/Melrose Fred Fernandez Allapattah/Melrose * Dora Garcia Allapattah/Melrose Larry Georgeson Allapattah/Melrose Barbara Jordan Allapattah/Melrose Marion Kiley Allapattah/Melrose Beth Lang Allapattah/Melrose Sharon Rosario Allapattah/Melrose David C. Peebles Downtown Ron Cordon Edison/Little Haiti/West Little River * Bennie Dawson Edison/Little Haiti/West Little River Faye Finlay Edison/Little Haiti/West Little River * David Harder Edison/Little Haiti/West Little River Sam Holloman Edison/Little Haiti/West Little River Jean LaFortune Edison/Little Haiti/West Little River * Leonie Levy Edison/Little Haiti/West Little River A.B. Mymford Edison/Little Haiti/West Little River * Melford Pinder Edison/Little Haiti/West Little River Dudley Pinder Edison/Little Haiti/West Little River * Eric E. Primus Edison/Little Haiti/West Little River * Elected during workshop to represent community Metropolitan bade County Empowerment Zone I Community Planning Workshop Neighborhood Participants Community Member Community Shawn Shufflen Edison/Little Haiti/West Little River Fedy Vieux-Brierre Edison/Little Haiti/West Little River * Nancy Allen Florida City/Homestead Dick Bauer Florida City/Homestead Ed Bowe Florida City/Homestead * Willie Brown Florida City/Homestead Gwen Calloway Florida City/Homestead Larry Ferguson Florida City/Homestead Georgianna G. Hughley Florida City/Homestead Kelli Hunter Florida City/Homestead * Thomasina Hunter -Simpson Florida City/Homestead Henry Ilea Florida City/Homestead * Steve Mainster, Florida City/Homestead Elnora Marshall Florida City/Homestead Felix Martinez Florida City/Homestead Ron Muscarella Florida City/Homestead Sandra, Nanni Florida City/Homestead Theodore Nealy Florida City/Homestead Angeleta Omodia Florida City/Homestead Wellington Pearson Florida City/Homestead Rufus Peperton Florida City/Homestead ' Carol Petter Florida. City/Homestead * Elected during workshop to represent community Metropolitan Dade County Empowerment Zone Community Planning Workshop Neighborhood Participants Community Member Community • Roy Phillips Florida City/Homestead • Dee Primm Florida City/Homestead Claire Raley Florida City/Homestead Tammy Reed Florida City/Homestead Mary Richardson Florida City/Homestead John Rogers Florida City/Homestead Will Rudd Florida City/Homestead Gil Scott Florida City/Homestead Roy G. Shellies Florida City/Homestead Eager Smith Florida City/Homestead Shawn Topps Florida City/Homestead Shawn Wilson Florida City/Homestead Freddie Bowe Goulds Ira B. Brown Goulds * Lewis A. Canty Goulds * Doretha Carter Goulds Sonia Chao Goulds Fannie Foster Goulds Marian L. Hunter Goulds Joseph James Goulds Mable Smith Goulds Merian Smith Goulds * Elected during workshop to represent community Metropolitan Dade County Empowerment Zone Community Planning Workshop Neighborhood Participants Community Member Community M.K. Weedman Goulds * Yolanda Dominica Hialeah Angelina Rodriguez Hialeah Thema Campbell Liberty City/Model City Dennis Coleman Liberty City/Model City Alvin Delaney Liberty City/Model City Adell Dillard Liberty City/Model City * Al Hardeman Liberty City/Model City Roy Hardeman Liberty City/Model City Irene Hernandez Liberty City/Model City Lynden James Liberty City/Model City Alberta Jenkins Liberty City/Model City Wilfred Mckenzie Liberty City/Model City Geneva Moluiter Liberty City/Model City Terri Page Liberty City/Model City Patricia Phillips Liberty City/Model City Anthony A. Rolle Liberty City/Model City * Jerry Sawyer Liberty City/Model City * Stanley Swain Liberty City/Model City M. Don Walker Liberty City/Model City Sam Walthour Liberty City/Model City Laddy Alfonso Little Havana * Elected during workshop to represent community Metropolitan Dade County Empowerment Zone Community Planning Workshop Neighborhood Participants Community Member Community Gary J. Aragon Little Havana Maria Elena Benitez Little Havana Pablo Canton Little Havana Jose L. Cela Little Havana Xavier Cortada Little Havana Ana Lopez De Quintana Little Havana Raisa Fernandez Little Havana Roberto Godoy Little Havana Laura Gonzalez Little Havana Yolanda Manilla Little Havana Maria Pacheco Little Havana. Omar Sanchez Little Havana Anita Tejera Little Havana Betty Trueba Little Havana * Jose Casanova, Jr. Little Havana * Fernando Gonzalez Little Havana * Anita Rodriguez Little Havana * Luis Barcelo Miami Beach Kent Bonde Miami Beach * Matti Bower Miami Beach Angelo Guisado Miami Beach Betty Gutierrez Miami Beach * Elected during workshop to represent community Metropolitan Dade County Empowerment Zone Community Planning Workshop I Neighborhood Participants Community Member Community David Nevel Miami Beach Irving Schoenfeld Miami Beach Ruth Schoenfeld Miami Bah Harry Zubkoff Miami Bah * Charlotte Dickerson Miami Beach Kathy Coleman Opa-Locks Sylvia Daughtrey Opa-Locks Deborah Jackson Opa-Locka Kenneth King Opa-Locks Annie Mack Opa-Locke Helen Miller Opa-Locka * Terry Rigby Opa-Locks Luvenia Spears i Opa-Locka Gail Askins Overtown I Ed Astigatraga i Overtown William Attseur Overtown Dorothy Baker Overtown Sabrina Baker -Bowie Overtown Tyronn Barnes Overtown Donald F. Benjamin Overtown Orville Blake Overtown Francena Brooks Overtown * Elected during workshop to represent community 0 Metropolitan Dade County Empowerment Zone Community Planning Workshop Neighborhood Participants Community Member Community L.N. Colyer Overtown Reuben L. Davis Overtown Morris L. Drew Overtown Dorothy Jenkins Fields Overtown Trencie Floyd Overtown Barbara Fultz Overtown * Rosa Green Overtown Lorenzo Hall Overtown Herbert Biggs Overtown Larry Josey Overtown Slata Lillien Overtown Ted Lyons Overtown M.M. Mackey Overtown Helen Marshall Overtown Stephen Marshall Overtown Frank Martel Overtown Irby McKnight Overtown Diane D. Paschal Overtown Eli Powell Overtown Lucille Reddick Overtown Flora Rogers Overtown Lillian Slater Overtown * Elected during workshop to represent community Metropolitan Dade County Empowerment Zone Community Planning Workshop Neighborhood Participants Community Member Community Alecia Smith Overtown Annie M. Smith Overtown Ann M. Vendrell Overtown Cedrick Walker Overtown Eartha Walker Overtown Clara Wallace Overtown Linda Watson Overtown Janice Williams Overtown Samuel Woody Overtown Ken Zoah Overtown • Calvin Reed Overtown Arminda Bauza Wynwood/Edgewater Mercedes Bauza Wynwood/Edgewater Luis Carrasquillo Wynwood/Edgewater Helena. Del Monte Wynwood/Edgewater * Angel L. Diaz Wynwood/Edgewater Migdalia Diaz Wynwood/Edgewater Isabel Echevarria Wynwood/Edgewater Wifredo Fernandez Wynwood/Edgewater Jose G. Franco Wynwood/Edgewater * Emilio Lopez Wynwood/Edgewater Pete Martinez Wynwood/Edgewater * Elected during workshop to represent community Metropolitan Dade County Empowerment Zone Community Planning Workshop Neighborhood Participants Community Member Community Charles Mayer Wynwood/Edgewater Dorothy Quinlana Wynwood/Edgewater Bill Rios Wynwood/Edgewater * Lorenzo Rodriguez Wynwood/Edgewater Nora Smith Wynwood/Edgewater 0 * Elected during workshop to represent community Opa-Locka OPA LOCKA NEIGHBORHOOD AGENDA SLT14 WARY Community Strengths and Values • Unique history as an aviation -oriented planned community designed with Arabian imagery • African American leadership and representation • Neighborhood stability with good schools and parks Elements of a Strategic Vision • A sustainable community where low -moderate income residents can aspire to "the American dream" of homeowership • Breaking the "bonds of ignorance" through educational attainment and programs for youth • Support for families to achieve necessary education, job skills and income levels • Churches, role models and mentoring programs joining forces to re-evaluate community values • Jobs created Opa-Locka Airport and Blockbuster Park and made available to Opa Locks residents ,Action Agenda Economic Opportunity • Re-establish a local Chamber of Commerce to market Opa-Locka.'s assets and change its "at -risk" image • Development of Opa-Locka Airport as a major aviation maintenance center • Capture jobs related to Blockbuster Park • Establish local development bank Public Safety • Expand job opportunities and crime watch programs • Establish emergency medical services Supporting Families • Provide expanded job skills and placement programs • Establish a community (group) insurance plan • Enhance partnerships among schools, community organizations, employers and churches to establish affordable (sliding scale) day care Youth Development • Enhance park maintenance and recreational opportunities • Partnerships among schools, churches and community athletic organizations to Opa-Locka expand recreational sports programs • Counseling and mentor programs • Parent/student/teacher "contracts" Education mad Tmining • Expand participation with "500 Black Men" and similar programs • Support for African Women Community Education Program • Partnership with churches, parents and teachers to foster higher academic achievement standards • Construct new area high school • Job training for prospective local merchant and entrepreneurs Drug Abuse • Increased citizens involvement in area crime watch program • Increase job opportunities • Expand first offender program Equal Opportunity • Target access to jobs linked to Blockbuster Park and Opa-Locka Airport Partnerships • Homeownership through "Future Homeowners of America" Program • Re-establish the Chamber of Commerce to create a merchants training program, enhance access to capital and market Opa•Locka's assets • Strengthen commitment of the church in community affairs • Parent/teacher/student/schooladministratorcomnutmenttoeducationalattainment and cultural expressions. Housing • Estimate housing needs and develop commitment of C.D.C.'s and other non -profits and private developers to meet the need • Increase maintenance of existing housing stock • Increase code enforcement linked to a program to support rehabilitation needs • New infill housing 7i wwortation • No problems were identified Environment • Expanded landscape maintenance program 0 Opa-Locks 2 1. Overview of Community Values and Vision The City of Opa-Locka has a unique history as an aviation -oriented planned community designed with a distinctive Arabian imagery. Now an almost entirely African American community, Opa-Locka has a unique cohesion and sense of commitment to its families, its children, its neighborhoods and its future prosperity. Particularly valued by the community is its uniqueness, its neighborhood stability, its representative government, its local schools and parks and its strategic location in the region. • Where low -moderate income residents, as well as upwardly mobile families, can find affordable housing and enjoy the American dream of home ownership. • Where the community 'breaks the bonds of ignorance" by raising standards for education attainment. • Where the unique community history is preserved as a symbol of pride and neighborhood connectedness. • Where youth are challenged in sports and cultural activities. • Where families have the support they need to achieve self-sustaining skills and income levels. • Where neighborhoods, long in decline, are knit back together with infill housing and preservation. Community -Based Partnerships • Where churches, role models and mentoring programs join forces to challenge the community to re -think its values and change direction. • Where hundreds of local residents are trained to work at a regional aviation maintenance center at Opa-Locka Airpark. • Where residents have access to new job opportunities in entertainment services at Blockbuster Park. OPA LOCKA 1 • Where local merchants thrive, neighborhoods grow and spending power increases. 2. Summary of Past and Current Plans The City of Opa-Locks has been the subject of two recent plans aimed at comprehensive community revitalization. These include the N 'ighbplbood Strategies fo2a-Lrscka Report prepared by Metro -Dade Office of Community and Economic Development in 1991, and the City's Comprehensive Master Plan, prepared in 1990. �morehemsive Master Plan Key initiatives contained in the Comprehensive Master Plan which have a direct, tangible bearing on community empowerment are briefly summarized below. Housing: • Incentives for housing production by the private sector, non-profit agencies and County (DCHUD) programs • Reduction in substandard houses through code enforcement, federal, state and county programs including urban homesteading, support of the local CDC, home repair subsidies (CDBG) • Conservation of historically significant houses Recreation: • Expanded parks and recreation programs by increased developer dedication requirements and increased sharing of Dade County resources • Beautification, using indigenous landscape materials along streets, canals, lakes and arterials (SR 9, Opa-Locka Boulevard) Traffic Circulation: • Coordination with state and county agencies to remove numerous traffic flow deficiencies • Initiatives to increase pedestrian, bicycle and transit usage • Prioritize local transportation improvements in CBD, Niles Garden and Ali -Baba Triangle Land Use: • Incentives and partnerships to encourage economic development of retail and industrial areas OPA LOCKA 2 • Designate areas targeted for renewal and rehabilitation with special design studies for each • Eliminate blighting land use influences through code enforcement • Permit home -based businesses in selected redevelopment areas (Niles Garden) • Development of innovative land development regulations with provisions for clustering, mixed uses, buffers and interval circulation Neighborhood Strategics for !212a-I.,ocka This short term strategic plan targets five specific revitalization objectives, with associated actions summarized below. Downtown Development: Revitalize Opa-Locka's Central Business District by: • Completing, marketing and providing parking for the Hurt Building • Continuing to Commercial Facade Renovation Program (Metro -Dade Community and Economic Development) • IRelocating and renovating the historic Opa-Locka Train Station Affordable Housing: Provide affordable single family (owned) and multifamily (rental) housing by: • Assisting Opa-Locka CDC in building inflll single family homes on scattered sites • Assisting Opa-Locka CDC in the rehabilitation of foreclosed and/or vacant homes • Coordinating with DCHUD, City of Opa-Locks and Opa-Locka CDC in developing multifamily housing in the CBD. Crime Prevention: Reduce crime (particularly among neighborhood youth) by: • Providing counseling and other outreach services to at risk youth through the Opa- Locka Crime Prevention Program Neighborhood Revitalization: Revitalize the Ali -Baba Triangle through a Safe Neighborhood Plan with efforts to: OPA LOCKA 3 C i' • Demolish vacant structures and crack houses • Reuse or secure and maintaining vacant sites • Provide assistance to merchants through the commercial facade program and a revolving loan fund • Increase street lighting throughout the Triangle Economic Development: Provide a strong economic base in Opa-Locka by: • Establishing Opa-Locka Airport as a major aviation maintenance facility • Providing related aviation maintenance job training • Creating an Opa-Locks Airpark Planning Committee to expedite the project 3. Overview of Problems and Solutions Economic OnportuniX A range of problems associated with economic development, or the lack thereof, were raised and discussed at the neighborhood planning workshops. Foremost among the problems is the community's inability to attract and retain businesses due, in part, to the area's "at risk" image as well as the lack of sources of entrepreneurial capital and the absence of an "attraction'. Identified solutions include improved coordination with the Dade County Aviation Department to act on the opportunity to transform Opa-Locka Airpark as a major aviation maintenance center. Other potential attractions include the development of a cultural and arts center, perhaps oriented to the community's unique history, as well as the development of partnerships to exploit economic opportunities related to Blockbuster Park (sports and entertainment center). Other identified solutions include the establishment of a local development bank, aggressive marketing of the area's assets (development sites, regional access) by the Chamber of Commerce. Additional, more far-reaching solutions include enhancing resident job skills and remedying pervasive problems of crime, drugs, lack of infrastructure, etc. Public Safety Two specific public safety related problems referenced by residents include pervasive crime and drug activity and the lack of emergency medical care. OPA LOCKA 4 Identified solutions include expanded job opportunities, as well as crimewatch / crime diversion programs. In addition a community emergency medical services provider partnership was identified. SugForting Families Three problems associated with stress upon families were noted: Underemployment among heads of households, prohibitively expensive insurance rates and the lack of affordable daycare and afterschool care. Associated solutions include expanded job training and placement services, a community (group) insurance plan, and enhanced partnerships among schools, community organizations, employers and churches to establish affordable (sliding scale) daycare. Youth Development The several problems associated with youth development were the lack of well maintained recreation facilities and sports programs, increasing gang and drug -related youth crime and the lack of special education and counseling programs for at -risk youth. Solutions include more effective park maintenance and partnerships among schools, churches and community athletic organizations to expand recreational sports programs. Other solution components include counseling programs and "contracts" among at risk youth, parents and teachers. Education and Training Twin problems in the area of education and training include the generally low level of educational attainment and poor job skills among adults and youth. Wide-ranging solutions include the expansion of innovative grass roots programs such as the "500 Black Men" and African Women Community Education Program, as well as expanded partnerships with churches and parent/teacher/student/school administration commitments to higher achievement standards. Additional recommended initiatives include the construction of a new area high school and specialized job training programs for local merchants and entrepreneurs. Drug Abuse Increased drug distribution and associated crime is noted as a significant problem by residents. Identified solutions are increased citizen involvement in area crimewatch programs, as well as broader efforts to remove basic social causes for reliance on drugs and crime including increased job opportunities and an expansion of the existing crime diversion programs. Equal QRRortuWly No specific problems were noted by area residents in the category of Equal Opportunity. Opa-Locka is a largely Black community where both elected officials and staff are perceived to be generally representative of the community. However, there were expressed concerns OPA LOCKA 5 regarding the need for greater access to jobs created by local businesses as well as future jobs which will be created at Opa-Locks Airport and at Blockbuster Park. Partnerships The need for strengthened partnerships is a pervasive priority among Opa-Locka residents which reflects a desire for community and government to re-examine values and priorities and create a new sense of mission, expressed in the form of four renewed commitments. • A renewed commitment to the American dream of homeownership through a "Future Homeowners of America" Program. • A renewed commitment to local free enterprise through a re-established Chamber of Commerce, a merchant training program, commitments for seed capital from financial institutions and renewed vigor in marketing the many assets of Opa-Locka. • A renewed commitment to traditional values with an expanded role for churches in community affairs and support for affordable daycare and active programs for troubled youth. • A renewed commitment to educational attainment and cultural expression aimed at "breaking the cycle of ignorance" with a new local high school, cultural arts center and with higher scholastic standards set by parents, teachers and school administrations. Housing The housing problem is expressed simply as a need for additional affordable housing, not only for low -moderate income residents, but also for the upwardly mobile. Identified solutions begin with a comprehensive estimate of the total housing need, followed by a commitment by the CDC and other public, non-profit and private housing developers to meet the need. Other specific solutions include the maintenance of the existing housing stock, particularly historic residences with code enforcement and renovation efforts. In addition, there exists a desire to stabilize existing neighborhoods through infill development. Transportation Transportation and good accessibility by air, rail, bus and automobile is perceived to be a key asset of Opa-Locks No problems were identified. Environment Like transportation, no problems associated with the environment were noted other than an expressed desire to continue the "Rainbow Gardens" program and expand neighborhood landscaping. OPA LOCKA 6 PROBLEMS SOLUTIONS 1 Ecouomic Opportunity Lack of development activity to Opa-L.ocka 1.1 Partnership between DCAD and Opa- Airport L.ocka to provide increased economic opportunity to the area. 2 Lacks the ability to attract and retain 2.1 Remedy base cause of the problem (ie. job businesses. skills, lack of infrastructure, eta) 2.2 Have the Chamber of Commerce proactively market Opa-Locl&s assets (ie. open development sites, transportation, etc.) 3 Its "at risk" image hinders business activity 3.1 Remedy base cause of the problem (ie. in the area. crime, drugs, job skill levels). 4 Opa-Locks doesn't have a strong area 4.1 Develop partnerships to align Opa-Locks "attraction". and the economic opportunity which will result from Blockbuster Park. 4.2 Develop a cultural & arts center attraction. 5 Lack of access to capital. 5.1 Establish a community/financial institution partnership (ie. development bank micro - loan program). Public Safety 1 Increased crime and drug distribution. 1.1 Expanded job opportunities to remove part of the base cause of crime. 1.2 Expanded crimewatch program. 13 Expanded crime diversion program. 2 Lack of emergency medical care. 2.1 Establish a community/emergency medical services provider partnership. Supporting Families 1 Lack of employment opportunities. 1.1 Increase education and job skills levels of residents and provide placement services county -wide. 2 Increasing insurance rates. 2.1 Establish insurance plan which uses buying power of area residents to obtain better insurance rates. 3 Lack of affordable daycare and afterschool 3.1 Establish programs through care. school/community/businesses/churches partnership (sliding scale rates). Youth Development Lack of maintenance of recreation facilities. 1.1 Strengthen or establish maintenance program. Provide community/governmental partnership to help fund program. OPA LOCKA Lack of recreational programs. 2.1 Establish recreational programs through community/school/church resident partnership. Increasing crime/drug distribution in area. 3.1 Foster parent/teacher/student "contracts". 3.2 Provide increased job opportunity. 33 Provide alternative activities. 3.4 Establish at risk youth programs. Lack of education and training programs. 4.1 Establish parent/teacher/school/student/ governmental/church/business partnership to establish and fund programs/ Education and Training 1 Lack of high educational level. 1.1 Build a new area high school 1.2 Fully utilize existing resources. 13 Parent/student/teacher contract with increased emphases on achievement. 1.4 Expand the role of churches & Chamber of Commerce to encourage and support educational attainment. 1.5 Continued and expanded involvement of the African Women Education Program. 1.6 Continue and expand the 500 Black Men Program. 1.7 Elect public officials with proactive priorities towards education and training. 2 Lack of job skills. 2.1 Establish partnership with local area businesses who have job training available. 2.2 Establish a "merchants training program" at local schools. Drug Abuse 1 Increased crime/distribution of drugs. 1.1 Provide increased job opportunities. Increased citizen involvement with crimewatch program. Expansion of crime diversion program. EIS Opportunity 1 No specific problems listed 1.1 Opa-Locka is a Black community and government. Partnerships 1 Need for the community and government to 1.1 Examine existing priorities and values and re -assess values. define needed new partnerships and initiatives. OPA LOCKA Housing Lack of good affordable housing. 1.1 Establish estimate of needs and encourage 1 local CDC or private developer to meet it. 1.2 Encourage maintenance of existing units through code enforcement. 13 Expansion of crime diversion program. 2 Lack of affordable housing for the upwardly 2.1 Encourage renovation of Opa-Locica's mobile. historic residences. 1 T'nMVMtatiast No specific problems listed. 1.1 Excellent transportation linkages exist. 1 Environment No specific problems listed OPA LOCKA 9 SWOT SUMMARY [Strengths. WeAknesses. Oanorbmities do Threats) • a Airport expansion • ewatcProgram T a Uniqueness Crime diversion program R Stability of the community E Proximity to Blockbuster Park N Open developmetn sites G Job placement program T Community development Corp. H Accessible to airport, seaport, S Empowerment Zone tax breaks Uck of area attractions crease crime/distribution o E Lack of economic activity drugs A Inability to attract and retain Lack of emergency medical K businesses and residents care N • Tax base is projected to remain E stable or decrease S Stagnant city government needs S to be proactive E Lack of infrastructure S Lack of perception of Opa- Locka as a municipality •Community buying power P Establish public/private P partnerships and incentives O Adaptive reuse of structures R Cultural arts cetner T Merchants training program U Re-establish Chamber of N Commerce 1 • Existing businesses can train T and hire area residents 1 0 Establish a commitment from E financial institutions S 0 Market the community H R E A T S OPA LOCKA 10 Screwing employment Availible space for recreation T 500 Black Men program (role R model/mentoring program) E • Stable popultion of concerned N citizens G Established neighborhood T Established religious comet. H o Active neighborhood service S center • Stagnant city government Lack of maintenance o E • Increasing insurance rates recreational facilities A Lack of community awareness K • Lack of emergency medical N care E S S E S •Expanding church role P • Need for affordable afterschool P care O R T U N I T I E S H R E A T S OPA LOCKA 11 • coo magnet T Concerned African Women R Community Eduuation E Program N 500 Black Men (role model G mentoring program) T Access to higher leaning H resources S Need for community awareness In ased crime/distribution o E and education cgs A Lack of education and training R N E S S E S • ew area high sc o0 P • Cultural & arts center P 0 Increased educational O emphases to break cyle of R ignorance T More fully utilize existing U resources N 9 Affordable afterschool care I 0 Re-establish Chamber of T Commerce I 0 Expanded roel of church E e Merchant training program S H R E A T S OPA LOCKA 12 • a community - including T the government R Job placement program E N G T H S E A K N E S S E S + Greater community Re -Assessing values P participation (individual/governmental) P O R T U N I T I E S H R E A T S OPA LOCKA 13 HOUSING TH SPORTATION •CDC T Available land for housing R E N G T H S Lack of Wo-rdable ousmg for E upwardly mobile residents of A remain in area. K Increasing insurance rates N Lack of housing choice E S S E S Adaptive reuse of existing Good location for P structures transportaiton Hub and P Start"Future Homeowners of related infrastructure O America" program R Establish public/private T partnerships U Counseling for potential N homeowners/developers I T I E S H R E A T S OPA LOCKA 14 OPA LOCKA 15 Model City/Liberty City MODEL CTrY ,kT T-A' ETTWMARY Community Strengths and Values • Rich African American history • Strong neighborhood attachments and associations. • Active and effective programs to support business development. • Largely sound housing and neighborhood structure. Elements of a Strategic Vision • Retaining and attracting aspiring moderate/middle income families. • Neighborhoods knitted back together will infill housing and flourishing local minority businesses. • Constructive challenges for at -risk developing youth. • Neighborhood security and quality of life replacing fear of crime, drugs and blight. • Fully employed adults trained and placed in jobs with a future. • Families re -united with broken bonds of dependence on aid programs, drugs and crime. Action Agenda Economic Opportunity • Complete infrastructure and market Poinciana Industrial Center with assistance to prospective entrepreneurs. • Develop/reinforce local business centers at strategic locations and corridors, targeting anchor stores. • Exploit local employment opportunities in transportation services. Public Safety • Improved lighting in activity areas. • Improve community/police cooperation with "Push Out Pushers", crime prevention council, police substation. Supporting Families • Expansion of quality, affordable daycare. • Greater participation in youth motivational and cultural programs (JESCA, Inner City Education Foundation). Youth Development • Expansion of "Youthbuild" programs at Northwestern High School. Model City 1 Education and Training • Greater participation and financial aid for adult education programs by MDCC, Northwestern High School, Inner City Education Foundation. Doug Abuse • Rehab of abandoned homes, demolition of crack houses and infill of vacant lots. • Expansion of "Youthbuild" and drug prevention programs at Northwestern High School, MDCC, JESCA, etc. Equal Opportunity • Empowerment zone incentives for local hiring. • Expanded set-aside/Affirmative Action programs. • Neighborhood economic development office to monitor Empowerment Zone implementation. Partnerships • Create coalition of Model City service providers for greater coordination. Hous* • Aggressive code enforcement aimed at absentee landlords. • Accelerated Will of vacant lots. • Expanded single family and rental housing rehabilitation. • Expanded subsidy programs for rehabilitation grants. Transportation • Improved network of transit shuttles and trams. • Expanded parking in commercial areas (7th Avenue) • Completion of areawide street improvements. Environment • Expanded trash pickup services. • Landscape transit corridors and pedestrian areas. Model City 2 MODEL CITY / LIBERTY CITY NEIGHBORHOOD PLAN 1. Overview of Community Values and Vision This area located in both the City of Miami and unincorporated Dade County, incorporates several smaller neighborhoods including Brownsville, King Heights, Liberty Square and Manor Park, Oakland Park, Hialeah Heights, Liberty City and Poinciana Park. This area is Greater Miami's largest African American community. It is an area rich in Black history with many "firsts" to its credit; the first area where Blacks were permitted to purchase land, the first public housing project (Liberty Square) and many "first" examples of Black entrepreneurial skill and community service. Model City / Liberty City is an area where both the need and the opportunity for empowerment has fully arrived. Vision -Empowered Neighborhoods and Families/Sustainable Community • Where quality of life is such to attract moderate and middle income families to remain or return. • Where vacant lots and abandoned shacks are replaced by quality single family homes owned by residents committed to the neighborhood. • Where residents are proud of the character and quality of their homes and neighborhood. • Where fear of Black on Black crime and drug dependence gives way to hope and constructive engagement to re-create neighborhoods. • Where unlivable tenements and "projects" are re-created as liveable environments. • Where children and youth are challenged in education, sports and cultural activities to become competent, confident and contributing adults. • Where parents and other adults are empowered to break the bonds of permanent dependence on government aid and services. • Where underemployed adults are trained for challenging jobs in growth industries; where expectations for career success can flourish. Empowered Organizations/Community-Based Partnerships • Where disparate community organizations, government agencies and non-profit corporations close ranks for maximum effectiveness. • Where the voices of the powerless and disenfranchised are heard and are actively engaged in community -based problem solving. Model City/Liberty City 1 11 Empowered Eushumes/Economic Opportunity • Where local entrepreneurs are trained and empowered for success with adequate start-up capital and technical skills. • Where local merchants work together to create safe and attractive community shopping areas along NW 7th Avenue, Martin Luther Ding Boulevard and Edison Center. • Where outside manufacturing and other industrial and technical employers respond positively to incentives to invest in Model City / Liberty City and in the training and hiring of local residents. 2. Summary of Past and Current Plans The Model City / Liberty City neighborhood' comprises portions within the City of Miami (roughly bounded by 1-95, Airport Expressway, NW 19th/ 17th Avenues and NW 71st Street) and extending into unincorporated Dade County westward to the City of Hialeah and northward to NW 79th Street. The Census Tract selected for inclusion within the Empowerment Zone (C.T. 19.01) lies entirely within the City of Miami portion, bounded by NW 71st Street, NW 7th Avenue, NW 58th Street and NW 12th Avenue. City of Miami The City of Miami has established an innovative new approach to the delivery of municipal services in each of 11 distressed neighborhoods, including Model City. The Model City "Neighborhood Enhancement Team" (NET) coordinates police protection, community policing, code enforcement, solid waste pickup, job placement and other services in a manner which brings government closer and more responsive to citizens. The City of Miami Model City Community Development Target Area Plan, developed in 1993, identified a number of critical neighborhood deficiencies summarized below. Housing Specific problems identified include a shortage of affordable housing, overcrowding, deterioration of the housing stock and a shortage of elderly housing. Recent successes include the renovation of the Liberty Square Housing Project, the efforts of the City's Housing Finance Agency with scattered site housing and the multifamily rehab program, as well as projects by the Urban League of Greater Miami (M&M project) and the Tacolcy Economic Development Corporation (Edison Tower/Gardens). Specific housing objectives were aimed at the following: • Expanding affordable moderate income housing near Edison Center Business District • Conserving/renovating of the present housing stock las defined by City of Miami and Metro -Dade Community Development Target Area designations Model City/Liberty City 2 Ensuring that development regulations produce quality development Revitalizing blighted areas (King Heights) Specific actions called for include an increase in affordable housing in District 3 and an expansion of the "Push Out Pusher" (POP) program with special police foot patrols. In addition, to enhance neighborhood character, a comprehensive urban design framework for public and private development is proposed. Economic Development -m I Commercial -Industrial Districts Plan objectives in this category aim to reinforce the commercial revitalization underway at the Edison Center Business District and NW 7th Avenue and develop new commercial areas (Dr. Martin Luther King Boulevard). Such initiatives would continue to tap and link the efforts of a number of organizations including the Tacolcy Economic Development Corporation, Inc., Martin Luther King Economic Development Corporation, Inc., Tools for Change and the Urban League of Greater Miami, Inc. Specific targeted improvements include expanded parking for the Edison Center Business District and the NW 7th Avenue corridor. In addition the plan calls for expanded efforts to enhance employment and entrepreneurial skills through the efforts of the above -referenced organizations as well as the Miami Dade Community College Entrepreneurial Center and the job counseling service at the Model City NET Service Center. Capital Im rovements Deficiencies in this category include poor street conditions and the need for parking and beautification in the Edison Gateway / NW 7th Avenue corridors. Additional problem areas include the need for renovation of Hadley Park, and the Belafonte Tacolcy Center and programs to eliminate the problem of accumulated litter and abandoned property, particularly on vacant lots. Metro -Dade County The Model City Target Area Plan prepared by Metro -Dade County in 1993 focused on remedying deficiencies in Housing, Economic Development, Capital Improvements and Public Services. H usin In response to the lack of affordable housing and poor housing conditions Dade County proposes the following initiatives: • Coordination with New Century CDC for housing development on County acquired vacant property • Dispersal of vacant land to CDC's for housing development (with DCHUD). • Complete Edison Terraces housing development with Tacolcy Economic Development Corporation. • Provide housing rehabilitation (through Special Housing Programs) • Develop Dupuis Property for low -moderate income housing (with Greater Miami Neighborhoods). Model City/Liberty City 3 Economic Development Economic development needs in Model City are recognized as diverse; ranging from the revitalization of dilapidated commercial buildings and the creation of new retail centers to enhanced job training and placement efforts and increased Marketing of Poinciana Industrial Center with expanded capital and support of prospective entrepreneurs. Specific action targets include the following: • Expand marketing of Poinciana Industrial Center • Develop a neighborhood retail center (NW 7th Avenue and NW 54th Street). • Commercial corridor revitalization on 79th St., 27th Ave., 62nd St., 54th St. and 7th Ave. • Financial and technical assistance to Poinciana Industrial Center businesses (with Tools for Change) • Strengthen merchants associations in commercial areas. • Create 847 new jobs at Poinciana Industrial Park (with New Century Development Corporation). • Create government/commercial office building near MILK Metrorail Station. • Expand availability of capital through DEEDCO, Miami Capital, SBA, BAC and loan guarantees and estimating assistance to local minority contractors. • Develop local retail center at Norton Tire site (with New Washington Heights CDC). • Acquire potential commercial sites at NW 54th Street/27th Avenue (with Greater Miami Neighborhoods). • Revitalize NW 7th Avenue corridor/develop OIC building as a shopping arcade (with Tacolcy Economic Development Corporation). Capital Improvements The need for capital improvements is seen principally as the absence of infrastructure necessary to support existing and new development, including sanitary sewer systems, drainage and right of way landscaping and sidewalks. Specific planned initiatives include the following: • Install sanitary sewer system in Stephens Manor/Ohio Park. • Provide drainage, sidewalks and landscaping in Brownsville, Hialeah Heights, Poinciana Park and Liberty City. • Provide a landscaped gateway on NW 75th Street in Oakland Park. • Provide infrastructure in Poinciana Industrial Center (with New Century Development Corporation). Public Services Public service priorities are focused on the need to support youth development, through education/scholarships and counseling on crime prevention to those "at risk". Specific initiatives include: Provide higher education counseling and scholarships through Inner City Education Foundation. Provide counseling to dysfunctional youth in high crime areas through James E. Scott Community Association. Model City/Liberty City 4 3. Overview of Problems and Solutions Economic QpportuniV Problems associated with economic development include the perceived lack of support services / technical assistance to Black -owned businesses, the need for greater local retail activity (particularly chains and franchises) and the sparsity of jobs that pay adequate wages. Solutions include exploiting opportunities to accelerate the development of the 7th Avenue corridor for Black -owned businesses and the attraction of new light industry / business to the neighborhood (Poinciana, Industrial Center, 79th Street, MI.K Metrorail Station / 27th Avenue). Explicit concerns were voiced regarding the desire to include within the Empowerment Zone portions of Model City in incorporated Dade County, particularly the Poinciana Industrial Center. Additional proposed initiatives include the creation of a neighborhood economic development office as an outreach to implement and monitor progress in implementing the Empowerment Zone Strategic Plan. Although not discussed at length at the neighborhood planning workshops it should be noted that there exist substantial organizational resources aimed at achieving the economic development activities needs in the neighborhood including: • Tools for Change • Tacolcy Economic Development Corporation • Miami Dade Community College Entrepreneurial Center • Martin Luther King Economic Development Corporation • Urban League of Greater Miami • Metro -Dade Office of Community and Economic Development Public Safety Although the specific nature of the public safety problems in Model City were not discussed in detail at the neighborhood workshops, there exists among residents an overall perception of a lack of neighborhood security and a particular concern about drug crime and "at -risk" youth. Specific solutions discussed at the neighborhood planning workshop included enhanced lighting along major pedestrian / retail corridors including 7th Avenue and 62nd Street, as well as the removal of the "sources" of some neighborhood crime, namely the rehabilitation of vacant houses (crack houses) and/or infill with new homes. In addition efforts at engaging at -risk youth in "youth build" programs through Miami Dade Community College, Northwestern High School and James E. Scott Community Association were endorsed. Although not recorded from the neighborhood workshops, it should be noted that the creation of the City of Miami North District Police Substation on 62nd Street has enhanced police visibility with more officers "on the beat" and with the creation of a neighborhood Crime Prevention Council. In addition, the effective 'Push Out Pushers" program, with its special police foot patrols should be enlarged to cover all drug hot spots throughout Model City along with expanded drug abuse prevention programs in local schools. Model City/Liberty City 5 Supporting Families / Youth Development Like most of the distressed neighborhoods in Greater Miami single parent households predominate in Model City! This absence of family structure in turn creates tremendous demands for day care and afterschool care to deal with the "latch key child" phenomena, as well as the growing problem of inadequate guidance and nurturing for at -risk youth. Identified solutions included expanded quality child care and greater motivational and cultural programs for youth. Education and Training With its low levels of educational attainment among underemployed adults and youth dropout problems, education and training is a significant need in Model City. Specific problems noted by residents included the need for greater participation in adult education programs, particularly "on the job" training opportunities. Such opportunities are becoming available through programs at Northwestern High School and the North Campus of Miami Dade Community College. Greater financial aid is seen as a major potential inducement for the higher levels of adult participation needed. Equal Opportunely Perceived problems relating to the lack of equal opportunity are those which overlap with problems associated with economic development and education and training. Specific problems identified include the tendency of local businesses to hire from outside the neighborhood, the absence of adequate financial aid for adult education and job training, as well as the lack of access to well -paying jobs in the seaport -to -airport corridor. Solutions include incentives for hiring of local residents provided through Empowerment Zone designation, as well as expanded set -aside programs and a neighborhood economic development office to ensure equal opportunity in the availability of Empowerment Zone programs. Partnerships Although not specifically addressed by residents during the neighborhood planning workshops the issue of "partnerships" is critical in Model City simply due to the overwhelming number of public and private organizations presently at work in Model City, without benefit of a shared agenda or communication network. On the attached chart is a partial listing of over 17 organizations presently at work on some aspect of the challenge to revitalize Model City, each with its own action agenda. A key to effective "partnerships' in Model City is to create a shared vision and complementary strategies through a Model City Community Action Coalition whose effectiveness would be greater than the "sum of the parts" working independently. Perhaps, the highest priority partnership challenge would be the collaboration of now separate Metro -Dade / City of Miami redevelopment planning efforts. Housin A number of related housing problems are in evidence in Model City including poor housing conditions particularly among unresponsive absentee landlords and the widespread pattern of housing abandonment leading to illicit re -use as crack houses. Similarly past clearance Model City/Liberty City 6 activities have left a pattern of vacant, often overgrown, trash strewn lots, fragmenting the neighborhood. Solutions include aggressive code enforcement, perhaps targeted to "problem" landlords. Government acquisition of abandoned houses and lots for creation of infill housing through CDC's and other non-profit agencies is seen as an effective way to remove blighting influences, while expanding much -needed opportunities for home ownership. Transportation Relative to other areas of Dade County Model City is reasonably well served by transit; with three Metrorail Stations, Metrobus service and a number of private jitney companies. However, there remains a perceived need among some residents for more convenient trams and shuttles between local services and business and as feeders to the Metrorail stations. In addition problems of inadequate parking in commercial areas (NW 7th Avenue) and poor street conditions in several neighborhoods are well documented in prior planning reports. Solutions include supplementary tram/shuttle routes as well as expansion of on -street and off-street commercial parking and completion of the phased street improvement program. Environment Two specific environmental problems were noted in Model City; the accumulation of trash and abandoned property and the absence of landscaping (and its aesthetic and climatic value). Solutions include the establishment of on -demand or scheduled trash pickup services and the creation of a neighborhood plan for landscaping, targeting transit corridors and high pedestrian activity areas. Model City/Liberty City 7 PROBLEMS AND SOLUTIONS PROBLEMS SOLUTIONS 1 Econonik Oppaduniq Lack of local business support, capital and Complete infrastructure and actively technical assistance. market Poinciana Industrial Center with entrepreneurial assistance. 2 Lack of local retail establishments. Exploit commercial development opportunities at: • MLK Metrorail station • 27th Avenue / 54th Street • 7th Avenue • 62nd Street • 79th Street 3 Need for additional light industry / well Target anchor stores (chains, franchises). paying jobs. 4 Lack of access and training for jobs in the Create community based jobs from airport / seaport corridor. transportation (cabs, jitneys). Public Safety / Drug Abuse 1 Overall lack of neighborhood security. 1.1 Improved lighting (7th Ave. & 62nd St.). 1.2 Rehab of vacant houses / infill of vacant land. 13 Effective utilization of "youth -build" programs at MDCC, Northwestern HS). 1.4 North District Police Substation* 1S Crime Prevention Council* 2 Youth and drug related crime. 2.1 Expand "Push Out Pushers" program area with special foot patrols.* 2.2 Expand drug abuse prevention programs in area schools.* Supporting Families/Youth Development 1 Absence of family structure / single parent 1.1 Expanded quality daycare. households. 2 Latch -key children (of working parents). 11 Greater motivational and cultural programs for youth. (JESCA, Inner City 1 Education Foundation) 3 "At -Risk" youth. 3.1 Same as 2.1 above. Education and Training 1 Lack of adult education, "on the job" 1.1 Expanded use of MDCC / Northwestern training. HS, Inner City Education Foundation Need for scholarships. Programs. * identified in prior plans Model City/Liberty City Equal Oppoid 1 Local busmess hunityumg from outside areas. 1.1 Incentives for local hiring (through Empowerment Zone). 2 Greater financial aid for adult education. 2.1 Set -aside programs. 3 Lack of access/training for seaport -airport 3.1 Local Economic Development office. corridor jobs. Partnership 1 Absence of a shared agenda among existing 1.1 Coalition of Model City service organizations. providers: • NET Program (City of Miami) • Tools for Change • New Century CDC • James E. Scott Community Assoc. • Northwestern High School • Metro Dade OCED / DHUD • Miami Dade Community College • Community Action Agency • North District Police Substation • Martin Luther King Neighborhood Assoc. • South Florida Economic Development Corporation • Tacolcy Economic Development Corp. • Jackson Memorial Hospital/Clinics • Habitat for Humanity • YMCA/YWCA • Boys and Girls Clubs • Inner City Education Foundation • Neighborhood churches 1 Housing Lack of responsiveness among absentee 1.1 Aggressive code enforcement. landlords. Housing deterioration / lack of maintenance. 2 Vacant (crack) houses and vacant lots. 2.1 Expanded infjll of government acquired lots by CDC's and other organizations. 3 Lack of housing choice / opportunities for 3.1 Expanded programs for housing rehab / low -moderate income home ownerships. SHP Rental rehab. Transportation 1 Greater transit access to local services j Transit shuttle / trams. businesses. 2 Luck of parking to service commercial areas Expand on -street and shared off-street (7th Avenue). parking. ^ 3 Poor street conditions. Completion of phased street improvement program. Model City/Liberty City 1.1 Establish scheduled trash pickup services. 1 Environment Trash accumulations 2 Lack of landscaping 2.1 Landscape transit corridors and pedestrian activity areas. Model City/Liberty City 10 SWOT SUMMARY (Strengths, Weaknesses, Opportunities & Threats) ECONOAHC O • aco cy Center aco cy Center T R E N G T H S •Lack of community-ba—s-e-d Fragmentation o a ties an E ownership of properties and resources A businesses Divergence of business and K community priorities N Lack of economic activity from E government owned S commercial property S E S Gain support of absentee' P landlords P O R T U N I T I E S TUck of recognition o H community priorities by the R business community E A T S Model City/Liberty City 11 •PubUc a ties service ctrs. Tacolcy Center T • Tacolcy Center R E N G T H S •Inadequate childcare U& of le"BersUp- E development programs (youth - A build) K N E S S E S Develop cHUdcare P P O R T U N I T I E S H R E A T S Model City/Liberty City 12 • aco cy Center T Northwestern high School R Tacolcy Center E N G T H S E A B N E S S E S P P 0 R T U N I T I E S x R E A T S Model City/Liberty City 13 EQUAL OFFOKL'UNrrY Vacant Ian available for dev. Police u station T Infrastructure in place R Community commercial strips E (NW 7th Avenue) N Local banks (Capital, Great G Western) T Tacolcy Center H & OIC Building Development S • ore man actunng nee e • equate twg on E • Refurbishment of 62nd/11th Avenue and 62nd Street A Ave strips R a Business/entrepreneurial N training E Access to working capital S 0 Lack of on-the-job training S programs E S • raunng of merchants in P building maintenance P 0 Tap into tourism -related O business opportunities R Create community -based T businesses in intermodal U transportation, cabs, jitneys, N etc. I T I E S Davis Bacon Act Wage H Requirement conflict with R facade renovation participation E Inability to motivate building A owners to participate in T commercial building S renovations • Potential for employers to abuse tax credits • Hiring from outside area • Potential for business relocations after tax credit qualification Model City/Liberty City 14 • ran League—ElderlyHousing' 0 Goodaccessibility; Fletror T (7th Avenue/59th-60th Streets) and I-95 R TEDC Housing Development Planned I-95 exit at 54th E Street N G T H S Special needs housgg- ransit link tom an E battered women, handicapped) • Perimeter parking A Affordable farm% housing (2-4 • Internal transit shuttle K bedroom) N • Greater affordable housing E choice S S E S Transit link to mainland P P O R T U N I T I E S Displacement causeU by H gentrification and R redevelopment E Lack of requirements for A replacement of affordable T bousing units S • Lack of legal protection for displaced residents Model City/Liberty City 15 NVIRONMENT •Water T resources/beach/boardwalk R Landscape E Preserved historic district N • Parks/golf courses G T H S Extena eacH boardwalk E A K N E S S E S P P 0 R T U N I T I E S H R E A T S Model City/Liberty City 16 Edison/Little River/Little Haiti G I:.•' •• O M � 1 , Community Strengths and Values • Enterprising community - desire to get into business • Survival instinct of the community • Family Networks • Strong neighborhood community groups Elements of the Community Vision The culturally diverse Edison/Uttle River/Little Haiti community sees a future for the area as a center for entrepreneurs from the African American and Haitian communities to establish themselves. They see a balanced community with residents from all economic levels where housing, business and education is improved. They see a culturally aware school curriculum and social services staff and programs that are sensitive to these differences. The community sees more training programs, work experience programs and most of all, activities for youth. Anion Agenda Economic Opportunity • Build 54th Street exit from I-95 • Enforcement of Community Reinvestment Act for local banks • Literacy tutoring for job skills • Develop business corridors Public Safety • Visible police/ Community policing program • Build NET offices for unincorporated Dade • Youth gangs converted to sports teams: activities for youth • Programs for "saving" and "preventing' kids from developing into criminals if Supporting Families • Support for grandparents raising grandchildren alone • Sensitivity/cultural training for Social Service provider employees • Integrate/coordinate social service system • One Stop Community Service Center • Increase child care/after school programs Youth Development • Develop parks department sports/recreation infrastructure • Expand current programs for young people • Hopelessness: orientation toward the future • Create a youth work experience educational program Edison/Little River/Little Haiti Education and T ra h* • Uteracy/Bilingual education for Haitians • Parent -Teacher association partnership development • Expansion of role of arts and creativity • Relationship to Dade County Public Schools: single member district representation • Citizenship education • Turner Technical providing training for jobs and Seaport/Airport Drug Abuse • Education and prevention programs • Strong law enforcement • Coordinated effort of all agencies • De -criminalize drugs to get young people the help they need Equal ©ppodw* • No more redlining: Venture capital and technical assistance from banks • Create transition programs for undocumented persons • Increase accessibility of affordable housing homeownership through modification of mortgage qualification requirements. Pmtnersh4n • Community based banking or credit union development for the area • Coordination between community based organizations Housing • Accessibility to financing: mortgages, rehab funding • Increase affordable housing homeownership • Code enforcement for rental buildings: overcrowding • Preserve historic homes and current housing • Sweat equity program to rehab housing Transportation • Reinstate jitney service • Provide parking for commercial areas - • Build exit on I-95 at NW 54 St and beautify roadway • Widen Biscayne Boulevard from 36 St. to 86 St. Environment • Provide water and sewer hookups for all residences • Increase water pressure • Street lighting enhancement • Code enforcement for sanitation • Cultural education of Haitian residents regarding trash disposal Edison/Uttle River/Uttle Haiti 2 1. Overview of Community Values and Vision Similar to other communities in Dade that serve as havens for immigrants from other countries, the neighborhood of Edison/Little River/Little Haiti has a such mix of ethnic heritages. The largest group is the Haitian community. Similar to Little Havana, Creole speaking natives of Haiti came to this area to reunite with their families, and transition into American life without having to confront the language barrier. The Haitian community brings its artisans, painters, professionals and others to the area. There are also many people who are considered "unskilled workers" yet they display great entrepreneurial spirit. These communities, working together, can achieve improvement in the quality of life. A concept for economic development is to link the artistic community to a training program that shares skills with the youth of the area. Following are some of the values and visions expressed by the residents and business people of Edison/Little River/]Little Haiti: Economic Onportuni jy The community sees itself as entrepreneurial in character, and limited in its ability to enhance these qualities due to several factors: small business capital needs not served by financial institutions , skilled persons with lack of knowledge about the fiilfillment of licensing requirements, and lack of access to technical assistance/business training. Solutions discussed include the enforcement of the Community Reinvestment Act legislation in order to remove the "red lining" of local banking institutions as well as the establishment of vocational training, literacy programs and a Haitian credit union. . The opportunity to expand the existing industrial park and warehouse area would link directly to potential needs of the Seaport and Airport that could be served by Empowerment Zone strategies. Access to local highways is important, so the construction of a ramp on NW 54 Street from I-95 is a top priority since it would alleviate the traffic congestion on NW 62 St and also create accessibility for travelers to the commercial/business area of Edison/Little River/Little Haiti. Sustainable Community The community envisioned an Edison/Little River/Little Haiti with a preserved historical character combined with a lively Haitian -Caribbean aesthetic. The street improvements, sidewalks and lighting additions will create a more pedestrian oriented community. Additional recreational programs at the existing parks and the development of new ones will serve to enhance the green quality of the neighborhood and give residents more recreational spaces. Edison/Little River/Little Haiti These neighborhoods would be places where people feel safe in the streets and had pride in the schools and where young and old could learn in mutually rewarding environments, free of the fear of crime. The community's sustainability is directly related to the availability of private sector financing that can assist small, minority owned businesses in the community. Community Based Partnerships Collaboration between people in the community and the agencies that provide services must be stronger. The social services agency must have culturally sensitive staff to address the needs of the community and build and foster trust. Development of the business corridors and important corners such as NW 2nd Ave., NW 7 Ave., NW 22 Ave.,and NW 32 Ave. is a focus of the group. This would require collaboration between the public sector as a provider of economic development funds and private sector investments. Strategic Vision An energetic, entrepreneurial neighborhood with thriving small businesses operated by trained and skilled individuals. A community where professionals and artisans from other countries can learn a language and obtain the necessary licensing to practice their trade in the area. The vision is of a neighborhood where people can access coordinated social services at a one stop center, and be guided as to how to improve their lives. . The vision included the creation of belief by neighborhood youth that they do have access to a higher education and career/job opportunities as well as entrepreneurial training. Also, the promotion of the idea that the neighborhood is a desirable place to live for people of all ages and income levels. 2. Summary of Past and Current Plans The EDISON/LITTLE RIVER CON04UNITY DEVELOPMENT TARGET AREA - NEIGHBORHOOD PLANNING PROGRAM 1994-96, produced by the City of Miami Planning Department is the most recent strategy developed to assist the area with the achievement of its goals to improve the quality of life. Foremost among the specific needs are: a. Maintain and increase availability of affordable housing, code enforcement for overcrowding and rehabilitation of historic properties. b. Improvements to -the infrastructure in the commercial area such as sidewalks, landscaping, signage and lighting. C. Incorporation of the Design District in community development strategies d. Language skills and technical assistance for the Haitian community e. Increase social services for new Haitian refugees. Edison/Little River/Little Haiti 2 f. Increase/renovate recreational parks g. Provide better storm sewer drainage h. Handle cultural difference in American/Haitian trash/garbage disposal methods The City of Miami recognizes the fact that the Haitian community will continue to settle here and that strong strategies to handle the volume of persons is necessary. The best way to ensure that these people do not become vagrants is to provide job training/skills programs to maximize economic development opportunities for the area. 3. Overview of Problems and Solutions Economic Ouvortunily The community finds that businesses in the area need to provide "on the job" training. There is no entrepreneurship training for youth. Therefore, programs that involve youth internships where they have opportunities to both work and study, are important to create. The people of Edison/Little River/Little Haiti see themselves as able to build up the industrial base in the area of 79th street. There is an entrepreneurial spirit and an attitude of willingness to "get into business" and the community would like to expand opportunities to do this. One important need is access to credit., through new branches of existing institutions or a community development bank. Improved transportation is vital to addressing business needs. One of the top priorities indicated by the community is the construction of the NW 54th Street exit from I-95. This would allow direct access to the commercial corridor and provide opportunities for tourists to travel. One of the key concerns of the Haitian community is the exploitation of undocumented persons by local employers. Also, the language barrier for unskilled workers limits the type of employment opportunities they can obtain. There is great interest in creating English programs for Creole speakers. Community infrastructure is in place for the development of flea markets. There are over 600 businesses already at the Northside Shopping Center, Biscayne Shopping Center, 17th Avenue Shopping Center and the Little Haiti Market. These flea markets allow the training of entrepreneurs, as they require little initial investment, and provide the low-income community with affordable goods to purchase. . These neighborhoods contain the largest concentration of minority owned businesses in Dade County. The business people of the area would like the banking community to provide micro -loans and stop the red -lining. The local banking institutions have 0% in Edison/Little River/Little Haiti 3 minority investment in the area, as indicated by a Miami Herald report quoted at the community workshop. Public Safety There is a need to provide more timely and thorough police protection. Policepersons should be more visible, and the relationship between the community and the police force should be improved. The viewpoint is that the NET offices are responsive to the community's needs, and that the police substations in the area really help the crime situation. These programs should be expanded and closer ties to the community encouraged. One priority was the suggestion of creating NET offices for those community areas in unincorporated Dade County, outside the City of Miami. The establishment of a neighborhood Crime Watch control Program, drug education prevention programs and a crackdown on the illegal drug traffic will help to diminish the drug industry presence in the area. The true situation is identified by the community as being the lack of programs and activities for youth. The fact that most young people feel hopeless about their future and literally do not care what they do allows them to drift into the drug scene. There is a need to explore ways to keep from losing youth to crime: programs which involve sports activities and more communication between the police and the businesses on the "business corners" will aid to keep the youth in line. There is an attitude problem between the young black men and the police in the community. SupDorting Families The Haitian community has great concern for its extended family structure. One of the key needs is the provision of elderly care services, such as homemaker services, meals on wheels, etc. to the stay-at-home elderly. There are many grandparents who care for children without the help of parents, and they need services and financial support not only as elderly people but as single parents as well. After school care, more subsidized day care and pre-school Head Start programs are key to enabling single mothers as heads of households to hold a job. Programs that will provide greater social mobility for parents will create a sense of hope in the youth, and encourage them to aspire to educating themselves and obtaining a skill through the proposed "on the job" training programs. The residents of the community would like the social services programs that serve their families to educate their staff for cultural sensitivity, coordination and integration of services. The concept of a "One Stop Shop" for social services and dissemination of information about programs to EVERYONE is very important to the community. Edison/Little River/Little Haiti 4 -Youth Development In this community, as in many others youth are emphasized as the most important value because they represent the future. The community feels that it is losing its youth to the criminal justice system and that this must be stopped. Solutions include the creation of more education and training programs that are directly linked to job opportunities, such as those programs at Turner Technical. One idea is to target at least 80% of the graduates for positions at the Seaport and the Airport. This strategy of giving youth hope for the future will do a great deal to control the drug trade. There is illiteracy among young people as well as lack of bilingualism for Haitians, so youth have a language barrier that limits their future employment potential. The development of literacy and tutoring programs where discussed and targeted as important. Programs that keep youth active both in and out of school were suggested, including the Police Athletic League and others. Education and Training The transition of Haitian immigrants to the American way of life starts with language skills. Many of the residents have not learned English, and so their future employment potential is limited. Funding for programs in the inner city schools has been limited, and the residents of the community feels that Dade County Public Schools is not giving them the services they need. The suggestion of representation from the community on the DCPS board was presented as part of the vision of the future. Solutions discussed include programs to improve reading and writing skills in English, as well as cultural programs for youth. The community school programs for Adult Education should be expanded. Transitional tutoring programs could be implemented by the local community groups in order to reach people who have never been in a classroom and fear the experience. Citizenship courses were discussed as important in order to allow the undocumented persons and recent immigrants to learn about the United States and what their role should be as productive citizens. The importance of libraries in the neighborhood was emphasized, having a need for a regional library in the area that can expand to become a major resource center for the community. The libraries could be networked with the schools and can provide information on employment sources, tutorials for national testing, etc. Drug Abuse Drug use and drug traffic have very negative effects throughout the community. There is a need to cut down on drug activity through a coordinated, cohesive effort of all Edison/Little River/Little Haiti 5 agencies. One issue is drug use in the families, and its effect on domestic violence. The need for accessible drug treatment centers and a shelter for abused women and children is important to the community. Strategies to control drug abuse include drug education programs, but these should emphasize the creation of activities and programs to give people hope that they have access to the improve the quality of their life, and that drugs are not the answer to feelings of hopelessness. There is a lack of drug enforcement by the police in the community, and this must be done forcefully in order to cut down the activity. LF4ual Qppgrtunity Access to information, education and social services is denied to undocumented persons, yet they have all the needs of people who live in poverty. Programs to address this serious problem in Edison/Little River/Little Haiti are necessary because it creates a number of other problems for the legal residents and US citizens living in the community. A potential solution links immigration status amnesty, education and skills training for all persons who are interested in improving themselves. Small business owners lack opportunity to expand due to lack of capital. There is "red lining" by banks and one priority for the community is to require the enforcement of the CRA legislation with regard to loans in the area. The definition of Small Business has to be refined to include "micro -businesses" with one or two employees. An example would be flea market/street vendors, at-home day care, delivery services, private school bus transport services, jitney operators, etc. Partnerships The need for coordination between the various community organizations and social service delivery systems has never been achieved, and the ability to stand united to deliver services to the community is desired by the residents. The provision of a One Stop Community Service Center in the area is a top priority. Joint ventures between the various community development organizations and private investors is desirable, particularly one which would bring full service banking to the area. Housing The neighborhood is in a very good location with respect to Downtown, the Airport and the Seaport, which are the locations of some of the major employers in Dade County. There are a number of historic, single family residences that are well built. There is good access to financing rental housing through the Local Initiatives Support Corporation. Edison/Little River/Little Haiti 6 Homeownership is important to stabilize the community in Kittle Haiti. Overcrowding code violations are rampant, and absentee landlords are not accountable for the low quality conditions. People must be educated in the process of qualifying for homeownership. The programs for homeownership, however, are not working to serve the needs of the community. It is difficult for many families to actually qualify for mortgages and it is imperative that the bank qualification process be modified to allow for the structure of this community. Culturally sensitive bank policy and staff that can process the loans are important. The need for housing designed to accommodate the extended family is required by the community,since there are entire families living together and this is a socially acceptable custom. Transportation The County's elimination of private jitney services has been a source of inconvenience for the residents of the community, as well as having eliminated a number of jobs. Although there is good bus service, this does not serve the entire community. The opening of I-95 via the creation of an exit into Edison/Little River/Little Haiti on NW 54 St. would have a dual effect: first, it would alleviate the traffic congestion on NW 62 St. and second, provide transportation access to a major thoroughfare which stimulates economic development in the area. This would be further enhanced by a street beautification project which creates an identity and gateway to the neighborhood. The railroad tracks are viewed as an asset by the community, because it provides a rail link to the Seaport. This could be developed as an important gateway. Widening of streets such as Biscayne Blvd from 36 St to 86 St. would enhance the accessibility of the neighborhood, and eliminate traffic congestion. Improved parking facilities for the commercial corridors are necessary to encourage visitors. A new bus depot at NW 79 St. and Biscayne Blvd. improves access to people who rely on public transportation to get around. Environment The need to clean up the area and enforce sanitation codes was emphasized by the community. An education program to communicate the American culture of sanitation methods to the Haitian community is proposed. More parks- especially big regional parks- are needed. There should be a program to educate parents about the need for these parks and how they can advocate them for their children. Edison/Little River/Little Haiti 7 Certain segments of the neighborhood do not have paved streets, sidewalks, water and sewer and drainage. The proposal is to connect the sewer system to all properties, and increase the hydrant water pressure. The final concept is that in order to have more control over their own destiny, the neighborhood would propose to have its own zoning board with persons from their own community making decisions about their neighborhood. Edison/Little River/Little Haiti 8 PROBLEMS AND SOLUTIONS PROBLEM SOLUTION ECONOMIC OPPORTUJNM 1 No access from I-95 1.1 Create 54th St. exit from I- 95. 2 Redlining by banking inst. 2.1 Enforce Community Reinvestment Act. 3 No major chain of grocery stores. 3.1 Provide incentives to locate: Document actual purchasing power of the community. 4 Lack of culture in financing inst. 4.1 Create credit union/Quasi prevents access to capital. government bank - Community Development Bank 5 Lack of investment in the area. 5.1 Provide and promote tax credits/business incentives to potential investors. PUBLIC SAFETY 1 Lack of code enforcement 1.1 Crackdown: more police 2 Lack of police presence 2.1 More visible policemen on foot and in cars 3 Difficult relationship between 3.1 Create youth activities with policemen and youth police: Athletic League 4 Police not responsive to 4.1 Cultural sensitivity training community Improve relationship between police and crossing guard program 5 Criminal record for youth 5.1 Decriminalize drugs and get youth the help they need: "Saving and Preventing" 6 Lack of services for area 6.1 Establish net offices in unincorporated Dade 7 Expensive safety features 7.1 Income/property tax credit for safety costs in area Edison/Little River/Little Haiti SUPPORTING FAMILIES 1 ]Elderly living alone - infirm 1.1 Homemaker services Meals on Wheels 2 Lack of information and 2.1 Provide clearing house for coordination of social services social services 3 Lack of some social services 3.1 Create structure to deliver all necessary services 4 Need for stable, stressless 4.1 Create more affordable environment housing within financial reach - homeownership 5 Grandparents taking care of 5.1 Social support services for children alone grandparents 6 Need more afterschool care 6.1 Create programs for youth programs after school in parks, etc. 7 Need daycare 7.1 Increase programs of at- home group home rare YOUTH DEVELOPMENT 1 Lack of activities, training 1.1 Create study/work experience program and youth activities in/out of school 2 Hopelessness 2.1 Programs: to help youth become oriented towards actually having a future goal and striving to achieve . 3 Losing youth to crime 3.1 More intense youth activities to prevent crime 4 Need programs for 0-3 year old to 4.1 Provide more subsidized help development daycare 4.2 Early intervention 5 FToo much time on their hands 5.1 Youth employment programs Edison/Little River/Little Haiti 10 EDUCATION AND TRAINING 1 Lack of relationship to DCPS: 1.1 Single member district accountable school board 1.2 More representation on school board 2 Need more headstart programs 2.1 Expansion of programs 3 Non -English speaking persons 3.1 Literacy program for Haitians 4 Lack of job skills 4.1 More vocational training programs 5 Lack of community needs 5.1 Parent involvement, training addressed by schools and advocacy 5.2 Leadership training 6 Turner Tech creating graduates 6.1 809o' of TT grads to be place without jobs in Empowerment Zone jobs 7 Culturally alienated schools 7.1 More bilingual staff at schools 7.2 Curriculum more responsive to culture 8 Students feel intimidated 8.1 More specialized education programs for black youth 8.2 More research for blacks 8.3 Home -community based literacy tutoring programs DRUG ABUSE 1 Continued drug problem 1.1 More programs and research for drub abusers 2 Lack of program coordination 2.1 Cohesive effort of all agencies 3 Drug pushers disregard law 3.1 More police enforcement EQUAL OPPORTUNITY 1 Haitians and other immigrants get 1.1 Education programs for lost between the cracks transition to life in U.S. 2 Language barrier 2.1 Classes for English as second language Edison/Little River/Little Haiti 11 PARTNERSHIPS 1 Need for self -organized housing 1.1 Assist homeowners with effort workshops 2 Lack of coordination 2.1 Better communication between social services and local neighborhood groups 3 No code enforcement 3.1 Community -based code enforcement task force 4 Territoralism of agencies 4.1 Do or Die: United We Stand, Divided We Fall HOUSING 1 Redlining of community: Lack of 1.1 Modify lending requirements people qualifying for loans Educate the institution re: cultural awareness 2 Absentee landlords have a 2.1 Hold them accountable problem Create incentives for renovations 3 Instability of housing 3.1 More homeownership 4 Insensitive Code Enforcement 4.1 Agencies to work together regarding demolition DEA, police, fire dept. on task force Help make improvements TRANSPORTATION 1 Access to neighborhood 1.1 Open 54th St. exit from I-95 Beautify 54th St. as gateway 2 Bus transportation inadequate 2.1 Bus depot at 79 St & Bisc. Legalize jitneys 3 No parking for visitors 3.1 Provide parking in commercial areas 4 Traffic congestion 4.1 Widen Biscayne Blvd. from 36th St. to 86th St. NE 5 Warehouses economy. 5.1 Enhance railroad tracks as Development project needs opportunity link to project transportation Edison/Little River/Little Haiti 12 ENVIRONMENT 1 Streets in bad condition 1.1 Improve streets 2 No parks 2.1 Create regional parks 3 No recreation in parks 3.1 Create facilities/programs 4 Sanitation/trash/waste disposal 4.1 Code enforcement by residents 4.2 Cultural education of Haitians regarding trash 5 No water and sewer 5.1 Provide basic infrastructure No streetlights for community No sidewalks 6 Lack of water access to homes 6.1 Increase water pressure Edison/Little River/Little Haiti 13 SWOT SUMMARY mtronot'hc Chnlorhlriities & Threats) FOR • astructure in place for flea TJor police substations T market development division in area R Enterprising community City of Miami NET office E Railroad tracks responsive to community N needs G T H S • g only a LacTc of cooperation sincerity E investment in minorities in from government agencies A area Attitude between young black g men and police N E S S E S O ght nianufacturing/industrial Decrindnalizedrugs so young P parks could be expanded people get help P Explore ways to keep kids - O communication between police R and businesses on corners T U N I T I E S Lack of capital sing youffis to criminal H Lack of knowledge about justice system R regulations E A T S Edison/Little River/Little Haiti 14 •Strong base of agencies Desire entrepreneurship T delivering social services R 3 subregional state services: E Social agencies, daycare N centers, churches, good G resident participation T H S Lack of support for Lack of activity after school E grandparents taking care of Hopelessness A grandchildren K Lack of parenting support and N education E S S E S Extendy is supportive Stabilize youth thru P cooperative housing P Programs relevant to use O R T U N I T I E S •Lack of information H R E A T S Edison/Little River/Little Haiti 15 F-DUCA'nON AND TRAJNING DRUG ABUSE •Turner Technical Awareness of problem T R E N G T H S • Desegregation effort creates Lack of cohesive effort E problem for schools A (destabilization) K 0 Tutorial services N Students failing entrepreneurial E courses S S E S Afterschool care and programs P • Literacy program P R T U N I T I E S Lack of culturalawareness in Lack —of police H local schools involvement/enforcement R E T S Edison/Little River/Little Haiti 16 A i J •SUviW instinct of the Good neighborhood groups, T community leads to success citizen participation R E N G T H S •LacE of mental and physicO Lackof structure to build an E health services for foster trust within the A undocumented persons communities K Lack os structure for adequate N representation E S S E S • Create citizenship courses in• eate partnerships P Creole P O R T U N I T I E S Continued red -lining y Lack of dialogue H banking industry R E A T S Edison/Little River/Little Haiti 17 ON Survitival instinct of community od bus sernce T • Historical value R Good financing relationship E N G T H S rer pare a proem az E a Need bus depot on 79th St. A and Biscayne Boulevard K N E S S E S Acquire large parceN of landReinstate jitneys P to build housing Open 54th St. exit from I-95 P Non -conforming uses of land O R T U N I T I E S Community does not know H what programs are available R E A T S i Edison/Little River/Little Haiti 18 • ..... ............ . )d ocations T R E N G T H S 0 of sewer service or P properties A 0 Lack Of street lights in some K areas I N E S S E S Exp adpar networ P P 0 R T u N I T I E S I of on H R E =Iation� A T S Edison/Little River/little Haiti 19 wynwood/Edgewa ter :A 1: • • • IffJej VC I pyiVi I) I kv) F411 ZAR COmmnnity Strengths and Values • A close knit community that has learned to organize and stands as one voice to better itself in spite of the problems it faces. • A young population that can take advantage of new opportunities and economic expansion. • Compact, pedestrian scale neighborhood with character and roots. Elements of a Strategic Plan • Economic development strategies that capitalize on Miami's growing international trade and Wynwood/Edgewater strategic location. • Propose alternate use of FEC tract that benefits the community and prevents use by the Port of Miami. • A Multi Service Center open 24 hours and run by a community based board. • Designation and development of Wynwood as "Old San Juan" to celebrate it's roots and create a tourism friendly environment. • Increased input and control over community services and programs. • Ongoing community participation process including Town meetings. • Resolution of immigration problems for many of its citizens. Action Agenda Economic Opportunity • The creation of a minority neighborhood based bank that increases commercial and residential opportunities. • Completion of the Foreign Trade Zone project. • Revitalization of commercial and industrial areas. Public Safety • Police more integrated into neighborhood • More input and control regarding public safety programs. • Legal reform of "revolving door" policy. Supporting Families • Integrate parenting training into existing programs. • Increase opportunities for integration of age groups. Youth Development • Children should stay in the community and not be bussed to schools • More youth programs (ex. PLA) Wynwood/Edgewater 1 Education and Training • Implement training for specific skills. Ex. "backoffice" operators for trade industry jobs. • Include spanish language library in multi service center. Drug Abuse More efficient approaches to drug information dissemination. • Increased police presence. Equal Opportunity • Resolve illegal immigrants situation. • Remove, redlining by banks, insurance, etc. Partnerships • Provide more opportunities for existing community service organizations to expand by creating parternships of expertise, capacity, and goals. • Community to gain more control of services, programs, and facilities. Manage in partnership with local government. K Housing • Create innovative solutions like cooperatives to provide increase affordable homeownership. • Make rehabilitation priority and assist homeowners with one -stop financing options. Transportation • Create a major intermodal transfer facility serving tri-rail, metrorail, metromover. "the grand central" station for the City. (FEC tract location) Environment • A central plaza that is physically expressive of it's Hispanic/Caribbean roots, including: Theater, Library, 24 hour multi service center, Statues of historical characters, festivals and a marketplace. • Ongoing system for sanitation closely monitored, and community based. Wynwood/Edgewater 2 1. Overview of Community Values and Vision Umnomic QWortunily Given it's central location and accessibility, the Wynwood/Edgewater community envisions a role as Miami's "midtown". The growth of the city core northward will increase development opportunities and create new markets, specially in trade related industries. Increased job and business opportunities will be concentrated among: • The Foreign Trade Zone project • Intermodal transit facility at the site of the FEC tract. • Revitalization of the Garment Center • The proposed Performing Arts Center and support businesses • A Film and Media district • Revitalization of warehouse and industrial space with great access to major thoroughfares. Sustainablg Community The balance of industry, commerce, and living amenities gives Wynwood/Edgewater a urban neighborhood character with pedestrian scale. The community envisions a development pattern that will not destroy this neighborhood scale and definition. Future development will be community based and be monitored to insure coordination with a community Master Plan. This Master Plan will describe strategies to maintain a livable clean, safe neighborhood that is viable for residents and inviting for tourists. Among the sustainability issues the Master Plan will encompass are: • Environmental cleanup of vacant sites and continuing monitoring. • Increased public services for trash removal and street cleanup. • Community awareness and partnerships to sustain cleanup and monitoring activities. • Assistance to commerce and industry in developing "green strategies" Community Based Partnerships An expanded role in governing it's affairs is a primary goal of the Wynwood/Edgewater community. This new role will be achieved through community based partnerships within the community as well as with neighboring communities. Several initiatives will provide the basis for these new partnerships: Leadership development, especially among youth. Recruit assistance from industry to create interactive programs Awareness programs focusing on heritage, culture,economic opportunity Increased and continuing process of community participation. the multi service Wynwood/Edgewater center in partnership with the City of Miami An active role in creating innovative housing and economic development programs in partnership with other communities. Strategic Vision Wynwood/Edgewater envisions itself as Miami's future midtown. A culturally rich, multi ethnic urban neighborhood offering economic opportunity without sacrificing livability. The neighborhood as an expression of it's Caribbean roots and as a destination point for tourism. The communities' strategic vision includes: 0 A community that does not lose it's character while sustaining growth A self-contained, culturally identifiable community • A central plaza that is physically expressive of it's Hispanic/Caribbean roots, including: Theater, Library, 24 hour multi service center, Statues of historical characters, festivals and a marketplace • The completion of the Foreign Trade Zone project • A Multi Service Center open 24 hours and run by a community based board. a Designation of Wynwood as "Old San Juan" to celebrate it's roots. This increases it's tourism potential and protects it's neighborhood character • Community based police and sanitation services. (Japanese model of Komba or police who are residents of neighborhood) • An ongoing community participation process including Town meetings. • Resolution of immigration problems for many of it's citizens • That children can stay in the community and not be bussed to schools. The creation of a minority neighborhood based bank that increases business opportunities 2. Summary of Past and Current Plans A neighborhood plan produced by the City of Miami's Planning Building and Zoning Department ('94296) is the only neighborhood planning document in effect in Wynwood/Edgewater. The plan identifies several goals and describes an action plan to achieve the stated goals and objectives. Overall Goal: Enhance, conserve, preserve and redevelop Wynwood's housing stock, residential neighborhoods, and commercial/industrial districts. Housing and Neighborhoods: Maintain and increase affordable housing promote rehabilitation and commercial renovations Commercial/industrial districts: Promote and facilitate business development. Focus on development of international trade warehousing and storage. Increase utilization of vacant warehouse buildings. Capital Improvements: Ensure an infrastructure network that promotes Wynwood/Edgewater 2 quality of life and makes neighborhood a viable residential option. focus on solid waste disposal, lighting, cultural amenities and parks • Human/Public Services: Provide adequate health care, educational, and other public services and facilities. Fxistingg.vrojects: Association for the Development of the Exceptional San Juan Daycare KIDCO Miami Rescue Mission Single Mother Shelter Dettosto Senior Center Rafael Hernandez Housing and Economic Development Borinquen Health Care Center Borinquen Mental Health Center Village South (drug program) LIGA contra el SIDA (AIDS prevention) Legal Services of Greater Miami ASPIRA Bake House Film and Media Arts Project Jewish Family Services Wynwood neighborhood facility Significant economic activities: The Garment District Bacardi International The Design District The Foreign Trade Zone 3. Overview of Problems and Solutions Economic Onportuni The lack of viable jobs is the primary concern for the community. A secondary concern is a lack of funding availability for small businesses to settle in the area. Wynwood's location along major transportation routes and it's proximity to downtown, the port and the airport is perceived as an opportunity but with some risks. The risk factor is tied primarily to the port, as it is seen as an entity that intends to "take over" their neighborhood. A fundamental problem hindering economic expansion is lack of capital creation. Solutions that could enhance economic activity include the creation of a community based bank, micro lending programs, revitalization of commercial and industrial areas (ie. garment district). Public et Wynwood/Edgewater 3 It is nearly a unanimous response that Wynwood/Edgewater wants to have a more direct participation in it's public safety. The provision of police services in particular are seen as inefficient and too -removed from the street. The preferred solution is to institute a system based on the Japanese model of "Koban" (foot patrol) where the officers reside in the community. Parallel to public safety issues is illegal immigration and a "revolving door" legal system. Although these are problems at a national policy level, this community feels particularly affected and burdened. Legal aid for these residents is desirable. Supporting families Wynwood/Edgewater sees a strong family structure as one of it's strengths, yet the erosion of this asset is a growing problem. Increased programs in parental education, a bilingual library, and focus on positive role models are seen as solutions. An effort to integrate the elderly and young alike in community support activities will be a function of the multi -use facility. Youth development A lack of positive activities and after school opportunities has eroded much of the continuity of activity between family and youth. Negative role models (ie. drug dealers) largely come from outside the community and create rifts between youth. An increase in youth programs, specifically educational/vocational coupled with more visible positive role models is seen as a much needed step to foster youth leadership and development. A key facility and program will be the Police Athletic League; Wymvood would like to receive funding priority to reinstall this program and be able to run it as a community controlled program. Education and Training Greater access to educational and training opportunities for Wynwood is related to two issues: Financial access and language barriers prevent many residents from benefitting from available opportunities. The multi -center will be able to offer a greater number of educational and training opportunities. The development of the Foreign Trade Zone will offer specialized training and vocational opportunities in a bi-lingual setting. Drabuse While drug abuse is a definite problem in Wynwood/Edgewater, it is perceived as an outside influence, where the majority of drugs are coming in from the outside. Greater police presence at the street level and better dissemination of information about the issues would help this problem. Ironically, the neighborhood feels overburdened with a large number of drug rehabilitation facilities, especially in the Edgewater area. They do not want to be the "drug rehab capital" of Miami. Tighter zoning controls and even a moratorium of these facilities in their neighborhood is desirable. Equal =ortuni Wynwood/Edgewater 4 The community as a whole feels they do not receive an equal share of services and programs. at all levels of government. they feel they are the "forgotten" community of Miami's neighborhoods. Of 20 social service programs in the 70's, there are now only 4 left. The illegal immigrants are the target group of discriminatory practices in housing, jobs, and social services. the complete neighborhood has been affected by redlining practices from banks and insurance companies. More representation in local government is seen as a key factor to gaining equality and a fair share of services. A resolution of illegal immigration policies would benefit individuals who now are not receiving equal opportunities, or who have no voting privileges. partnershins Wynwood/Edgewater recognizes the need to create local, community based partnerships within their neighborhood and outside with stronger entities and service providers. Although specific partnerships have not been indicated at this time, several issues were identified as possible areas for partnerships to surface: housing cooperatives, lending institutions from outside with a local based bank, health services providers with satellite offices, training in the form of industry sponsored bi-lingual programs administered locally. A key component of creating supportive partnerships is the idea of the multi -center as a place that gives active support to a range of organizations that are community based and can benefit from solving common problems in a more efficient manner. As an example, the local housing CDC could have a small presence there providing home repair instruction or youth training in the construction industry. Hgilsing Lack of affordable home ownership is seen as a major issue and problem in the community, leading to neighborhood destabilization. Redlining by banks and a lack of incentives for housing development exist and prevent both new construction and rehabilitation. Solutions must focus on infill housing, rehabilitation and adaptive reuse of vacant structures. Innovative programs like housing cooperatives are desirable to increase the number of homeownership opportunities as opposed to rental housing. An increased home ownership means more stakeholders and greater neighborhood stabilization. A community based bank in partnership with larger institutions and public funding would be a great boon to increasing the housing stock. Transportation Access to local transportation is not perceived as major issue. Greater access from the "outside" for specific projects, like the Garment District is desirable to increase the communities economic base. A suggestion was to consider a new exit from I-95 directly to the Garment District. On a positive viewpoint,Wynwood's location makes it an ideal candidate for an intermodal facility, which could be located in the existing FEC tract. This facility could serve tri-rail, metro -rail, and be easily accessible to existing east -west and north -south corridors. Wynwood/Edgewater 5 Environment A lack of trash pickup has been a problem for the community for a long time. The community feels that the City of Miami has been very negligent in this area. An additional problem is a large number of empty sites that have become unofficial public dumps. The community would like to have a stricter policy to make owners comply with sanitation ordinances. A series of official "mini -dumps" that are serviced by the City and County would alleviate this condition. On a pedestrian level, Wynwood/Edgewater would like to implement a system of neighborhood sanitation that is community based and operated with City and county assistance. This has both a efficiency reason and a cultural one, as in many Caribbean countries, the sanitation "agents" have traditionally resided in the neighborhood and work with the community to organize clean-up activities. Any new development should be checked for compliance with sanitation ordinances and an ongoing monitoring system, especially for industrial uses, should be implemented. Wynwood/Edgewater 6 The Wynwood/Edgewater community, as part of the Empowerment Zone Community Participation Process wishes to make, above all else, a position statement . The following items are not negotiable and will be the basis for any future program signoffs for the Empowerment Zone application or any other government funded planning effort. 1. Wynwood/Edgewater will be represented in the Task Force committee organized for the purpose of representing Dade County's Federal Empowerment Zone application to the Board of County Commissioners. If the application is successful, Wynwood/Edgewater will be equally represented on any subsequent boards set forth to implement Empowerment Zone funding. 2. Wynwood/Edgewater is adamantly opposed to the Port of Miami receiving any funding for placing a container cargo facility in Wynwood/Edgewater. The Port's intent and success with this project would destroy the fiber of our community. 3. Wynwood/Edgewater requests the Federal government to tackle two complex and burdensome issues that affect our community: a. Illegal immigrants that are allowed into the country yet are not given rights to services, education, training, jobs. b. A revolving door legal system that allows criminals back on our streets time after time, destroying our neighborhood and children 4. Wynwood/Edgewater request that regardless of the success of the Empowerment Zone application, Metro Dade county and the City of Miami will commit funds and attend to the needs identified in this document. Particularly to the need for a Multi 1 Service Center that is community based in it's management and operation. S. Wynwood/Edgewater requests that from this time on, this community will receive an equitable allocation of funding from Federal programs and services distributed through Metro Dade County and the City of Miami. The statement above is a prerequisite to establishing good and strong ties to the leadership in our community, we look forward to our community working in partnership with local government to cure the ills and build a strong future. Wynwood/Edgewater 7 PROBLEMS & SOLUTIONS SUMMARY PROBLEM SO=ON 1 ECONOMIC OPPOR]rUNM Lack of job opportunities 1.1 Develop trade skills for specific industries and for non-traditional areas. ex. housekeepers. 2 Eroded industrial base 2.1 Develop a community based bank Lack of funding for business ventures 1 Fume RURTY Low police visibility and 1.1 More assignments to NET office, manpower more accountability 2 Crime prevention programs not 2.1 More community input and control always in tune with community over programs. needs 2.2 Implement "KobaY (foot patrols) 2.3 Police officers that are community residents 2.4 Activate PAL programs 3 Revolving door legal system puts criminals back on street SUPPORTING 1 Erosion of family ties due to 1.1 Implement parental education divorce and single parents, lack of programs. larger housing options 1.2 Integrate the elderly and young alike in community support activities 1.3 (include in multi service center) Network support services through other existing clinics and services to increase awareness 2 Existing day cares at full capacity 2.1 Expand funding for a new childcare facility 1. YOUTH DEVEU0P1VflR*4T Lack of programs 1.1 Activate PAL and let community implement programs 1.2 Recapture Roberto Clemente Park from County let community run its own programs 1.3 Positive role models exposure, through community newspaper, awards, etc. Wynwood/Edgewater 1. Language barriers 1.1 Create a bilingual library in the multi -service center 1.2 Network through the existing institutions to access spanish programs Foreign Trade Zone will offer specialized training and vocational opportunities in a bi-lingual setting. 2. Loss of cultural education/identity 2.1 Include cultural and heritage programs in the multi service center 1. DRUG ABUSE Increase drug trade 1.1 Implement more police programs, including foot patrols 1.2 Demand public policy change to the existing revolving door legal system 2. High concentration of drug rehab 2.1 Affect stronger representation at city programs ,esp. in Edgewater area I zoning hearings 1. EQUAL OPPORTUNM Unfair share of social programs 1.1 Attain more representation at the city and services and county commissions . Pressure politicians who have not been responsive to their needs after seeking their vote. 2. Large numbers of illegal immigrants not eligible for assistance PARTNERSHIPS 1.1 Create community based partnerships for banking and housing development 1.2 Implement job training programs sponsored by partnership between industry and local government 1.3 Use multi service center for networking of partnerships 1.4 Expand the traditional roles of existing service providers to include parallel or training services. Ex. Housing developer also provides training program in construction skills. Wynwood/Edgewater 1. HOUSING Shortage of affordable units, esp. 1.1 Use community based banking to for larger families assist low income housing development 1.2 Implement program to remedy discrimination and redlining 1.3 Invite innovative housing strategies like cooperatives and sweat equity 2. When new housing development 2.1 Prepare a zoning document with takes place, will it destroy guidelines to guide new development neighborhood scale in maintaining neighborhood scale 2.2 Make rehabilitation and iIIfill housing priorities in any funding available; 2.3 Encourage homeownership through banking commitments TRANSPORTATION Propose major intermodal transportation facility at FEC tract. O 1. Large, vacant sites used as dumps 1.1 Stricter controls of sanitation ordinances. 1.2 Establish two or three official "mini - dumps% serviced by County and City 2. Negligent trash pickup 2.1 More accountability from City for trash services 2.2 Implement pedestrian scale cleanup program using local residents as paid staff Wynwood/Edgewater 10 SWOT SUMMARY (Strengths, Weaknessess, Opportunities & Threats) ECONOMIC OPPORTUNITY PUBLIC SAFETY •Proximity to downtown an tunate nei or oo s e T major transportation corridors permits people to know each R Easy access to Port of Miami other E & Airport N Tri-lingualism can help G promote trade industries in S. T America and Europe H • Large stock of vacant S warehouses available • c o economic c o c safety programs E infrastructure Community has little input in A the design of programs and K implementation N E S S E S 4 Create community ased bank Implement a " o an"(foot P in partnership with larger bank patrol) approach to policing P • Develop key projects: O Foreign Trade Zone, Intermodal R Transit Facility, Garment District T Implementation of commercial U rehabilitation initiatives: N Facade improvements, street lighting I 0 Marketing for increased T tourism, restaurants, parks and I hotels E e Develop entrepreneurship S program T e Port of Miami expansio—nNM Drug deilers allowed to H destroy the fabric of the continue business as usual R neighborhood Lack of protection E A T S Wynwood/Edgewater 11 • Disenfranffisement has T brought the community closer R rather than apart E 0 Multiethnic community that N has learned to live in harmony G T H S • Erosion of family base Lack of adequate programs E • Lack of parenting support and A education K N E S S E S •Expand existing clinics to Incluae programs in multi P provide parenting education service center P and training O R T U N I T I E S T u ow of residents H R E A T S Wynwood/Edgewater 12 T R E N G T H S •Language barriers or miicb of Lackof drug awareness ine E the population family structure A K N E S S E S New projects can incorporate Promote more programs that P training for specific skills integrate more holistic P ("backroom" trade in Foreign treatment for drug abusers O Trade Zone) R Include spanish language T library in multi service center U N I T I E S T Too much of a concentration H of drug abuse programs in R Edgewater area E A T S Wynwood/Edgewater 13 Close knit community T Solidarity of action R E N G T H S Eick of adequate political • Lack of adequate funding or E representation development programs A K N E S S E S Po tical pressure to gain more Create more communnty Based P representation organizations that can provide P Grass roots awareness services in partnership with p larger outside entities, R especially in economic T development and housing U N I T I E S T Urger entities will contro H unfairly R E A T S Wynwood/Edgewater 14 HOUSING TRANSPORTAMN •Infill sites available Access to all major corridors T R E N G T H S • Lack of ff6r3able ousmg, E especially homeownership A K N E S S E S Use of community aseCreate a major intermodal P in partnership with larger transfer facility serving Tri-rail, P banks to support housing Metrorail, Metromover, "the O development grand central' station for the R Create innovative solutions like City. (FEC tract location) T cooperatives to provide more development and housing U affordable opportunities for N homeownership I T I E S Continued re g Port expansion use FEC H Loss of population due to lack tract for cargo and transport, R of housing creating major environmental E problems A T S Wynwood/Edgewater 15 TO-Ielrose/Allapattah ALIAPATTAH/MELP-OSE NEIGHBORHOOD AGENDA SUMMARY community Strengths and values • Central location in the metro area, near Downtown, Airport and seaport. • Transportation network, expressways, Metrorail, Miami River and rail. • Enormous employment base. • Major University Medical School. • Important Civic facilities. • Extensive Industrial area • Bi-lingual workforce. • Availability of buildable land. • Large stock of affordable housing. Elements of Community Vision The citizens and representatives of Allapattah and Melrose have a vision of creating a safe community with a strong identity comprised of compact neighborhoods with housing, services and employment opportunities all within. The goal is to empower the residents with education, resources and knowledge in order to facilitate opportunities in the existing strong job base and in future growth. Action Agenda Economic Opportunity • Cooperation among business, civic, resident groups, police and media • Encourage involvement by financial institutions. • Assistance for small and minority owned businesses in the form of loans, rent subsidies and technical support. Public Safety • Community Policing program with smaller precincts interacting with the neighborhood. • Innovative crime prevention, stronger crime watch, youth activities and more coordination among involved parties. • Improved signage and information in the area Supporting Families • Assistance in the documentation and education of undocumented immigrants. • Support for families in tenuous situations in the form of rental assistance and transitional housing. • Innovative solutions to child care that are flexible and affordable. Allapattah/Melrose 1 Youth Development • Expansion of recreational, cultural and educational activities. • Coordination between schools and the private sector to illustrate opportunities and provide mentors. Education and Training • Technical and business training for careers with a future. • Assist in work documentation for immigrants and provide information on opportunities. • Continue English language classes and expand bi-lingual programs to technical fields. Drug Abuse • Education and prevention from an early age. • Expansion of programs such as the Better Way of Miami, Equal Opportunity • Continue English language classes and expand bi-lingual programs. Partnerships • Expansion of programs such as the Leadership Program at Regis House for the young. • Creation of a local resource center responsible for increased coordination and bi- lingual dialogue between the various agencies, the media and the public. Housing • Increase the percentage of homeowners with low interests loans and new partnerships such as Habitat for Humanity. • Encourage renovations of older homes and bring back middle income residents. • Tax exempt bonds to spur new home construction. Transportation • Tailor the transportation towards the neighborhood with the introduction of mini- bus and van service. • Encourage alternatives to automobile transportation by increasing transit use, carpooling, bikepaths and improved pedestrian connections. Environment • Emphasis on improved sanitation services in public areas and major clean-up of the river. • Implementation of a comprehensive master play • Stricter code enforcement and design review. Allapattah/Melrose 2 MELROSE/AUAPATTAH NEIGHBORHOOD PLAN 1. Overview of Community Values and Vision The citizens and representatives of the Melrose and Allapattah neighborhoods have a strong appreciation of and sense of identity within their neighborhood as exemplified by the following: Economic QWortunity The area has a strong employment base due to the location of the Civic Center, the Hospital Complex and industrial areas. The proximity to Downtown Miami and the Airport, Metrorail, Expressways and the Miami River, coincides with available land for development. Problems in the area include problems crime, poor image and social problems. Future economic opportunity will be created with: The Intermodel Transportation Center and East/West transit corridor. Growth of the Civic Center/Hospital Complex. Expansion of the industrial area in conjunction with increased airport/seaport activity. Sustainable Community The community envisions a Melrose/Allapattah comprised of compact neighborhoods, with services, schools, stores, parks, housing etc. all within walking distance of one another. Neighborhoods where people feel safe in the streets and take pride in the schools and where young and old ' can learn in a supportive environment. Future development should be community based and monitored in conjunction with a community Master Plan. A Master Plan should include: Clean up of the riverfront, reclaiming it for the public while insuring its current working status. Strengthen neighborhoods by availability of necessary goods, services, employment, etc. in a manageable walkable communityy. ommuni Based Partnerships The citizenry desires a more active role and better communication within and between all the local groups, to keep the public informed. Community policing was suggested as an example of encouraging public involvement with a localized version of a government agency in order to solve several problems. Most importantly an accountability of government agencies as to their performance in the neighborhood. Coordination between public agencies to provide services tailored to the communities needs. Leadership development, especially among the neighborhoods youth. Melrose/Allapattah Strategic -V *on A strong sense of community was needed to fill an obvious void left by a lack of leadership in the area. Services need to be tailored to the needs of residents and at an appropriate scale to the area. In order for services to be utilized the community needs to be involved in the various agencies and services, examples include. • Community Policing: With a police sub -station and emphasis on the schools. • Affordable Housing: To encourage home ownership and provide adequate housing. • Job Training: To eliminate the problem of underemployment by tapping into local employment opportunities at the Hospitals, Airport and neighboring industries. 2. Summary of Past and Current Plans A neighborhood plan entitled Allapattah Communily Development Target Area- Neighbgbood Planning Prograrn 1994-96. produced by the City of Miami -Planning, Building and Zoning Department, is the only neighborhood planning document in effect in Allapattah. The plan identifies several goals and actions to achieve the stated goals and objectives. Objective 1: Code Enforcement 1.1 Removal of illegal vehicles, businesses 1.2 Enforcement on illegal dumping, overgrown lots 1.3 Elimination of illegal units and construction Objective 2: Maintenance 2.1 Improvement of the maintenance of the public right-of-way 2.2 Periodic street sweeping in main commercial corridors 2.3 Rebuilding roadways 2.4 Coordination with County and State for road improvements 2.5 Improve street signage Objective 3: Housing 3.1 Demolish dilapidated and abandoned housing, acquisition of vacant land for residential 3.2 Rehabilitation assistance -awareness of program 3.3 Inspection and code enforcement of residential units 3.4 City of Miami Department of Development and Housing Conservation -awareness of financial assistance Melrose JAllapattah 2 Objective 4: Organizations 4.1 Merchant Association -assist in the organization 4.2 Home Owner's Association -assist in the organization 4.3 Crime Prevention Program -assist in the organization 4.4 Miami Medical Center Planning Committee -work towards development of the Civic Center Medical Complex Objective 5: Economic Development 5.1 Department of Community Development and Miami Capital Inc. -facilitate redevelopment 5.2 Community Development Block Grant (CDBG) funds -assist in coordination 5.3 Marketing and promotional campaigns Objective 6: Jobs 6.1 Allapattah NET job placement office -expand employment opportunities 6.2 City of Miami Jobs Program -awareness of program 3. Overview of Problems and Solutions Economic Ovportunily Major challenge is tapping into the current strength of the area and growth in the future. The area already has a large employment base with the hospital, courts and industrial sectors, and promises continued growth because of its central location as a transportation hub between the airport, seaport and the river, with highway and transit infrastructure already in place. The main problem is that the area has become a civic, industrial and medical downtown where professionals and technical staff work and then retreat to the suburbs. This brings an influx of autos in the morning and at night an abandoned zone of residents without financial institutions, retail, entertainment or opportunity. The residents are not participating in the main economy of the area with all of its benefits but in a secondary one. A population distrustful of the system, with language barriers and trapped by the fear of crime has the goal of moving out. The challenge is to improve the involvement of the citizenry by enhancing opportunities in current jobs and in careers for the future. Everything begins with education, whether the dangers of drugs, the responsibilities of citizenship or training in the bio-medical industry. At the same time ensuring safety and welfare as true participants in the community and creating a viable mixed income environment where successful people will stay and not move out. Melrose/Allapattah 3 Public Safety Area residents had serious concerns about the high crime rate and the destructive effects on the community. A severe problem exists with the lack of police presence in the area. The perception of crime also hams both individuals and community. The institution of community policing with smaller precincts located within the community will bring the police to the neighborhood scale and make the residents and the police accessible to each other. Stronger crime watch organization and community mobilization is needed for prevention and identifying "at risk" youths and giving them a chance. Sorting Families Family assistance providers need to be aware of the unique problems in the area. Not only are many of the residents in lower income brackets but many are undocumented in this country and many confront language barriers. Residents need help with the documentation and naturalization process and also with information on opportunities for assistance. The low incomes of neighborhood residents and the number of single parent households make affordable and innovative child care a necessity. Because of the fear of deportation when asking for assistance, many residents are living on the edge, only a paycheck from the streets. Transitional housing, rental assistance, shelters for woman with children are needed. Youth Development In an area with so many children, the lack of activities is apparent. The main problems are insufficient organized activities and role models in the community. Regis House does a great job but a dozen more are needed. Entertainment facilities, jobs that offer skills and programs that inspire are required. Education and Training The biggest problem is that the area workforce is not only underqualified for emerging technologies of the future but also for present day careers located in the neighborhood. The Civic/Hospital complex plus the industrial area and the Airport/Seaport offer thousands of jobs, most of which go to suburban commuters. The local workforce can be described as largely unprepared in technical or professional careers, with many being undocumented and with poor English proficiency. On the positive side there are many entrepreneurial business people who are bi-lingual and have experience in dealing with other cultures. Druiz Abuse Drug abuse is a serious problem in the neighborhood. Prevention, not just prosecution, needs to take place. Agencies such as the Better Way of Miami help the addict and need to be expanded and could work more closely with the Hospitals and the Courts. There has to be a concerted effort to catch the problem before it starts. Youths need alternatives to the gangs, such as recreation, training and careers with a future. Melrose/Allapattah 4 F4ual Qppor nity The most serious concerns are the barriers to opportunities created by language, cultural and ethnic differences. Bi-lingual programs should continue, because not only is English important but knowledge of Creole and Spanish should not be lost; they too are needed in business and society. Partnerships There is a sense of organized chaos in the community suffers from a leadership, identity and communication crisis. Divergent agenda's come with a vital multi -cultural area with a variety of functions and industries. There is a lack of leadership in the community, it is felt especially in accountability of government officials. Expansion of programs such as the Leadership Program at Regis House for the young can help fill the gap. Lack of communication within the community and among agencies and service providers can lead to missed opportunities. Increased media participation in order to advertise events and issues should be encouraged. The creation of local resource centers responsible for coordination of projects would assist the process. Muti-lingual dispensing of information and the active participation of the private sector ensure greater involvement. Hosing The area has an older but affordable, housing stock. There are many examples of substandard housing throughout the area, especially with the older rental properties. Another problem is the small percentage of residents who are home owners. There is a serious lack of middle income housing, necessary for keeping people in the area. Several things can be done such as providing low interest mortgages or tax exempt bonds for single and multi -family units to encourage new construction. Partnerships with non -profits such as Habitat for Humanity can help those who are in a transitional situation as can rental assistance programs. By encouraging regentrification of older homes by young professionals a greater economic mix could be is achieved while saving historic structures. Transportation The Melrose/Allapattah area's strongest element is access to various transportation networks. The proximity to the Airport and the Seaport plus having Metrorail, three Expressways and the Miami River all running through the area forms local and global links and endless possibilities for the area. Future possible transit projects such as the Intermodel Transportation Center, high speed rail line and the East-West Metrorail line will only add to the areas convenience. Problems still exist such as the shortage of adequate parking due to continued reliance on the automobile. What can be encouraged is higher density, mixed use projects in the vicinity of the Metrorail stations to take advantage of the system. Also bikeways, improved pedestrian connections should be considered. Melrose/Allapattah 5 Environment There are several major problems facing the area, which can be resolved with a little education and enforcement of controls in the area. Currently businesses dump waste into the Miami River and litter in the streets gives a rundown feeling to the area. Improved sanitation services with emphasis on cleaning public areas as needed. As for the river, strict enforcement of dumping laws and a strong community clean-up effort can reclaim the river as a community asset not just a work resource. Various sections have non -conforming uses adjacent to one another. Commercial areas overlap into residential zones. A comprehensive zoning overhaul, protecting residential pockets while encouraging mixed development where appropriate, can be achieved in conjunction with an overall community masterplan. The rundown condition of many of the structures in the area can be rectified with stricter code enforcement by the city and the county with stronger signage controls and design review of new construction. A bi-lingual education campaign can encourage residents and businesses to take pride in their neighborhood. Melrose/Allapattah 6 PROBLEMS & SOLUTIONS SL A04ARY PROBLEM SOLUTION 1 Perception of crime and social problems 1.1 Cooperation among business, civic, resident keeps business from investing. groups, police and the media to spread the word that the community is forming a comprehensive anti -crime initiative. 2 Limited number of fi=cial mshtutions in 2.1 Encourage finan3M mstitutions to try new set - the area. ups such as sharing facilities with other institutions in order to cut cost as is proposed for Overtown. 3 Lack of retail estabUMents, 3.1 assistance and loans to small entertainment facilities and everyday businesses. necessities due to the lower household 3.2 Subsidize commercial property leases for income of the area residents. small or minority owned businesses. 1 j PUBUC MFETY Lack of police presence. 1.1 Establish community policing with smaller precincts located within the community. 2 Caine, Drugs, Gangs eta i9oughout area. 2.1 Mobilize the commumty w—ith assistance om the police to form effective crime watch 2.2 programs. Provide more activities for children and teen- 23 agers after school. Create safe zones around schools and churchs. 3 Crime keeps tourist and others from 3.1 Provide more signage and information in the coming to the area area and increase police presence in the Civic Center area and on the Expressways and the Metrorail. 4 Focus on punishment ratherthan 4.1 Stronger coordination among courts, police prevention and education. and schools. Emphasize prevention more. PO 1 Large number of area residents are 1.1 Assist in the documentation of immigrants. undocumented in this country. 1.2 Courses in more than just citizenship but also in the rights and responsibilities of a resident of a neighborhood. Homeless population m the area requwmg .1 Need for temporary ousmg, as a transition, assistance• and housing for women with children. 2.2 Rental assistance before families are in trouble. Shortage of affordable child care. 3.1 Create partnership between large employers and child care providers. 3.2 Provide innovative forms of care such as after school care, evening care and elderly care. 1 YO= DEVELOPMENT : Insufficient amount of activities, sports 1.1 Expansion of recreation, educational and and cultural. cultural activities Melrose/Allapattah 2 Lack of opportunities and role models. r to v-d"M educational institution or corporate sponsor to illustrate opportunities and provide mentors. and 1 Workforce unskilled for employment in 1.1 Technical and business training stressing present area jobs or for careers in the careers with futures. future. 2 Undocuinented unmigrants being 2.1 Assist in the documentation process, dispense ineligible for employment and job training. information on work regulations. 3 ge number of residents have little or 3.1 Expand english classes anbi-lingual no english proficiency. programs for technical fields. ABUSEDRUG 1 Proliferation of drug dealing among gangs 1.1 Education and prevention from an early age. especially near schools. 2 Prosecution of the addict and not the 1 rograms such as Better WNY o ;Rth addiction. programs for the homeless addict. 1 Language barrier creates limits to 1.1 Continue bi-lingual programs. opportunities. 1 PARTNERSHIPS Lack of leadership in community, 1.1 Expansion of programs such as the Leadership accountability. Program at Regis House for the young. 2 of communication v the 2.1 Increase media parti3pation m or er to community and with agencies and services advertise events and issues. available. 2.2 Create local resource centers responsible for coordination of projects. 23 Muti-lingual dispensing of information. 1 HOUSWG Small percentage of residents are home 1.1 Provide low interest mortgages. owners. 1.2 Partnerships with non-profit such as Habitat for Humanity. 2 Substandard housing throughout the area 2.1 Encourage regentrification of older homes by -T especially older rental properties. young professionals. Lack of miUdle income housing. .1 Tax exempt bonds for single and muhi--family units to encourage new construction. 1 TRANSPURTMON No transit service through Melrose, only 1.1 Put mini -buses, vans through the on perimeters. neighborhood. 2 Shortage of a equate parldng due to 2.1 Encourage higher density, mixed use projects continued reliance on the automobile. in the vicinity of the Metroraii stations. Require large employers to implement a 2.2 carpool program. Study alternatives such as bikeways, improved 23 pedestrian connections. Melrose/Mapattah 0 1 ENVIRONMENT- Businesses dump waste into the Miami 1.1 Improved sanitation services, emphasis on River, litter in the streets. cleaning public areas. 1.2 Education campaign, bi-lingual, telling residents and businesses to take pride in their neighborhood 2 Non -conforming uses beilig a iacent to 2.1 Comprehensive zoning overhaul protecting one another. The spread of commercial residential pockets while encouraging mixed areas into residential zones. development where appropriate. 3 The rundown con ono many of Ee- 3.1 Stricter to& enforcement by the city an e structures in the area county with stronger signage controls and design review of new construction. Melrose/Allapattah 9 SWOT SUMMARY lctrprafhc W�alrnt+ec +c_ O mnrtunities and Threats) •Uomtion, locationjocation T Airport, Downtown, R Expressways, Metrorail, Miami E River, Seaport N Enormous employment base G Extensive industrial area T Availability of buildable land H 9 Bi-lingual workforce S • Crime - real and perceptton High crime rate E • Small businesses leaving the Even greater perception of A area crime K Insufficient retail, Poor image in the region N entertainment Avoidance of area by tourists E a Lower household incomes Drug trafficking S 0 Low profile financial inst. Concentration of gang activity S 0 Low overall proficiency in • Punishment rater than E English prevention S •Spansion. of MMstnal area Commufflty policing P Expand services for airport, Police mini -stations P seaport Increased patrol at schools and O Encourage bio-medical ind. parks R Job training for new Crime watch program T technologies U Expand tax base N Benefits to the hospital I complex T • Utilize the Miami River I Public marina, water taxis E Utilize transit stops S Continued fflifft—oTsmall H businesses R E A T S Melrose/Allapattah 10 T R E N G T H S • er ur ene SocialServices 0 Messure from neigliborhooa E 0 Affordable and variety of gangs A childcare 0 No entertainment facilities K • Many at risk of becoming • Lack of organized actives, N homeless recreation E 0 Not many role models in the S community S • High school drop out rate is E high S • Homeless assistance center P a Support for families in crisis, P transitional O R T U N I T I E S Many families are economically H vulnerable R E A T S Melrose/Allapattah 11 T FR E N G T H S •High drop out rate Drugs prev ent in area E Workforce unskilled Public mis-informed A Undocumented immigrants K who are ineligible for N employment, job training and E benefits S Problems with English S proficiency E S • Indigenous activities Police interaction wit P 0 Capitalize on the community P entrepreneurs Awareness for children and O 0 Delp the undocumented adults R workers: assistance in Citizen crime watch program T documentation; legal services, U information and protection N Encourage naturalization, I franchised citizens T o Expanded educational - I vocational services E o Include job placement, S childcare Desperation taldng the p ace H of hope R E A T S Melrose/Allapattah 12 M •Ethnically diverse community tur and ethnic diversity T Strong religious organizations R E N G T H S Social and economic No accountability from E segregation politicians A Apathy within the community K Lack of communication N between police and service E providers; between various S agencies; language barriers S Area split in two jurisdictions: E Allapattah-Miami and S Melrose -Dade County •Fully diverse and productive 0 Link existing community P individuals agencies P 0 Leadership to utilize resources O 0 Inclusion of multi-lingual R services T 0 Citizenry performing an active U role N I T I E S T Continued apathy among e H citizenry R E A T S Melrose/Allapattah 13 HOUSING 11LANSPORTAMN •Large stock of affordabre- Cen—tFil location in Metro area T housing Metrorail - 3 stations R Expressways -access to 3 major E Airport - average distance 2 N miles G Port - average distance 3 miles T Miami River - 2 miles of H frontage S Rail freight • Major arterial streets •Lack of middle income housing Congested surface streets E Deterioration of older housing Insufficient parking -auto A stock dependant K • Concentration of commercial Disrepair of streets, sidewalks N o Industrial uses hear housing and public area E 0 Parking and traffic congestion No consideration for S 0 Noise from airport over pedestrians S Melrose • No designated bikeways E No strong neighborhood No bus service through S identity Melrose Use of community ased-BEF Intermodal transportation P in partnership with larger benefits P banks to support housing East-West Metrorail eases a development congestion R Create innovative solutions like High speed rail - added T cooperatives to provide more convenience U affordable opportunities for Airport expansion -proximity N homeownership Port -container expansion I Mini -bus, van service T throughout area I E S T Expansion of co—m—m--e—RiV area Continued overburdening the H near housing streets with autos R E A T S Melrose/Allapattah 14 ENVIRONhEBNT • Heightened societil awareness T R E N G T H S Businesses using river as a E dumping ground A Sparse landscaping throughout K the area N Disrepair of commercial E structures S 0 Incompatible uses coexisting S E S • Strengthen co e e orcement P Pedestrian oriented P neighborhoods O • New sidewalks and streetscape R Landscaped streets- T beautification U Clean river open to recreation N and commerce I T I E S Continued disregardor e H environment R E A T S Melrose/Allapattah 15 Oveartown Comnmmity Strengths and Values • Rich African American Heritage. • Strong partnerships and planning for change exist. • Area's location is a strong economic asset. • Transportation system is well developed. • A strong core group of residents are actively working to better their community. Elements of a Strategic Vision • The area suffers not so much from internal problems but from governmental neglect and the negative effect c>f outsiders buying drugs in Overtown. • Increased job opportunity by capturing the internal community market. • Constructive challenges for atri sk develgping youth. • Affordable housing for residents. • Increased community/police cooperation. • Elimination of drugs and "WW,;e" problem will lead to economic opportunity. • Constructive challenges for yo; ith in recreation, cultural and educational activities. Action Agenda Economic Opportunity I • Match local residents with jcib training and placement programs. • Jobs linked to local needsl such as healthcare, child and adult daycare and vocational training. ! • Elimination of the negativle image of Overtown related to drugs and physical appearance will lead to increased job opportunity. Public Safety • Improved resident/police } partnerships. • Establish a Push Out Th �e Pusher program. • Expanded at -risk youth programs. Supporting Families • Programs aimed at rev • Fully staffed and supp • Partnerships to provide afterschool care and • Redesign welfare to c • Support for Overtow+ Support for the Tow,= n Overtown ersing the disintegration of the black family. )rted social services. family support including marital/family counseling, daycare, 4ercare programs. sincentivize the dysfunctional family structure. Senior Citizens ProposaL Park Village Child Care Proposal. 1 Youth Development • ]Daycare, afterschool care and at -risk youth programs. • Partnerships to provide guidance for youth development (mentoring programs). • support the Overtown Community Cultural Center. Education and Training • Perception of impediments stop residents from using existing programs. • Truancy and dropout programs are needed. • Create outreach center with MDCC / FIU and other vocational / technical centers with direct links to employment opportunity. • Expand Miami Skills Center. Drug Abuse Sale and distribution of drugs is a greater threat to the community than use. • Establish a "drug free" community zone with minimum / mandatory prison sentences for conviction of possession, sale and or distribution of drugs. Equal Opportunity • Job training and opportunity needs to be :Strengthened. • Gerrymandering and other forms of economic redlining need to be identified and remedied. Partnerships • Support for the Community Empowerment Center. • The existing Overtown Neighborhood Partntrship should be strengthened. • Encourage partnerships which will foster diversity within the community. • Support for the Overtown Merchants Alliance. `f Housing • Infill affordable housing on vacant city -owned Otes. • Programs of code enforcement, rent control and rehabilitation of existing units. Aggressive use of bonding capacity for housing. • Build housing for the homeless. Transportation t • Subsidize the cost of public transportation. • Need to establish local jitney/shuttle services come ected to Metrorail. Environment • Lack of sanitary facilities for the homeless. • Appearance standards for structures and surrounding areas need to be enforced. • Support the Overtown Sanitation and Beautification,, Team Proposal to clean and beautify Overtown. 4` Overtown 2 OVERTOWN NEIGHBORHOOD PLAN 1. Overview of Community Values and Visioning Overtown, once considered the Black economic and social mecca of South Florida, survives as a distinct area today in spite of past "urban renewal efforts" which would have destroyed lesser communities. Divided by two major highway corridors and situated adjacent to an expanding downtown Miami, Overtown is located on some of Miami's prime real estate. Overtown is an area where both the need and the opportunity for empowerment has arrived. Economic OD ov rtuni_tV There is a need for job training and placement. Forty percent of the property is under Government ownership. The area has a prime geographic location next to downtown and the civic/medical complex. Recent planning efforts have brought together working partnerships among residents/MDCC/area merchants, the City of Miami and Dade County. A comprehensive plan recommending the establishment of a new Community Redevelopment Plan and Tax Increment Financing District was recently completed. The area is receiving governmental attention and is poised for a - rebirth. The key to empowerment of the area lies in solving the crime problem and providing education job training, and business development opportunities. j Sustainablg Community Recent efforts by the Neighborhood Partnership have revealed a strong desire by the community to identify needs and map out strategies towards sustainable community development. Projects like the Historic Folklife Village the renovation of the Lyric Theater and extension of 9th Street Pedestrian Mall are underway, aimed at fostering cultural identity and pride. On -going efforts of the CDC's and CBO's are producing new affordable housing. Initiatives for education and job training programs have been identified. With renewed efforts to remedy the homeless situation and increase community and police efforts to deal with crime, Overtown's "image" can be transformed as a solid community of w committed, hard working citizens, a community of good decent people who will empower + themselves and provide a better future for their children. Community Based Partnerships Long before "empowerment" became a popular catch phrase committed residents of Overtown realized that community based partnerships are a key to betterment. In this regard many key relationships exist within the area. A major focus of community effort occurred in January, 1993. A partnership of Miami Dade Community College through its nearby Medical Center Campus, the area residents, and the Kellogg Foundation sponsored a three-day community design workshop. This effort lead to the Overtown Neighborhood Priorities for Action Plan. A comprehensive community generated problems and solutions statement. Overtown 1 Another recent partnership between the City of Miami, the Overtown Advisory Board and the Florida Center for Urban Design and Research produced a comprehensive community redevelopment plan. The Black Archives and the City of Miami are working toward developing the Historic Folklife Village which will bring needed jobs to the area. Partnerships of many kinds are in place and working to better education, economic opportunity, health care, and the other interrelated elements which lead to improvement in the quality of life for the area residents. A Strategic Vision for Change Overtown residents understand who they are, their history and what problems must be solved to empower themselves. They have boldly documented problems and proposed creative solutions. A comprehensive master plan for change is in place. Neighborhood priorities for action have been established. Partnerships among all parties involved exist and the community is finally poised, after decades of neglect and decline, to rise again as a center of African American life and culture. 2. Summary of Past and Current Plans Overtown has been the subject of at least fifteen separate planning efforts since 1979. Plans during all but the most recent years have not consistently included community participation and were aimed a redevelopment of Southeast Overtown/Parkwest as a racially and economically mixed residential component of downtown Miami. Recent efforts have been aimed at the Overtown North and Culmer neighborhoods. Three current plans are summarized below: Report to W. K. Kellogg Foundation from Overtown Neighborhood Partnerships This 1993 plan represents the work of the Overtown community forming a group of 60 residents of Overtown. On January 15th and 16th the Overtown Neighborhood Partnership drafted the first plan devised by the residents of Overtown. This work was expanded into the Overtown Neighborhood Priorities for Action Plan. Under a grant provided by the W. K. Kellogg Foundation the following is a brief summary of the neighborhood priorities: First Level - (Problems identified constantly as primary concerns) • Crime (including police issues) • Jobs (including business development) • Education • Quality of Life Overtown 2 Second Level - (Not a constant - secondary concerns) • Health care • Housing • Mentoring program A detailed explanation of problems and solutions for the above topics is included. Specific recommendations for an "action plan" are identified which include actions, resources, scheduling and funding requirements. Overtown Community Redevelopment Plan and Action Program Study December 1993 This planning effort was requested by the Overtown Advisory Board, Inc. and sponsored by the City of Miami. It was prepared by Florida Center for Urban Design and Research in association with Reginald A. Baker A.I.C.P & Robert D. Cruz, PhD. 'A key purpose of the Overtown Community Redevelopment Plan (CRP) described in this report is to augment the conditions for successful private reinvestment in the existing SEOIPW redevelopment and TIFF disbict by addressing the problems and needs of the entire Overtown Community with more comprehensive action programs". This plan provides a comprehensive vision for redevelopment of the community incorporation the following goals: 1. Overtown as a unique regional community 2. Positive response to forces of urban blight 3. Supportive development assistance for current residents and businesses 4. Affordable housing and livable neighborhoods 5. Economic development participation 6. Utilization of existing public infrastructure and facilities 7. Improved community and human services 8. Community design and cultural enhancement 9. Partnership concepts for CRP implementation Detailed programs and action and implementation plans and financing strategies are included in this report. The extent of community involvement in this process is not described. Overtown Three Year Neighborhood Plan 1994 (Draft) This planning document prepared by the City of Miami Planning Department has three general purposes: 1. It is an informational report on existing conditions in Overtown for community and staff use. 2. It provides an overview of neighborhood problems and needs. 3. It provides an action plan to meet neighborhood needs. Overtown 3 Meek/DawkinsjTeele Overtown Community Empowerment Zone Request This document is unique to Overtown, fresh with the enthusiasm of the Empowerment Community Planning Workshop a group of citizens of Overtown assembled to write a concise plan aimed at administering the empowerment funds. This proposal acknowledges the shortcomings of past efforts: "When others come into the community and get the job done for us. They leave when the monies ou4 but we are stiU here to live out our daily lives without any knowledg4 as to how to change unwanted conditions." It describes six community based programs specifically aimed at previously identified problem and proposes solutions from within the community. The proposals are: 1. Overtown Community Empowerment Center - A clearinghouse for residents who need the services this grant will provide. 2. Overtown Community Cultural Center - A center to address the problems of youth. 3. Overtown Sanilation and Beautification Team - Residents cleaning up Overtown. 4. Overtown Senior Citizens - Providing for the needs of the elderly. 5. Tovrn Park Village Child Care - developmental, preventive and remedial programs combined with daycare and food programs. 6. Overtown Merchants Alliance - The existing merchants alliance working to provide the necessities of life to residents at an affordable price. This proposal acts to strengthen the business climate in Overtown through various programs including a facade renovation plan and a revolving loan program. 3. Overview of Problems and Solutions Economic QMortunily The greatest perceived problems associated with economic development include the need to match under employed residents with local jobs as well as the need for local employment opportunities. Such opportunities are seen to be the greatest in the areas of health care, child and adult daycare, and vocational training. The proposed solution to the problems is to develop a Business/Economic Development Coalition for the City of Miami, a division of the Department of Community Development. The coalition's purpose would be to identify businesses and corporations interested in relocating into the City of Miami and matching them with the appropriate areas in Miami, including Overtown. The coalition would also systemize documentation and applications for government assistance and financial benefits, i.e., tax abatement, enterprise zones, credits for relocating in a redevelopment area. Businesses relocating to the area would provide needed employment. Overtown 4 Public S f�.,ety Major problems associated with public safety relate to the need for the community's representation and sensitivity on the part of the police department and other government agencies. For some in the community there is a negative perception of law enforcement. Incidences of police brutality are to more likely to occur in communities like Overtown, Liberty City, East Little Havana and others. Although there is a police mini -station in the community, the presence of undercover law enforcement officers is viewed with suspicion. There's also a need for an active crime prevention program. The proposed solutions to the problems associated with public safety are to organize and establish a Push Out the Pushers (POP) Program as was developed in Model City/Iaberty City; organize a neighborhood crimewatch group in the project areas; institute a Street Police Program to have neighborhood police on the streets so that the community can identify and know them personally. Additionally, there is a tremendous need for at -risk youth programs and afterschool programs to assist the current programs of the Overtown Optimist Club, the YWCA and the YMCA. Supporting Families The most significant social problem of the Overtown community is the weakening of the family structure. There are numerous single parent (mothers) homes, disenfranchised children, elderly care abuse and isolation, etc. The social services which are provided are not fully staffed and supported by their administrative agencies. The residents of Overtown have made consistent complaints concerning the level of service provided by the various social services and programs regarding hours of operations and the accuracy of information provided. The residents of the Overtown community propose creating a "quality of life" committee to focus on social, political, and educational issues and problems, including legislation to modify welfare programs which promote the disintegration of the family unit. Such an effort should seek to create a network of associated family support services including marital/family counseling, day and afterschool care and grandparent sitters programs. Youth Development Due to the fact that a majority of families in the Overtown community are single parent, female -headed households, there is an enormous need for daycare facilities for their young, either at the workplace or near the home. Additionally, there is a need for afterschool programs and programs for at -risk youth. The community needs to encourage churches, government agencies and businesses in the Overtown area to provide and/or subsidize childcare by issuing vouchers, direct reimbursement, and on -site or near -site childcare centers. An alternative for a group of small businesses is to create a daycare consortium for the area employees. Referral Services is also a viable option for large and small businesses. The Overtown Optimist Club, once properly organized and operated and funded by private companies, can be a great asset to Overtown 5 the community for youth and afterschool programs. mucation ana i raimna The problems in the area of education and vocational training are not the lack of programs, but the perception of the numerous impediments. Also there is a high truancy/dropout rate among the youth in the community. The creation of an outreach center for MDCC, FIU and other vocational/technical centers which have a direct employment link with local businesses and corporations is needed. The hospitality industry is a rapid growing field in South Florida and Florida International University has created a nationally recognized hospitality program to train persons in hotel management and catering services. Additionally, expansion and greater marketing of vocational training at Miami Skills Center and other vocational centers. Hou5ing Principal housing problems in Overtown include poor living conditions and lack of affordable housing for ownership. One key housing solution is to create affordable housing on vacant properties in the existing residential areas. Because of its proximity to downtown Miami, single family housing units should be designed in clusters and/or group housing configurations. Height restrictions should be included to maintain a human scale and low density. In addition new initiatives are needed to rehabilitate existing multi -family housing stock to accommodate improved design standards and living condition requirements. A more aggressive use of bonding capabilities for housing, and enactment of the "fair share" housing requirements for the provision of low -moderate income housing by new downtown development and other development which displace low -moderate income residents should be coupled with public/private joint ventures to develop single and multi -family housing for ownership. Health Care For the last two decades, healthcare services have been virtually non-existent in the Overtown community, with residents often relying on Jackson Memorial Hospital's emergency ward for all healthcare needs from minor cuts and illnesses to serious injuries. The proposed solution is to establish a non-profit health center in the Overtown community that may serve as a training center for new doctors and nurses in internship. Doctors and health specialists should be encouraged to relocate in the Spring Garden neighborhood because of its proximity to the University of Miami/Jackson Memorial Hospital district. In addition, assistance should be provided tot he Black Archives of South Florida in rehabilitating the historic X-Ray Clinic into a functioning health facility. Overtown 6 Drug Abuse The sale and distribution of drugs in the community is a greater problem than the drugs themselves. That is not to say that a drug abuse problem does not exist. By eliminating the sale and distribution of drugs will hopefully eliminate the use of drugs. The proposed solution is to establish a "drug free" community zone with minimum/mandatory prison sentences for persons convicted of possession, sale and/or distribution of drugs within the community. Partnerships The Overtown community has experienced limited benefit from revitalization activities since urban renewal and the construction of the Interstate 95 and Interstate 395/State Road 836. With the exception of Southeast Overtown/Park West Redevelopment Area, the Overtown area is in a deteriorated condition with substandard housing, minimum social services, and minimum economic stability. The proposed solution is to establish a community action team, a "partnership" which includes residents of the community, urban planners, real estate agents and developers, attorneys, bankers and finance groups, etc. to analyze and develop a program based on the needs of the community as described under employment opportunities, affordable housing, and economic investment, transportation and social services. Nei hhborhggd Diversity Overtown was once a viable and stable low to middle income neighborhood. Since urban renewal, the economic and social attractiveness of the area was devastated. Those who could move relocated, leaving the poor to live in government subsidized public housing and privately owned "concrete monster" tenements. The proposed solution is to establish a development team in the Overtown area capable of developing a multifamily residential community for low -to -medium income individuals. This type of cross-section of incomes in the community will create an interest by commercial and retail ventures to provide goods and services to the community. EAual Opportunity A decline in the Overtown labor force occurred, along with the decline in population. Unemployment rates were higher in 1980 than they were in 1970. Dade County's unemployment rate stood at 6.9 percent as compared to Overtown's rate of 9.0 percent. The proposed solution is the development of vocational/employment centers to train low and no -skill student/workers about today's technological advancement and guarantee them a job/career upon graduation. Overtown 7 Transportation The transportation system through the Overtown community, although efficient to its present level of completion, has several problems relating as to the needs of the residents of the community, i.e., high cost of public transportation, slow Metrobus service, unorganized jitney services, and no Metrorail service to West Dade, Miami Beach, North Miami and North Miami Beach. The proposed solution is to establish a local shuttle/jitney service for the community with direct connection to the Metrorail stations, Downtown, Omni and the UM-JMH/Civic Center area. Studies are presently being conducted for future Metrorail and other transportation expansion projects. Environment There are three environmental problems which are most - apparent: public/private trash pickup and excessive litter, lack of sanitary facilities for the homeless and an appearance standard for structures and their surrounding land area. A possible solution is the formation of a neighborhood based maintenance and beautification team. A subsidized facade renovation program which employed local residents could provide jobs and a better "image" for the area. Overtown 8 PROBLEMS AND SOLIMONS PROBLEM SOLUTION 1 Economic Devdapment Lack of Jobs due to deterioration of 1.1 Remedy crime, image problem. local buying power, crime, drug 12 Establish :night life" related businesses. trafficking and public image. 13 Incubate businesses in area. 1.4 Provide job placement services. iS Remedy homeless situation. 2 Lack of employment variety. 2.1 Attract tourist related employment with Overtown Folklife Village District. 22 Develop centralized information and referral office for job openings. 3 Lack of job training and related 3.1 Establish job training facility. management skills. 4 Need access to capital. 4.1 Establish micro -loan program. 42 Establish loan guarantee program. 5 Need franchise opportunities. 6 lack of defined business district. 6.1 Have community development identify business wanting to locate in Miami and match them with appropriate sites and needs. 7 Inadequate water, sewer, & lighting 7.1 Upgrade infrastructure. hinder business location into Overtown. 8 Successful businesses are relocating to 8.1 Provide community patronage for those better market areas. businesses. 9 Overtown has higher interest and 9.1 Remove base reasons for higher rates insurance rates due to redlining. (ie. crime). 92 Prove redlining exists and bring legal action. 10 Lack of knowledge of available 10.1 Provide information to interest building incentive programs for commercial area owners. renovations. 11 Difficulty in using enterprise zone 11.1 Simplify enterprise zone application incentives for small businesses. process. 12 Lack of youth employment. 12.1 Job training skill taught in school 12.2 Provide access to Government programs for youth jobs (ie Service Corps) 123 Vocational/Employment training centers to train low -skill youth new skills aimed at specific jobs. 13 Lack of bilingual workforce. 13.1 Promote language skills in school. Overtown 14 Lack of jobs based on the Overtown 14.1 Attract through an incentive program community's needs businesses which provide for community needs and patronize them. 14.2 Develop program on small business development. Public Safety 1 Crime 1.1 Establish a "push out the pusher" (POP) program. 1.2 Organize neighborhood crime watch groups. 13 Institute a street police program with neighborhood police on the street. 1.4 Provide jobs. iS Provide proper lighting in parks and on streets. 1.6 Consider area curfew. 2 Slow police response times. Expand manpower and hours at the police mini -station. 3 Improve police relationship with Establish a neighborhood team of com,,,n;ty, officers (Recruit new officers from Overtown). Sensitivity training for officers. 4 Crimes against the elderly. Establish elderly crime protection program (Elderly escort and/or transportation). Telephone friends for elderly. 5 Newly released ex -offenders in area Improve resources for ex -offenders without support. (Halfway house with comprehensive services). More parental involvement linked to better discipline at school. 6 Gang violence. 1 Supporting Families Disintegration of the family structure 1.1 Support services network focused on and the related problems. families: • Parent counseling • Daycare/afterschool care • Removal of disincentives in welfare programs which split families • Expand headstart program 1.2 Provide better job opportunity through job skill training and placement Overtown 10 2 Lack of affordable daycare. 2.1 Expand daycare facilities and hours. 2.2 Subsidize (sliding scale) daycare. 23 Grandparent support and sitter program. 2.4 Small business sponsored daycare consortium. 3 Lack of health care. 3.1 Expand health related services for community (not -for -profit health center). 3.2 Assistance to black archives to rehabilitate the historic C-ray clinic into a health facility. 33 Encourage medical usage in the Spring Garden neighborhood. 3.4 Have residents in need of primary care patronize the AMA/OCHO facility. 4 Teen pregnancy 4.1 Provide education to prevent pregancy. 5 Aids prevention program 5.1 Provide Aids education program Youth Development Lack of adequate and diversified 1.1 Prenatal care. programs for youth. 1.2 Headstart program. 13 Increased emphasis on education and discipline: • Mentoring programs • Tutoring programs • Recreational programs • Drug and alcohol prevention programs • Youth cultural center 1.4 Provide structured programs at parks nd youth center. 1.5 Provide expanded, subsidized afterschool programs. 1.6 Provide a job readiness program. 1.7 Provide youth employment program. 1.8 Expand Optimists Club activities. 1.9 Sex education and pregnancy prevention programs. Lack of programs for at -risk youth. 2.1 Create program for at -risk youth. Overtown 11 Education and Training 1 Need for higher educational attainment. 1.1 Increase safety and security of schools. 1.2 Take disciplinary actions when required. 13 Conversion of B.T. Washington Middle School to senior high school. 1.4 Public/private/community and local college collaboration to improve academic performance of schools. iS Tutorial and mentoring programs for at - risk students. 1.6 Better access to Magnet School 1.7 Program. 1.8 Parent/teacher/student contract programs. 1.9 Staff schools with teacher who want to 1.10 work in Overtown. Expand headstart and daycare programs. Fund Overtown School at the level 1.11 necessary to achieve academic success (ie higher than less at -risk communities). Establish a scholarship program linked to community service. 2 Need for job training skills. 2.1 Develop a vocational senior high school (similar to Miami Skills Center). 2.2 Provide subsidized adult education programs. 23 Provide different curriculum in school to better prepare students for real world job situations. 3 Dropouts/truancy. 3.1 Enhanced partnerships with all youth programs to offer incentives to stay in school. 3.2 Preventive health care and pregnancy education programs. 3.3 Provide parenting program. 3.4 Develop Adopt -A -Kid program. Overtown 12 Drug Abuse 1 Proliferation of drug usage and 1.1 Expand drug treatment center to alcoholism. include: • 24 hr. operations • Children counseling • Mental health counseling • Aids prevention and education program 12 Aids hospicx; • Home health care 13 program Partnership between courts and rehabilitation program. 1.4 Comprehensive treatment program to remedy root causes of problem (ie. lack 1.5 of education or employment 1.6 opportunities) Increase police activity in high incident areas. Push -out -Pusher (POP) program. Expand war veteran's/drug and alcohol program (ie. in relation to I-395 homeless). EIS Opportunity 1 Disregard for EEO laws, constitutional 1.1 Training of Government staff and safeguards and parliamentary elected representatives. procedures. 2 Zip code gerrymandering. 2.1 Task Force to document this illegal activity and follow-up legal remedies. 3 Economic exclusion by banks and 3.1 Remove base reasons for this activity funding opportunities. (ie. crime or perception of unsafe 32 conditions). Better media coverage showing the positive side of community. 4 Employment, training discrimination. 4.1 Provide equal access to programs through legislative action. 42 Improve educational level and job skills. Overtown 13 Partnerships 1 Need to link community resources to 1.1 Create partnership within the meet community needs. community which will: • Link job training and job opportunities. 12 Create educational opportunity: (MDCC, Board of Education, parents) 13 Develop historic Folklife Village (Black Archives, City of Miami, Chapman & Dorsey House and X Ray clinic). 1.4 Mentoring programs. 1.5 Expand activity of the Overtown Partnership. 1.6 Require local businesses to "give back" to the community which patronizes them: + Job training + Preferential hiring of area residents + Expanding services and hours 13 Increased use of condominium and cooperative housing types. 2 Lack of affordable rental units. 2.1 Rent controls and subsidies. 2.2 Support CDCs building housing units. 23 Redevelop existing multifamily housing stock without raising rent. 3 Homelessness 3.1 Expanded homeless assistance program (Mt. Zion CDC Homeless Assistance and others). 4 Senior citizens housng. 4.1 Link CDA and funding to build at grade elderly housing units. 5 Need for historic preservation and 5.1 Identify at risk properties and apply for restoration. preservation grants. 52 Link at risk properties with the Historic Folklife Village Project. 6 Overcrowded units. 6.1 Increased code enforcement linked to a program to find new housing for the displaced families. Transportation 1 Too expensive for low income groups. 1.1 Subsidize jitney services. 12 Subsidize public transportation system. 2 Special needs are not being addressed: 11 Provide funds for increased elderly + Elderly transportation program. • Special community events 2.2 Have CAA sponsor buses for special community activities. Overtown 14 Euvhwment 1 I-395 homeless encampment. 1.1 Provide homeless assistance program including drug and alcohol rehab. 2 Need for neighborhood clean-up: 11 Clean and maintain city -owned lots. • Vacant lots 2.2 Enforce existing regulations for private • Hazardous materials & debris property. • Abandoned cars 23 Provide a mini -dump station for • Dilapidated buildings Overtown/Wynwood area. 2.4 Provide additional funds and manpower to remedy lack of enforcement and upkeep in recent years. 3 Need to beautify areas of Overtown to 3.1 Expand activity in target area through increase quality of life, property values use of CDBG funds. and neighborhood image. 4 Strengthen the park system. 4.1 Follow through on recommendations of the Draft Three -Year Neighborhood Plan. 5 Improvement to general aesthetic and 5.1 Adopt progressive design standards for urban design of the area. new construction and related projects. 5.2 Have a comprehensive streetscape and facade renovation program funding by TIF of the proposed CRA. Overtown 15 SWOT SUN04ARY (Strengths, Weaknesses, Opportunities & Threats) •Vacant land Vith goo ovation Homeless assistance program ffR Community bank center Aids prevention program at • Good transportation links health center E Overtown Historic Folklife N Village (cultural heritage) G • Longshoremen' Hall T • Industria District H Center for health technologies S CDC Projects Lack of franchises Crime E Lack of positive media Auto thefts A coverage Correctional facilities in area K Crime Crime caused by lack of N Economic redlining opportunity E Literacy level S • Employment variety S Lack of distinct commercial E center S Develop "ru a i messes - Expand police presence P Encourage Black professionals hours P to locate in Overtown 0 Improve police/community O Job training/business relations R development 0 Improve crime prevention T Tax breaks for small businesses programs U Youth business program 0 Provide lights N a Micro -loan program 0 Provide school guards at I 0 Educational family learning school zones T center "GED with students" I E S Perceived image of Overtown H R E A T S Overtown 16 •MCs and CHOs T Health center R Overtown shopping center E TPV childcare center N Overtown Optimists G Mr. Am. Council of Christian T Clergy H Residents S • Parks • Churches • LacE of Wo-rdable aycare • c of youth programs E Lack of healthcare A K N E S S E S Big Brother/Sister mentonng Cultural center Fouth center P program 1Vlentoring program P Youth & family development Recreation programs O program Job readiness program R Single parent program (off T welfare to job) U Increased parent counseling N Expand headstart program I Restoration of Black families T Family resource center I (AARP) program E S H R E A T S Overtown 17 EDUCKFION AND TRAU'QNG DRUG ABUSE • c o ars p e ucation program War veterans program T (Magna) R Black archives E • Childcare/Headstart N Adult education centers G Schools T • Rainbow Village Daycare H afterschool program S 0 Elderly care program • Educational leveland Lackof police enforcement E attendance Lack of good community A Career development programs relations K Parental involvement N E S S E S • Convert B.T. Washington to Drug treatment program P high school • Child counseling P Start voter program 0 Mental health counseling O 0 Concerned teachers and • Aids prevention & education R guidance counselors 0 Aids hospice T • Sex education 0 Home healthcare U 0 Expand scholarship programs N Leadership development I Link youth with universities T Increased parental involvement I E S H R E A T S Overtown 18 • Back 7 c ves toric T FoWde Village R 0 Lyric Theater/Performing Arts E Ctr. N 0 Qvertown partnership between G MACC and merchants T 0 YMCA/Rainbow H Village/Parks S 0 Merchants Alliance • Reeves Health Clinic •Travel distances for magnet 0 Ciflz--ens/Police partners ps E schools A K N E S S E S Employment training Create more community based P organizations that can provide P services in partnership with p larger outside entities, R especially in economic T development and housing U N I T I E S • Zip code gerrymandering H Economic exclusion by banks R and other funding E opportunities A T S Overtown 19 •Affordabli low K middle Access to MetrorM & buses T income housing • Local jitney service R St. John's CDC projects E New Hope Overtown Project N Existing homeless program G (Mt. Zion CDC Assistance) T H S More homeownersEo Lack of spedif transportation E Lack of upkeep of rentals A K N E S S E S • more or a e rentals,u si a jitneys P homes (SF), elderly housing Subsidize public transportation P Convert public housing to Provide special transportation O private units needs R More historic preservation Improve STCs responsiveness T Rent control U N I T I E S T Absentee landlords H R E A T S Overtown 20 ENVIRONMENT •Parks R E N G T H S homeless encampment E • Overgrown lots A • Dilapidation of buildings K e Hazardous materials and N debris E • Abandoned cars S S E S • Beautification projects P 0 Clean up projects P 0 Street lighting O R T U N I ' T I E S T 1-395 Homeless encampment H R E A T S Overtown 21 Little Havana/La Pequena Habana IMILE HAVANA NEIGHBORHOOD AGENDA SUZ OL4kRY Community Strengths and Values • Commercial corridors on Flagler and Calle Ocho • Hispanic Festivals and Parades • Central location • Family Networks • Strong neighborhood community groups Elements of the Community Vision The residents and business people of Little Havana see the area as a center for tourist activity and bustle, with beautiful, clean public spaces, parks and boulevards. Their vision includes a little Havana that is drug free, safe and full of quality residents of various economic levels with pride in their different hispanic cultures. Action Agenda Economic Opportunity • Program for physical development of area as tourist center • Amnesty program for undocumented persons • Literacy tutoring for job skills • Homeless management Public Safety • Community policing program • Code enforcement on illegal alcohol sales • Youth gangs converted to sports teams: activities for youth • Establish drug treatment center and shelter for abused women and children Supporting Families • Expand family centered intergenerational activities • Sensitivity training for Social Service provider employees • Integrate/coordinate social service system • Parenting classes for teen parents • One Stop Community Service Center • Increase child care/after school programs Youth Development , • Expand sports/recreation activity programs • Dance/theatre/art programs for young women • Hi-tech/science activity programs • Create evening activities • Literacy/bilingualism programs Little Havana 1 Education and Thaining • Bilingual education • Cultural role models for youth • intercultural exchanges among diverse hispanic groups in area • Expansion of role of arts • Relationship to Dade County Public Schools • Citizenship education • Programs for women students: stipends and child care during training • Import/export trade training for jobs and Seaport/Airport Drug Abuse • Education and prevention programs • Neighborhood drug treatment facility • Creation of jobs accessible to local residents • Law enforcement Equal Oppomv* • Increase accessibility of affordable housing to more families/elderly • Small business venture capital and technical assistance • Reduce or waive license fees for small businesses • Create transition programs for undocumented persons • Continue bilingual voter registration Partnerships • Incentives for local businesses employ local residents • Coordination between community based organizations Housing • Code enforcement for rental buildings • Convert Sect.8 tenants to homeowners • Develop cooperative housing for tenants • Preserve historic homes and current housing • Sweat equity program to rehab housing • Regentrification of neighborhood with YUCAs • Zoning permits for granny flats • Increase awareness of residential paint program Transportation • Reinstate jitney service • Provide parking for tourists • Tourist trolley linked to Metromover/Metrorail • Connections between parks with trolleys • Riverboat and water taxis Little Havana 2 Little Havana. 3 lXrIZ.E HAVANA/lA PEQUENA HABANA NEIGHBORHOOD PLAN 1. Overview of Community Values and Vision The citizens and representatives of the Little Havana neighborhood have a passionate bond with the area. For many years, it was the first suburb of Downtown Miami, and numerous historic pioneer buildings remain to this day. Since the early 1960's, the area has served as the safe haven for many hispanic immigrants from Latin America and the Caribbean. Initially, it was the place where Cuban immigrants settled, so it was nicknamed Little Havana, and the name remains to this day. Although most of the younger Cubans have moved out, the influx of new hispanics who are Central and South American refugees to South Florida have gravitated to the Little Havana neighborhood. It is still an area where Spanish is spoken in all the local business establishments and an hispanic immigrant does not have to cross the language barrier if he/she lives in Little Havana. His/her transition to the American way of life is made easier by the familiarity of language and culture. The hispanic elderly like to live in little Havana because they can be self sufficient with easy access to goods and services in their own language. For them, learning English and a new culture is a formidable task. For many latins, especially Cubans, Little Havana is the hispanic cultural heart of the overall community. Although many Cuban immigrants have become financially successful and moved away, for Cuban -Americans who were very young when they emigrated, this is the closest thing to a home country they will ever have. Those institutions in little Havana such as the small Teatros , Museo Cubano, Ballet Concerto, the Camacol and others have kept the flame alive for their country. Although little Havana's population may be comprised of people from many different hispanic countries, for Cubans it will always be the repository and beacon of its culture in exile. The physical development projects proposed by the community are linked to educational and service projects necessary to achieve their vision of a little Havana with tourist activity and bustle, as well as beautiful clean, public spaces, parks and boulevards. Their vision includes a little Havana that is drug free, safe and full of quality residents of various economic levels with pride in their different hispanic cultures. Following are some projects that the community feels will enhance the quality of life in their neighborhood environment: • Miami R.ivenvalk/Park Community Center • Development of 8th Avenue as entertainment/cultural district • Expansion of SW 8th Street sidewalks for outdoor cafes • Latin Quarter - 8th Street Plaza and Specialty Center across from Domino Park • Connection of Parks with green boulevards • Plaza Mercado for fruit and flower markets • One Stop Community Service Center • Street Vendors Little Havana/La Pequena Habana Following are some of the values and visions expressed by the residents and business people of Little Havana: Economic QpportuniV Is characterized by the area's potential as a tourist attraction and hispanic cultural center. The proximity to Downtown Miami and transportation such as Metrorail, Metromover, the Expressways and the Miami River, coincides with an availability of abandoned properties and land to be developed. Hindrances to the area's attraction of investment and economic development include problems because of crime, poor image and social problems. Sustainable Community The community envisioned Little Havana as a walkable neighborhood, with green areas and tree lined streets linking parks to create a tree shaded street network, with services, schools, stores, parks, housing etc. all within easy pedestrian accessibility. Neighborhoods would be places where people felt safe in the streets and had pride in the schools and where young and old could learn in mutually rewarding environments. The reverence of the elderly and their inclusion in the pattern of daily life is key, and allows for extended families to support one another, sustaining families and keeping them together. ommuni Based PartnershiR5 Collaboration among people in the community and the agencies that provide services must be stronger. The neighborhood has taken clean-up of the Jose Marti park into their own hands. There is a need for residential rental buildings to be acquired by tenant -based cooperatives in order to provide opportunities for homeownership for families that would otherwise not qualify to purchase a home. This would involve a collaboration among private property owners, housing agencies and financial institutions. ,Strategic Visiog An active, youth oriented environment where there is access to cultural activities for both residents and visitors alike. An area that highlights the arts, music, crafts and events of all the various hispanic cultures that have settled here. A neighborhood where people can access social services easily and a community center that provides a physical focal point for the neighborhood. The vision included the creation of hope in the neighborhood youth that they do have access to a college education and career/job opportunities as well as entrepreneurial training. Also, the promotion of the notion that the neighborhood is a desirable place to live for people of all ages and income levels. Little Havana/La Pequena Habana 2 2. Summaly of Past and Current Plans La Pequena Habana has been the subject of numerous plans aimed at preserving and revitalizing the neighborhood by improving and integrating the physical, economic environment and the human development conditions of the area while retaining and reinforcing the cultural history and identity. Current and recent planning recommendations are summarized below. Neighborhood Planning Programs 1990-1996. Economic Opportunities Job Training and Placement Program Business retention program Latin Quarter Specialty Center and open air public market. Lating Quarter Specialty Center Hotel Tower theater renovation Facade treatment program Marketing plan Festival/Special Activities development Public Safely/Drug Abuse Police surveillance and resident participation program Drug sweeps along commercial areas Gang prevention program Supporting families Comprehensive social programs focusing on the entire family and parenting. Parenting support groups and parenting training. Orientation and counseling for employment opportunities. Pre -natal care. Bi-cultural effectiveness training. Retirement planning. Long term prevention program. Elderly program. Youth development Summer jobs program Recreation equipment, programs and staffing for Jose Marti Park. Riverside Park improvements Henderson Park improvements. Bryan Park improvements Domino Park improvements. Little Havana/La Pequena Habana 3 Education and Training New elementary school in the neighborhood Cultural integration programs and literacy classes for immigrants After school programs and skill training programs Tutoring and mentoring program. Partnershivs Public sector/Private sector/CDC/foundations Housing Single and multi unit family rehabilitation program New multi unit family rental construction New multi unit family ownership construction Single family/duplex paint program Code enforcement Demolition of existing, dilapidated, burned -out and or abandoned structures. Transportation Linkages to service the elderly and low income residents with medical, education, and recreation programs. Linkages for urgent family services. Off street parking facilities to serve commercial and residential areas. Local street and sidewalk improvements. Environment Street tree planting program. Commercial facade beautification program. Clean up empty lots. Rubber tires and construction debris removal. Commemorative wall to the Cuban martyrs. Anti -graffiti campaigns and paint events. 3. Overview of Problems and Solutions Economic Opportunity Little Havana sees itself as a tourist attraction and culture center linked to the Seaport tourist traffic via the 8th Avenue/5th street Bridge and the Riverfront. They view the area as a potentially vibrant focus of entertainment, dining, and shopping. This would require the development of several major projects which would employ the local residents and showcase their performing talents, artistic products and native crafts. One of the key concerns of the community is the exploitation of undocumented persons by local employers. Also, the language barrier for unskilled workers limits the type of Little Havana/La Pequena Habana 4 employment opportunities they can obtain. Concerns about the lack of training in computer technology are prevalent, as well as the need for workers to learn modern technology for their specific field or skill. Physical condition of the neighborhood was discussed as being unattractive to new employers. A neighborhood development program, headed by the East Little Havana Community Development Corporation, in cooperation with all the other community based organizations in the neighborhood, was proposed. Solutions discussed include initiating a "limbo" status for undocumented persons who can have a period of time to become trained and find employment, and the development of technical training programs to improve skills. The presence of homeless drifters who roam from Downtown to Little Havana also contribute to the negative image of Little Havana as a tourist center. The creation of programs to channel them to various facilities for help is indicated as an important element in the overall economic development strategy for the neighborhood. Public Safety Little Havana is the center for a very active illegal drug trade, which brings the vandalism, petty theft and prostitution associated with addiction. There are illegal alcohol sales from establishments lacking liquor licenses. Youth gangs are prevalent and are responsible for a lot of the crime activity. The establishment of a neighborhood Crime Control Program, drug education prevention programs and a crackdown on the illegal drug and alcohol sales will help the situation. Nevertheless, the root of the problem is identified by the community as being the lack of programs and activities for youth. The fact that most young people feel hopeless about their future and literally do not care what they do allows them to drift into the drug scene. Parents adamantly stated that to truly kill the drug activity the problem needs to be attacked from all sides: stronger enforcement of the law, creation of positive activity programs for youth and detox/rehab centers. This should be linked to a job training program where the young people will feel that they do have a future, and will strive to achieve. Supporting Families One of Little Havana's strongest components is the network of the extended family. The culture historically has revered and cared for its elderly people, and this is evidenced by the prominent role of the elderly in the community. There are programs such as the"Viejos Utiles" (The Useful Aged) who participate in projects to improve the community. Many of them are keys to the working mother's ability to hold a job since the elderly care for the youngsters while the parents work. Housing to accommodate this structure was targeted as a need. Sometimes both mother and grandmother must work. Child care and after school activities become very important, as well as evening activities that will engage the whole family. The Little Havana/La Pequena Habana 5 cleanup of the Jose Marti park is an example of an intergenerational family activity for the improvement of the community. This initiative was targeted by the residents to be continued and expanded with the construction of a community center in the park. CDBG funding for this was approved by the City Commission in April, 1994. The residents of the community would like the social services programs that serve their families to educate their staff for cultural sensitivity, coordination and integration of services. The concept of a "One Stop Shop" for social services and dissemination of information about programs to EVERYONE is very important to the community. Youth Development The very important role that programs for youth play in the future of the community cannot be emphasized enough. This is the key to the control of the drug trade as well as the injection of hope for improved quality of life in the area. Problems outlined include the few, underfunded activities for youth and the lack of technical/science programs. There is illiteracy as well as lack of bilingualism, so youth have a language barrier that limits their future employment potential. One important factor was the role of young women in the community. As potential mothers, the cultural emphasis on the education and empowerment of the young women as community leaders has never been in focus. The young women feel that they are ignored in the parks programs and there are no activities after school for them to participate. This leads to boredom and hopelessness. They feel they will never have a career, and so pregnancy becomes the only goal. They ask: "Why stay in school if it's never going to lead you anywhere? I'll never have a career." Solutions discussed include activities for young women that are well funded and accessible to all levels of income, as well as leadership and career training programs. Education and Training One key factor in Little Havana is the declining access to bilingual education. Many of the residents have not learned English, and so their future employment potential is limited. Funding for programs in the inner city schools has been limited, and the residents of the community feels that Dade County Public Schools is not giving them the services they need. An asset for the area are the private hispanic schools that provide high quality bilingual education, but unfortunately they are not financially accessible to the entire community. These schools do focus on maintaining the culture and high academic standards, and many residents make financial sacrifices in order to send their children there Solutions discussed include programs to improve reading and writing skills in English, as well as cultural programs for youth. The community school programs for Adult Education should be expanded. Transitional tutoring programs could be implemented by the local community groups in order to reach people who have never been in a classroom and fear the experience. Little Havana/La Pequena Habana 6 r 'ILx'itizenship courses were discussed as important in order to allow the undocumented persons nd recent immigrants to learn about the United States and what their role should be as productive citizens. Special classes for women were emphasized, since many of the single arent head of household families are supported by women. Potential solutions include student stipends coupled with child care during the training period. Drug Abuse As mentioned previously, the availability of drugs and the activity of the trade create very negative effects throughout the community. One issue is drug use in the families, and its effect on domestic violence. The need for accessible drug treatment centers and a shelter for abused women and children is important to the community. Strategies to control drug abuse include drug education programs, but these should emphasize the creation of activities and programs to give people hope that they have access to the improvement of their quality of life, and that drugs are not the answer to feelings of hopelessness. Equal Qpportunily Key factors for this issue in the Little Havana community focus around small mom and pop businesses, employment opportunities and access. The access to information, to education and social services is denied to the undocumented persons, yet they have all the needs of people who live in poverty. Programs to address this serious problem are necessary because it creates a number of other problems for the legal residents and US citizens living in the community. A potential solution links immigration status amnesty, education and skills training for all persons who are interested in improving themselves. Small businesses need support through waiver of steep corporate fees, registration fees, etc. that are required to be in business legally in the City, County and State. The need for seed capital and small credit requirements can be solved by the creation of a One Stop Capital Shop through the Small Business administration. The definition of Small Business has to be refined to include "micro -businesses" with one or two employees. An example would be street vendors, at-home day care, delivery services, private school bus transport services, jitney operators, etc. Partnerships Coordination between the various community organizations has never been achieved, and the ability to stand united to deliver services to the community is desired by the residents. At the workshop, the community voted to request that the East Little Havana Community Development Corporation be designated as one of the County's selected Empowerment CDC's. They will be able to coordinate their activity as builders of affordable housing with the community based social service providers such as the Little Havana Development Authority, the Camacol, the Latin Quarter Association, Centro Mater, Vecinos en Accion Little Havana/La Pequena Habana 7 through the Annie Casey Foundation project, etc. ousing Although one of the community strengths and values is the high quality of the affordable, housing in the area, there is still a great need to improve the living conditions of many of the residents. One of the solutions mentioned by residents is the provision of additional Sect. 8 vouchers. The need for housing designed to accommodate the extended family is required by the community, or at least the ability to build granny flats as extensions to existing housing. Locating the elderly family members nearby is very important to the community, and special facilities to care for disabled and mentally ill persons in the neighborhood do not exist and are deemed very necessary to the area. The provision of incentives for middle income YUCAs (Young Urban Cuban Americans) to purchase older historic homes and renovate them was proposed by the community. This would provide a good income mix and generate more retail activity in the area for the local small business community. It will also bring back the younger generation of people who are rediscovering their pride in their language and culture, which they suppressed in their desire to become "americanized". This is evidenced by the popularity of hispanic artists with this generation, called 'born again hispanics" by the media. TranWortation The County's elimination of the private jitney services that operated along SW 8th street and Flagler Street has been a source of inconvenience for the residents of the community, as well as having eliminated a number of jobs. Although there is good bus service and access to Metrorail and Metromover in East Little Havana, there is a need for small capacity short run vans and buses. The addition of a Tourist Trolley service and water taxis from the river to Metrorail and through the neighborhood was mentioned by the community as one of the transportation enhancements to the economic development strategies. Improved service for transporting the elderly and handicapped is required. The creation of parking facilities for tourists and residents near the commercial activity is also needed The expansion of the sidewalks on SW 8 Street to accommodate outdoor cafes will require the rerouting of traffic to other major street arteries. Little Havana Development Authority agreed to be responsible for this project, since they have been trying to get a federal waiver to do just that for ten years. Environment The need to clean up the area and enforce sanitation codes was emphasized by the community. One key factor is that many vacant lots which could be developed have Little Havana/La Pequena Habana 8 environmental hazards and/or contamination, which are costly to remove. This makes the cost of affordable housing development unreasonable, and prevents the land from being developed, leaving it open to continued trash dumping and becoming an eyesore. One solution proposed is that the community apply for an environmental clean up grant through the EPA, linked to the Empowerment Zone Strategic Plan. This could be set aside as a fund to pay for clean up of properties that would otherwise be good for development of affordable housing and commercial projects. The neighbors have taken the initiative and volunteered for cleanup work in Jose Marti park. This is one solution to the problem of parks full of trash and graffiti, and is requested by the community to be enhanced through landscaping funding and programs. Little Havana/La Pequena Habana 9 PROBLEMS AND SOLUTIONS PROBLEM SOLUTION ECONOMIC OPPORTUNITY 1 Exploitation of undocumented 1.1 Amnesty program to create a persons transition into legal status: education of rights 2 Unskilled workers with language 2.1 Initiate literacy tutoring program barriers to handle learning skills and provide skills training programs 3 Job base is shrinking 3.1 Create incentives for employers to locate in the area and hire local workers 4 Lack of training/updating in 4.1 Create user friendly programs for technology older people to learn modem technology 5 Physical condition 5.1 Initiate a neighborhood development program that addresses physical issues 6 Homeless 6.1 Create programs to channel homeless to various facilities to help them PUBLIC SAFETY Vandalism 1.1 Crimewatch - organize neighbors Drug Traffic 1.2 Drug prevention programs Illegal Alcohol sales 1.3 Liquor sales limitations Gangs 1.4 Youth sports and arts activities Domestic violence/problems 1.5 Women's Shelter, parenting classes Homeless 1.6 Transitional housing Lack of police 1.7 Police mini -stations and mounted police, community police program Revolving door criminal justice 1.8 Criminal justice reform No rehab centers 1.9 Establish treatment center Little Havana Pequena Habana 10 SUPPORTING FAMii mS 1 Adult evening activities (school, 1.1 Evening daycare providers personal enhancement) limited organized 2 Uncaring, insensitive employees of 2.1 Sensitivity training and service provider agencies communications enhancement for employees 3 Lack of nearby housing for 3.1 Zoning permissible for granny extended families flats 4 Lack of family centered 4.1 More activities with total family intergenerational activities participation. Ex. Carnival show, team sports 5 Lack of a community focal point 5.1 Build community center in JM park 6 Lack of coordination and 6.4 Reform system to be more integration of services integrated between agencies, provide a continuum of care and be more neighborhood based. 7 Domestic violence: family 7.1 Provide parenting classes and instability provide early intervention and prevention of cycle 8 Lack of sufficient services 8.1 Childcare, afterschool activities and care for the elderly: lifelong continuum of care 9 Dispersed locations of services 9.1 One Stop Community Service Center providing services and activities for youth YOUTH DEVELOPMENT 1 Few or limited activities for youth 1.1 Expansion of sports/recreation programs 2 No activities for pre -teen and teen 2.1 Create programs for dance, art, girls modeling, theatre, cheerleading 3 No technical/science activities 3.1 Coordinate with higher education institution or corporate hitech sponsor to create technical/science programs Little Havana/La Pequena Habana 11 4 Nothing to do at night 4.1 Create night activities - outdoor film festival, dances, etc. 5 Illiteracy as source of 5.1 Create literacy program that can embarrassment be done at grass roots level - tutoring of each other 6 Language barrier - no bilingualism 6.1 Start early - create English for in youth pre = schoolers program 7 Youth involved in anti -social 7.1 Initiate pro -social activities: "De activities Gangero a Pelotero" program EDUCATION AND TRAINING 1 Declining access to bilingual 1.1 Increase programs like Coral Way education Elementary, bilingual school model 2 Lack of cultural roots in youth 2.1 Create role models in culture - sponsor activities that generate pride and ability to relate 3 Lack of exchange between cultures 3.1 Initiate inter -cultural exchanges and actives: music and entertainment 4 Lack of arts for youth and family 4.1 Create outdoor art program similar to Chicago: highly interactive and public 5 Relevance to Dade County Public 5.1 Organize Parent-Teacher Schools association dialogue with district supervisors to enhance partnership in educational process 6 Lack of knowledge about parenting 6.1 Implement delivery of parenting courses and dialogues 7 Lack of information on Citizenship 7.1 Implement delivery of courses on duties and responsibilities community organizing and leadership and responsibility of citizen to know their rights: code enforcement and environmental enhancement by the community for itself. Little Havana/La Pequena Habana 12 8 Lack of information on how to 8.1 Implement a waiver of become a legal working person or immigration persecuting during citizen education period where undocumented person is informed and educated about his responsibilities in a Civics/Citizenship class 9 Inaccessibility of education for 9.1 Need for technical and language women training coupled with support childcare and student stipends (ex. Pell Grants). 10 Inaccessibility of jobs at airport and 10.1 Technical/business training in seaport trade and transportation opportunities 11 Concern over alcohol plus driving 11.1 Create training of responsibility problems of DUE so parents/residents can engage in education and enforcement DRUG ABUSE 1 Widespread usage in the very young 1.1 Education and prevention training 2 Youth have "nothing better to do" 2.1 Create recreation and other activities 3 Addition problems within families 3.1 Provide neighborhood accessible drug treatment 4 Lack of jobs - drug trade is easy 4.1 Create other jobs that build on money those trading skills and make it dangerous to be in the drug trade 5 Lack of legal enforcement - drug 5.1 Organize neighbors to report dealers think they won't get caught drug trade - crime prevention effort where residents are actively involved in confronting dealers and dealing with fear of retribution Little Havana/La Pequena Habana 13 EQUAL OPPORTUNM 1 Lack of sufficient quality housing 1.1 Continue building 202 and Sec. 8 for the elderly projects in the area: Waive federal regulations for 202 which prevent building in a commercial area or leasing commercial space in a 202 building. 2 Lack of access to small business 2.1 Expand technical assistance opportunities and incentives programs access and create "venture capital" for start-up businesses 3 Language barrier does not allow for 3.1 Create a bilingual access to opportunities; lack of entrepreneurship training activity business training in Spanish 4 Small business occupational licenses 4.1 Reduce or waive all fees charged and other fees are too high for small business and start-up companies in the Empowerment Zone 5 Poor don't have access to self- 5.1 Create programs that generate sufficiency hope for access to self sufficiency and deliver the ability to do so: entrepreneurship skills training, etc. 6 Undocumented persons have not 6.1 Provide equity for these people in access health, jobs and other services. 7 Displacement of citizens with 7.1 Bring equal opportunity to all and undocumented persons - incorporate those people in underground labor wave transition programs from undocumented to legal person 8 Discrimination for people who do 8.1 Continue bilingual voting not speak English in political system registration activity and disseminate election information in all languages 9 Lack of programs for schools in 9.1 Bring equal funding to inner city inner city areas schools and poor neighborhoods Little Havana/La Pequena Habana 14 F, PARINERSHIPS 1 Businesses do not employ local 1.1 Create linkage between business residents community and residents who have common goals to achieve for the area; increase skills training for residents 2 Lack of coordination between Provide representatives of each at community based organizations meeting so all groups will be informed and actions coordinated HOUSING 1 Need of Sec. 8 vouchers for 1.1 Develop a program to provide mentally ill and disabled Sec. 811 housing in the area 2 Need for social reform in Sec. 8 2.1 Create programs for better housing so that there is upkeep, etc. management and converting Sec. and also incentives for ownership 8 tenants to homeowners 3 Need to rehab and preserve historic 3..1 Initiate a sweat equity program to homes and current housing stock create homeownership similar to Habitat for Humanity 4 Need to bring middle income 4.1 Encourage regentrification of families back to the inner city older homes to be renovated by YUCAs (Young Urban Cuban Americans, the local Yuppies) 5 Lack of incentives for 5.1 Create coops for low income homeownership people 6 Lack of housing for extended family 6.1 Allow zoning permits for Granny flats 7 People living in substandard housing 7.1 General code enforcement and multiple families in single family homes 8 Appraised value vs. market value is 8.1 Increase affordable housing disincentive for developments development incentives for developers: tax breaks, etc. 9 Deteriorated exteriors and interiors 9.1 Increase awareness of available residential paint program and follow through on accountability of landlords who are paid to renovate Little Havana/La Pequena Habana 15 10 Renters have not tax breaks 10.1 Allow for tax reform so that renters can have a tax break for rent expense TRANSPORTATION 1 Elimination of jitney service 1.1 Initiate privately owned jitneys operated by neighborhood residents 2 No parking 2.1 Provide well designed parking facilities in commercial and residential areas 3 Insufficient public transportation 3.1 Enhance available public transport systems: promote existing programs to public for elderly and handicapped 4 No link to tourist traffic from 4.1 Create a connector bus line or Airport and Seaport similar to provide a stop in Little Havana 5 Connection between parks, 5.1 Provide special transport Trolleys recreation and social services or similar at hours other than 9 facilities to 5 6 No water transport access 6.1 Provide riverboat and water taxi services for both tourism and commuting ENVIRONMENT 1 Environmental hazards / 1.1 Create contamination clean-up contamination in valuable program for potentially developable land developable property through environmental grants 2 River is rotted 2.1 River uses maintain facilities and handle own waste: coordinate with BERM; support legislation / programs for clean-up of river and hidden waste 3 Lack of code enforcement regarding 3.1 Education and enforcement of sanitation codes driven by the neighborhood Little Havana/La Pequena Habana 16 4 Littering and graffiti 4.1 Education thru anti -litter campaign with afterschool paint - and -plant program 5 Lack of useful parks without 5.1 Encourage volunteer work for landscaping/green space landscaping, training Program Little Havana/La Pequena Habana 17 SWOT SUMMARY (Strengths, Wealmesses, Opportunities & Threats) ECONOAUC OPPORTUNITY PUBUC SAFETY •CAlle Odho, re tourist Reighbors organize to e T business responsibility for community R Flagler Corridor business improvement E district N Festivals / Parades G • Riverfront property T 0 "Willing to work" attitude of H labor force S 0 Central location • Transportation access • Drug activity Youth gangs are a un ant E 0 Youth gangs: bad image Drug sales in open A 9 Deteriorated building Crime related to drugs K conditions N o Environmental hazards E S S E S O • MwNont property go—unted police has alrea y P a Spanish Theatre District helped in nearby parts of the P 0 Latin Quarter neighborhood O 0 Little Havana Specialty Center R T U N I T I E S Abundance of d&g- re ate H crime linked to local youth R E A T S Little Havana/La Pequena Habana 18 SUPPORTING FANULIES YOUTH DE Reverence of elderly and their Strong IMry networks T contribution to the community • Youth want to contribute to R Extended family network community E N G T H S Drug and Mcoholp lems 0 Hopelessness for Me MOF E result in domestic violence • Lack of enough activities to A Family support services not keep youth occupied K sensitive to cultural issues throughout the day N Lack of coordination and 0 Teen pregnancy E integration of services • Youth input not sought S 0 Non -responsive services S 0 Lack of service agencies for E childcare, afterschool activities S and a continuum of care for the elderly O • At-home daycare providers can -YouiE are participating In P be organized community organization P 0 Community is organized and efforts. They want to be O wants to make changes happen active R • Successful existing sports T programs can be expanded U N I T I E S • Drug use Fa es 0 Drop out rate H 9 Lack of sufficient high quality o Drug use in youth R affordable housing to keep 0 Lack of rehab center in area E families together A Disorganized, unresponsive T social services S Little Havana/La Pequena Habana 19 •High quality private panic mmunity 9 ME andtie : T schools they want to do something R Hispanic library branch E Variety of hispanic cultures in N one neighborhood G MDCC Interamerican Center T • Univ. of Miami Koubek Center H S • Lack of coax anon with eavy drug activity not E DCPS reported by frightened A • Lack of arts programs residents K o Lack of knowledge about Drug trade is easy money - N citizen rights and few other jobs available E responsibilities 0 Lack of police S 0 Language barrier enforcement/presence S 0 Need more community school - E adult education programs S • Intercultural exchanges and Awareness of negative impact P activities of drug abuse: community to P 0 Neighborhood schools need to take action O be expanded R T U N I T I E S • Lack of funding for inner city o Widespreadg use H school programs Legal system: a revolving door R o Families can't afford private E schools with quality education A Drugs are the number one T problem S Little Havana/La Pequena Habana 20 EQUAL OPPORTUNITY FARI'NERSHIPS • Good quality See. 8 housing East Untle Havana T e Bilingual elementary school: Community Development R Coral Way makes language accessible Corporation - affordable E housing developer N Vecinos en Accion - neighbors G working together T Camacol - business activity for H the area S • fidocumented persons have Not enough coor on an E no awareness of resources communication between A Cultural and language barrier agencies K for many Businesses do not employ local N residents E S S E S Community g to worEmpowerment Zone to bring P attitude: create entrepreneurs everybody together P O R T U N z T 1 E S Lack of seea money H 9 Lack of management capacity R • Language barrier for some E o Small business fees too high A T S Little Havana/La Pequena Habana 21 HOUSING TRANSPORTMION •Good quality @To—rdab e Good central location T fR housing • Access to Metrorail and Historic homes and buildings Metromover E Neighborhood has a good N pedestrian scale - residential is G close to goods and services T H S • Not enough quality units Not enough service for special E available needs passengers: elderly and A o Deteriorated rental buildings handicapped K Rents are high in proportion to • No link to tourist traffic from N actual family income Airport and Seaport E Overcrowding in housing units No link to Miami River as S transportation S E S • oo qu ty community prove pe estnan qu ty o P development corporation can neighborhood P build O Available properties for R rehabilitation T Land available for U development N I T I E S • La-ck of sufficient funding to Not enouiE services H build all that is necessary Continued heavy traffic not R e Environmental contamination routed correctly E of land prevents housing A development without expensive T cleanup process S Little Havana/La Pequena Habana 22 t t ENVIRONhWIff i5ood park areas T Paint program for buildings R available E 0 Neighbors willing to volunteer N to clean and landscape parks G T H S • Environmental hWRs E 0 Contaminated underground A o River is rotted K Not enough landscaping in N parks E S S E S • Organize volunteer an scaping P activity P & Miami River as walk/park O 0 Connect Riverside Park to Jose R Marti Park via Orange Bowl T Create plaza. and "mercado" U fruit and flower markets N I T I E S Funding for eFviro=ental H cleanup R River problem must be E handled through Federal A agency: too long a time frame T Graffiti writers abundant S J Little Havana/La Pequena Habana 23 a k Miami Beach AHAIVII BEACH NEIGHBORHOOD AGENDA SUMMARY Community Strengths and Values • Rich social and cultural diversity. • Economic growth in tourism, film, fashion and entertainment. • Exuberant urban sole, preserved architectural heritage and an "urban tropical" lifestyle. Elements of a Strategic Vision • Expanded convention/tourism business with new and restored hotels. • Improved regional access with rail linkage to the mainland. • Accelerated job training and placement for underemployed poor. • Affordable housing for families and residents displaced by gentrification. • Strong families supported by necessary daycare and counseling. • Constructive challenges for youth in recreation, cultural and education activities. Action Agenda Economic Opportunity • Training programs matching residents with local jobs in hospitality, entertainment and health care • Support for local retailers and artists facing escalating rents. • Assistance and encouragement to small/minority entrepreneurs. Public Safety • Increased sensitivity and neighborhood minority representation by fire and police officers. • Innovative crime prevention/youth programs. Supporting Families • Multifaceted support programs for struggling families; counseling, day/afterschool care, grandparent sitters. • Removal of aid program disincentives for family unity. • Outlets to celebrate cultural roots and diversity, African American/Hispanic/Caribbean Culture Center Youth Development • Coordination among existing youth program providers. • Expanded sports/recreation programs. • Fee subsidies and transportation services for low income families. • Facility/programs targeted to at -risk youth. • Creative incentives to stay in school. Miami Beach Education and Training • Local college/university outreach programs (IvDIDCC, FIU). • Expanded adult business and vocational training with student financial aid. Drug Abuse • Local subsidized drug rehabilitation center and outreach counseling. • Partnerships between drug rehab programs and courts. Pxfiterships • Incentives for employers to train, hire and provide services to local residents. • Partnerships between small business and job placement agencies. Transportation • Expanded perimeter parking with local transit shuttles. • Strict parking enforcement/use of parking fees to expand supply. • Light rail link to mainland. Era*onntent • Establish recycling program; education, receptacles and drop off points. • Personal hygiene facilities and related services to the homeless. Miami Peach 2 1 1 .13 PrIMW 1: • ZIA V,• • P 1. Overview of Community Values and Vision The citizens and representatives of Miami Beach have a strong appreciation of and sense of identity within their neighborhood due to four key positive characteristics. Social/C ul ural Diversity: As characterized by the area's rich ethnic mix, excellent cultural facilities and programs and a high degree of tolerance. Economic Opportunity: As evidenced by appreciating property values, expanding tourism, film and fashion industries and growing development, employment and business opportunities associated with the area's (historic district) preservation and revitalization. On the downside however, such prosperity is seen as a threat of gentrification with accelerating displacement of low -moderate income renters and reduced opportunities for affordable home ownership. Sustainable Community: Was expressed as a principal reason for strong neighborhood attachments, including such factors as the preserved urban scale and architectural character, the lush landscape and proximity to water amenities, and downtown, producing a unique "urban tropical" style of living. Community Based Partnerships: Highly rated among many residents including the dynamic linkages among health care, education, parks and community organizations. The expressed "Strategic Vision" for the Miami Beach community focused on the following factors perceived as missing links: 1 Expanded Convention/Tourism Industry: With the necessary new convention hotels. • Improved Regional Access: With a transit link to downtown Miami, the "Jobs Core" and regional services. • Affordable Housing: For low -moderate income families to compensate for the market effects of gentrification and resulting displacements. • Employment Services/Job Training: To eliminate the problem of underemployment by tapping into local employment opportunities in the hospitality, film, fashion and entertainment industries. • Homeless Services: Including special job training and emergency housing. • Strengthening Families: With necessary daycare and counseling services. • Active Recreation Programs: Particularly those aimed at engaging youth. tmi Beach 2. Summary of Past and Current Plans The southern portion of Miami Beach has been the subject of numerous past plans aimed primarily at stimulating reinvestment and revitalization. Although plans prepared in the late 1970's and 1980's were largely aimed at massive redevelopment, current plan policies are aimed at achieving economic revitalization while retaining the area's historic architectural heritage and rich social -economic diversity. Current or recent planning activities are summarized below. Adopted by the City and County Commission in 1992, this plan focuses on the revitalization of the historic neighborhood surrounding the Miami Beach Convention Center. Major initiatives of the plan include the preservation of historic structures, the enhancement of the area's urban quality of life, the development of convention quality hotels and the renovation of the many smaller hotels in the area. With the improvement in the City's inventory of quality hotel rooms, convention -related tourism is expected to produce significant job opportunities in the hospitality industry. Lincoln Road Revitalization An eight -block pedestrian mall within the City Center / Historic Convention Village, Lincoln Road is in the midst of an extensive revitalization under the auspices of the Miami Beach Development Corporation. Specific planned initiatives include new anchors of entertainment, an enhanced pedestrian environment and extensive provisions for local artists and entertainers. With the on -going public -private investments, significant new employment opportunities are anticipated. Community Development Block Grant Program Pursuant to the Housing and Community Development Act of 1974, as amended, and the Cranston -Gonzalez National Affordable Housing Act of 1990, the City of Miami Beach has established the following nine objectives and associated programs and community investments. Objective 1: Housing / Economic Development Through Acquisition / Disposition 1.1 Affordable housing / home ownership (18 units for low -mod income) 1.2 Community Center 1.3 Interim Finance Program (CD "Float" loans) Objective 2: Public Facilities / Infrastructure 2.1 North Beach tree planting 2.2 Lincoln Road redevelopment 2.3 Flamingo Park playground 2.4 North Shore Park playground 2.5 Normandy Isle Park improvements Miami Beach 2 Objective 3: Public Services 3.1 ASPIRA Youth Development Program (gangs, dropouts, "at risk" youth) 3.2 Boys and Girls Clubs (afterschool, tutorials aimed at "at risk" youth) 3.3 Senior Center (homebound, adult daycare) 3.4 Cure AIDS Now - Meals on Wheels 3.5 Comm. Schools childcare / vocational scholarships (tuition waivers) 3.6 Jewish Community Center (childcare fee waivers) 3.7 Elderly hot meals - Little Havana Center 3.8 Low -moderate income daycare - Little Havana Center 3.9 Rainmothers food voucher / loans 3.10 St. John's Child Care Centers (fee waivers) 3.11 Mt. Sinai - community outreach 3.12 Myers Community Health Center 3.13 Gay / Lesbian Community Center (see 1.2) Objective 4: Clearance Activities 4.1 Clearance Activity: Boarding and securing vacant / unsafe structures Objective 5: Rehab / Preservation Activities 5.1 Miami Beach Development Corporation / Rehab. 20 units for special needs 5.2 Financial resources to rehabilitate multi -unit buildings, home ownership and rentals, and single family to decent standards 5.3 Facade enrichment: Grants to property owners with businesses for improvements (signs, paint, awnings, etc., within low/mod. income areas) 5.4 N. Beach Revitalization - facade improvements 5.5 S. Florida Art Center - low/mod. income artists - studios and showrooms Objective 6: Removal of Architectural Barriers 6.1 Nursery program for mentally handicapped 6.2 Affordable studios for artists on Lincoln Road Objective 7: Minimizing Person Displacement 7.1 Relocation assistance Objective 8: Contingency 8.1 Line item for contingencies Objective 9: General Administration and Planning 9.1 Coordination and monitoring of CDBG projects 9.2 Funding for management Miami Beach 3 3. Overview of Problems and Solutions Economic QWoduWV The greatest perceived problems associated with economic development include the need to match underemployed residents with local jobs as well as the need for greater local employment opportunities. Such opportunities are perceived to be the greatest in the hospitality and entertainment industries. A secondary, but significant problem is the perceived erosion of local small businesses, forced out by rising property values fueled by gentrification. Identified solutions to the employment problem include a training program for local residents particularly for the hospitality industry, coupled with incentives for businesses to hire locally. Solutions associated with the support of small, local businesses include subsidized commercial property leases (as is being done on Lincoln Road with CDBG funds) as well as expanded availability of management and technical assistance and loan guaranties. Public Safety Major problems associated with public safety relate to the need for greater community representation and sensitivity on the part of police and fire personnel, as well as the need for active crime prevention programs. Identified solutions include the creation of an activist community advisory board coupled with policies for equalized promotions and aggressive local minority recruitment. In addition programs are called for to increase police/fire sensitivity to the neighborhood through diversified training and greater multi-lingual personnel. Additional at -risk youth programs were called for, including a possible media center, to complement the current programs of ASPIRA and the Boys & Girls Clubs of Miami. Supporting_ Families Two specific problems are identified in this category. First and most significant are the societal pressures contributing to the disintegration of the family unit leading to the predominance of single / absent parent homes, disenfranchised children, elder care abuse and isolation, etc. The identified solutions include a network of associated family support services including marital / family counseling, day and afterschool care, grandparent sitters programs, plus a removal of aid program (welfare) disincentives for family unity. An additional noted problem is associated with intergenerational cultural conflicts within the families of recent immigrants. Identified solutions include the creation of an African American / Hispanic / Caribbean Culture Center aimed a fostering an appreciation of the ethnic and cultural roots among the diverse segments of the local population. Miami Beach 4 Youth Development Specific problem areas are the absence of adequate programs to challenge and engage area youth, particularly those classified as " at risk". Solutions focus on linking and coordinating the efforts of existing programs (ASPIRA, Boys and Girls Clubs, PAL, afterschool care) and providing necessary resources inducing recreational and educational materials and transportation services. In addition the concept of creating a youth media training center, linked to the local entertainment industry was proposed for consideration. Education and Training Two specific problems noted were the lack of vocational training for underemployed adults as well as the high truancy / dropout rate among minority students. Identified solutions include the creation of outreach program centers of MDCC and / or FIU perhaps linked to local business needs. One promising example would be an outreach of the Florida International University Hospitality program to train local hotel employees. Complimenting solutions include an expansion of existing vocational programs at Fisher -Feinberg, the provision of small of business training programs and expanded student aid. Solutions identified for the dropout problem included the creation of a coalition of youth program providers with the creation of tangible incentives to stay in school. prig Abuse The proliferation of crack cocaine and alcoholism is perceived as a significant problem. The identified solution is to create a local drug rehab center, perhaps in association with the Mount Sinai and/or Stanley Myers Community Health Outreach programs. It was emphasized that such programs must be made available at little or not cost for low -moderate income drug abusers. In addition special communication and partnership efforts are necessary between the courts and the rehab center programs. Egual-Qpportunity Specific problems associated with equal opportunity included a perceived disregard for equal employment opportunities and constitutional safeguards, as well as the lack of minority representation among police and fire forces, noted above under Public Safety. Solutions included focused training and policy adjustments by government staff and elected representatives. Partnerships A key problem in this category is seen as the absence of critical linkages between local resources (jobs and services) and those in need of empowerment. Specific solutions include the creation of incentives for local businesses to hire and train local residents and to provide support in areas of transportation, housing and drug abuse. Housing Three specific housing problems were noted; the lack of rental units affordable for low - moderate income residents, widespread displacements due to gentrification and the lack of low -moderate income homeownership opportunities. Solutions included an expansion of existing housing voucher and other subsidies, the renovation of small unit structures to Miami Beach 5 accommodate families, more aggressive use of bonding capabilities and, most significant, the enactment of "fair share" requirements for the provision of low -moderate income housing by new "luxury" development and all redevelopment which displaces low -moderate income residents. Transportation Several key inadequacies were noted regarding transportation; the absence of a local -service transit system, a severe parking deficiency and the lack of a transit link to the mainland. Solutions include a localized transit shuttle linking perimeter parking reservoirs, with more aggressive parking code enforcement and use of parking impact fees. In addition the creation of a light rail link to the mainland as well as expanded water taxi services was strongly endorsed. Environment Three environmental problems were noted; the absence of local recycling efforts, the lack of sanitary facilities for the homeless and a diminishing supply of land area on which to meet local needs for housing, youth services, etc. Solutions include the creation of a recycling center and education program and the creation of a homeless hygiene facility. Miami Beach 6 PROBLEM AND SOLUTIONS PROBLEM SOLUTION ECONOMIC OPPORTUNITY 1 Need for Local Jobs 1.1 Training for residents to meet local a) Job training/education employer needs with incentives for local b) Development of local jobs resident hiring. 2 Erosion of small businesses 2.1 Funding source for management and technical assistance and loans to small businesses. 2.2 Subsidized commercial property leases for small/minority businesses 23 Loan guarantees for small businesses through bond issues PUBLIC SAFETY 1 Fair representation of police and fire personnel 1.1 Create activist community advisory board 1.2 Equalized/open promotions 13 Local minority recruitment and training 2 Insensitivity to residents and tourists 2.1 (See 1.1 above) Need for greater community visibility and 2.1 Diversified training for police/fire participation personnel 23 Greater multi-lingual personnel 3 Lack of crime prevention programs 3.1 Create facility to provide training for problem youth (media center) 1 SUPPORTING FA CUES Disintegration of the family structure (single parent, absent parent, divorce, disenfranchised 1.1 Support services network focused on strengthening families c',Adren, elder care abuse and isolation) o Counseling • Day care/afterschool care • Education and training • Grandparents sitters program • Removal of aid program disincentives for family unity (welfare) 2 Intergenerational conflicts among divergent 2.1 Create African American / Hispanic/ cultures Caribbean cultural center Miami Beach YOUTH DEYELOPMERr 1 Lack of adequate and diversified programs for 1.1 Partnerships with the Police Athletic youth League for counselors and equipment 12 Coordinated effort to link and unify all youth agencies and funding 13 Offer youth activities at no cost for low income families 1.4 Provide transportation to youth activities outside neighborhood iS Provide expanded, subsidized afterschool programs 1.6 Coordinate programs of PIC and PAL 2 Lack of programs for at -risk youth 77at-risk Create facility and training programs for youth (media center) EDUCTION and TRAINING 1 Lack of vocational training for underemployed 1.1 College/university outreach programs on adults Miami Beach (MDCC/FIU) 12 Enhancement and expansion of Fisher- Feinberger vocational program 13 Provide local small business education courses 1.4 Subsidies/loans/student aid for adult education 2 Dropouts/truancy (among minority students) 2.1 Enhanced partnerships with all youth programs to offer incentives to stay in school DRUG ABUSE 1 Proliferation of crack cocaine and alcoholism 1.1 Develop a drug rehabilitation center 12 Provide drug counseling at no charge/affordable for users 13 Create partnerships between courts and rehabilitation center EQUAL OPPORTUNTTY 1 Disregard of EEO laws, constitutional safeguards 1.1 Training for government staff and elected and parliamentary procedures representatives PARTNERSHQ'S 1 Need to link community resources to meet 1.1 Create incentives/requirements that major community needs local employers: a) Train local residents b) Provide preferential hiring practices for local residents c) Provide assistance with transportation, housing and drug abuse 1.2 Create partnerships between small businesses and job placement agencies to place local residents in jobs Miami Beach HOUSING 1 Lack of rental units affordable to low -moderate 1.1 Expand subsidies and vouchers for housing income families choice 12 Renovate existing multi -family structures to house families 13 Bond issues to support subsidy programs Tax exempt bonds for single and multi- 1.4 family units 2 Displacement due to gentrification 2.1 Provide alternative housing on Miami (creation of homeless) Beach for displaced residents Enact "fair share" low -moderate income housing requirement for: a) All "luxury" housing development and b) All development which displaces residents Require all "fair share" housing be created on Miami Beach Adjust relocation payments for total moving costs 3 Lack of low -moderate income home ownership 3.1 Provide low interest mortgages opportunities 32 Tax exempt bonds for single and multi- family units 33 Explore partnerships with non-profit agencies (Habitat, Greater Miami Neighborhoods) TRANSPORTATION 1 Lack of local transit system and severe parking 1.1 Provide free local transit shuttle deficiency 1.2 Provide perimeter parking reservoirs 13 Strict parking enforcement and few commercial waivers 1.4 Ensure use of parking impact fees to expand parking without impacting historic district 2 Isolation/auto dependence in linking to mainland 2.1 Provide light rail link to Miami mainland/metrorail 22 Consider north/south transit extensions 23 Expand water taxi shuttles to mainland ENVIRONMENT Absence of local recycling program 1.1 Provide recycling education, receptacles and drop-off points 2 Lack of homeless sanitary facilities 2.1 Create personal hygiene facility at recycling site 22 Provide homeless education, job training and emergency housing 3 Lack of adequate land area to meet local needs for 3.1 Address local problems from a city-wide housing, youth, etc. perspective Miami Beach SWOT SUAfiWARY (Stren2thL Wealmesses. Onnortnnities & "raAftl •Strong tounsm base T Rising property values R Growing entertainment/arts/cultural E opportunities N Successful redevelopment programs G Overall community affluence T H S More local jobs More police an emen E Adult education/job training representative of the neighborhood A Need for movie theaters K Need for local serving businesses N E S S E S Transit link to mainland jo s ote P workers P Growing film/fashion/recording O industry R Convention hotel T U N I T I E S T Displacement caused by gentrification H and redevelopment R lack of federal reimbursement for E cost of alien services A T S Miami Beach 10 Go—Q social service programs Good elementary out ointe an T vocational schools R E N G T H S • c of obstetrical a ty Lack of fa—aty for headstart program E Lack of childcare/afterschool care Lack of childcare/afterschool care A program program K Lack of women's/children's center • Lack of education and training for at- N risk youth E S S E S P P O R T U N I T I E S Lack of supportive programs H R E A T S Miami Beach 11 Good elementary u orate an T vocational schools R E N G T H S • lack of a tjo trauuug E 4Lack of veterans programs A . Lack of college/university K (M DCC/FIU) N ' Lack of leadership training E S S E S mmunity vocatio sMoo P P Q R T U N I T I E S Miami Beach 12 EQUIXEMPM111 NM PARTNERSHIPS • Social -economic diversity oo community organizations T Social/cultural/ethnic diversity R Responsive commissioners E Public/private partnerships in N redevelopment G Strong religious institutions T H S •Better mmonty representation m • rester community E government employment/elected involvement/empowerment A More receptive city staff R More business/community group N partnerships to employ local residents E Lack of voter participation S • Lack of availability of Convention S Center for community use E S •130d and link existing community P organizations P Create African-American/Hispanic/ O Caribbean Cultural Center R T U N I T I E S Lack of ethnic representation in localot-ui-my- ac ar attitu es H goverment Fear of participation among R disenfranchised residents E Insensitivity of government to low - A moderate income resident needs T S Miami Beach L3 •Good housing authority Un—tr-0/accessible logRon. T R E N G T H S Special nee ousmgbattered Transit Iffik to an E women, handicapped) Perimeter parking A Affordable fami housing (2-4 Internal transit shuttle K bedroom) N Greater affordable housing choice E S S E S Transit link tom an P P O R T U N I T I E S • Displacement cause y gentrification. H and redevelopment R • Lack of requirements for replacement E of affordable housing units A Lack of legal protection for displaced T residents S Miami Beach 14 ONAIENT Water resources/beach/boardwalk T Landscape R Preserved historic district E Parks/golf courses N G T H S •Extend 5eachoar w E A K N E S S E S P P O R T U N I T I E S H R E A T S Miami Beach 15 f Community Strengths and Values Strong historical identity and appreciation of the area's heritage as an agricultural center and a long-established African -American residential enclave. Key opportunities in the available land base for economic development, community self-improvement and environmental enhancement. Deep concern for the quality of life and levels of opportunity facing the community's coming generations. Elements of a Strategic Vision • Freedom from fear of crime, with increased police visibility and with youth provided opportunities for decent recreation and hope for a meaningful and rewarding future. • Use of vacant land for housing, recreation, preservation, and compatible business development, enabled by completion of infrastructure. • Strengthening of the historic residential, low -scale character of the community. • A sustainable community with local opportunities for work and enterprise, social services and recreation. • Critical transportation linkages to larger centers of employment and services outside of the immediate neighborhood. • Holistic youth development programs encompassing decent and creative recreation; effective job/vocational training for meaningful jobs; and life skills to round out constructive and positive personal character. Action Agenda Economic Opportunity • Water and sewer improvements to allow land development for infill housing and local business development. • Linkage of housing initiatives to job training and construction trade business establishment for community residents. • Job training and vocational education for youths and adults. • Increased and more accessible support for local small business development: grants, loans, and business training. •" Life skills training for youths. Public Safety • Drug abuse preventive education, rehabilitation and counseling. • Improved police visibility and response time. • Increased patrols. • Local police substation. • Improved lighting of streets and parks. • Public education/outreach to encourage tip hotline use. Supporting Families • Innovative programs in day care provider training, solving service needs while Goulds 1 establishing local businesses. Reinforcement and expansion of existing, effective Head Start and after school (Phoenix) programs. Development of hospital/medical facilities. Community centers to meet recreation and social service needs. Youth Development • Supervised, decent recreational opportunities to provide healthy and constructive outlets. • We skill training, mentoring and counseling, and local cultural facilities to provide crucial social skills and a grounding in positive community values. • Job training, vocational education, improved transportation and regional economic development to provide meaningful work opportunity and instill hope. Education and 7haining • Expanded after school programs to address life/social skills, environmental awareness, job training and recreation. • Improved access to existing resources (Morgan Vocational School and others). • Job training linked to local/regional opportunities in housing construction, high technology, light industry, agriculture, tourism. • Special programs for underemployed adults. Drug Abuse • Residential rehabilitation and treatment facility in Goulds. • Mandatory counseling and treatment provided for first-time offenders. • Preventive education programs. • increased police presence with special attention to parks and other known hot spots. • Improved use of the tip hotline. Equal Opportuurity • Flexible qualification guidelines for business development assistance programs. • Credit counseling and other applicant assistance for mortgage and other lending problems. • Sensitivity to multicultural values, and community history/memory, in carrying out historic building preservation programs. Partnerships • Improved communication and coordination among multiple government agencies and multiple community groups. • Linkages of service and housing initiatives (day care, affordable housing) with training programs and establishment of sustainable local businesses. Housing • Expanded existing partnerships and programs for low to moderate cost infill housing development (Habitat for Humanity, CDC, etc.). • Completion of water, sewer and other infrastructure. • Programs to encourage lease -to -own arrangements. • Expanded subsidy programs for rehabilitation grants. Goulds 2 Thansportation • Major linkage (Metromil/dedicated busway) to Homestead and other centers of employment and services. • More frequent scheduling of transit on all neighborhood throughfares. • Auxiliary services (Le. jitneys) to link local streets, and meet special needs of elderly and youth. Environment • Compatible and community enhancing development of vacant land for housing, recreation, preservation and business. • Improved County services to combat illegal dumping. • Programs to improve youth environmental and landscape awareness. • Preserved natural sites of unique indigenous environment. • Broad multicultural focus to historic preservation efforts. Goulds 3 GOULDS NEIGHBORHOOD PLAN 1. Overview of Community Values and Vision The citizens and representatives of Goulds have a strong and compelling vision of a safe, stable, visually appealing and upwardly mobile community, primarily residential in nature. This vision reflects an appreciation of and direct connection to the area's history and heritage as an agricultural center and a residential enclave. It also reflects deep concerns for the quality of life and the levels of opportunity facing the community's next generations. Key elements of the vision expressed for Goulds included the following: • Economic Opportunity: To take advantage of abundant open land for the development of housing, business, recreation and preserve areas. • To link to growing tourism opportunities related to surrounding historic/agricultural areas. • To link to growing light industry opportunities in the Homestead Air Force Base area and other south Dade centers. • Community Sstainability'. Complementing residential development with the elements necessary for a vibrant, sustainable community: A local economic base offering opportunities for employment and entrepreneurship, and needed goods and services. Basic local social services and public facilities, such as health care, police protection, community centers and recreational facilities. Affordability of housing. 2. Summary of Past and Current Plans Current (post -Hurricane Andrew) planning for the Goulds area is contained in the Goulds Study Area/South Dade Neighborhood Development Concept Plan ("the MOSS Plan"), prepared by the Metro Dade County office of Community Development. The general recommendations of the MOSS Plan are as follows: Land Use: • Continue residential emphasis for land development • Replace marginal/vacant industrial and commercial uses (US 1 corridor) with residential or public open space uses. • Encourage concentrated, community -oriented commercial development at key locations. • Improved Transportation: • Local service for youth, the elderly, and others. • Crucial linkages to larger regional centers of employment, services and shopping. Goulds • Improved Public Safety: Freedom from fear of crime. • Increased police presence • Drug abuse prevention, intervention and rehabilitation • Youth Development: • Active recreation programs to constructively occupy free time. • Training, tutoring and counseling to develop life skills and positive values. • Employment, training and assistance to enable rewarding, positive courses of life. • Strengthening Families: With adequate daycare, youth programs, and elder care programs and services. • Park and Open Space: • Upgrade and expand existing parks. • Acquire significant additional undeveloped acreage for recreation/preservation. • Affordable Housing. • Support existing programs for rehabilitation and new ownership (Habitat, DEEDCO, DCHUD, other programs). • Infrastructure: • Water and sewer improvements essential. • Also paving, grading, drainage, lighting, curbs and gutters. • Environmental Historic Preservation: • Cauley Square historic district. • Endangered rock ridge pine lands. • Economic Development: • Job training and skills development programs. • Encourage neighborhood -compatible, small to medium sized businesses. • Transportation: • Mass transit terminal and service. • Auxiliary services (e.g. jitneys) for low income and elderly residents. • Urban Design: • Preservation of natural areas. • Low -scaled single family residential enclaves. • Clustered business/civic functions in key locations. • Neighborhood "gateways." • Regulatory. • Re-evaluation of land use and zoning codes. • Completion of infrastructure. • Protection of environmentally sensitive lands. Goulds 2 3. Overview of Problems and Solutions Economic Qwortuniky Two major, related problems were identified with regard to economic opportunity in Goulds. First, despite an available land base and real or potential demand for its development (spurring economic activity), a lack of infrastructure -- especially water and sewer -- prevents development of much of the area. Second, despite available human resources, little employment is available. This is perceived as being due to a combination of several factors: inadequate training of the work force; a lack of local business development; and a lack of transportation to reach non -local employment centers. Identified solutions to the infrastructure problem obviously include the planning, design and construction of missing infrastructure systems in all areas of Goulds to be developed (i.e. excepting natural preserve areas). (This step was identified in the Moss Plan as well as in the community workshop, and portions of it are already underway through the Metro -Dade Water and Sewer Authority Department). Identified solutions to the employment problem include vocational education and job training programs, focused on both youths and adults. It was suggested that skills related to special regional opportunities be emphasized: for example, building trades (in conjunction with local affordable -housing ventures); or computer and light manufacturing skills (likely to be in demand with the redevelopment of Homestead Air Force Base). Suggestions were also made that grant funding be increased, and that both grant and lending guidelines be relaxed, to bolster County assistance to small business start-ups. Technical and management training for "mom and pop" business owners was also recommended. Finally, improved transportation linkages were identified as crucial (see below). Public Safes Lack of police visibility or presence was identified as the most important problem associated with public safety. (Lack of routine patrols and slow response time to 911 calls were cited.) Substance abuse (see below) was also noted as a primary contributing factor to general crime problems. Identified solutions include the establishment of a police substation within the community, and an increase in the number of police patrols. An "approach" by the Advisory Board to the Metro -Dade Police Department was also recommended, to encourage higher prioritization of the Goulds area. Related solutions to general crime problems include establishment of a neighborhood watch; outreach efforts to encourage "tip hotline" use (as well as improved maintenance of anonymity for callers); and the improvement, including cleanup and lighting, of deteriorated parks, streets and other "hot spots." Finally, increased efforts at drug abuse preventive education, as well as mandatory treatment and counseling for first-time drug offenders, were identified for greater support. Goulds 3 Sul2porting Families The major problems identified in this category centered largely around lack of services for children, youth and parents: inadequate day care, moderate Head Start programming, inadequate after school programs, and lack of youth recreation opportunities. Other problems noted include a general lack of social service outlets, the absence of healthcare facilities. Identified solutions include a County -led training program in child care for local residents, leading to establishment of day care service centers throughout the community. This would provide a sustained economic opportunity for some residents, while meeting a critical service need for neighboring families. Also, existing programs perceived as successful were identified for expansion, including Head Start and the Dade County Phoenix after school program. Finally, new facilities were identified as critical needs, including community centers for recreation and social services, other recreation facilities and a hospital. Youth Development Two major problems related to lack of opportunity contributing to the poor development of youth values and goals, which in turn was perceived as a major factor in drug abuse, crime and challenges to community sustainability. First, a lack of opportunity for recreational and cultural activities was perceived as leaving young people without constructive outlets for creative energy, and without needed social skills and values. Second, a lack of meaningful job prospects was attributed to both lack of economic development and lack of training . and education. Identified solutions include significant expansion of the Phoenix after school program to provide training in life skills, deportment and etiquette, and environmental awareness, in addition to providing counseling, mentoring and supervised active recreation. Other needed programs and facilities were identified including a Community Center (including game rooms), a community theater (possible to be linked to performing arts curricula in local schools), a Black History Museum (possibly linked to a branch library), and improved recreational facilities in existing parks. Finally, expanded vocational education and job training programs were identified as critically important, to instill hope for a meaningful and rewarding future in the community's youth. It was recommended that such programs be geared specifically toward potential growth areas of the regional economy, such as housing construction or the computer and light industrial skills likely to be needed by future tenants of the redeveloped Homestead Air Force Base. Education and Training The primary problem identified in this area was the overall lack of opportunities for vocational education and job training, for both youths and adults. Specific solutions include improved access to existing vocational schools: for example, the Robert Morgan Vocational School, located north of Goulds, could be made more accessible through expanded programming as well as improved transit access. Expansion of existing after school (Phoenix) programs was proposed as a strategy for giving youths both the job skills and personal skills necessary for economic self -betterment. Additional new programs specifically focused on older, unemployed or underemployed residents were also suggested. Goulds 4 Drug Abuse Two major problems associated with this issue, which is perceived as one of the most significant obstacles to community improvement, were the high incidence of substance abuse in most areas of the community, and the external influences of drug buyers (and sellers) coming into Goulds from other areas. Lack of availability of treatment/rehabilitation programs was perceived as a major factor in the continuing high levels of substance abuse by community residents, especially .youth. Identified solutions included the development of a residential, rehabilitation/treatment facility. Notably absent from the workshops was the "Not In My Back Yard" stance: this facility is wanted locally, and a specific site was even proposed (a defunct nursing home on 112th Avenue at 228th Street). It was suggested that counseling and treatment be made mandatory and provided, for all first-time drug offenders. A need for increased programs in preventive education was also noted. To address the local/non-local drug trade and associated crime, specific solutions include an increased police presence and improved response time (see Public Safety, above). specific hot spots of drug activity such as certain commercial properties on 216th Street and the local parks, were identified for focused police attention. Physical improvements to the parks were recommended, especially lighting. Finally, it was proposed that greater use of the hotline system for reporting drug activity be encouraged, through a) better ensuring callers' anonymity and b) conducting a public education/outreach campaign. Equal Qpportunity The major problem identified in this area was the difficulties encountered by minority and disadvantaged applicants for government assistance in business development or for private mortgage lending for home ownership. Identified solutions include the expansion of funding for County programs that provide small business start-up loans, grants and technical assistance. An increase in the availability of grants especially, should be coupled with the development of more flexible qualification guidelines. Similarly, special counseling and assistance programs to help mortgage applicants hampered by outdated or minor credit history problems was recommended to address the lack of accessibility to private lending. Partnership The key problem identified in this area was the lack of communication and community groups, resulting in a lack of awareness (in both citizens and public officials) of available resources or of planning efforts by others. Identified solutions focused on building on the strengths of existing community groups, such as the West Goulds CDC, church groups and the Community Action Agency, to improve public/private coordination and communication. Housing Three key problems identified in this area were the inadequate quantity of housing and the substandard condition of much of the existing housing stock, and the lack of affordable housing (especially in the aftermath of Hurricane Andrew). Solutions to improve housing quantity include the completion of infrastructure improvements, especially water and sewer, needed for development (see also Economic Opportunity above). The extensive available land in Goulds was recommended for housing development by a diverse array of local builder Goulds 5 groups, especially public/private partnerships. (The Moss Plan notes that Habitat for Humanity, DEEDCO, and DCHUD are all active in Goulds. Other public/private, as well as private, builders should be encouraged; workshop participants were less favorable toward strictly public sector housing development.) Recommended solutions for affordability include farther support of the Habitat model and other partnerships (a natural linkage to job training in construction was noted), and by government actions such as rent -control programs or tax incentives for lease -to -own arrangements. Mortgage lending obstacles should also be addressed by County led credit counseling and assistance efforts. Finally, substandard housing quality should be addressed through improved enforcement of the building codes and expanded subsidy programs to assist low-income owners in upgrading properties. Transportation Two major problems were noted in this category, and were both perceived as extremely significant in limiting residents' opportunities for economic improvement and community sustainability. Linkages to other centers of work and services, outside of Goulds, are critically lacking. Local service on neighborhood streets is also severely deficient. Identified solutions include extension of the Metrorail system to Homestead, with a stop in Goulds. In addition increases were recommended in County bus service, to provide service on major neighborhood collectors every 30 minutes. Auxiliary services such as private jitneys were proposed to complete the system on local streets, with special services provided to the elderly. Environment Five problems identified in the workshops are included in this category: the presence and appearance of overgrown undeveloped land; illegal dumping of trash and debris; the deteriorated condition of the area's two parks; a general lack of awareness of the environment, and of good quality landscaping; and the lack of protection of historic structures other than those of Cauley Square. Identified solutions include the beneficial development of vacant land (see also Economic Opportunity, above). Improved County services in trash pick up and in enforcement of dumping restrictions were recommended. Parks facility repair and site improvements were also noted as critically needed (some of these efforts are proceeding through the Moss Plan). Environmental awareness training was proposed for inclusion in expanded "life skills" training for youths, as noted above. Finally greater effort was recommended to identify and preserve structures of historic significance in the African -American Community, beyond the traditionally more affluent, white -oriented section of historic Cauley Square. Goulds 6 PROBLEMS AND SOLD ITONS PROBLEM SOLUTION ECONOMLC OPPORTUNNY 1 Lack of infrastructure impedes development 1.1 Fund and execute water and sewer of vacant land for business and residential improvements use, 1.2 Relax zoning/code requirements regarding infrastructure needed for development. 2 Lack of employment 2.1 Establish more training facilities and a) lack of training programs in Goulds. (Include life skills as b) lack of local business development well as job skills). Target training, in part, c) lack of transportation to other job and toward computer/light industrial skills training centers needed by likely future Homestead AFB industries. 2.2 Link housing construction programs (especially affordable housing and other public/private partnerships) with job training in building trades for local residents, helping to establish local construction -related businesses. 23 A hospital is needed in this community, and would create jobs. 2.4 Increase grant funding for small business startups from County Office of Business Development, and use more flexible qualification guidelines to expand participation by local disadvantaged entrepreneurs. 2.5 Increase other funding sources for business development grants, small business loans and technical assistance/training for small business owner's. 2.6 Build on other existing/growing areas of economic strength including agriculture, tourism and community -oriented businesses. 2.7 Improve transportation system within and out of Goulds (see Transportation, below). Goulds PUBLIC SAFETY 1 Low police visibility and poor response time. 1.1 Build a police substation in Goulds. 1.2 Increase police patrols. 13 advisory Board initiative to Metro -Dade police to encourage higher prioritization of Goulds area. 2 Crime 2.1 Fund increased and improved preventive a) Related to substance abuse education programs to combat substance b) General crime abuse. 2.2 Require and provide mandatory counseling/treatment for first time drug offenders. 23 Establish neighborhood crime watch. 2A Encourage wider use of hotline program: a) ensure anonymity of callers. b) institute outreach/education program to encourage use. 2.5 Clean up existing deteriorated parks and construct new facilities. 2.6 Design and install improved lighting of streets and parks. 3 Dangerous roadway intersections. 3.1 Add traffic signals to main intersections on all major through streets (e.g. 216th St/1220th Ave.) SUPPORTING FANIIIIES 1 Lack of day care services. 1.1 County program to train community resident in child care, and to establish licensed in -home day care centers; providing day care services to other community residents and economic opportunities for day care providers. 2 Inadequate Head Start Programs 2.1 Fund expanded program/improved facility. 3 Lack of other children/youth facilities and 3.1 Expand existing after school (Dade County programs, and other social services. Phoenix) programs. 3.2 Develop a community center. 33 Develop recreational facilities in existing parks. 4 Lack of social services. 4.1 Build on existing community. 5 Lack of medical facilities. 5.1 Establish a hospital accessible to Goulds. Goulds 8 YOUTH DEVELOPMENT 1 Lack of decent, supervised recreational and 1.1 Expand existing afterschool (Phoenix) community activities. program, to include life skills such as deportment and etiquette as well as tutoring, counseling and active recreation. 1.2 Develop a community theater, providing opportunities for youth participation in performing arts. 13 Develop other facilities such as a Community Center (including game rooms) and recreational facilities in existing parks. 1.4 Develop a Black History Museum (possibly associated with a branch library). 2 Lack of meaningful job prospects. 2.1 Provide job training geared toward skilled trades, light industry, etc. EDUCATION and TRAINING 1 Lack of job training opportunities for both youth 1.1 Improve access, linkage to existing and adults. vocational schools (e.g. Robert Morgan school). 1.2 Expand existing after school programs for both job and life skill training. 13 Provide vocational training programs focused on older persons. DRUG ABUSE 1 High incident of drug abuse. 1.1 Build a residential treatment facility in Goulds. 1.2 Increase preventive education. 13 Provide mandatory drug treatment and counseling with first offenses. 1.4 Eliminate or better monitor hot spots of drug activity, e.g. Sharman Park, 216th Street store. 2. Buyers and sellers coming in from outside the 2.1 Anonymity needed for hotline system. neighborhood 2.2 Outreach/education program to encourage hotline use. 23 Increase police visibility/reduce response time. EQUAL OPPORTUNITY 1 Excessive restriction, inflexibility of rules in 1.1 Increase number of grants issued, and government programs (e.g. County small business flexibility of application of gualification loans) especially impact minority/disadvantaged guidelines. applicants. PARTNERSHIPS 1 Lack of coordination, communication between 1.1 Support existing programs and activities of public agencies, community groups. community groups (CDC, CAA, church groups, etc.). Goulds HOUSING 1 Inadequate quantity of housing. to low -moderate 1.1 Implement infrastructure improvements income families (water and sewer) necessary for land development. 12 Support housing development by diverse private and joint public/private ventures. (Link to job training for local residents and establishment of local construction businesses). 2 Substandard housing stock. 2.1 Improve enforcement of building codes. Expand subsidy programs to upgrade existing substandard housing. 3 Lack of affordable housing. 3.1 Rent -control mechanisms. 32 Provide tax incentives or other inducements to home sellers to increase the use of "rent to own" agreements. 33 Modify zoning and encourage federal funding agencies to allow development of "income properties" (e.g. duplexes) on subsidized/low income housing properties. support and expand existing programs for affordable housing (Habitat for Humanity, Moss Plan projects, eta) 4 Mortgage lending difficulties encountered by 4.1 Develop special lender provision/policies disadvantaged/minority applicants. a) "Red Lining" to enable lending to "credit problem" b) Bad Credit applicants. 42 Provide credit counseling services, including "How to deal with credit reporting agencies." 43 Provide assistance in clearing up credit histories. TRANSPORTATION 1 Poor public transit access to other centers of 1.1 Metrorail extension needed, with stop in work/services/shopping. Goulds. 2 Lack of service on neighborhood Streets. 2.1 Increase Metro -Dade bus schedule to every 15 or 30 minutes on all major neighborhood streets. 22 Establish jitney service and/or other special services (e.g. elderly transportation services) throughout Goulds, especially the west side. 23 Provide unproved security for jitneys. Goulds 10 ENVIRONMEMr 1 overgrown and undeveloped land. 1.1 Beneficial development of housing, businesses, recreational facilities, parks and preserves. 2 1 Illegal dumping. 2.1 Improved County collection/enforcement 3. Deteriorated parks. 3.1 Replace damaged/destroyed facilities and improvements, and build new. 4 Lack of awareness of environment, landscaping, 4.1 Include environmental awareness training, etc. expanded youth/afterschool (Phoenix) programs. 5 Historic features at risk, especially related to 5.1 Identify and preserve local community minority community (Le. other than Cauley `l�1JL�4.6u W1a4V landmarks ("store porch," "sha& �wwl Square), historic houses, etc.) Goulds 11 SWOT SUhB4ARY (Strengths. Weaknesses, Opportunities dt Threats) Open land av a e for development 6 Developing tourism market (Monkey T (housing, business and recreational Jungle, Redlands district, etc.) R facilities) • "Neighborhood Development Concept E People available for working Plan" (adopted by DCOCD) N manufacturing, service industries G Existing community businesses e.g. T funeral home and nursery home H Accessibility to Cutler Ridge, S Homestead, turnpike and other centers • Local agricultural industry •Lack of j67 training and emp oyment E opportunities A Lack of infrastructure for development lK (especially water and sewer) N • Lack of locally oriented commercial E development (supermarkets, clothing) S Lack of development assistance and S training programs for existing small E business owners S •Local demandor trades mec amcs, P appliance repair, etc.) ' P • Potential markets for locally made O apparel R Expanded agricultural businesses (fruit T and vegetable production) U Job training for future Homestead N AFB industries (computer, light I industry) T I E S Lack o "meamn " wor opportunity H Lack of transportation to job training R and employment centers E A T S Goulds 12 PUBUC SAFETY SUPPORTING FAWIJES Strong residenthial character of area T • Existing church and community R groups E Existing afterschool (Dade County N "Phoenix") Program G T H S Lac-E of community watch programs Uck of Ua-ycare services E Poor police/emergency response time Lack of social service outlets A ]High incidence of drug abuse • Need expanded headstart program K Dangerous roadway intersections • Existing houses often too small for N Inadequate traffic lights families E Low police visibility S Run down, unwatched parks S General cringe E Inadequate area lighting (streets, S parks) • eve op a police substation ("Moss'Provide childcare training f6r local P plan) residents (create jobs while meeting P Improve area lighting ("Moss" plan) service needs) O Park improvements ("Moss" plan) • Expand afterschool programs R Improve traffic signalization • Women's Center plans to relocate T Encourage wider use of "hotline" into Goulds (Agape Center) U system N Develop community watch programs I T I E S T of spots" eg. parks, store on 216 St. Uck of decent, supervise recreation H Substance abuse for youths R Lack of police pressure Lack of medical facilities E Conflict of US1/216th St. intersection A (proposed deck/tunnel) T S Goulds 13 YOUTH DEVELOPM]SM EDUCATION AND TRAINING1 • nstmg elementary and secon Rlary Mrary nearby T schools Existing public schools R Existing afterschool (Dade County Existing afterschool programs E "Phoenix") program N G T H S - • Lack of recreational a ties Lack of jo-S tram.mg opportunities for E Lack of job training and employment both youth and adults A opportunities Lack of training in life/social skills, K Inadequate transportation (too deportment, etc. (especially youth) N employment, training centers) E Inadequate headstart program S Lack of daycare services S back of training in life skills, personal E skills, etiquette, etc. S • prove existing par withRobert organ ocatto School P facilities/recreational programs (improve access) P Develop a community center including Develop locally -oriented Black O recreational programs History Museum R Expand headstart program • Expand afterschool programs T Expand afterschool programs including counseling, tutoring and life U skills N I T I E S • c o ecent, supervise recreattonLck of transportation to H training/education facilities R E A T S Goulds 14 ROU ABUSE EQUAL OPPORTUNrFY • tonc, long esta a ac T community R E N G T H S • c o rehabilitation a ties History collective memory o E Lack of counseling/treatment exclusion by race in government A programs employment/elected K • Inadequate preventive education General lack of economic opportunity N E S S E S •1 and avEable for treatment facility P (eg. abandoned nursing home on 112 ave) P O R T U N I T I E S T High incidence of drug abuse Excessive restrictions/inflexibility in H • Inadequate police presence public and private sector support for R (visibility/response time) business development and home E ownership: A a. "red tape" in economic T development programs S b. "red lining" by private lenders Goulds 15 •community ctton Agency en land availaBle for Sousing T • Coalition of Black ministers and • Good location for residential R laypersons development (access to US 1, E "Neighborhood Development Concept Turnpike, Cutler Ridge, Homestead) N Plan" (Dade County OCD recently • Community heritage G adopted and partially funded) a Historic houses (eg. 120th Ave @a T 118th St) H • Active housing groups (CDC, Habitat, S etc.) •Lack of localgovernment 0 Uckof infrastructure for E Lack of communication, coordination development (esp. water and sewer) A between various public agencies and • Lack of affordable housing K between public and private agencies • Inadequate quantity of housing N Lack of citizen/community group • Damaged housing E knowledge re: available resources, S planning in progress S E S • prove coordination among Develop a e se-sustauung P community groups community P Build on CDC -led planning efforts • Expand/support affordable housing O (esp. West Goulds) initiatives (Habitat, "Moss" plan R projects) T • Modify zoning and federal rules to U allow duplex/income property N development in subsidized housing I Improve building code enforcement T • Expand subsidy programs for I upgrading substandard housing E S • Mg ousuig stoc o en H substandard, too small R • Mortgage -lending difficulties E (redlining; inflexible/stringent credit A requirement; etc.) T • Danger of losing committed FEMA S money due to lack of affordable housing (eg. trailers) Goulds 16 TRANSPORTA'nON ENVIRONMENT • Accessi5le loatRion two turnpike 0 Open la—n-Z av a e for recreation, T accesses in each direction) preservation R • Black Creek Basin (natural water E flow/open space corridor) N Climate (conducive to tourism) G • Historic features (Cauley Squart, "The T Shack", "The Store Porch") H • Strong community heritage S Inadequate scheduling eg. buses onceOvergrown and un eve ope an E per hour) Illegal dump sites A No Metrorail Toxic contamination K Lack of traffic lights (216th/120th and Inappropriate zoning/incompatible N all major thru road intersections) land uses along US 1 E Dangerous intersection eg. 216th, • No "physical identity" S 220th at US 1) • Lack of infrastructure S • Lack of awareness of environment E • Lack of awareness/implementation of S landscaping Prime IoMlvon for accessibility to 0 Possible historic 3esignations(50 year P Homestead, Cutler Ridge, other job old buildings) P centers, via Turnpike and US 1) • Existing parks "ripe for improvement" 0 • County plans to acquire and preserve R natural areas T • Black Creek Canal U N I T I E S Lack of transportation for seniors(to o Zoning/ra—nduse conflicts H shopping, services, etc.) • Past -hurricane zoning/land use plan R Lack of transportation for youths (to changes E training, jobs, etc.) A General lack of transportation T (especially West Goulds and to US 1) S US 1/Street intersection: 216th, 220th, 224th (proposed deck/tunnel) Goulds 17 _ to r-ces� accSJi�ar T Landscape R • Preserved historic district E • Parks/golf courses N G T x S • en ea oar W E A K N E S S E S P P O R T U N I T I E S Ii R E A T S Goulds 18 Florida City/Homestead FLORIDA arY / HOMEMEAD NEIGHBORHOOD AGENDA SUMMARY Community Strengths and Values • Partnerships formed to recover from Hurricane Andrew. • Up to date planning and recovery effort. • Infrastructure ready sites for housing and business expansion. • Unique geographic location and attractions. Elements of a Strategic Vision • Continued momentum of rebuilding as planned. . • Economic growth centered around existing opportunity and needs. Action Agenda Economic Opportunity • Expansion of the agricultural base with value added processing, bringing new jobs to the area. • Business growth and job opportunities related to rebuilding efforts. • Reopening and redevelopment of Homestead AFB as an economic generator. • Business start-up program at MDCC. • Development bank micro -loan program. • Tourism related jobs (i.e. Keys, Motorsport Park, Everglades, Biscayne National Parks). Public Safety • Expansion of the "Start Off Smart" program of the Homestead Police Department. • Locating court facilities in South Dade. Supporting Families • Support for families with programs including daycare/afterschool care, elder care and healthcare. • Restructuring welfare system to remove disincentives for family unity. • Educational and job training programs with associated interim support component. Youth Development • Expansion of "SOS", "Youthbuild" and CAA programs. • Structured recreational programs. • Parent/teacher/student commitment programs. Education and Training Florida City / Homestead 1 • Job skills training targeted at specific business opportunities. • Adult education and job skills programs structured to support the student during the training phase. • 24 hour school program similar to Northwestern High School. • Scholarships linked to community service. Dmg Abuse • First offender program. • Expanded "SOS" program. • Local drug rehabilitation center and outreach counseling. Equal Opportunity • Programs designed to facilitate use by low income, disenfranchised citizens. • Local and regional transportation services are needed because of area location Partnerships • Continued use of partnerships formed as a result of Hurricane Andrew. • MDCC/Tools For Change job training and assistance linked to specific job opportunities and needs. Housing • Low and moderate income housing to replace units destroyed by Hurricane Andrew. • Programs to support homeownership by for low and moderate income families. • Jobs and training linked to housing construction. Transportation • Link to Metrorail (dedicated busway and job/business core via dedicated busway). • Local jitney / taxi service. Environment • Maintenance of the "clean" agricultural environment. • Expansion of "eco-tourism" jobs at Everglades/Biscayne National Parks, Florida Keys, National Marine Sanactuary, etc. • Control of agricultural chemical use to protect area's ecosystems. Florida City / Homestead 2 i FLORIDA arrY/HOMBS'TEAD 1. Overview of Community Values and Vision The twin cities of Homestead and Florida City have traditionally been the hub of activity in South Dade. On august 24, 1992 Hurricane Andrew came ashore four miles east of Homestead and Florida City resulting in the nation's worst natural disaster. Damage was severe and widespread with over 80% of the structures sustaining structural damage. Extensive rebuilding of the economic base is required. The effort continues to this date. The citizens and representatives of Florida City and Homestead have a strong singular vision of a rebuilt and prosperous community. They have for over 18 months pulled together to bring their lives back to normalcy. Their expressed 'vision" for the community focused on the following factors: Economic Onportunily► The area's economy, still driven by hurricane recovery funding will weaken as those funds are expended. The community recognizes this and is actively planning and implementing programs to grow the economy. The damage from the storm is difficult for the strongest to overcome; what is the effect on the poor? The workshop put as its highest priority economic opportunity. The following is a list of actions needed to provide jobs: a. Expansion of the agricultural base, with value added processing bringing new jobs to the area. b. Continuation of a major planning and rebuilding effort. c. Reopening and expansion of Homestead Air Force Base. d. New tourist related industries based on the area's unique location and attractions. e. Employment Services/Job Training: To eliminate underemployment by taking advantage of employment opportunities related to the rebuilding effort, agriculture, tourism, and relocation of industry to the area. Sustainable Community A major emphasis in the post hurricane planning effort has been sustainable communities. The new master plan for Florida City lays out a traditional town and provides a code to guide its development through time. Neighborhood based services and organizations are envisioned. The work of the Enterprise Foundation in Homestead has similar goals. The following are ideas generated at the workshop in this regard: Florida City 1. Rebuilding affordable housing into a neighborhood in which low income units are mixed with local retail and offices for home businesses. 2. Providing active recreational programs aimed at youth and located at newly rebuilt parks. 3. Programs in daycare, eldercare and family support which will allow low -moderate income families to better themselves. 4. Programs to fill the need related to transportation which because of the area's geographic location away from the job / business core, places a disproportionate burden on low income residents. Specific transportation needs include access to jobs, healthcare, and governmental programs located downtown. Local jitney service including a shuttle from the end of the dedicated busway at Cutler Ridge and service to the reopened Homestead AFB were also singled out. Community Based Partnership The reality of Andrew was that it affected everyone, rich and poor. This led to the establishment of a partnership of survival. Everyone joined together to rebuild. Florida City and Homestead held joint planning workshops. The Enterprise Foundation joined with Homestead to plan the rebirth. Local church groups and not -far -profit organizations built hundreds of houses in the stricken area. The entire local, County, State and Federal Government joined efforts to reopen Homestead AFB. These partnerships are still intact and provide a foundation for empowerment. A Strategic Vision for Changg The priorities established at the community workshop express the groups vision for change. Listed in order of importance they are: 1. Economic Opportunity 2. Education and Training 3. Transportation 4. Supporting Families 5. Housing The community knows that better paying jobs are needed to provide quality of life and to remedy some of the problems associated with poverty. To get these jobs into the area higher educational levels and job skills are required. Transportation is a need of the area due to its location. The topics of supporting families and housing were a secondary priority. Homestead and Florida City have made economic opportunity their priority. Much work has already been completed towards this end. The partnership of Miami Dade Community College and Tools For Change has provided a structure of job training and business incubation. if this core resource could be linked with capital the basic needs of the community could become the vehicle for empowerment by providing good paying jobs which in turn provide the needs of the residents. Florida City 2 2. Summary of Past and Current Plans As of August 24, 1992 all past plans were no longer relevant, the area began a massive planning effort which has produced a series of comprehensive plan documents. Current major planning activities are summarized below. Thg Plan for the Com-muniV Redevelopment Area (Last revised in April 1994) This document is the basis for the establishment of a Community Redevelopment Agency, HERO (The Homestead Economic and Rebuilding Organization). This document prepared with the help of the Enterprise Foundation meets the requirements of the Florida State Statues for establishing the redevelopment area as well as provides a detailed plan for the work to be done. A portion of the redevelopment area co -exists with the 113 Census Track included in the Empowerment Zone. A Plan for the Homestead Pioneer Center - September 1993 This document is technical in nature and identifies, quantifies, and characterizes the need for assistance to implement the rebuilding process. The Plan for Homestead Pioneer Center focuses on downtown and the four surrounding neighborhoods. This plan establishes goal and justifies decisions as to why the rebuilding effort ,,will focus on particular projects. Homestead and Elorida City Economic Recove1y Issues and Suggested Solution - February 1993 This EDA funded document was used in determining implementation programs. It was also used to focus the work of the Vision Council, to determine some of the needs to be incorporated into a long term economic development plan, and as a guide for state and local government agencies in making decisions for appropriate investments to rebuild south Florida. Area businesses affected by Hurricane Andrm - July 1993 This document sponsored by the Homestead/Florida City Chamber of Commerce provided a benchmark study of conditions after Andrew related to: • Current demographic characteristics of south Florida businesses • Interest levels in continuing business in south Florida • Needs of area business • Commerce outlook for the future • Current information from Members of the Chamber. Vision 21 - Florida C tds Strategic Plan - August 10, 1993 The stated goals of the Plan are: 1) Provide clear, concrete strategies for the continued rebuilding and enhancement of the housing, economic, infrastructure and public services base consistent with a "21st Century' community vision. 2) Determine remaining funding needs from federal, state county and local sources. Florida City 3 I 3) Meet the strategic planning application requirements for potential federal Empowerment Zone designation. The Plan for Florida City - 1992 This plan is the end product of a week long workshop in which thirty volunteer professionals of Architecture, Planning, Engineering and Law. It provides a graphic Master Plan for the rebuilding of Florida City into a safe, sustainable community. City of Florida City Hurricane Recovety - February 1994 This document is a progress report on projects and grants. South Dade Neighborhood Development Concept Plans - (MOSS Plan) This series of plans was produced by Dade County as a master guide for expenditures related to hurricane recovery in South Dade Community Development Block Grant Target Areas. 3) Overview of Problems and Solutions The priorities shown represent a consensus view by the participants at the workshop. Economic OnFDrtunily (Priority #1) Economic recovery was given the highest priority by the workgroup. Problems identified with the existing economy and job base included a lack of diversity and upward mobility as well as a dependence on low technology industries. These problems are compounded by a work force which lacks education and job skills. The high level of poverty in the area adds to the problem by making it difficult to change the situation. The workgroup identified the need to tie jobs creation to the funds dedicated to Hurricane recovery. Information sharing aimed at identifying the new businesses coming into the community was stated as a priority. The Florida Job Service one stop service program was listed as a needed asset. The lack of capital access for low income persons was seen as an impediment to new job creation. Individuals expressed a desire for home enterprise and businesses related to agriculture and construction. Mixed use zoning, allowing some home business use was generally considered a good idea. Helping persons with job skills but not the proper business training establish businesses was also discussed. A micro -loan program or development bank could provide needed capital. !: Public Safety In general public safety was not an issue in Florida City/Homestead. Representatives from the Police Department pointed out areas of concern. Locating court facilities at the South Dade Government Center was suggested as a way Florida City 4 F to make the system more responsive to area needs. This action is also viewed being more efficient than the present practice of having officers travel all the way north to the job / business core for each court related activity. Homestead's Police Department's "SOS" Program (Start Off Smart), a coalition between Dade County Public Schools, HRS, Dade County Housing and Urban Development and community leaders, is a program reported to work well. This approach allows holistic responses to symptoms of dysfunctional families or individuals. The police officer is given a comprehensive set of alternatives to deal with problems in specific individual way. SSuimorting,_Families (Priority #4) The group viewed the family as a victim of economic conditions. When both parents are working hard to make ends meet then they can't be parenting. Day care, elderly care, and help for parenting of any kind would help. Solutions ranged from 24 hour school programs like N.W. High Schools program to employers providing daycare. Youth programs of all kinds are needed. The way that welfare is now structured was given as a reason why families in poor areas are structured as they are. Some participants stated that the way H.R.S. splits troubled families was part of the problem. It was clear that the group felt that if a low income family was going to be educated, retrained, or lifted off welfare that the program has to be structured to provide support in the interim period as the change is underway. Youth Development The lack of adequate programs which would interest youth was the primary concern of the working group. Several programs, project S.O.S. (Start Off Smart), the Youth Build Program, and a C.A.A. Youth Facility exist or are proposed for funding. Lack of adult + guidance and jobs were stated as problems related to youth development. { Education and Training (Priority #2) If better paying jobs are to be attracted to the area a workforce with the job skill necessary to compete for those positions must exist. The group viewed the educational and skills level of the community as needing improvement. To this end it was determined that the need to understand what the new economy will be like needs to be studied. Programs which teach these specific skills should be started. Miami Dade Community College and other existing job training programs could be utilized with additional funding. The school system in the area should put increased emphasis on academic attainment. A program based on parent/teacher/student commitment was discussed as a positive model. Programs which address special educational needs could be structured to operate out of a 24 hour school similar to the program at Northwestern High School. Scholarships linked to community service could help low income students receive higher education and provide needed leadership and skills to the community. lorida City 5 Drug Abuse Drugs and related crime exists in the area but was not a major topic at the workshop. The lack of a first offender type program was pointed out. E-Qual 2Fpo This topic was only skirted around by the work group. The main discussion addressed two areas. The first being that basic services are not available in the area and this disadvantages low-income persons because of the time and difficulty in traveling to the job/business core to obtain them. The second concern was related to the disproportionate economic burden placed on low income persons for needed basics such as child care. solutions to these problems are given in related categories. Partnerships Problems in this category were perceived as lack of linkages between those in need of jobs and the education and skills necessary to get the job. Linkages between job training and specific job needs was proposed as a solution. Other partnerships such as parent/child/teacher contracts were discussed. Housing (Priority #5) The situation related to housing is unique in the area because of the hurricane damage to the housing stock. Specific needs include affordable housing for low and moderate income residents. The inability of low income persons to qualify for home ownership was also discussed. Assistance for very low and low income homeowners to rehabilitate or rebuild from storm damage is also needed. A program to bridge to income gap to homeownership was stated as necessary if the proportion of owners to renters is to change. Transportation (Priority #3) Transportation was given a high priority by the work group because of the area's location away from the job/business core. Many basic services, i.e., health care, the court system, etc. are not located in the Florida City/Homestead area. .Although everyone present wanted the Metrorail to be extended to Florida City it was recognized that this would be difficult to justify at this time. Lack of ridership and the huge capital outlay required to build the system were stated as barriers to this happening now. Several alternatives were discussed. A dedicated busway along U.S. 1 to Cutler Ridge has been funded. Extending this south to Florida City would solve part of the transportation needs of the area. The residents expressed a desire for local taxi or jitney service which could meet the need of the population including the elderly and persons with disabilities. Expansion of the turnpike and toll exemptions were also brought up in the discussion. Environment The clean agricultural environment of this area was remembered by some participants. Tourist related jobs and businesses are valued. The water resource and the proximity to Biscayne National Park and the Everglades were given value. All present hoped they would be cleaned up and preserved. Florida City 6 PROBLEMS AND SOLUTIONS PROBIEM SOLUTION ECONOMIC OPPORTUNITY 1 Economy severely impacted by Hurricane Andrew 1.1 Create Jobs and the related closing of Homestead Air 1.2 Fund creation of Development Bank and Force Base. Micro -Loan Program. 13 Expand the activities at the re -opened Homestead Air Force Base. 2 Lack of Good Jobs 2.1 Target new job creation for poor residents. 3. Area Residents have low skill & educational levels. 3.1 Provide educational and job training opportunities. 4. Jobs in the area lack diversity. 4.1 Determine or create potential economic strengths of the area and target training and job creation in that direction. 5. Very low levels of income for area residents make 5.1 Provide a frame work of support sufficient change difficult. to allow even the poor a chance to change. 6. Area depends on low technology industries 6.1 Fund training and or Business start-ups in high tech fields. 7. Area residents do not benefit from rebuilding 7.1 Determine what jobs and industries are effort. coming into the area and fund job training and aggressive placement. 8. Job training education and business start-up 8.1 Fund one -stop centers similar to Florida programs are scattered as independent programs. Job Services One -Stop Service. 8.2 Establish new community development corporations. PUBLIC SAFETY 1 Police relationship with community at risk. 1.1 Create a community policing program with police substations. 2 Crime 2.1 Fund community crime -watch with cellular phones, radios & video cameras. 2.2 Fund more police. 23 Fund more prisons & bootcamp programs. 2.4 Get businesses to fund additional private security police. 3 Lack of local Dade County courts. 3.1 Establish local courts at the South Dade Government Center. Madame Act Warrants Court Domestic Violence Court Florida City SUPPORTING FAAHLIES 1 Lack of health care 1.1 Establish local clinics for medical & eye needs. 12 Continue to fund a community health team model. 13 Expand prenatal & immunization programs. 1.4 Create an elderly health service model for individuals over 60 who are homebound. 2 Welfare system is not responsive to recipients 2.1 Restructure welfare system to provide a needs, contract between provider and recipient tied to educational, job training and placement programs. 22 Link education and job training to job placement. 23 Provide health coverage for persons who lift themselves out of welfare system. 2.4 Disincentivise single parent household / multiple baby benefit model 2.5 Provide apprentice programs which support the user during training period. 3 Lack of care programs for disabled adults and 3.1 In-house care. elders. 32 More adult conjugal living facilities. 4 Lack of daycare and family care. 4.1 Provide adequate day care facilities with extended hours and days. 42 Year-round Headstart program. 43 Businesses help provide daycare. 4.4 Provide a family daycare center. 4.5 Provide mall "drop off" care. 4.6 Daycare jointly formed in commercial parks (jobs for teens). 4.7 Impact fees for daycare funding. 4.8 Provide a better funding system (sliding scale money). 4.9 Provide more pre-school, afterschool care. 4.10 Provide tutoring activities. 4.11 Provide a program to help build self esteem. 4.12 Extend pre-K and Kindergarten hours. 4.13 Provide daycare support for programs for job training and education. 4.14 Make daycare affordable to low income families. 4.15 Encourage daycare co-ops. 5 Family disturbances. 5.1 More prompt police. 52 Staff a diverse children's center. 53 Provide a women's shelter. 5.4 Provide a men's center. 5.5 Teach better parenting skills. Florida City 1 YOUTH DEVELOPMENT Lack of youth related programs. 1.1 12 13 1.4 1.5 Create facility and training programs in the revitalized parks. Expand the Homestead Police Department Athletic League Program. Train Youth Counselors for summer programs providing jobs and college credits. Fund summer programs. Fund Youth/Activities Committee of Community Advisory Committee. 2 Troubled Kids, Teens, and Young Adults 2.1 Provide sex/family education. 22 Provide job training. 23 Provide program to build self esteem. 2.4 Provide a program to train and job place kids with troubled backgrounds. 2.5 Provide mentoring programs. 2.6 Provide on the job training programs. 17 Provide late night activities, such as basketball. 2.8 Support the service corps. 2.9 Provide programs for all due groups at the Community Center. EDUCATION and TRAILING 1 Low skills and educational level of area residents. 1.1 Fund adult education. 12 Fund job training - MDCC. Need operation funds to provide support 13 services. Provide training programs through Florida 1.4 Department of Labor and PIC. Link child care and adult care to education 1.5 and training. 1.6 Expand FIU to South Dade Area. Target job training to specific business 1.7 opportunities. Establish parent/child/teacher 1.8 commitment program. Fund vocational and apprenticeship 1.9 programs with incentives. 1.10 Link job training to businesses. Expand Robert Morgan Vocational and Technical Center in Homestead in 1.11 conjunction with MDCC. Create incentives for individuals who complete GED program. Fund medical training at MDCC linked to new medical health services in the area. Florida City EDUCATION and TRAINING 1 Lack of vocational training for underemployed 1.1 College/university outreach programs on adults Miami Beach (MDCC/FIU) 1.2 Enhancement and expansion of Fisher- Feinberger vocational program 13 Provide local small business education courses 1.4 Subsidies/loans/student aid for adult education 2 Dropouts/truancy (among minority students) 2.1 Enhanced partnerships with all youth programs to offer incentives to stay in school DRUG ABUSE 1 Drug abuse and related crime. 1.1 Provide a first offender Rehab. Program. 2 Lack of drug free environment or safe house 2.1 Provide substance abuse program. 2.2 Provide a 3 or 4 step safe house program. EQUAL OPPORTUNITY 1 Program information is not easily available to all 1.1 Support creation of a twin city news letter. residents. PARTNERMIi PS HOUSING 1 A large percent of the area housing was destroyed 1.1 Build affordable housing. by the hurricane. 2 Housing deficiencies in: Senior housing, Home 2.1 Have a representative of Section 8 housing ownership, affordable housing, special needs available two days a week in Florida housing, and subsidized housing. City/Homestead area 2.2 Fund proposed MOM program. 23 Provide loan guarantees for low income home purchase. 2.4 Allow "vouchers be used for purchase as well as rental. 25 Provide a credit clean-up program. 2.6 Establish a framework to allow homeowners to repair or build their own home. 2.7 Allow home funds to be used towards purchase of lot as well as a home. 2.8 Fund Centeo Campesino and similar groups building affordable housing. 2.9 Establish CDC based housing wing for renovation, repair, training and new home construction. 3 Lack of fire hydrants 4 It is difficult to qualify low income persons for 4.1 Fund DEEDCO Program. home purchase. Florida City 10 TRANSPORTATION 1 The South Dade area is under -served by public 1.1 Continue and expand services established transportation. after Hurricane Andrew. 2 Many jobs and services are not located in the 2.1 Fund extension of busway south to Florida South Dade area I City/Homestead. 3 Not enough ridership exists to fund extension of 3.1 Encourage more local taxi service. Metrorail. 4 Lack of bus shelters 4.1 Build bus shelters 5 The dedicated busway system will not be extended 5.1 Fund elderly transport. to Florida City/Homestead for several years. 5.2 Fund shuttle from job/business core, end of dedicated busway and Homestead A.F.B. to florida City/Homestead. 53 Expand the turnpike system. 5.4 Provide turnpike toll exemptions for area residents. ENVIRONMENT 1 Pollution of local water supply. 1.1 Everglade clean up program expanded to cover South Dade Agriculture and Industry. 2 Visual effect of Hurricane Andrew still remain. 2.1 Community clean up programs. 2.2 Tree Planting Programs. 23 Form a Street Beautification Committee to provide guidelines for streetscape work in the twin cities. 2.4 Provide entryway and gateways and street trees to enhance street development. 2.5 Adopt design standards for development. Florida City 11 SNOT SUNB AR'Y (Strengths, Weaknesses, Opportunities &- Threats) • Tools- For Mange programs - tion on ihe way to the E7 T Contractor Certification Program • Area is on major highway system R Centro Campasino is training Area is well suited as movie set E contractors Many historic buildings and sites N Local units of governments • Twelve unused churches in area G Free Trade Zone • Vacant industrial/commercial sites T Homestead Motorsport Complex • Prox. to Bis. Nat'l Park and ocean H Golf Course at Homestead AFB resources S Homestead Sports Complex • $22M Mall • Existing farmers market • Support or home businesses E Access to capital for businesses A Low paying jobs K N E S S E S • mp oy persons om wi unusedchurches to programs or P Need for grocery store within businesses needing space P community • Proposed $100M mall O Could establish co-op businesses R FEC Railroad could be extended to T area via existing corridor configuration U Proposal for Theme Park N Available agricultural land I Provide value added product related T to agricultural business (canaries) I E S H R E A T S Florida City 12 ECONOMIC OPPORTUNITY PUBLIC 8"ifffy • urricane recovery boom T • Homestead AFB recovery plan R • Planning work is up to date E Proposed HERO Redevelopment N Public ownership of infrastructure G MDCC $30M investment in. lob T Training H S.F. Planning Council designation of S area as Economic Dev. District • Agricultural area Hunficane damage to Fusmesses Crime exists E Lack of funding for needed hurricane Lack of fire hydrants A recovery activity • Lack of sidewalks K Lack of jobs • No local court facilities N • Minority contractors cannot qualify for E recovery work S New jobs might go to 'outsiders" S Poor do not have capital to start E businesses S O Jobs tied to hurricane recovery activity rove e felony, housing and abuse P Enterprise foundation - HERO courts in South Dade P Tools for Change - EDA Grant O • Vacant industrial sites (infrastructure R ready) T MDCC Business Incubator Program U EDA Grants for job creation N Florida City ($5M) EDA funds I Need minority business start ups T Need micro -loan program I • Possible CRA startup E S EconoFnc drop off when recovery H funds stop R Area looks bad as an effect of E hurricane damage A Relationship of CAA & HERO T Red tape related to all programs S Florida City 13 SUPPORTING FAN111JES YOUTH DEVELOPNENT •CKA Senior Center 0 CAA Youtha ty FR Early childcare program at Homestead • Parks are being renovated AFB E • MDCC, City of Homestead &. YMCA N providing daycare at Homestead AFB G • Headstart program in Homestead T H S • c o hei0care a ties U& of youth programs E • Lack of daycare (24 hrs.) Stipends for (hrs.) youth training A Lack of community centers count as income K Need for in -home parental care N Recipients of AFDC money can't E make additional income without S loosing AFDC funds S Need youth recreation programs E S Need for meM clinic • Project tart Off Smart' P Need for eye clinic • Youthbuild P Daycare facilities could be located in O the neighborhood R Provide child pick-up services for kids T of parents who work downtown U • Provide in -home elderly services N • Intergenerational daycare facility I • Establish adolescent crisis unit T I E S • mng restricts daycare, a ties •Lack of jobs H R E A T S Florida City 14 • omestead A-FB Job Core Center (70 T local beds) R MDCC Aviation Training at HAFB E School repaired after hurricane N G T H S o�otrauvg and skills have ty E Illiteracy is high being involved in education of A Persons with criminal records have children K difficulty getting work • School funding is determined by N Need of a new school in HAFB area attendance E • Need 24 hour high school like • "Rich" area schools have facilities, S Northwestern High School program teachers and funding S Student:Teacher ratio E School board meetings too far away S • expan g to omestea Provide s traunng or prisoners P Link job training to businesses linked to job upon release P Scholarships linked to community • Literacy program O service Establish agricultural and landscape R Create program to place persons with management intern programs T criminal records in jobs Provide school funding with additional U Assess training need in relation to to poor areas N existing businesses Fund vocational programs for teens I Provide parent/teacher/child and adults T commitment I E S H R E A T S Florida City 15 DRUG A USE PARTNERSBIPS Beacon Council has plans for a 300 to Florida covenant CDC T 500 bed homeless facility in S. Dade "Start Off Smart" program R Youthbuild programs E Centro Campesino Farmworkers N Center, Inc. G Metro Dade CAA T Miami Dade Community College H Tools for Change S E A K N E S S E S •Enhance existing programs P P O R T U N I T I E S • Funding for youthbuild program H • Influx of new agencies complicate the R existing programs E A T S Florida City 16 Centro Campesino Dedicated busway to Cutler Me is T Various housing projects planned and funded R underway Palm Drive widening funded E Proposed "MOM" program. N DEEDCO program G Tools for Change has a Contractor T Certification Program H S U& of home ownership c of transportation link to E Lack of senior job/business core area and HAFB A Lack of affordable housing for Lack of local jitney services K hurricane victims Lack of funding for link to Florida N Lack of housing for persons with City/Homestead E special needs S Lack of subsidized housing S Difficult to qualify for existing housing E programs S Lack of infrastructure in some areas fire hydrants in S. W. Homestead) O on a City home Provide jitney services P Code enforcement to keep Need to expedite dedicated busway P neighborhoods up link to Florida City/Homestead O Local tradesmen not qualified to meet Provide senior citizens transportation R federal and state requirements Provide shuttle from end of busway to T • Difficult to build your own home Florida City/Homestead U • Higher quality design standards N • Credit clean up program I • DEEDCO Program T • Provide loan guarantees I E S T Home funds require lot purchase prior H to construction R E A T S Florida City 17 EQUAL "UNfI'Y ENVIRONMENT R E N G T H S • MEN Job Center is not located in 0 Needto protect e E area • Community still cleaning up from A Difficulty in having a home business Andrew R N E S S E S P Jobs related to community clean up P effort 0 Tree planting program R T U N I T I E S • Present zoning restricts home H businesses R • School Board election process does E not provide local representation A T S Florida City 18 Preface This report, Taking Stock: A Summary and Analysis of Existing Publicly Funded Programs Related to the Strategic Plan is one of three reports issued as of May 2, 1994 as planning documents for the Empowerment Zone Strategic Plan. The other reports are: Strategic Plan in Progress: A Working Draft and Neighborhood Agendas. This report sets forth a review of existing spending in. Dade County from federal, state, county and municipal levels in areas related to the Strategic Plan; an overview of programs; and a description of sample programs related to the Strategic Plan. Y Taking Stock: Use Of Existing Resources To Create Livable Communities And Provide Economic Opportunity Overview of Public Spending and Investment One of the most important components for building the Strategic Plan is to understand the use of existing resources: how funds are currently being spent, with what impact, discovering what works and how to achieve better coordination. Public spending in the areas related to the Strategic Plan, principally in human and community services and development, involves three, and sometimes four, funding levels: federal, state, local and municipal. Total spending focused on these areas in Dade County exceeds $1 billion from all levels of government; however, this spending should be examined for how it empowers people and links them to opportunity. Federal Spending Of the approximately $1.13 billion in spending on human and community services and development in Dade almost two-thirds of the spending, over $700 million, is federal. The majority of federal spending is in two programs which provide income support to poor households: • Aid to Families with Dependent Children (AFDC) which provides support payments to households with children. Of the 340,000 people living in poverty in Dade, 17% f. receive AFDC payments. The annual cost of payments is $174 million and the federal contribution is over $95 million. The State of Florida contributes approximately $78 million. A typical AFDC payment to a mother with 2 children is approximately $3600 annually. • Food Stamps is entirely a federal program costing more than $300 million annually in Dade. Almost one-third of Dade's poor, 151,000 people, receive food stamps. Excluding AFDC and Food Stamp payments and administrative costs, federal spending for human services and other programs in Dade, is approximately $300 million annually. Two-thirds of this spending is for supportive social services for children, the elderly, the mentally ill and the disabled. Approximately $100 million is spent annually by the federal government on public and other assisted housing (55%); community development (4%); and job training (41 %). State Support The State of Florida spends approximately $200 million annually on social and other programs, excluding the AFDC program. More than 80% of this spending is for supportive social services for children, the elderly, the mentally ill and the disabled. The balance of State spending is directed principally at two areas: drug abuse prevention and treatment ($13.8 million); and juvenile justice ($20 million) which involves a variety of crime prevention and detention programs for juveniles. The State spends virtually no funds on affordable housing, community development or job training. County Contribution Dade County spends approximately $89 million annually on human and community services and development programs from its general fund revenues of over $1 billion; approximately 9% of its general fund is spent on these programs. The County administers other funding from federal and state sources. Most of the County's funds for human and community development (55%), are in the area of social and human services. Of the $49.2 million spent in this area $30.8 million (62%) is administered by the Department of Human Resources and directed to over a hundred service providers and programs, (ranging in size from $2,000 to over a $1 million), generally for social services for children, family, the elderly and disabled. The Department of Youth and Family Development and the Community Action Agency direct approximately $15 million of County funds for such services. Drug abuse prevention programs ($23.5 million) account for 26% of the County's own spending on human and community services and development. The balance of the County's general fund in this area ($16.3 million) is spent in four divisions: justice assistance, (6.5%); cultural affairs (6.5%); housing assistance (4%); and community economic development (2%). Except incidentally, no County funds are spent on job training programs. Municipal Effort At the municipal level, there is almost no funding available in the areas of human and community services from municipal resources. The City of Miami spends from its own revenues approximately $10 million, 9% of its locally raised tax revenues. Since 1986, the City of Miami's budget in real dollars has been effectively reduced in the cumulative amount of $219.3 million. Tlie effective reduction in FY 1994 alone is $39 million. From 1980-1990, direct federal aid to cities was reduced by 50%. The Impact of Public Spending While considerable federal, state and county funding, over $1 billion annually, is spent on human needs, most of the spending is directed at alleviating the adverse conditions of poverty; maintaining subsistence; and dealing with the negative outcomes of poverty and distress. There is very limited funding directed at changing the conditions and outcomes of distressed communities. Little is invested in activities which provide people with the means to break the cycle of poverty and link into the mainstream. In deciding how to spend new resources under the Empowerment Zone program, the focus should be on choosing ways and means which will truly "empower" people and link them to the expanding opportunities in the wider community. Program Areas Reviewed The following provides a detailed review of existing publicly funded programs in the areas which affect the elements of the Strategic Plan. Included here is a narrative summary of each area; an overview; the budgets in each area detailed by funding sources; and descriptions of sample existing programs. TAKING STOCK: PUBLIC EXPENDITURES IN KEY AREAS RELATING TO COMMUNITY AND HUMAN DEVELOPMENT This Section Contains the Following Four Exhibits: • Summary Table Showing Seven Major Categories of Public Expenditures for Activities Focused on Community and Human Services and Development (1 Page) • Summary Chart Showing Sources of Funding for All of These Activities in Aggregate (1 Page) • Detailed Table Showing Expenditures for Primary Program Areas Within Each of the Seven Major Categories Itemized in the Summary Table (2 Pages) • Summary Chart Showing the County Share of These Expenditures — on Activities Essential to Community and Human Development — as a Percentage of Total County General Fund Expenditures (1 Page) TAKING STOCK: PUBLIC EXPENDITURES IN KEY AREAS RELATING TO CONINIUNITY AND HUMAN DEN'ELOPAIENT (S000's) FLORIDA TOTAL CITY/ FEES AND SPENDING FEDERAL STATE COUNTY MIAMI HOMESTEAD OTHER 1,119,754 705,997 279,076 89,021 10,279 0 35,381 63% 25% 8% 1% 0% 3% HOUSING ASSISTANCE 82,474 58,788 1,253 3,659 2,526 0 16,248 71% 2% 4% 3% 0% 20% JOB TRAINING 43,727 43,727 0 0 0 0 0 100% 0% 0% 0% 0% 0% COMMUNITY ECONOMIC DEVELOPMENT 8,933 3,779 375 1,342 2,760 0 677 (excluding hurricane & conventions) 42% 4% 15% 31% 0% 8% PUBLIC SAFETY 35,176 3,909 20,924 5,673 4,491 0 179 (excluding police service/corrections) 11 % 59% 16% 13% 0% 1 % SOCIAL AND HUMAN SERVICES 905,488 595,698 242,662 49,164 502 0 17,462 66% 27% 5% 0% 0% 2% DRUG ABUSE PREVENTION 37,337 0 13,837 23,500 0 0 0 0% 37% . 63% 0% 0% 0% CULTURAL AFFAIRS 6,619 .96 25 5,683 0 0 815 1% 0% 86% 0% 0% 120/6 NOTE: Sources for the funding estimates presented include State, County and Municipal budgets and materials provided by public agencies Review by administrators may result in revisions. TAKING STOCK: SOURCES OF FI_iNDING FOR ACTIVITIES RELATING TO COMMUNITY AND HUMAN DEVELOPMENT Fees & Other County State Federal FEDERAL : $706 million STATE: $279 million COUNTY: $89 million FEES AND OTHER : ' $45 million SOURCE : 1993-1994 Proposed Operating Budget Metropolitan Dade County NOTE : Does not include Dade Count}1 Public School Budget TAKING STOCK: PUBLIC EXPENDITURES IN KEY AREAS RELATING TO COMMUNITY AND HUMAN DEVELOPMENT (S000's) FLORIDA TOTAL CITY/ FEES AND SPENDING FEDERAL STATE COUNTY MIAM1 HOMESTEAD OTHER { v �.+}vv:• .. �� .�v .,{?+�., , .�................. ,,;.: •.. �::: •.\:Gy.:':'::i:: '? .K•'v.\++. ♦1} + ......+. ...: .... :...... ....\:Y•}:L;:i:•:??:•???:P:J�:j\?vti?i\^?{:??:.::;,•,�..6•.... ... v v + : •:v::hv:.:n:•?:..: .?,.:: :...; ..+v ..; ..... ....w:::??•.�•:•;::o:?!h: v:. •v.. v: :::.:::::. :..:. v .v.:... ................ .::+?:?: �??.??i:•.?::•}}?^?:}:?.:'•??:{•S:Y\St.+?•.}v{ n.:.: •n :.v. .:::: nv wn... v.;; .�.... .; �... .. ..... n...n v'2K':�.<.v::.v+i: .. ...... .. .. . . h,}y' r?}Y{:?Y?+ .+,:{4+.•:+{+2' 1,119,754 705,997 279,076 89,021 10,279 0 35,381+ 63% 25"/0 8% 1% 0% 3% HOUSING ASSISTANCE 82,474 58,788 1,253 3,659 2,526 0 16,248 71% 2% 4% 3% 0% 20% ............................................................................................................................................................................................................................................................................................ DARE COUNTI' ............................................................................P..... ..1r274 40 114 e...............................1..........................t............................................................2..................r....... 1 253 3 6S9 0 0 16 248 housingand urban development 43,888 26,944 0 3,400 13,644 community development administration 6,506 4,994 1.25.1 259 0 special housing administration ...................................................................,.....................................................................................................................................................................04 10,880 8,276 0 0 2,604 .....................................M[Ai1f1.......................................................1M9................12,817 ...... .............................. .........R........................0 ................. 2,52E ............................................................... ' F01110MESTEAD 5,857 5,857 JOB TRAINING 43,727 43,727 0 0 0 0 0 100% Otto 0% 0% 0% 0% .......................................................................................................................................................................................................................................................................I.................... SFETC/PiC ........................ .... ................................I.......... 43 727 ..�.27................................. 43,727 ....................................................................................................................................... Youth Programs 16.220 16,220 Adult Programs 17,246 17.246 EmerizenLv Programs 10.261 10,261 COMMUNITY ECONOMIC DEVELOPMENT 8,933 3,779 375 1,342 2,760 0 677 (excluding hurricane & conventions) 42% 4% 15% 31% 0% 8% .......................DARE COIJN fY...............................................6 »Administration 115...............3 721........................315...............i M...,.,...................375................i ...4 ................O ....................................»....................................Ez. ...............................o..................�. Business and Ec. Dea...................AM................. 677 Comm Revitalization Grants 986 986 Revolving Loan Program 2,453 2,453 _........ NI........................'7�.................. ... .......................... .o............................o......................o.........»2`'�.................,............o..........I..........a. .......................................... Office of Community DeveloQment�DBG ............................ ...........................................................................................................................................».............................................. ......................................................................... 2,760 ......................................................................................................... . 2,760 FC/HOMESTEAD PUBLIC SAFETY 35,176 3,909 20,924 5,673 4,491 0 179 (excludinst police servicelcorrections) 11 % 59% 16% 13% 0% 1 % ............... ........................................................................................................................................................... FLORIDA DEFT. OF HEALTH & ............................................................... ».... »........................................... .................REHABILITATIVE SERVICES .............................................................................. 22,555 .............................................................................................................................................................•........... 2. 539 20,01.E 0 0 0 0 »..»............................................JuvenileJustice .... ........................ 22l555................»2.539......................20016 ..1................................................................... » .....»»..»..»....»......DARE COUNTY ............8r100 1,340 908 5,673......._...........0........... .... »........................................ � Justice Assistance »MIAMI....................................................4r491».................... 8 100 1,340 »0............................0.....................a.......». 90F 5,673 ...................179 179 »...................... ....................248........................ ................................. .......................... ............... 4 491.............».».............O.....I................. Crime Prevention &Youth Development 4�246............... .................. ......................... ............................................ Community Relations.........». ......... ............ 243 243..............».».......................................:.. FC/HOMESTEAD ....,.................................. 30 30 0 NOTE: Sources for the funding estimates presented include State, County and Municipal budgets and materials provided by public agencies. Review by administrators may result In revisions. TAKING STOCK: PUBLIC EXPENDITURES IN KEY AREAS RELATING TO COMMUNITY AND HUMAN DEVELOPMENT ($000's) FLORIDA TOTAL CITY/ FEES AND SPENDING FEDERAL STATE COUNTY MIAMI HOMESTEAD OTHER �y. , :4'^i:•:,ti<ti4:� •:vi}:: }i:!q:}`:v.:i: Ci:•:4: i:: ii.,r,;. y. .. .. ♦ `4t '. •\. ..+.\•',b :• �..:...:.: r:, •• r. c. :. ♦, ti...... .. ... :•a•,,. :..:••.: •..........,t::.,,,.:..n.:•:x::c+>•+•.:c:•;x;:�::;•::`•`:•. �?.>:,.:u..;;•::'.�•.. o,S SOCIAL AND HUMAN SERVICES 905,488 595,698 242,662 49,164 502 0 17,462 66% 27% 5% 0% 0% 2% FLORIDA DEPT. OF HEALTH & REHABILITATIVE SERVICES 771r661............. 540t247...................2iSr629...................................,.....,.......................,..........�...............•5:785. ......, .................. ......................, Administration 5,995 2,554 3.441 Aging and Adult Senrices - elderly and disabled 9,502 2.046 6,456 Alcohol, Drug Abuse and Mental Health 46,673 13,682 32,991 Children & Families - foster care, adoption, etc. 72,917 40,000 32,917 Developmental Services (long term disabilities) 15,84.1 5,644 10,199 Public Health 24,616 7,286 11.545 5.7F5 Dade County Health Unit 30,804 30,904 0 Children's Medical Services 11,104 2,837 8,267 Food Stamps 296,213 296,213 Aid to Families with Dependent Children(AFDC) 173,960 95,67E 78,282 Economic Services - (Admin. of AFDGFood Stamps) 44,022 26,338 17,694 Adult Services 5.901 4,473 1,32E South Florida Evaluation and Treatment Center 13,729 3,190 10,539 Landmark Learning Center (ton& term disabled) 21,482 9,502 11,980 DADE COUNTY 1.7.}0............... 6 0 ......................... .............................................133r325............S................ community action agency 37,635 28,316 2,349 ................. 6,448 ..............................0...............l..1..,.6. 57_»7 community affairs (less MMAP) 1,988 135 1.853 department of human resources 82,336 27,000 13,282 30,899 11.155 metro-miami action plan 1.594 1.594 ......................................... end family development ................... 9+772.................................................. 1i40.....................370 ..................................... ML4MI...,,......,,....,,...............I............................ .................................................................... ,............................... S02............................................................ ........................... ...................................... FC/HOMESTEAD BUDGET 0........................................................................................................................................................................ DRUG ABUSE PREVENTION 37,337 0 13,837 23,500 0 0 0 0% 37% 63% 0% 0% 0% FLORIDA DEFT. OF HEALTH & REH.AB LITATIVE SERVICES..........................,...,...13r837........................�......................13 837 0...........,,......, U. ................ Drug AMue Programs in the Empowerment Zone 13, 37 ... ............... ................... ....... 13,837 ..... . ....................... .......,.........................�,..................,., ............,. .... ............... ................... .................. ............... 23500 ....� ...,................................. .............................DADECOUNTY.......................................... Drug Abuse Resistance Education (DARE) ......................,................................0 14,700 14,700 combined programs 7,000 7,000 ......................................... ........................ RW.E9urt................... AAN..................... . .....I................... ............i:8.0.0........... I ..................... I.................. ................. MIAMI d . .I........................ .......................................................................................................... .. FC/HOMESTEAD ,..................,....................................................,..................,.......................................... 0 . 0 0 0 0 0 0 CULTURAL AFFAIRS 6,619 96 25 5,683 0 0 815 1% 0% 86% 0% 0% 12% DARE COUNTY 6 619 ......46. .......... 25 5,683 ......................................................................I.......... r....,................. .I...........................................,...................................,............. 0 0 Ills 815 Cultural Affairs Council 4,036 96 25 3,100 Performing Arts Center Trust 1.200 11200 Art in Public Places 373 373 HASF 1,010 1,010 NOTE: Sources for the funding estimates presented Include State, County and Municipal budgets and materials provided by public agencies. Review by administrators may result In revisions. TAKING STOCK: CURRENT EXPENDITURES FROM THE COUNTY' S GENERAL FUND IN ACTIVITIES RELATING TO COMMUNITY AND HUMAN DEVELOPMENT Community and Human F)evelnnment All Other Activiv COMMUNITY AND HUMAN DEVELOPMENT: $89 million ALL OTHER ACTIVITY: $965 million SOURCE: 1993-1994 Proposed Operating Budget Metropolit ui Dade Count• TAKING STOCK: PUBLIC EXPENDITURES ON ACTIVITIES RELATING TO THE STRATEGIC PLAN This Section Contains the Following Two Exhibits: • Summary Table Showing Total Public Expenditures in Dade County by Departments and Agencies Whose Roles Encompass Activities Specifically Enumerated in the Empowerment Zone Regulations (1 Page) • Detailed Table Showing Major Program Areas Within the Departments and Agencies Listed in the Summary Table (3 Pages) TAKING STOCK: PUBLIC EXPENDITURES ON ACTI%qTIES RELATING TO THE STRATEGIC PLAN (SO00,S) FLORIDA TOTAL CITY/ FEES ANE SPENDING FEDERAL STATE COUNTY MIAMI HOMESTEAD OTHER . . . . . . . . . . . . . . . . 4,953,269 1,864,755 1,383,383 1,441,698 100,576 1,448 161;408 38% 28% 29% 2% 0% 3% . . . . . . . . . . . . . NMI HOUSING ASSISTANCE 82,474 58,788 1,253 3,659 2,526 0 16,248 71% 2% 4% 3% 0% 20% EDUCATION 1,838,000 140,000 1,011,000 687,000 0 0 0 (excluding federal hurricane funding) 8% 55% 37% 0% 0% 0% JOB TRAINING 142,627 51,260 54,400 36,966 0 0 0 36% 38% 26% 0% 0% 0% COMMUNITY ECONOMIC DEVELOPMENT 28,427 7,955 7,500 1,342 2,760 0 8,870 28% 26% 5% 10% 0% 31% PUBLIC SAFETY 604,024 6,963 20,924 450,027 94,788 1,448 29,874 1% 3% 75% 16% 0% 5% DRUG ABUSE PREVENTION 37,337 0 13,837 23,500 0 0 0 0% 37% 63% 0% 0% 0% PUBLIC HEALTHCARE ASSISTANCE 1,120,040 995,531 11,545 89,749 0 0 23,215 89% 1% 8% 0% 0% 2% SOCIAL AND HUMAN SERVICES 905,488 595,698 242,662 49,164 502 0 17,462 66% 27% 5% 0% 0% 2% LOCAL TRANSPORTATION 188,233 8,464 20,237 94,608 0 0 64,924 4% 11% 50% 0% 0% 34% CULTURAL AFFAIRS 6,619 96 25 5,683 0 0 815 1% 0% 86% 0% 0% 12% NOTE: Sources for the funding estimates presented include State, County and Municipal budgets and materials provided by public agencies. Review by administrators may result in revisions. TAKING STOCK: PUBLIC EXPENDITURES ON ACTIVITIES RELATING TO THE STRATEGIC PLAN ($000's) FLORIDA TOTAL CITY/ FEES AND SPENDING FEDERAL STATE COUNTY MIAMI HOMESTEAD OTHER ♦ Y f . ,,. ?;.. no-:•: ti;a>:•>:;::,;.: .,: :::+:::::::...... ....: . ,�,: \.. \ ., ,.. ,..,,n:;S}'L' � •::� ...... .+..n:::;•: is )i:��:>�:; `:: :.: S::y> 4,953, 269 1,864,755 1,383,383 1,441,698 100,576 1,448 161,408 38% 28% 29% 2% 0% 3% Cv. Y.. ..;.. HOUSING ASSISTANCE 82,474 58,788 1,253 3,659 2,526 0 16,248 71% 2% 4% 3% 0% 20% __»..._» ...._» .»....»..»»»................... ........ ._....... ..............................................�........,...»....................»..........__..................,...............................................................................................,...................................................... DADE COUNTY 274 40,114 1}25J 3 6 59 0 0 �...,..... I6 248 housing and wban development ...61 43,888 2b,844 0 3.400 13,64d community development administration 6,506 4,994 1,253 259 0 special housinitadministration 10,880 w8,276 ........._............... .0.. .....,0 ..............................................._..............,............,.....................,.......... 2,604 »....... M1AMl .................................... 15r343..................._.12t817_._..»_. 0 .........,........»_............................ .........0 2.526 . ...... _.»».....»...................»...». FCIHOMESTEAD 5,857 5.857 EDUCATION 1,838,000 140,000 1,011,000 687,000 0 0 0 (excluding federal hurricane a 8 /u o 55 /0 0 37 /0 o 0 l0 a 0 /0 o 0 /o funding) DADE COUNTY PUBLIC SCHOOLS 1,838,000 140,000 1.011,000 687.000 0 0 0 _.............................._..,...............................................,.................................................................,............................................................,.............,.......................................................................................................................... Instructional Services 1,020,000 Instructional Support 139,000 Pupil Transportation 53,000 School Administration 108,000 General Administration 76,000 Food Services 79,000 Other, including Physical Plant 363,000 JOB TRAINING 142,627 51,260 54,400 36,966 0 0 0 36% 38% 26% 0% 0% 0% ..»........»...... ».... _............................... _.... SCHOOL BOARD _................. _....._..... 98r900•....•.....••....»..M .................... _........ »... »»_.». 7r533..•....__........,,_5A�400•.».....•,••..•,•.••_36,966 .............. »........................................................................................ ........................................,....,........................................................................... .._................................ _.................. __....... .._..........__......__..»..............................._..... SFETC/PIC 43.727 43,727 »...»....__»_..»».»._.».»..»..........._.»..............................._..........................................................................._............................,....................................................................................................................................................... Youth Programs 16,220 16,220 Adult Programs 17.246 17.246 Emergency Programs 10,261 10,261 COMMUNITY ECONOMIC DEVELOPMENT 28,427 7,955 7,500 1,342 2,760 0 8,870 28% 26% 5% 10% 0% 31% DADE COUNTY 13 240 J,721 -.. ....••....7,50(1 .........................................................................,........................................................................... IJ42 0 0 677 »».....................»_..___...z................. Administration -Business and Ec. Dev. 2,676 .._. 282 375 1 142 677 Comm Revitalization Grants 986 986 Econ. Dev. Hurricane Rec. Prog. 7,125 7,125 RevolvinE.Loan ProSTn......_........__.2:453 ...... .2,453» .,_.»».__......... ... »............. .............................................. ..................................... _................. ,........................................ MIAMI ._........... 15,129 __......... »................. 4,176 ............. I ................. ..__»._..........._..»_ 0 ..... ............................. 0 2,760 0 8,193 Office of Community Development- CDBG 2,760 2,760 Miami -Conferences, Conventions ' 12,369 4176 8,193 .................._.....».»..».»»......_.»....»»....................................._.........,...........,..........--....................!..............,...................................,.......,.......,.........,.......,............................................................................................I.. FC/HOMESTEAD 58 58 NOTE: Sources for the funding estimates presented include State, County and Municipal budgets and materials provided by public agencies. Review by administrators may result in revisions. TAKING STOCK: PUBLIC EXPENDITURES ON ACTIVITIES RELATING TO THE STRATEGIC PLAN ($000's) FLORIDA TOTAL CITY/ FEES AN SPENDING FEDERAL STATE COUNTY MIAMI HOMESTEAD OTHER PUBLIC SAFETY 604,024 6,963 20.924 450,027 94,788 1,448 29,874 1% 3% 75% 16% 0% 5% FLORIDA DEPT. OF HEALTH & REHABILITATIVE SERVICES 2M�! �..$39 20.016 0 0 0 0 Juvenile Justice 22,555 ............................ " ' *'**** * 2.539 ..................................... 20.016 .............................. ............. .......... . . . ......... 5W1yF;E&iR;F "--*,*"*,*****"* - 4'-19'4- -9-6i �9*i'iii'-'-**--- "2* ' 9*-,* 8'- 7-4"' Metro Dade Police Department 271,974 259,094 12,880 Judicial Administration 60,827 47,282 13,545 Justice Assistance 8,100 1."40 908 5,67.1 179 Corrections and Rehabilitation ................................................................... 144,302 ............................ ............................ 3'0�4 ........................................... .......... ..... 10.......I..........................0 137,978 .................................. . ....... . . . ............. . ......... 3,270 MIAMI 94,788 ................................................ . ............. ............. 0 ................................................... 94788 2 0 0 . . ........................................................................ General Police Operations 90,297 ....... I .......... I ............... 90,297 . . ..... ................ .. ... ...... . .... Crime Prevention & Youth Development 4,248 4,248 y 243 ............................ ...................... ........................................................................................ 243 .Community 3 .6 - . . . ...................... .. ......... -- 1,448 ........ . .. DRUG ABUSE PREVENTION 37,337 0 13.837 23,500 0 0 0 0% 37% 63% 0% - 0% 0% FLORIDA DEPT. OF HEALTH & REHABILITATIVE SERVICES ............................ . ..0.......................13.837 .............. . ................... 0 ...................... -....0 ..... .............. ..... . ... . ...... ........ . ....... 0.. Drug Abuse Programs in the Zone 13,837 1 %.07 ....................... .Empowerment . ... . .............. DADECOUNY .......... . .......... . ........ I ................................................................................... ......................... .... ............... . ................ 2* '3"',' r*,* '0' ....................................... . ..... 0 ......... 0 . .. .............. . . . . . ............................................ 0 rug Abuse Resistance Education (DARE) Metro Dade Police 14,700 14,700 combined programs 7,000 7,000 .ag!� ........................1I,800 ....... ..................Kii..R .................................1.,80. 0 ....... . ............................. . ... .............. ........... . . ................... . . ......................RLi 0 ............ .......................................................... 11701IONIESTEAD .....................0..................................0. 0 0 ....0 0 ...0 0 .0.... 0 ............................... 0 0 PUBLIC HEALTHCARE ASSISTANCE 1,120,040 995,531 11.545 89,749 0 0 23,215 89% 1% 8% 0% 0% 2% UNITED STATES DEPARTMENT OF 988,245 988.245 0 0 0 0 0 HEALTH AND HUMAN SERVICES Medicaid payments .................. ....... . .............. 288.245 ... . . .................................................................... .. . .......... . ............ I ............................ '45 988.. ........................... 0 ..................................................... I .................. 0 ...... ......... ............ 0 ........ . ...... . . . . .................. 0 ............... ............. . . ........... . ... . 0 . ....... ........... FLORT. DA DEPT. OF HEALTH & REHABILITATIVE SERVICES 24 16 L� ......................... 7.286 - 11.545 ..................... ......................... 0 I ........... . .... . . . ..... 0 0 ..................................... . ................ R -.1 I ..... R : R 0..... ...... . . . ... . . . . . ............... ........................ I I ... . ........................ DAD.E.CO.U.N.T.Y . ........ .. . ............ . ............... ..................... ...... .......... 0 ...................... ............ gqj�! . ..... . .0 0 . ... . . ...... 17,430 . .. ....... . .......... . ................................ blic health, trust ....�.................I............ Pu ....... 107Jz� .............................................I.... . .................... . ................. . ........ ...................... ...... ........... 89,749 ........... . ..... ...... .. . ............................ 17,430 MIAMI 0 . ...... 0 0 1E7 m6i�iifE�iT . ......... . . ........... 0 . . 0 0 0 0 NOTE: Sources for the funding estimates presented include Slate, County and Municipal budgets and materials provided by public agencies. Review by administrators may result in revisions TAKING STOCK: PUBLIC EXPENDITURES ON ACTIVITIES RELATING TO THE STRATEGIC PLAN ($000, S) FLORIDA TOTAL CITY/ FEES AND SPENDING FEDERAL STATE COUNTY MIAMI HOMESTEAD OTHER . \} ni•:, :}t.}^ :,{.;.} nh•.: `:Y •Y•np :: \. U.•: .: \{:.n• ::}n,•. v..;};}... Y.,.. Y.:}. ..v}:Y:+i :• •. T`tvY.• SOCIAL AND HUMAN SERVICES 905,488 595,698 242,662 49,164 502 0 17,462 66% 27% 5% 0% 0% 2% FLORIDA DEPT. OF HEALTH & REHABILITATIVE SERVICES 771}bbl.................. 540,247 215t629 5_,785. Administration 5,995 2.554 3,441 »._...•........._ ._._0• Aging and Adult Services - elderly and disabled 8,502 2.046 6.456 Alcohol, Drug Abuse and Mental Health 46,673 0.682 32,991 Children & Families - foster care, adoption, etc. 72,917 40.000 32,917 Developmental Services (long term disabilities) 15,843 5,644 10.199 Public Health 24,616 7,286 11,545 5,785 Dade County Health Unit 30,804 30.804 0 Children's Medical Services 11,104 2,837 8,267 Food Stamps 296,213 296,213 Aid to Families with Dependent Children (AFDC) 173,960 95.678 78,282 Economic Services - (Admin. of AFDC/Food Stamps) 44,022 26,338 17,684 Adult Services 5,801 4,473 1,328 South Florida Evaluation and Treatment Center 13,729 3.190 10,539 Landmark Learning Center (long term disabled) ....._..».......__.._._... 21,482 11,980 ................. ........... .... ............ ___.....__._...._._. DADE COUNTY »..__._...._..........»...». 13325_ ».»...._9.502 ......•........_.._._......._ W.5�,451 ............................. 17,033 ................._....................... '-___ 49t164................_......_0 __ ........._»..........._....._.._._........_....._.......__... .......................... 0 11z677 community action agency 37.635 28,316 2,349 6,448 522 community affairs (less MMAP) 1,988 135 1,853 department of human resources 82,336 27.000 13,282 30,899 11,155 metro-miami action plan 1,594 1,594 youth end»family development..._............__ 9,772 _ 1,402_ 8,370..._..._..._...._.......»_ ...............................»................... __ ...._......__ .. WAMI 502 502 ..............._......»................»......_........._..........»».._......__ FC/HOMESTEAD BUDGET ...........».._..........._.........._............».»........_.......».._....»_............_._.......».»...._. 0 LOCAL TRANSPORTATION 188,233 8,464 20,237 94,608 0 0 64,924 4% 11 % 50% 0% 0% 34% DADE COUNTY 198}233 8,464 10�237 0 64,924 _ Metrobus'µ 110,864 8,464 _ 9,716 »......_._» .94t608 _._......_._._.......0. 42,300 _ __. 50,394 Metromover 8,426 8,000 426 Metrorail 47,909 75 33,720 14,114 S cial TransE2rtation 21,034 10,446 10,588 CULTURAL AFFAIRS 6,619 96 25 5,683 0 0 815 1% 0% 86% 0% 0% 12% DADE COUNTY 6t619 m _..._...._._.96_»..... 25 5}683 F µ 0 0 815 Cultural Affairs Council 41036 96 25 3,100 815 Performing Arts Center Trust 1,200 1,200 Art in Public Places 373 373 HASF 1,010 1,010 NOTE: Sources for the funding estimates presented include State, County and Municipal budgets and materials provided by public agencies. Review by administrators may result in revisions. Existing Resources Table of Contents Career Education and Job Training • Narrative Summary • One -Page Overview • Taking Stock: Job Training • Sample Existing Programs - Stay -in -School Program - Youth Fair Chance - Tech Prep - Summer Youth Employment and Training Program (SYETP) - School -to -Work Opportunities Program - Miami -Dade Community College One -Stop Career Center Dade County Public Schools "Enterprise School" Education • Narrative Summary • One -Page Overview • Taking Stock: Education • Sample Existing Programs - Bright Horizons: Student/Parent Resource Center - Full Service Schools - Florida First Start - Extended School Day Program - Higher Order Thinking Skills (HOTS) - Success for All Housing Assistance • Narrative Summary • One -Page Overview • Homelessness One -Page Overview • Taking Stock: Housing Assistance • Sample Existing Programs - Single Family Rehabilitation Loan, Urban Homesteading, and HOPE 3 - Single Family New Construction - Multi -Family Rehabilitation/New'Construction - Homeless Programs/Shelter Plus Care - HOPE for Elderly Independence Demonstration - Family Unification Demonstration Program - HUDNeteran Affairs Supportive Housing Community Economic Development • Narrative Summary • One -Page Overview • Taking Stock: Community Economic Development • Sample Existing Programs - Miami Capital Development - Grow Miami Fund - Hialeah International Technologies & Productivity Imprbvement Center (HIT-PIC) - Center for Health Technologies - Metro -Dade County Loan Guarantee Fund - Entrepreneurial Educational Center - Safespace Thrift Store and Women's Enterprise Center Social and Human Services • Narrative Summary • One -Page Overview • Taking Stock: Social and Human Services • Taking Stock: Public Healthcare Assistance • Sample Existing Programs - Casey Foundation: Mental Health Initiative for Urban Children - Project Safety Net - CDS: Resource and Referral - Toddler, Infant, Pre -School Program - Teenage Parent Program - Entrant/Refugee Child Care Services - Children and Family Services Public Safety • Narrative Summary • One -Page Overview • Taking Stock: Public Safety • Sample Existing Programs - Teen Cuisine Academy/Langston Hughes Academy - Dispute Settlement CenterNictim Offender Mediation - Juvenile Alternative Sanctions System - Community Oriented Police Squad - Citizens` Police Academy - Multi -Agency Gang Task Force - Youth Apprenticeship and Leadership Experience Program - Entrant and Refugee Services - JTPA Case Management/Vouchering Services - Robbery Intervention Detail - Tourist Oriented Police Drug Abuse Preyention • Narrative Summary • One -Page Overview • Taking Stock: Drug Abuse Prevention • Sample Existing Programs - Drug Court - Juvenile Treatment Alternatives to Street Crime - Drug Abuse Resistance Education (DARE) - Medical Treatment Services - Residential Treatment Programs - New Opportunity Transitional Living Program Transportation • Narrative Summary • One -Page Overview • Taking Stock: Local Transportation Cultural Affairs • Narrative Summary • One -Page Overview • Taking Stock: Cultural Affairs • Sample Existing Programs - Neighborhood Cultural Activities and Events - Neighborhood Cultural Facilities - Social and Community Service Activities and the Arts - Performing Arts Center Career Education and Job Training 0 Career Education and Job Training Dade County's Strategic Plan to link areas of distress with areas of economic growth requires pathways to jobs and opportunity. These pathways, must serve as the transition from school to employment for area youth. Without this transition, at -risk youth are either lost from the educational system and the workforce, or are unable to find meaningful employment in the local economy. These pathways must also be tailored to the types of skills which are necessary in a 21st-century workforce. Particularly in the communities of the Empowerment Zone, the youth population requires both basic job skills training and training that is tied to the needs of local employers. In the City of Miami, the unemployment rate is 9.7%. The overall rate for the state is 6.9%. The dropout rate in the Dade County high schools is one in four. Of those who do not graduate high school, 25% live in poverty. Even of those who do graduate, 31 % are unemployed and not in higher education one year after graduation. For those who find employment, the quality of jobs is often low. In Dade County, one in five of all individuals in poverty work more than six months per year. The South Florida Employment and Training Consortium/Private Industry Council (SFETC-PIC) spends $43.7 million annually on job training programs. The Dade County Public Schools (DCPS) spend $98.9 million on career and vocational education courses. Miami -Dade Community College has an annual budget of $26.8 million for occupational programs. Overall, these career education and job training funds are targeted at career awareness, dropout prevention, and vocational and technical training programs. SFETC-PIC serves approximately 10,000 youth and adults in a variety of job training and summer work programs. The Stay -in -School program provides job training and services for 2,500 at -risk high school students, and has had a remarkable effect on dropouts. The Summer Youth and Employment Training Program involves 5,500 low income high school students each summer. The DCPS has 50 career awareness/vocational education courses which serve 103,000 students (32,000 are in post -secondary programs). These programs receive approximately 10% of the school's inGtructional budget. Tech Prep, in particular, is a new program in the public schools which will directly link courses in 11 schools with job skills and on -site training. Miami -Dade Community College operates a number of vocational education programs, including the Center for Business and Industry, the Medical Center Campus, the Entrepreneurial Center, and the new Homestead Campus, Career Education and Job Training Objectives/ • Reduce number of young people unable to find work Needs • Reduce number of youth entering secondary (low wage, non -career) labor market • Increase opportunity for quality jobs and earning potential • Reduce dependency on public assistance • Raise understanding of workplace values and skills Indicators • Miami has unemployment rate of 9.7%; State rate is 6.9% • One in four non -high-school graduates are below the poverty line • 20% of those below the poverty line work six months or more per year • 31 % of high school graduates are unemployed and not in school • Average income for comfnunity college graduates is twice that of high school graduates Current K-12 Career Awareness programs Programs Curriculum Infusion of CareerNocational Education - $100,000 Trains teachers in career education Career Awareness Laboratory Program - estimated $87,000 per lab 107 labs serving 6,000 elementary/middle school students • 'Summer Youth And Employment Training Program - $8.2 million Serves 5,500 poverty -level youth; 80% success rate • Dropout prevention programs Stay -In -School program - $5 million Serves 2,500 at -risk impoverished high school students 93% success rate (high school graduation) • Tech Prep - $675,000 Technical course and apprenticeship programs at 11 sites • Miami -Dade Community College (MDCC) occupational programs Center for Business and Industry, Medical Center Campus, Entrepreneurial Center, Homestead Campus • JTPA other youth and adult programs Serve 10,000 youth and adults County -wide Funding • SFETC/PIC funding (JTPA) is $43.7 million • DCPS Vocational and Adult Education spending is $99 million • MDCC spends $26.8 million on occupational programs Barriers • Lack of well -developed formal industry -education partnerships • JTPA Title II-C regulations cap number of in -school at -risk students who can be served • Washington -based control of local Job Corps programming Proposed • Youth Fair Chance - $11 million over five years Programs Will serve 8,000 in -school and 1,800 out -of -school youth • School -to -Work Opportunities - estimated $1.5 million Holistic career awareness, exploration, and skills training programs Taking Stock: Job Training ($00016) FLORIDA TOTAL CITY/ FEES ANE SPENDING FEDERAL STATE COUNTY MIAMI HOMESTEAD OTHER JOB TRAINING 142,627 51,260 54,400 36,966 0 0 0 36% 38% 26% 0°/a 0% 0% SCHOOL BOARD 98,900 7 33 54,400 36,966 SPETWIC 43,727 43,727 Youth Programs 16,220 16,220 Adult Programs 17,246 17,246 EmeEenSX Pro&Mnu 10,261 10,261 NOTE: Sources for the funding estimates presented include State, County and Municipal budgets and materials provided by public agencies. Review by administrators may result in revisions. SFETC/PIC Basic Training & Employment Programs For Economically Disadvantaged Youth And Adults Name of Cost Of Program Age/Type of Duration of Number Who Funding Participant Program Entered Program Program JTPA I $338,000 Older Workers 2-3 Months On- Adults: 144 the -Job -Training JTPA 11 A $9,530,629 Adults Only 6 Months - Total: 2,633 Case 2 Years Mgt: 1,772 TSP: 861 (Long- term) Title 11 A $329,261 100% goes to Based on prev. Incentives service providers year & passed to JTPA 11 B $8,168,719 Summer Youth 8 Weeks 5,582 (1,954 Stay -in - School) JTPA 11 C $7,622,466 Year -Round 6 Months - Total: 3,464 Youth 2 Years Stay-in- School:1,954 Case Mgt:1,091 SP: 419 Cities in $100,000 1 To Stay -in -School Schools Total $26,089,075_1 11,823 Other Special Programs JTPA III $5,719,728 Dislocated 1 -4 Years Total: 2,536 Workers Case Mgt: 2,476 TSP: 60 HHS $1,657,318 Entrants & 2 -3 Months OJT Total: 1,672 Refugees & Placement OJT: 658 Direct Placement: 1,014 Emergency Programs JTPA Ill $9,140,247 Hurricane Andrew 2 Months - 2 Total: 2015 ($1,527,395 in Years OJT Only: 393 Mod. Request) Classroom + OJT: 1,622 JTPA III $1,120,628 Storm of the Up to 6 Months 424 Century or $6,000 All Programs Total $43,726,996 18,470 Detail on Stay -In -School Program (FY 93) JTPA 11 B $5,200,000 Stay -in -School 3 Years Typical 1,000 Enter/Year JTPA II C Program Including & 2,500-3,000 Sec. 123 Summers Participate DOE FTE's JTPA Funds Allocation: Basic Programs for Economically Disadvantaged Youth and Adults Basic Programs for Adults Basic Programs for Youth Population Served Older Workers Older Workers Percentages Adults Adults Percentages Summer Youth Employment SYFTP Percentages Year -Round Youth Year -Round Percentages Funding Source Title I Title 11 A Title 11 B Title 11 C Participants Served 144 2,633 5,582 3,464 Total Funds Received $338,000 100% $9,530,629 100% $8,168 719 100% S7,622,466 100% r capita funds received $2,347 S3,620 $1,463 $2,2100 SFETC Administration $31 566 93% $890,077 9.3% S1,068,887 13.1% $711,872 9.3% SFETC Intake/Assessment $19,848 5.90/0 $608 015 6.4% $479,695 5.9% $479 847 6.3% SFETC Direct Training Services $0 0.M/a 5158 102 1.7% $0 0.0% $361 650 4.7% Payments to Service Providers $286,586 84.8% $7,874,435 82.6% $6,620 137 81.0% $6,069,097 79.6% Detail of Payments to Service Providers Wages & OH for Summer Employers $0 0.00/0 0.00% $b 620,137 81.0% 0.00/0 Child Care Services s0 0.00/0 $400,000 4.2% 0.M/0 $250,000 3.3% Direct On -the -Job Training $286 586 84.8% $0 0.0% 0.0% $0 0.00/0 Training Service Providers 0.00/0 $2,466,564 25.9% 0.0% $1,699,347 22.3% Cate Management/Voucherin 0.(M $5,007,871 52.5'%, 0.M $4,369.750 57.3% Detail of Case Mana ement/Voucherin Counsclin g & Services $2,337,174 $2,039362 "Voucher": Tuition, books, licenses 1 $2,670,698 $2,330,388 Comments • All JTPA programs are restricted to economically -disadvantaged persons. • SFETC Administration includes basic overhead plus Federally mandated monitoring proceedures, payroll processing for summer workers, and supervision of all service providers. • SFETC Intake/Assessment is the initial interviewing and assessment of all participants. • SFETC Direct Training Services are funds expended for case management services administered by SFETC counselors • Child Care Services are payments to organizations providing day care and related services for participants • Direct On -the -Job Training expenditures are payments of wages for persons receiving private sector training from an employer • Training Service Providers are organizations providing their own classroom training • Case Management/Vouchering Service Providers are organizations providing counseling and supervision of participants, and vouchers for their attendance at an area school or college • Vouchers are for tuition, books, license fees. Primary institutions to which students arc "vouchered" include DCPS, MDCC, and FIU_ Note: Does not include Title IIf (Dislocated Workers). HI4S Entrants Refugees and other special and emergency programs 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0%- Title I JTPA Funding Allocation Basic Programs for Economically Disadvantaged Youth and Adults Title II A Title II B Title II C Older Adults Summer Stay -in - Workers Youth Schools/Year Round Youth ® Admin Assessment M Direct Training Provider Payments I JTPA Funding Allocation Basic Programs for Economically Disadvantaged Youth and Adults Title I 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Older Workers Title II A Title II B Title II C Adults Summer Youth Stay-in- Schools/Year Round Youth Provider Payment Breakdown I ® Training Service Providers I ® Child Care Vouchers for Tuition, Books, etc. n Counseling & Services ® Direct On -the -Job Training I n Wages & OH to Employers PROJECT/PROGRAM TITLE: STAY -IN -SCHOOL PROGRAM TYPE: Education and Job Training LOCATION/SERVICE AREA: Thirteen Dade County public schools, including: Miami Northwestern, Miami Jackson, Miami Beach, Miami High, Homestead, Miami Edison, Miami Carol City, Miami Central, Miami Coral Park, Coral Gables, Hialeah, Hialeah -Miami Lakes and Miami Springs, CURRENT STATUS OF PROGRAM: Continues and may be expanded through School -to - Work funding, however, due to requirement in JTPA 1992 Amendments stipulating that at least half of the youth served must be out -of -school youth, the program is currently being cut back by 50% until other resources can be developed to increase the number of out -of -school youth in JTPA-funded programs. PROGRAM GOALS: • Decrease dropout rate. increase numbers of at -risk youth who graduate. • Increase preparedness for post -high school career through career exploration and planning. • Increase enrollment in post -secondary education/training programs and/or employment. • Increase work -related competencies of at -risk youth, including basic skills. COST: Annual direct cost of approximately $5,000,000 for services to approximately 2,500 students, averaging $2,000 per student. Funding sources include JTPA Titles II -A, II-B, 123. Dade County Public Schools -donated staffing; Florida State Legislature. PROGRAM SERVICES: • Counseling, advocacy, social services support and home visits • Summer jobs via sequential competency -based paid work experience • Special JTPA/Dade County Public Schools remediation courses • Tutoring, mentoring and preparation for college entrance exams • Vouchering to cover costs at Miami -Dade Community College or vocational technical centers and/or assistance in securing employment following graduation. IMPLEMENTATION: Jointly operated by the Training and Employment Council of South Florida and Dade County Public Schools. Funds year-round, full-time case management/counseling services in schools through Miami -Dade Community College, Metro - Dade Youth and Family Services, the Cities of Miami and Hialeah and community -based organizations. IMPACT: • More than 8,000 at -risk potential dropouts served since 1986. • Success rate of 93% in retaining students in high school to graduate. • Dade County Public Schools longitudinal dropout rate has -reduced by 4.7%. • More than 70% master JTPA competencies. PROGRAM TIMELINE: Operating since 1986. PROJECT/PROGRAM TITLE: Youth Fair Chance (YFC) TYPE: Education, Job Training, Social/Human Services LOCATION/SERVICE AREA: Liberty City, including Northwestern HS for in -school age -group. CURRENT STATUS: YFC proposal pending at U.S, DOL. Received 1993-1995 DOL funding for school - to -work demonstration components within existing Stay -in -School Program. PROGRAM GOALS: Comprehensive, integrated training and employment services for youth and young adults (14-30) with full range of human/social service supports. Goals include: increasing competencies to succeed in workplaces that offer career ladders and upward mobility; increasing rates of high school completion and enrollment in postsecondary training or educational institutions; increasing rates of employment in career oriented positions and retention in employment; decreasing rates of school failure, schoolage childbearing, and juvenile crime in the target area. COST: $11 million in YFC funding plus local resources in excess of $6 million, over 5 years. PROGRAM SERVICES: Services at Northwestern HS build on Stay -In -School and School -to -Work program components in those schools (see separate summaries), including integration of occupational and academic learning, school -based and work -based learning through year-round internships and summer work experience, and TECH PREP. Services for out -of -school youth and young adults include: career exploration and planning; financial planning and assessment of social service supports needed to sustain long-term training; basic skills remediation and GED preparation; vouchering to cover educational costs; provision of child care and other supportive services; provision of subsidized work experience, training stipends, part-time private sector employment or other financial supports as appropriate to sustain long-term training; tutoring and individualized academic assistance; counseling, referrals, and case management to insure that needed supports are provided to sustain long-term training, job search assistance and specialized job development where appropriate; sports, recreational and cultural activities. IMPLEMENTATION: Community Resource Board including Training and Employment Council (SFETC and PIC), Dade County Public Schools, Miami -Dade Community College, Job Service, City of Miami Neighborhood Enhancement Team and Neighborhood Jobs Program, Metro -Dade Community Action Agency, Metro -Dade Department of Youth and Family Development, Greater Miami Service Corps, James E. Scott Community Association, Belafonte Tacolcy Center, OIC, Jobs for Miami, YMCA, YWCA, Switchboard of Miami, Family Christian Association, Miami Coalition for a Drug -Free Community, and others. IMPACT: If fully implemented and if School -to -Work is fully implemented, impact will be on entire school enrollment of Miami Northwestern HS as well as its feeder pattern (therefore virtually all youth in the area ages 5-18), totally approximately 7,500 to 8,000 youth. The out -of -school and young adult component is projected to impact approximately 600 youth per year, with most being served for multi -year sequences. In total, over the five year period, it is expected that at least 1,800 will be served. PROGRAM TIMELINE: 1994-1999 with federal funding; continuing thereafter with local resources. PROJECT/PROGRAM TITLE: TECH PREP TYPE: Education and Job Training LOCATION/SERVICE AREA: Statewide program. Eight Dade County public senior high schools, including: Miami Northwestern, Miami, Southwest, Miami Beach, Hialeah, William H. Turner Technical Arts and South Dade: three technical centers and Miami -Dade Community College currently participate. CURRENT STATUS OF PROGRAM: First established within the State of Florida in 1991. Developed through consortia and articulation agreements between Dade County Public Schools and Miami -Dade Community College, TECH PREP will officially commence in Dade County at the start of the 1994-95 academic ,ear. PROGRAM GOALS: • Provide an effective collaboration between secondary, postsecondary educational systems and business and industry for the development of curriculum. • Enhance student retention and reduce drop -out rates. • Enhance ability to meet employer expectations and retain employment. • Reduce need for remedial training in community college programs. • Increase standardized test scores. • Increase enrollment in upper -level mathematics and science courses. • Eliminate unwarranted duplication of curricula content between high school and postsecondary programs. • Increase number of students entering postsecondary education. COST: $675,000. The United States Congress authorized funding of Tech Prep Education Programs under the Reauthorization of the Carl Perkins Vocational and Applied Technology Act of 1990. Tech Prep currently receives internal support from the Florida Department of Education and funding from the United States Department of Education. PROGRAM SERVICES: • Dual enrollment in technical courses at both the secondary and postsecondary levels. • Remediation and development courses. • Technical preparation via apprenticeship programs for careers in health care and business technology, with more programs of study to be added in agritechnology, marketing, industrial technology, environmental services, human services and public service. • Sequential, articulated programs of study that develop higher levels of student competence in communications, mathematics and science. • Academic and job counseling services as well as job referral: IMPLEMENTATION: In conjunction N%pith the Tech Prep Steering Committee. Dade CountlY Public Schools, Miami -Dade Community College and local participating businesses and industries. PROGRAM TIMELINE: Will begin operation for the 1994-95 academic },ear. F� PROJECT/PROGRAM TITLE: Summer Youth Employment and Training Program (SYETP) TYPE: Education and Job Training LOCATION/SERVICE AREA: Throughout Dade County CURRENT STATUS OF PROGRAM: Funded through Title II-B of the Job Training Partnership Act at a level sufficient to serve approximately 5,500 youths, ages 14-21, from poverty -level families. Expansion would require a non-JTPA source. PROGRAM GOALS: • Enhance future employability through the upgrading of basic skills. • Enhance ability to select careers. • Enhance ability to meet employer expectations and retain employment. COST: $8,168,719 for 1994. After all the federally -required costs for eligibility determination, intake, assessment, monitoring of all worksites and classrooms as well as services providers, bi- weekly preparation for 5,500 youths, federal reporting and closeout, 81 % of the funds are allocated to 28 service providers using the following formulas: For Stay -in -School, $1,383 per slot; for Work Experience, $1,316 per slot. In both cases, 65% of the slot cost is participant wages, FICA and Workmen's Compensation. PROGRAM SERVICES: • Competency -based work experience NNith bi-weekly evaluations • Competency -based pre -employment skills training and basic skills remediation/upgrading. • Students are paid for up to 180 hours of participation at hourly rates ranging from $4.25 to $5.00 per hour based on prior competency attainment and responsibilities. IMPLEMENTATION: The Training and Employment Council of South Florida administers the program through 28 service providers that include governmental entities (Metro -Dade County, Monroe County, the Cities of Miami, Hialeah and Opa-Locka); educational institutions (Dade County Public Schools, Miami -Dade Community College and Florida International University); community -based organizations (Adult Mankind Organization, ASPIRA, Belafonte Tacolcy Center, Christian Community Service Agency, Cuban -American National Council, HACAD, Haitian American Foundation, Haitian Task Force, James E. Scott Community Association, Jobs for Miami, Richmond Perrine Optimist Club, SABER, SER Jobs for Progress, SHARE, Small Business Opportunity Center, Transition, Youth Co-op and the YMCA) and a private -for -profit organization (A1A Employment). IMPACT: • Employability competency attainment by more than 80% of participating youth. • $4.4 million in wages to youths from families living in poverty. PROGRAM TIMELINE: Program preparations begin each year on April lst. Students are involved in program activities from approximately June 15th through August 28th of each year. PROJECT/PROGRAM TITLE: SCHOOL -TO -WORK OPPORTUNITIES TYPE: Education and Job Training LOCATIONISERVICE AREA: Throughout Dade County CURRENT STATUS OF PROGRAM: Components are already in place through various programs administered by Dade County Public Schools and operated through the Office of Vocational, Adult, career, and Community Education. Funding is now becoming available through the U.S. Department of Labor to expand these programs system -wide. PROGRAM GOALS: + Enhance future employability through the upgrading of basic skills. • Increase opportunities for higher education. • Enhance ability to meet emplover expectations and retain employment. • Prepare young people for a first job in high -skill, high -wage careers • Bring uniformity and coordination to various job training/vocational programs within Dade County, such as TECH PREP, JTPA Summer Youth Employment and Training Program, Stay -in -School Program, and numerous apprenticeship programs. • Improve delivery of job training/vocational services. COST:. $675,000 in Local Partnership request to the U.S. Department of Labor, plus an additional $800,000 to $1,000,000 from the State of Florida in its passs-thru's to local areas, based on competitive RFP's. State funding will continue over a five year period. PROGRAM SERVICES: • Career awareness, career exploration, vocational assessment and career planning. • Competency -based pre -employment skills training and basic skills remediation/upgrading. • Paid work experience and unpaid internships. • Workplace mentoring, academic counseling and job placement services. IMPLEMENTATION: The Dade County School -to -Work Opportunities Local Partnership includes Dade County Public Schools, Miami -Dade Community College, Florida International University, the Training and Employment Council of South Florida, Jobs and Benefits, youth programs of governmental entities, various chambers of commerce and community -based organizations, including the James E. Scott Community Association, Jobs for Miami, SER Jobs for Progress, Youth Co -Op, the YMCA, Christian Community Service Agency and the Belafonte Tacolcy Center. PROGRAM TIMELINE: 1994-1995 funding is sought directly from the U.S. Department of Labor; 1994-1997 funding will be sought from the State of Florida provided that the State is awarded a State School -to -Work Implementation Grant from the U.S. Department of Labor. It will continue thereafter with local funding. Miami Dade Community College as a One -Stop Career Center and Job Training Facility Objectives: In order to increase the employability of low-income persons and disadvantaged youths; substantively address Dade County's overabundance of unskilled workers; encourage economic self-sufficiency by providing basic skills training, occupational skills training, job search assistance, job placement, and support services; and establishing a partnership between school and business. Program Overview: Under the current structure of Miami -Dade Community College's vocational training program, no. student is denied admission. This open-door policy, in turn, promotes education• and job training. Furthermore, its five campuses throughout Dade County renders MDCC easily -accessible and convenient, particularly for those students attending class after work. At the present time. however, this program is underutilized due to a wide range of factors, including the following: + Within Dade County, there is a myriad of job training and/or vocational programs, administered by separate and often -competing entities, that in turn, has resulted in a lower quality of services, incompatible programs and consumer confusion. • Graduates of such programs typically find difficulty linking their added skills with those jobs requiring such. In consequence, many potential students are lost out of fear that their diploma i may not be marketable or that they may be no better off as graduates than before entering the program. • Vocational programs are typically oriented to those with some basic level of skills, including a high school education. However, this fails to pay attention to those persons with remedial skills, who in turn, make up the largest portion of Dade County's poor population. Recommended Areas for Program Enhancement: • Establish Miami -Dade Community College as a One -Stop Career Center in which the job training and vocational programs would be developed and administered in coordination with all other entities includes SFTEC, PIC, the Dade County Public School System, etc. • Provide students with the opportunity to simultaneously earn a GED and acquire added skills in a job training and/or vocational program. • Establish a feeder between the Career Center and local businesses, in which the latter agrees to higher a specific number of graduates each year, guaranteeing employment for a minimum of two years. PROPOSAL FOR DADE COUNTY PUBLIC SCHOOLS "ENTERPRISE SCHOOL" UNDER THE EMPOWERMENT ACT The following pages present the concept for Dade County Public Schools Enterprise School. Work values and community partnerships are critical components to this first-of-e-kind Dade County Public School. Employability, basic skills, and job - placement are closely incorporated with employer and community needs. The combination of school and community working together to revitalize the community and empower Its residents reflects a unifying spirit in a diverse community. Community partnerships and joint ventures with service agencies and business contribute to the preparation of a qualified task force and to a stronger economic base in greater Miami. Purpose The proposed school will serve as the community's school. The school will provide activities and programs that will enhance human potential. Therefore, this one - stop school will serve as a connecting link for educational, health, social/human, employment, and/or economic services that are needed to empower residents and employers in the community. Enterprise School will offer secondary and post secondary vocational technical training, basic skills development, and High School Completion. Articulation with local higher education institutions are already in progress for vocational programs. In addition, dual enrollment will be implemented for students attending a secondary home school during the time they attend Enterprise School. The school will provide an array of school -based services that eliminate boundaries between service and educational organizations in the community. It will do so by establishing boundaries with relevant agencies in the community to develop and promote community -based support systems. Every effort will be made to prevent duplication of efforts and to maximize interagency cooperation. Overall, the purpose of the school is to meet the needs of the local residents and employers moving into the area. It will encompass Adult Basic Education programs in addition to vocational training programs, support services, outreach and recruitment programs, as well as assessment, placement, and referral networks. Specifically, the goals of Enterprise School are the following; provide a full array of school -based services that dissolve boundaries between 1 service and educational organizations in the community. Establish partnerships with private organizations in the community to develop and promote community -based support systems. Offer a combination of two or four-year vocational programs, continuing education, and training programs. Education Education The path out of poverty is through education. The problems of low basic skills, high dropout rates and poor academic outcomes particularly impapt the impoverished students of the Empowerment Zone communities and other distressed areas. These students' future participation in the workforce and Dade's future growth is dependent on achieving a competitive level of success in basic skills and education. The Dade County Public Schools (DCPS) serve over 300,000 students (the fourth largest district in the nation). Of these students, 48% are Hispanic, 34% are black, and 18% are white or of other race/ethnicity. One in every four students drops out over the course of high school. The dropout rate is even more extraordinary for students deemed "at -risk." The rate for this group is estimated to be at least 60%. Of those students who engage the justice system while in high school, 92% drop out. Basic skill achievement is also an issue. In a nationally standardized test given in the 1 Oth grade, Dade County students score in the thirty-fourth percentile overall. Miami -Dade Community College, which is attended by nearly a third of County high school graduates, has found that only 24% of its new students arrive prepared for college. The DCPS has an annual budget of $1.9 billion. $925 million is spent on instructional service. $99 million (5.5% of the budget) is spent on vocational and adult education courses and programs. A very small percentage of the budget (less than 1 %) is spent on targeted programs for at -risk students or schools in distressed communities. Special initiatives of the school system have a number of aims, including providing social services to students, ensuring the progress of elementary students, restructuring curricula, involving parents, integrating vocational and job skills training. The Full Service Schools program provides educational, health, social, and recreational services to students and their families at selected schools. The Florida First Start, Even Start, and Bright Horizons programs involve parents directly and offer individualized instruction and services to ensure that elementary students do not "fall through the cracks." The High School Restructuring and Higher Order Thinking Skills (HOTS) programs are changing instructional methods through computerized learning and curriculum reform. These special initiatives, though small, are "cutting edge" programs and have potential for expansion, enhancement and replication. Education Objectives/ - Reduce the dropout rate in Dade County Public Schools (DCPS) Needs - Increase in -school social services for students - Increase ties to career and vocational education - Parental involvement in children's education - Targeted programs for impoverished students Indicators - 300,000 students in public school system - 24.1% of students drop out over the course of high school - Dropout rate for at -risk students is an estimated 60% . - Students score in thirty-fourth percentile overall on loth -grade national test - Undocumented immigrants cost State system $180.4 million Current - Basic instructional services - $925 million Programs - Vocational and adult education courses and programs - $99 million 50 courses/programs serving 103,000 students and 177,000 adults - Specialized programs - $13.3 million ($2.7 million in Zone) Bright Horizons: Student/Parent Resource Center ' Serves 32 schools (8 in Zone) - $150,000 per site Family literacy and early intervention programs Dr. J.P. Comees School Development Program Serves 12 schools (1 in Zone) - $60,000 per site Curriculum for academic, social, and mental health skills Extended School Day Program Serves 2,674 students, 15 schools (1 in Zone) - $54,000/site Florida First Start Serves 8 schools (2 in Zone) - $206,000/site Home -school partnership for handicapped and at -risk students Full Service Schools Serves 8 schools (0 in Zone) - $195,000/site Educational, social, health, and recreational services Higher Order Thinking Skills Serves 11 schools (1 in Zone) - $16,000/site Individualized and small -group computer learning Saturday Academy Serves 6,300 students, 38 schools (6 in Zone) - $75,000/site Success for All Serves 3 schools (2 in Zone) - .$250,000/site Tutoring and reading programs for students pre-K to 5th grade Funding - The total County budget for education is $1.8 billion, with 8% federal funds, 55% state funds, and 37% local funds (primarily property taxes) Barriers - Loss of magnet school programs due to federal integration regulations Proposed - Even Start - Academic and social support services for children ages 0-8 Programs - High School Restructuring - Curriculum reform and career education Taking Stock: Education ($000's) FLORIDA TOTAL CITY/ FEES AND SPENDiNC FEDERAL STATE COUNTY MIAMI HOMESTEAD OTHER EDUCATION 1,838,000 140,000 1,011,000 687,000 0 0 0 (excluding federal hurricane funding) 8% 55% 37% 0% 0% 0% DARE COUNTY PLtgLIC SCHOOLS 1,838 Q_00 140,000 1,011,000___ 687�000 0 0 0 Instructional Services 1,020,000 Instructional Support 139,000 Pupil Transportation 53,000 School Administration 108,000 General Administration 76,000 Food Services 79,000 Other, including Physical Plant 363,000 NOTE: Sources for the funding estimates presented include State, County and Municipal budgets and materials provided by public agencies, Review by administrators may result in revisions. 7 DA DE COUNTY Transitions from School to Work DADE COUNTY PUBLIC SCHOOLS 1.838 Billion Budget 14,143 Graduates Elementary School Employed, Not in School 130,041 students Middle School 3252 graduates (23%) Pre K 5,549 Kindergarten: 23,679 90,050 students High School First grade: 24,729 Second grade: 25,435 Sixth grade: 22,751 64,072 students 4-Year College: 2,037 Third grade: 25,458 Seventh grade: 21,657 Nfiiami-Dade Community College: 4,277 Fourth grade: 25,401 Eighth grade: 21,036 Tenth grade: 22,067 District Post -Sec Voc Education: 475 Fifth grade: 24,606 Ninth grade: 23,205 Eleventh grade: 19,977 past -Secondary Education i Twelfth grade: 16,823 -M 6,789 graduates (480%) 3,960 also employed (280/6) 4.2% 9.1% Dropouts Dropouts Unemployed, Not in School 3,782 students annually 7,469 students annually 4,101 graduates (290/6) Sources: Dade County Public Schools; Mami Dade Community College; Florida Education & Training Placement Information Program. Note: "Dropouts" are students over 16 years of age who have left school and students under 16 who are considered to be "Habitual Truants." Class of 1992 5,138 graduates M LAMI-DA,DE COMMUNITY COLLEGE ?Transitions from School to Work Attainment of the Class of 1992 75% Associate in Arts Degree 3,854 graduates 25% Associate in Science Degree 1,285 63% 12% 5% 18% 4-Year College 3,237 graduates I Employed 1 617 graduates 4-Year College 231 graduates Employed 938 graduates 2% Unemployed, Not In School 116 graduates $30,000 $25,000 $20,000 $15,000 $10,000 $5,000 $0 DADE COUNTY Annual Income by Educational Attainment 9.1%0 Employed High School, District Post- Associate in Associate in State High Graduate Secondary Arts Degree Science University School Employed Voc Ed Graduates Degree BA Dropouts Full -Time Graduates Graduates Project or Program Title DCPS Bright Horizons: Student/Parent Resource Center Type (Circle One) Housing Education Economic Development Job Training Social/Human Services Public Safety Transportation Environmental Sustainability Free Trade Drug Abuse Prevention Information Superhighway Technologies Immigration Location/Service Area Dade County Public Schools Current Status of Program Services are currently being provided at 32 schools; eight of these are in the Empowerment Zone. Program Goals • Improve student achievement. • Strengthen families through parent education programs and through the provision of information and services which support the family unit. • Involve parents in the educational nurturing of their children. • Provide an array of services that help to build bridges between family education and student learning. • Establish partnerships with private and other public organizations in the community to develop and promote community -based family support systems. Cost First Year Facility (Relocatable) Start-up Supplies and Equipment Salaries Subsequent Years (per year) Supplies Salaries (Continued) $ 150,000 122,420 124,587 Total $ 397,007 $ 25,000 124,587 Total $ 149,587 0 Ten additional sites are needed to serve students in the entire Empowerment Zone at a first year cost of $3,970,070. The cost for subsequent years for these ten schools would be $1,495,870 per year. List Program Services • Educational academic services • Family literacy classes • Early intervention programs • Parent education classes • Counseling services • Adult classes • Parent and school networking • Information services related to the school program, community services, and employment opportunities Implementation The centers contain a wide variety of materials to assist schools in getting the word out that education and the improvement of student achievement are primary goals. Parents are given the opportunity to know more about their child's educational needs and to learn how to become part of the team that guides their child' learning. Impact of Program Parent Resource Centers are being implemented nationwide and are serving a critical need. Through such centers, parents and community members are able to receive information and join together to learn parenting skills. This empowerment enables them to support children, to strengthen the family unit, and to be able to contribute positively to the community. Program Timeline The program at the current sites was initiated during the 1993-94 school year. To add sites, a six month lead time is needed. Project or Program Title DCPS Full Service Schools Type (Circle One) Housin ucation Economic Development Job Training cial/Human Sery Public Safety Transportation Environmental Sustainability Free Trade Drug Abuse Prevention Information Superhighway Technologies Immigration Location/Service Area Dade County Public Schools Current Status of Program Full Service Schools exist at eight school sites; none is in the Empowerment Zone. Program Goals Provide educational, health, social, and recreational services to students and families at the school site. The school, in essence, becomes a 'one -stop" center for services needed by the community. Cost First Year Facility (Relocatables) Personnel Subsequent Years (per year) Supplies and maintenance Personnel $ 350,000 145,000 Total $ 495,000 $ 50,000 145,000 Total $ 195,000 Eight additional sites are needed to serve the Empowerment Zone at a first year cost of $3,960,000. The cost for subsequent years for the eight schools would be $1,560,000 per year. List Program Services Educational Social Health Tutoring Employment Clinic (at some sites) GED Preparation Housing Mental Parenting Skills Legal Nutrition Parent Education Counseling Immunization Test Preparation Child Care Family Issues Study Skills Day Care Referrals Computer Education Referrals Recreational Leisure Activities Supervised Play Intramurals Implementation Future implementation of full service schools is dependent upon availability of funding. Design and scope of the programs is based on DCPS guidelines with input from district and school site Full Service School Advisory Committees. Impact of Program • An increase in parent and family involvement and participation result in higher academic achievement, more regular attendance, and greater student self-esteem. Also contributing to these gains are the establishment of early intervention and prevention programs and the provision of needed social and health services at the school site. • It provides for the delivery of needed services in a coordinated and efficient manner close to the constituents. • A strong, caring school/community relationship is built through communication and collaboration that focuses on a clear vision of school -based community services. Program Timeline To add sites, a six to twelve month lead time is needed. 0 PROJECT OR PROGRAM TITLE DCPS Florida First Start TYPE Education LOCATION/SERVICE AREA Dade County Public Schools CURRENT STATUS OF PROGRAM The program is currently being implemented at eight school sites and one migrant camp. Two sites A.L. Lewis Elementary and Holmes Elementary, are in the Empowerment Zone. PROGRAM GOALS Florida Statute 230.2303 states the legislative goal in the establishment of the program, "as a home -school partnership designed to give handicapped and children at risk of future school failure the best start in life and to support parents in their roles as the children's first teachers." COST Approximately $206,000 per site per year. To implement the program at six additional sites within the Empowerment Zone would cost $1,236,000. Some students living within the identified Zone boundaries attend an additional nine schools adjacent to the boundaries. Implementing the program at two of these nine schools would cost $412,000. LIST PROGRAM SERVICES Program services include: provision of family resource centers, parenting skills, home visitations, infant/toddler stimulation activities, continuing educational opportunities (ABE, GED, and vocational), interagency networking, family advocacy, and participation in various community outreach efforts. Additionally, at the resource centers, infants and toddlers are provided develop- mentally appropriate experiences by the center staff while parents are observing and receiving instructions. This modeling activity is then re-enacted by the parents. IMPLEMENTATION The program is implemented at eight elementary school 'sites and one outreach migrant facility. Services are provided annually by state certified teachers and paraprofessionals. Staff development is ongoing for all staff members and includes training experiences involving educational and family liaiscn strategies, social, health/medical referral services, and community information and referral data. IMPACT OF PROGRAM The program provides numerous benefits to participating family members, schools, communities and social/health service representatives. The benefits include: dissemination of developmentally appropriate information: accessible and comprehensive services; relevant training; early identification and intervention; and often, through the use of the family support plan, the reduction of duplication of services by educational and social agencies. PROGRAM TIMELINE The program timeline is coordinated with the regular school and summer program of 'Dade County Public Schools. This schedule is used in order to provide continuous support services for the participating families. Also, this aids in the collaboration process with services extended by cooperating agencies. To initiate a program requires a lead time of six months Project or Program Title DCPS Extended School Day Program Type Education LocationlService Area Dade County Public Schools Current Status of Program The program is currently being implemented at eleven elementary schools, two middle schools, and two high schools. One elementary school, Buena Vista Elementary, is In the Empowerment Zone. Program Goals • Increase student achievement • Provide opportunities for students to discover new talents and expand existing ones • Provide tutorial assistance Cost Approximately $54,000 per school year per site. To implement the program at seventeen additional school sites within the Empowerment Zone would cost $918,000. Some students living within the identified Zone boundaries attend an additional nine schools adjacent to the boundaries. Implementing the program at these nine schools would cost $486,000. List Program Services Instruction This provides supplemental academic experiences and enrichment activities that include hands-on work with computers, science projects, math ma6ipulatives, and arts and crafts as well as individual and/or group investigative projects. Tutoring Tutoring takes place in the four major content areas of language arts, mathematics, science, and social studies. Implementation Using district guidelines, schools select academic and enrichment experiences based on the needs of their own student body. These experiences supplement and reinforce the instruction students receive during the regular school day. The program allows schools the opportunity to use their facilities more completely by providing academic/enrichment experiences for students and families beyond the normal school hours. Impact of Program In our district and in school districts throughout the nation that are using the extended school day model results indicate that students who participate in an extended day program show gains in achievement. These students are also better prepared to pursue higher level courses or to enter the job market. The current fifteen sites implementing the extended day program serve approximately 2,674 students per week per site. Program Timeline Having this program available during the 1994-95 school year at all sites served by students living in the Empowerment Zone would aid in increasing their educational and employment opportunities. Project or Program Title DCPS Hlgher'Order Thinking Skills (HOTS) Type (Circle One) Housing VE� Economic Development Job Training Social/Human Services Public Safety Transportation Environmental Sustainability Free Trade Drug Abuse Prevention Information Superhighway Technologies Immigration Location/Service Area Dade County Public Schools Current Status of Program The program is currently being implemented at eight elementary schools and three middle schools; of these one elementary school is in the Empowerment Zone. Program Goals Generate gains in basic skills while improving thinking ability and social confidence. Cost An implementation cost of approximately $16,000 per site covers staff development and materials. To implement the program at fourteen additional sites in the Empowerment Zone would cost $224,000. Some students living within the identified boundaries of the Zone attend n additional eight schools. Implementing the program. at these eight schools would cost 1128,000. List Program Services Individualized and small group instruction are .conducted within a computer environment. In addition, general linkage techniques permit HOTS to be used with any school curriculum and with a range of students at different elementary and middle school grade levels. Implementation Staff members delivering HOTS must participate in a five day workshop on the use of Socratic techniques. Students selected for the program receive instruction in specific information processing skills (metacognition, inference from context, generalizing information, and synthesizing information) for a minimum of thirty-five minutes daily. To enable students to be able to use these problem solving skills automatically in new situations, students should be required to remain in the program for two years even if they test out. Impact of Program Developed by Dr. Stanley Pogrow of the University of Arizona, HOTS is one of the most successful, Innovative interventions for enhancing basic skills and thinking skills in at - risk students. HOTS students show gains in both reading and mathematics double the , national Chapter I average. Program Timeline To add sites requires a six month lead time. Project or Program Title DCPS Success For Ail Type (Circle One) Housing Educatio Economic Development Job Training Social/Human Services Public Safety Transportation Environmental Sustainability Free Trade Drug Abuse Prevention Information Superhighway Technologies Immigration Location/Service Area Dade County Public Schools Current Status of Program The program is currently being implemented in three elementary schools, two of which (Florida City Elementary.and Phillis Wheatley Elementary), are in the Empowerment Zone. Program Goals Organize resources to insure that virtually every student in a school will reach third grade with adequate reading skills and that no student will be allowed to "fall through the cracks" (Prevention and early intervention must replace remediation.) Cost Approximately $250,000 is required per school site per year to operate the program. Four additional sites are needed to serve students in the Empowerment Zone at a cost of $1,000,000,000 per year. List Program Services • One-to-one Tutoring for Grades 1-3 • Reading Program • Preschool and Kindergarten • Cooperative Learning • Eight -Week Assessment • Family Support Team • Facilitator • Staff Support Team Implementatlon . Success For All, a school -wide program for students in grades pre-k to five, focuses on the success of all children. Learning problems are identified as early as possible and Intensively remediated. Staff members never give up until a child is succeeding. Impact of Program Success For All; developed at Johns Hopkins University, under the direction of Dr. R. E. Stavin, is a comprehensive reorganization of the urban elementary school designed to use existing and additional resources in a coordinated, way to Insure the success of every child. Implemented nationally, the findings to date of the Success For All evaluations illustrate the potential of prevention and early intervention to keep students from failing behind their age mates. Success For All is a practical, replicabale, and effective program for improving the performance of underachieving students. Program Timeline To add sites, a twelve month lead time is needed. Housing Assistance Housing Assistance Decent, affordable housing is essential to creating livable neighborhoods and supporting families. Housing problems, particularly overcrowding and high housing costs, present a major obstacle to stabilizing families and neighborhoods in Dade County's distressed areas. Families paying an excessive portion of their incomes for rent find themselves unable to save and are often one check from homelessness. They overcrowd one and two bedroom apartments putting stress on families and extra wear and tear on their homes. And homeownership is a dream, which most families cannot realistically contemplate. The housing and homelessness statistics for Dade County and Miami illustrate the scope of the problem. Of Dade County households with incomes below 50% of median, that is less than $13,455 per year, the majority pay more than half of their family income for housing. In the City of Miami, 30% of renters of all incomes pay more than 50% of their income for housing. Due to the predominance of small units in Greater Miami's housing stock, fully 85% of Miami's households earning below 50% of median income live in overcrowded conditions. Less than one fifth of Miami's low income residents own their own homes. Dade's homeless population before the hurricane was estimated at 6,000 persons, approximately 3,900 individuals and 2,300 persons in families; now estimates run as high as 10,000. Homelessness is a major challenge recognized by Dade County. To address homelessness, Dade County enacted a 1 % food and beverage tax as a dedicated funding source, one of two in the Nation. The program is just underway so it has yet to have an effect on the shortage of facilities for the homeless in the County. Dade County's assisted housing stock, approximately 31,000 low rent housing opportunities, including public housing and other assisted housing, is administered by Dade County's Departments of Housing and Urban Development and Department of Special Housing Programs with a combined budget of $55 million. In 1993-94, existing resources will support an addition to the stock of 1,082 units, significantly disproportionate to the need. The assisted housing stock, which comprises 7% of Dade's total housing stock, is quite small compared to the need: in Dade County there are 133,000 households with annual incomes under $10,000 and 42,000 such households in Miami alone. Housing Assistance Objectives/ • Increase supply of units affordable to elderly, and family households Needs whose incomes are below 30% of median • Improve the low income housing stock • Increase the supply of affordable assisted living units • Create economically mixed neighborhoods Population • In Miami, 48,792 Renter Households have incomes below 50% of median and 46% pay greater than 50% of their income for housing • In Miami, 31,850 Renter Households have incomes below 30% of median and 57% pay greater than 50% of their income for housing Current Programs • Assisted Housing Stock: 7% of the total housing stock Public Housing Dade. County 12,833 Miami 6,728 Other Assisted Units 9,646 2,289 Portable Subsidies $,658 772 Total 31,137 9,789 • Annual Subsidized Housing Production - Major Programs Total additions to stock -1,082 Rental • Section 8 Homeless programs • Low Interest Surtax Financing Program • Incremental Section 8 Certificates/Vouchers • Multi -family New Construction and Rehabilitation Domeownershiv • Single Family Acquisition and Rehabilitation • Low Interest Surtax Financing Program Funding • $82,474,000 in Housing Assistance: 71% federal; 2% State; 4% County; 3% City of Miami; 20% Other Barriers • Public Housing Rent and Occupancy Rules Proposed Programs • Public Housing Reforms Regarding: Rent, Occupancy, and Requiring Tenants to Participate in School and Job Training Programs; no cost • Emergency Shelter Voucher Program, for 150 families; $1.1million • Multi -use facility(s) with residential units, 90% families; planned project in Park West Development, Overtown Homelessness Objectives/ - Increase Number of Beds - Gap of 4,000 to 8,000 Needs • Increase Human Services: Provide Continuum of Care including: Job/Skills Training Health and Mental Health Care Services Substance Abuse Treatment Case Management Network Indicators - 6,000 to 10,000 homeless persons (more than 40% are families) 1800 are children; 300 are teenagers • 50% live in downtown encampments • Remaining reside in South Dade/Kendall and Miami Beach/Hialeah Current Homeless Trust created by Commission Task Force on Homelessness Programs Establishes unique dedicated funding source: 1 % Food and Beverage Tax = $550,000/month in revenue Creates Continuum of Care Plan: emergency care, temporary care (1-6 months), and advanced care (long-term supportive housing) Trust contracted with CPHI, Inc. to implement Phase One --the Emergency Phase of the Homeless Plan CPHI, Inc. has raised $5 million in funding for programs • The Trust has met short-term goal of 200 new beds by contracting with some 6-8 individual non-profit and community organizations Total number of beds available: 1,963 Funding Public • 1% Food and Beverage Tax = $6.7 million annually - Federal: $6 million via Hurricane funds; $4 million in HOME funds; $2 million in CDBG funds • State: HRS commitment for $200,000 in State SSBG funds • Low Income Housing Tax Credit proceeds ($2-5 million) - Pending Homeless Initiative ($20 million) Private - $8 million to be raised over next 2 1/2 years Barriers • Need to educate communities and overcome N.I.M.B.Y issues • State has proven to be an unreliable funding source • Zoning regulations need to be changed to permit greater flexibility Proposed • Homeless Plan's Homeless Assistance Centers: 1500 emergency beds Programs • 750 primary care "treatment" beds 0 1500 new units of advanced care housing Taking Stock: Housing Assistance ($000's) FLORIDA LMM TOTAL CITY/ FEES ANE SPENDING FEDERAL STATE COUNTY MAIM HOMESTEAD OTHER HOUSING ASSISTANCE 82,474 58,788 1,253 3,659 2,526 0 16,248 71% 2% 4% 3% 0% 20% DADE COUNTY 61,274 40114 1,253 3 659 0 0 1 housing and urban development 43,888 26.944 0 3,400 13,644 oomm ntity development administration 6,506 4,994 1,253 259 0 ial housingadministration 10,880 8,276 0 0 2,604 hGAMI 15 43 1 17 0 0 2,526 FOROME5TEAD 5,857 5 957 NOTE: Sources for the funding estimates presented include State, County and Municipal budgets and materials provided by public agencies. Review by administrators may result in revisions. Dade County Housing TABLE l: The Assisted Housine Stock Subsit Pr ram AU of Dade County City of Miami m owennent Zone Homestead/ Florida City Liberty City CORE Subsidized nits: Public Housing Other Assisted Moderate Rehabilitation New Construction/Substantial Rehabilitation Surtax (Construction Loans) HOME (Construction Loans) Surtax (Single Family) Existing HOME (Single Family) Existing Mckinney Act Homeless Programs HODAG, Rental Rehabilitation Portable Subsidy: Vouchers Certificates Emergency hurricane Vouchers Self Sufficiena Vouchers , 1,106 9,646 2.2891 0 1 11 4,045 1,593 106 9 0 1,297 100 135 0 694 700 596 0 15 294 0 0 0 150 22 3,428 0 0 28 279 0 0 0 0 22 176 36 0 0 0 0 0 0 0 0 8,658 772 1,600 230 3,000 30 4,000 .. {T' {, .},:...:.., v.,,:,:i:•:{•:{i{e:2:•.::}�{{:::..:}i::vi+{;:y:::::i:...}.::•:... •.v'•:}:•}i}:9:{{•}:::<:{i' .:',+.: ':}.l'vi ,+fin .:}j5;: Total Assisted Housing Stock 31,137 9,789 490 202 2,417 Total Housing roc 1 469,256 1 144,550 1 3,284 1 1,534 10,165 o Assisted o /0 15%1 13% /o TABLE 1: Assisted Housing Production 1993-94 Subsidy Prograrn 1993-94 Projected New Units Subsidized nits (Additional) Moderate rehab New Construction/Substantial Rehab. Surtax (Const. Loans) HOME (Const. Loans) Surtax (Single Family) HOME (Single Family) Mckinney Act Homeless programs Rental Rehab HOME Single Family Rehab HOME Acquisition Rehab Shelter Plus Care Portable Subsidy (Rental Supplements) Vouchers Certificates Self Sufficiency Vouchers 1,082 8 85 I 1 297 42 2ZT 100 22 34 2 ......................... 350 200 too 5 Total Annual r uc on w/o Hurricane 1,432 Emergency urricane Vouchers 2,400 Total Annual r uc on 3,832 Program/Project Assessment Summary - Existing Program Single Family Rehabilitation Loan Program Type Housing Location/Service Area County/wide Current Status of Program On -going Program Goals To provide low interest or deferred loans to owners of single family housing needing rehabilitation Cost/Funding Funding from various sources; Documentary Surtax $1.5 million (1993-1994) HOME Disaster Relief $2.0 million List Program Services 0 Loan counseling to mortgagors 0 Department staff assess rehabilitation work needed and solicit bids from private general contractors ]implementation Single family rehabilitation implemented in 1970's; on -going 1500+ housing units rehabilitated through Documentary Surtax 140 housing units targeted for rehabilitation through HOME Disaster Relief south of Kendall Drive Impact of Program Improves the single family housing stock in Dade County Program Timeline -- eawmw.000 Program/Project Assessment Summary - Existing Program Single Family Rehabilitation - Ly6tan Homesteading Type Housing Location/Service Area County/wide Current Status of Program Rehabilitation program completed; SHPD performing on -going inspections and regulatory compliance Program Goals To provide unoccupied homes owned by the federal government and transferred to Dade County to eligible low income families who bring them up to housing code and live in them for a minimum of five years Cost/Funding Funding completed List Program Services o Loan counseling to mortgagors o Department staff assess rehabilitation work needed and solicit bids from private general contractors Implementation Program implementation complete; program successful in rehabilitating existing housing of 171 units Impact of Program o Improves the single family housing stock in Dade County o Allows families to become homeowners o Reduces the number of vacant housing eyesores Program Timeline Completed EMPM .W6 Program/Project Assessment Summary - Existing Program Sigyle Family Rebabilitation - HOPE 3 Type Housing Location/Service Area County -wide Current Status of Program Conveyance of housing units pending (see below) Program Goals To enable low income families to acquire and rehabilitate previously foreclosed single family homes Cost/Funding $ 1 million/match with local funding List Program Services Provides for homeownership in single family (1-4 units) properties owned or held by the FHA, VA, RTC, FmHA or State and local governments Implementation Program implementation in process; program is administered with Greater Miami Neighborhoods in public/private partnership Estimated 40 housing units Impact of Program o Improves the single family housing stock in Dade County o Reduces the number of vacant housing eyesores o Allows families o become homeowners with stake in the community Program Timeline — Empmw= Program/Project Assessment Summary - Existing Program Single amijy New Construction Type Housing Location/Service Area County/wide Current Status of Program On -going Program Goals To provide low interest loans , primarily second mortgage financing to families who obtain first mortgages from local banking institutions at market rates Cost/Funding Funding from various sources: Documentary Surtax $1.9 million (1993-1994) List Program Services o Technical and financial assistance to non-profit community development corporations and private developers regarding submission requirements of.the RFP's o Loan counseling to mortgagors Implementation Program implemented in 1980's; on -going 1800+ homes finance since 1984 Impact of Program Increases the single family housing stock in Dade County Facilitates privatefpublic partnership through the leveraging of funds - private developers and local non-profit organizations (community development corporations) participate by facilitating construction and development of affordable housing for low and moderate income households In lottery program, affords eligible families the opportunity to participate in second mortgage financing with winners selected through a random drawing for participation Increases jobs through the construction and banking industries Program Timeline Program implemented in early 1980's. F=pww n 1® Program/Project Assessment Summary - Existing Program Multi -Family Rental Rehabilitation Type Housing Imation/Service Area Dade County Community Development Target Areas, including many neighborhoods in Empowerment Zone Current Status of Program On -going Program Goals To assist investor -owners by providing loans up to 50% of rehabilitation cost; to provide rental assistance to very low and low income tenants in rehabilitated buildings Cost/Funding Development cost of $9.2 million o Rental Rehabilitation - $4.6 million o CDBG - $2.2 million o Private sector - $2.4 million List Program Services o Department staff assess rehabilitation work needed and receive bids from general contractors o Rental Rehabilitation provides certificate/voucher assistance for initial lease -up to assure that units are occupied o Referrals from the Section 8 waiting list o Annual housing quality standard inspections to assure safe, decent, and sanitary housing for te=ts o Annual certification of participants o Provision of funds for playground equipment and security fences for all multi- family projects Implementation Program implemented in 1984 _ 962 housing units generated in Rental Rehabilitation Impact of Program o Facilitates private/public partnership through the leveraging of funds o Any type of entity can participate by rehabilitating affordable housing for very low and low income families o Increases job through the construction industry o Upgrades stock of affordable multi -family rental housing in the community Program Timeline 1 Program/Project Assessment Summary - Existing Program *Multi -Family Rebabilitation!\ew• Construction - Section 8 Type Housing Location/Service Area County/wide Current Status of Program Ongoing ' Program Goals Moderate and Substantial Rehabilitation o To rehabilitate severely deteriorated or substandard rental housing New Construction o To build new privately owned multi -family rental housing with 20-30 year contracts for rent subsidy payments for low income tenants All programs o To provide rental assistance to very low and low income tenants in rehabilitated buildings Cost/Funding Funding through Section 8 Rental Assistance o Substantial Rehabilitation - $ 3.9 million annual housing assistance payments o Moderate Rehabilitation - $24.8 million annual housing assistance payments o New Construction - $ 2.8 million List Program Services Moderate Rebabilitation o SHPD maintains a waiting list of interested applicants o SHPD makes referrals to vacancies o Initially and annually recertifies each tenant to determine eligibility and rent levels Substantial Rehabilitation and New Construction o SHPD monitors compliance by the private owners of all resolution of program guidelines o For all programs, SHPD processes housing assistance payments and through housing inspections assures that each unit meets housing quality standards Implementation Program implemented in 1970's 810 housing units generated in Substantial Rehabilitation Program 4078 housing units generated in Moderate Rehabilitation Program 487 housing units generated in New Construction Impact of Program o Increases the housing stock of multi -family rental units in Dade County for very low and low income families o Facilitates private/public partnership through the leveraging of funds o Developers participate by facilitating rehabilitation and construction of affordable housing for very low and low income households o All funds for construction and rehabilitation are attained without program assistance o Increases job through the Construction industry Program Timeline Contracts for Moderate Rehabilitation run for 15 years; program will be on- going until approximately 2004. New Construction and Substantial Rehabilitation will be on -going for 20 years until approximately the same time. Program/Project Assessment Summary - Existing Program Multi -family New Construction Type Housing Location/Service Area County/wide Current Status of Program On -going Program Goals To provide the opportunity to private developers and community development corporations to obtain construction loan financing to build rental and sales projects at low interest rates Cost/Funding Funding from various sources: Documentary Surtax (CDC's only) $7.35 million (1993-1994) HOME $4.3 million HOME Disaster Relief $12.8 million Hurricane Andrew Trust Fund $13.9 million List Program Services 0 Technical and financial assistance to non-profit community development corporations and private developers regarding submission requirements of the RFP's 0 Loan counseling to homebuyers o Annual housing quality standard inspections to rental units in order to assure safe, decent and sanitary housing Implementation Documentary Surtax Program implemented in 1980's - on -going 0 Balance of program funding has been approved by Board of County Commissioners, implementation forthcoming 0 500+ housing units in Documentary Surtax since program implementation; 11 rental loans ($9.7 million) and 5 sales loans ($2.5 million) 0 596 housing units approved for. HOME 0 505 housing units approved for HOME Disaster Relief 0 5910 housing units approved for Hurricane Andrew Trust Fund Impact of Program 0 Increases the housing stock of multi -family rental units and multi -family sales units in Dade County for low and moderate income families 0 Facilitates private/public partnership through the leveraging of funds - private developers and local non-profit organizations (community development corporations) participate by facilitating construction and development of affordable housing 0 Increases jobs through the construction and banking industries Program Timeline - FaponwAlO ' Program/Project Assessment Summary - Existing Program Homeless Programs Type Rehabilitated Housing/Social Services/Job Training Location/Service Area County/wide Current Status of Program Currently processing federal rent subsidy assistance programs under the Shelter Plus Care Sponsor -Based and SRO Moderate Rehabilitation components for very -low income homeless programs. Dade County has been awarded 1993 grants under the Shelter Plus Care Sponsor -Based and Tenant -Based components and SRO Moderate Rehabilitation Programs Program Goals o To provide housing to homeless individuals both with disabilities and without disabilities o 'Through the Shelter Plus Care Program, to assist disabled homeless persons by linking supportive services such as counseling and medical services to rental assistance Cost/Funding Moderate Rehabilitation $405,000 (1992) $7.8 million (1993) Shelter Care Plus $1.6 million (1992) Current funding is allocated in the following empowerment zone boundaries: o $1,620,000 - Allapattah. o $4,882,740 - Overtown List Program Services o Provides decent, safe and sanitary rental subsidy assistance in various types of housing to very -low income homeless persons a Linking rental assistance for the homeless to supportive services o Department staff assess rehabilitation work needed, solicits proposals form private developers and community development corporations Implementation Programs approved in 1992; pending implementation _ 9 units Single Room Occupancy (SAO) - Moderate Rehabilitation (1992) 144 units Single Room Occupancy (SAO) - Moderate Rehabilitation (1993_ 36 units - Shelter Cam Plus Impact of Program O Provides transitional housing for homeless individuals and families o Provides supportive services to reduce the pervasiveness of homeless persons in Dade County, including counseling, job training and education o Rehabilitation and supportive services are provided from funds outside of program assistance Program Timeline o Initial projects preparing second submission of documentation to US HUD Program Barriers O The regulations require that units be vacant before the rental assistance can be paid. This regulation needs to be changed O The regulations may prohibit religious services on site. This needs to be changed O The regulations currently give preference only to persons residing in shelters or on the streets O Methods for determine rents to provides are too stringent O There are conflicts betwcea the regulations and the providers own rules Em"WAW Program/Project Assessment Summary Homeless Program - Shelter Plus Care Type Transitional housing/Social services/Job training/Education Location/Service Area County/wide Current Status of Program Various stages depending on program as described below; funding pending for sponsor -based assistance (SRA) and tenant -based assistance (TRA) Program Goals To assist homeless individuals who are disabled by linking supportive sern•ices such as counseling and medical assistance to rental assistance Cost/Funding Program funding: Sponsor Based Assistance (SRA) 1992 $3.4 million Sponsor Based Assistance (SRA) 1993 $833,460 Tenant -Based Assistance (TRA) 1993 $4.2 million List Program Services SRA component of Shelter Plus Care provides variou9 types of housing for homeless; TRA component provides tenant based rental assistance to homeless persons with disabilities Implementation SHPD has project sponsors for SRA and TRA projects; pending agreement and formal notification of award from US HUD 130 units for SRA 1992 26 units for SRA 1993 97 units for TRA 1993 Impact of Program Provides transitional housing to persons who otherwise be homeless Program Timeline Program/Project Assessment Summary - Existing Program Rental SubsidyJroeram - HOPE for Elderly Independence Demonstration Type Housing/Social and human services Location/Service Area County/wide Current Status of Program Application submitted to US HUD in 8/1993; pending award Program Goals To assist frail elderly persons in order to allow them to continue to live independently by combining project based rental vouchers with supportive services Cost/Funding Funding pending List Program Services This program will provide housing for the frail elderly as well as provide services such as medical care, meals, counseling, etc. Implementation No action taken, application pending 150 units requested Impact of Program Provides rental assistance housing to elderly persons who otherwise would be unable to live independently and make rent payments to private landlords Program Timeline, Awaiting award of units from US HUD Eapmw.014 Program/Project Assessment Summary - Existing Program Rental Subsidy Program Famih' Unification Demonstration Program Type Housing Location/Service Area County/wide Current Status of Program Application submitted to US HUD in 8/1993; pending award Program Goals To assist multi -problematic families who are not able to maintain a stable living situation, whose children have been place or are in danger of placement in foster care or protective services Cost/Funding Funding pending List Program Services o Provides rental assistance through the Section 8 program including assisting, locating and leasing a units and housing quality standard inspections o Referral, social services and counseling provided by State Department of HRS Implementation No action taken, application pending 100 units requested Impact of Program o Provides rental assistance housing to families so that they may maintain a stable home and thereby keep or attain custody of their children o Reduces the incidence of foster care, enabling families to remain together Program Timeline Awaiting award of units from US HUD EMPMWX15 Progmm/Project Assessment Summary - Existing Program Rental Subsidy Program - HUD -Veterans Affairs Sunportive Housine Type Housing/Social and human services Location/Service Area County/wide Current Status of Program Application submitted to US HUD in 11/1993; pending award Program Goals To assist homeless veterans with severe psychiatric or substance abuse disorders with Section 8 housing vouchers and with supportive services Cost/Funding Funding pending List Program Services O Provides rental assistance through the Section 8 program, including assistance in locating and leasing a unit and housing quality standards inspections o Veterans Affairs will provide referrals and counseling and other supportive services Implementation No action taken, application pending 50 units requested Impact of Program Provides rental assistance housing to homeless veterans who otherwise would be homeless Program Timeline Awaiting award of units from US HUD Faq+owr.016 Community Economic Development Community Economic Development Livable communities need healthy neighborhood economies with access to capital for community economic development. Historically, the income of residents in impoverished communities has not circulated through neighborhood -based businesses. Without this basic source of capital circulation within a neighborhood, capital leaves the community without turning over and thereby generating wealth within the community. Minority -owned small businesses in particular suffer from a lack of access to capital. The potential for long-term sustainable development in the Empowerment Zone and other distressed communities is dependent on the availability of capital and technical assistance for small neighborhood -based businesses. Of all firms in the Miami -Hialeah area, 50% are minority business enterprises (MBE's). 85% of the 56,000 MBE's dre Hispanic -owned, and 12% are black -owned. MBE's have a strong presence in the construction and transportation fields, but are not well represented in finance, insurance, real estate, and services. Only 15.5% of MBE's are involved in high growth industries. $28.4 million is spent by the City of Miami, Dade County, and Florida City/Homestead on community economic development annually. $7.1 million of these funds are directly hurricane related. The Dade County Department of Business and Economic Development (DBED) oversees $13.2 million, including providing community revitalization grants ($986,000) and monitoring the revolving loan.program ($2.5 million). The Miami Office of Community Development oversees $15.1 million, primarily related to conferences and conventions ($12.4 million). Existing community economic development efforts are aimed at providing the capital that small businesses need and providing the technical assistance that new and mature businesses require to remain competitive. Miami Capital Development, Inc., Tools for Change, and BAC Funding Corporation provide direct loans to small and minority -owned businesses. The Entrepreneurial Educational Center and the Center for Health Technologies provide training, technical assistance, and incubator services for small, primarily minority -owned firms. The key new programs for providing small business loans are the "One Stop Capital Shop," which also brings together a range of economic development tools in one center, and the Grow Miami Fund, which will establish a community banking partnership- with the City of Miami. Community Economic Development Objectives/ • Expand employment opportunities for low/moderate-income residents Needs • Provide economic development assistance to neighborhood businesses, particularly minority business enterprises (MBE's) • Increase availability of small business enterprise loan funds • Promote MBE's within high growth industries • Provide low-cost sources and flexible requirements for bond guarantees • Increase numbers of incubator facilities Indicators 50% of Miami -Hialeah firms are minority business enterprises (MBE's) • 85% of the 56,317 MBE's are Hispanic -owned and 12% are Black • 15.5% of MBE's are involved in high growth industries Current C--nter for Health Technologies - Small business incubator for health Programs technology companies • Miami Capital Development, Inc. - Provides direct loans targeted within the Empowerment Zone and countywide • Tools for Change - Provides direct loans and loan guarantees to black businesses in low to moderate income areas • BAC Funding Corp. - Provides loans, loan and bond guarantees, equity financing, and incubator facilities for black businesses • Dade County Department of Business and Economic Development (DBED) Bond Guarantee Program • Miami Dade Community College - Operates Entrepreneurial Educational Center for business/economic development courses Funding • $28.4 million is spent on community economic development (including emergency recovery funds) • Source of funds is equally split between federal government, state government, and fees for conferences and conventions • The City of Miami spends slightly more ($15.1 million) on economic development than Dade County ($13.2 million) Barriers • Substantial existing subsidized loan programs are hurricane relief funds • State Enterprise Zone program "sunsets" in 1994 and has been modified Proposed • ."One Stop Capital Shop" to include $5 million micro -loan program Programs and center for managerial/technical assistance and job training • Grow Miami Fund - a community banking partnership through the National Development Council Grow America Fund to provide small business working capital • HIT-PIC - Technical assistance on technology issues for manufacturers Taking Stock: Community Economic Development ($000's) FLORIDA TOTAL CITY/ FEES AND SPENDING FEDERAL STATE COUNTY MIAMI HOMESTEAD OTHER . ........ ............................. ...... .. ....... ... ... .. ...: .. .::..;.;.:.:.:...�:::::::::::n�:•.av:: v:\•:.+vnA:+.•aa.•.'•. a.{tiv.A\\4u. T..}\\a :. : ' •'a'\ 4 ...\ ..a ................... n..,..... a... � .... .nn::•. :•..i,..,.�6i:::•ii:i::t..v,•:i�•i'r'r�„�^:?:.^i::.v:?{???.r. :'r.�,\h..;.�:A::,`�..:..y..a:.S..a..:.....r:::::::w:::?:{:n`::.w.�T{:•:�:::n4:Y:Yt:,h.aa... ...a•..... :.a ....:: .::::::::: .a: :::: .:...::::.w:;,•:::,,; r... ,•::.,.. y.. v.v::::: .. ., v+?:::•?: ;:: {::: n•:::: y%:: •;'S4Y PN•' 'a i?+.ta ::{a..{y.; y... .{.a•.,, .•:: ii. :i'\: ::i.4�{:; a {�;:f .v d... ,\.. T. 4 .•nt3 ;"�.a1; 7.:\.i�^n ::S. p;: t.•.y .{k:::.. �;.+�,•:... t'�'i��i�< {... .. r};�:•:. ...�•.... i.a• :.. �.h'. :.........; :.?,na,T:. .. .. Yw .?•.::.:.: ..; .a•i. :..v.. •. n.. :.. :?wa. •.,.}, $......a •:........ COMMUNITY ECONOMIC DEVELOPMENT 28,427 7,955 7,500 1,342 2,760 0 8,870 28% 26% 5% 10% 0% 31% .......»....._......................................_..........................__. _ _._.» _._.._.__...__.._..w._........_......._......_.._....................................... DADS COUNTY _ . 3�721......._._.......7tS40............._.....�.r42 .. __.... ». _ ._� .._� _ _ .0 677 _ _.... ..677. .._ _»»»._.......»...........»_......»».................................__. Administration -Business and Ec. Dev. ».w._t3r240..»_.._..._. 2,676 282 375 1,342 Comm Revitalization Grants 986 986 Econ. Dev. Hurricane Rec. Prog. 7,125 7,125 l oan Pro&ram _ _ 2,453 __.........» 2,453 ............._......._......_..................... ......_.._.................... _....... _._ » __ .._.._» _........._... . _». _ _ .» _ ._._......_......».__» »._... »...».»__.»Revolvin5 _ MIAMI .............__....__........_..........................................._......_._.. » 15,129 .»__...._.,....._M_...»......_»»..............._..........._..................._........__. 4,176 0 0 _ 2,760 Oy _ 8,193 ....»_ Office of Community Development- CDBG 2,760 2,760 Miami - Conferences, Conventions 12,369 4,176 »......................._..........................,._..._..._................................._»...._.... ....................................... .........._..._._. 8,193 _...._...._. ....................................................._.................................._....................._...._... FC/HOMESTEAD • 58 58 NOTE: Sources for the funding estimates presented include State, County and Municipal budgets and materials provided by public agencies. Review by administrators may result in revisions. MOO= OR PROGRAM TSTLa , MIAMI CAPITAL DEVELOPMENT, INC. Type (Civel.e one) Rousing Educatiaa Soonomio Deve)oL�ent Job Training social/Ruman Services Public Safety Tranebortation Eaviro2m;ental Sustafnability Free Trade Drug Abuse Prevention Information Superriignway TeCUA0109ies mmaigrattoa Location/service area Fifteen (15) specifically defined geographic target areas in the City of Miami and other. parts of Dade County (See attac:he:cl Btuciture and Program Information.). Current status of Program Five (5) Revolving Loan Fund Programs being oporated, with $1. 5-$2.0 tai l l i on in new lending activity on an annual basis. program Goals Stimulate business development and job creation/retent- ion by providing below market interest rate, fixed-rate, and fixed - term loans to new and existing small and minority -owned businesses for working capital and fixed -asset financing. Cost Annual Operating Budget 6f approximately $75D�000. List Program Servians Loan Counseling, Underwriting, and Disbursement . Luau Servicing Management and Technical Assistance IWISMentation Board of 'Directors (19 ) . Loan Ccmmittee'(15) Network of Participating Banks and other Organizations, (36•) Public/Private ienders'and Comity Interests (175) Impact of Program, ' 347 direct loans to small and minority -owned businesses since inception for a total of $23.2 million. Created/Retained approximately 4,100 jobs targeted to low - moderate income persons. Z1ZVSrc= Timeline Ongoing program of public purpose lending 'activities,since 1980. Approximately $3 million in uncommitted funds available for new loans. Type Location Current Status Mission Timeline cost Allocation Implementation Impact GROW MIAMI FUND Economic Development City-wide (in and out of zone) Proposed Loans to small businesses 1994-1999 Seeking $5 million ($1 million per year in equity capital from City) -Funds become part of Grow America Fund, but are disbursed in SBA -backed loans for Miami small business -Economic development assistance and capacity building -City -National Development Council Eventual $50 million small business loan portfolio HIALRAH INTERNATIONAL TECHNOLOGIES & PRODUCTIVITY IMPROVEMENT CENTER (HIT-PIC) Type Economic Development Location City of Hialeah (out of zone) Current Status Building and $1 million EDA grant to prepare building Mission Provide technical assistance on technology issues to small- and medium-sized manufacturers Cost Seeking $3 million Allocation -Technical assistance to mature manufacturing firms -Technology training -Network of training providers e -on-site training and central site for Computer Integrated Manufacturing training Implementation -City of Hialeah -Coulter Corporation (medical testing products) provided building Impact Modern manufacturing technologies to older, out-of- date firms CENTER FOR HEALTH TECHNOLOGIES Type Economic Development Location In zone Current Status •$350,000 start-up funds in 1990 •24 affiliates (11 minority) Mission Nurture small health technology companies, particularly minority -owned Allocation *Networking resources •Assisting applicants for research and development grants *Direct technical assistance through small business incubator *Minority entrepreneurship class for health care , workers - with Miami -Dade Community College Implementation *Board of Directors composed of private business community and academic institutions *Support provided by corporate members of Board - medical technology firms Impact •1,100 jobs by 2005 *opportunities for minorities as high-tech entrepreneurial leaders *Small business incubator ($1 million building renovation being held up by EDA) 0 METRO- DADE COUNTY LOAN GUARANTEE FUND 1 Activity Cateao Economic Development 2. Service Area Provides services to Black owned businesses and real estate projects in predominately low to moderate income neighborhoods or companies located in Enterprise Zone Areas. 3. Current Status Active 4. Program Goals To stimulate Black economic development and promote Black entrepreneurship. 5. Cost $550,000 Annually 6. Program Services 1) Loan guarantees up to 33% to a maximum of $300,000 for real estate. 2) Loan guarantees up to 20% to a maximum of $300,000 for working capital. 3) Legal assistance 4) Loan packaging 5) Technical assistance 6) Minority Certification assistance j•MS030 METRO- DADE COUNTY LOAN GUARANTEE FUND 7. Implementation Metro -Dade County has contracted the following agency to administer the $1.8 million loan guarantee fund. Tools for Change 6265 N.W. 7th Ave. Miami, Florida 33150 Elaine Black, Executive Director • (305) 751-8934 The Department of Business and Economic Development monitors the agencies activities. ! 8. Impact of -Program i r Since the program's inception its impact can be measured as follows: Clients interviewed (7/l/91-12/31/93)- 413 Business Plan Assistance- 98 Loans Submitted- 42-$6,145,000 } Loans Approved-l6-(1/31/94)- $$4,145,000 j Loans Disbursed and guaranted-12 for a -total of $635,755 (1/31/94) ! Hurricane Loans- 24 for a total of $993,000 (12/31/93) Legal Assistance- 121- (12/31/93) Business Incorporations- 52 (12/31/93) Joint Ventures- 5 (12/31/93) 9. Program Timeline Ongoing per contract j•MS0J0 THE ENTREPRENEURIAL EDUCATIONAL_ CENTER 1. Activity Category Economic Development 2. Service Area The Liberty City community and minority organizations located in Dade County 3. Current Status • Active 4. Program Goals To foster and promote entrepreneurship, business growth and economic revitalization in the black community. 5. Cost N/A 6. Program Services 1) Small Business Resource Center 2) Small Business Development Center. 3) College Credit and Non -Credit Courses 4) Business Research Library 5) Technical Assistance 6) Computer Lab 7) Job Placement 7. Implementation This program is administered and funded by: Miami Dade Community College 6300 N.W. 7th Avenue Miami, Florida. (305)237-1900 i i 1 8, 1 i i 9 I i f I 1 Since the center's inception in October 1989, the business assistance programs offered have impacted over 530 clients. A large number of these clients have been counseled for business start-up, sales and marketing and business planning. Since January 30, 1992 the Florida Department of Labor has operated a Job Service Center from the Liberty City Entrepreneurial Education Center. Since then, the Job Service has screened an average of 1500 job seekers per'month, with a 10% job placement average. Program Timeline Ongoing since its inception in October, 1989 PROGRAM/PRO.TECT ASSESMUNT SUKKARY PROGRAM/PROJECT NAME: Proposed Safespace Thrift Store and Women's Enterprise Center 1. TYPE: E6onomic Development 2. LOCATION: Presently seeking site 3. SERVICE AREA: South Dade County 4. CURRENT STATUS OF PROGRAM: Received $150,000 grant - seeking site 5. PROGRAM GOALS: (A) To provide recovering battered women with clothing, small appliances and furniture to set up new households. (B) To provide new small businesses, especially those owned by women, with a business enterprise center at the Thrift Store for the purpose of developing automated systems. (c) To operate thrift store at a profit and use proceeds to help battered women. Inventory and bookkeeping. 6.'COST: $150,000 first year only 7. LIST PROGRAM SERVICES: f Free use of computers for starting a new business or converting from manual to automated system. " * Provide women's resource center with library of business, grant and women's issues information. * Free distribution of clothing, small appliances and furniture to battered women. * Operate thrift store to sell excess donations. $ . DlWLMCENTATION N/A 9. IMPACT OF PRO! It is expected that several hundred battered women annually will receive services, most of whom will be starting up new households. Approximately twenty small business will use the enterprise center facility to design and implement there own automated accounting system. First year profit is expected to exceed $50,000 with a $100,000 profit being possible. This estimate is based on our existing store in North Miami. PROGRAM ASSESSMENT/THRIFT STORE SOUTH PAGE - 2 - 10. PROGRM T&CL,INE Proposed 11. DEFINITION OF, NEED A large number of battered women, regardless of their social/economic status prior to leaving the abusive household, are at the lower end of the social/economic ladder once they terminate the relationship. The need for supportive services is extensive. 12. EFFECTIVENESS OF THE PROGRAM Counseling alone, without addressing the other real life needs of a battered woman attempting to start a new life, will frequently not be of much value. By providing a battered woman with ways and means to handle her child care, housing, transportation, children's needs, etc. pL full recovery is much more likely. This program combines the provision of concrete services with economic development for battered women and the communtiy at large. 13. Does the Program Involve The Use of Any Private Funds? Yes - "We Will Rebuild"- $150,000 14. Does the Program Involve Community -Based or Other Partners? Yes - Community Based Partners include the following: Junior League of Miami, South Dade Skills Center and Others to be identified. 15. Describe any Linkages between State, County,* and Municipalities and Describe Linkages to Other Agencies or Programs: Linkages to be established. 16. Identify any Barriers to Effective Implementation: N/A + 17. Identify any Changes Necesary to Federal Rules or Regulations in Order to -Achieve a More Effective Implementation of the Program: N/A 18. How could State or Local Government Change To Achieve More Effective Implementation of the Program? N/A y Social and Human Services Social and Human Services In Dade County the population in need of social and human services and integration into the community has grown substantially over the past 15 years. The principal cause of this growth has been successive waves of immigration in the 1980s. As of 1990, 15.5% of the population, more than 340,000 people, live at or below the federally defined poverty lines. Over the same period the resources available to address needs have been reduced. The result is that the agencies that are charged with providing services are often left managing programs which serve only a small fraction of those in need. For the purpose of understanding the funding of social and human services, it is useful to separate out public healthcare assistance. It is delivered almost exclusively by the federal government directly to providers through the Medicare program; nearly $1 billion in Dade County. The County's Public Health Trust funds an annual $107 million, mostly in hospital care for the indigent. In Dade County the delivery of other social and human services is shared by the State Department of Health and Human Resources and County departments including the Department of Human Resources. The State's principal activities, measured by expenditures, are child welfare services such as foster care and protective services ($73 million); and alcohol, drug abuse and mental health services ($47 million). The Food Stamp and AFDC programs are funded at $514 million, with 20% contributed by'the State. The County's principal activities are administering the Head Start program, general community service programs, and elderly programs through the Community Action Agency ($38 million); and youth and family development programs ($10 million). There are over one hundred community -based programs funded by the County Department of Human Resources, the Community Action Agency, and others, These programs deal with the range of issues which affect youth, families, the elderly, and special needs populations. There is a rich body of knowledge, experience, and success in effectively providing critical services which needs review in order to integrate lessons of coordination, replication, and expansion. Social and Human Services Objectives/ • Expand Dade's capacity to serve its high immigrant population Needs • Expand Dade's capacity to serve its elderly and disabled population • Coordinate the delivery of social services to improve access • Increase services which not only support but empower Indicators • More than 340,000 Dade County residents live in poverty • Dade's elderly population is 362,000; its disabled population is 50,000 The State's Department of Aging and Adult Services serves 23,000 • The State receives 1,000 calls/month to investigate incidents of child abuse/neglect in Dade County; 5,000 children are in State care • Undocumented immigrants cost the State $13.4 million in Medicaid, family assistance, and public health Current • County Department of Human Resources funds 109 community -based programs ranging in size from $2,000 to $1 million ($31 million total in County funds) • Major Public Healthcare Assistance Programs: Medicaid payments to 97,000 recipients - $988 million Public Health Trust (medically indigent care) - $82 million Major Social and Human Service Programs: AFDC payments to 57,700 recipients - $174 million 151,000 Food Stamp recipients - $296 million Children and family services - $73 million County subsidized child care- 7,200 children at $3,600/child Community Action Agency Serves 4,800 children through Head Start - $23.8 million Highlighted Progmms: Project Safety Net: services for children at -risk - $286,000 CDS: Resource & Referral Referrals to 1,400 child care facilities, serving 67,000 children CAA: Toddler Infant program: for women on AFDC - $118,500 Teenage Parent Program - $1.6 million Coordinated services to enable teenage parents to complete education; 85% success rate Title V Entrant/Refugee Child Care Services - $150,000 1,096 immigrant children served in last four years Funding Public healthcare assistance: $1.1 billion • Social Services - $889 million: 68% federal; 24% State; 6% County Barriers • Difficulty reaching immigrant population with appropriate services • Regulatory obstacles and multiple jurisdictions Proposed Mental Health Initiative for Urban Children: Casey Foundation Programs ' 0 4 Taking Stock: Social and Human Services ($000's) FLORIDA TOTAL CITY/ FEES AND SPENDING FEDERAL STATE COUNTY MAIM HOMESTEAD OTHER ,�. 4 � i *: 1 +� ...`i++:• \\ .`. ��•,Yti 'h ..�. ...•�� '�;?2':u�',y Y'.>o:\'+.i2:s:a:;:,.}vva`a�4�A'2i,�$:�k,'•v+,''•�� n, 'ti�.hvitij '+ '<v:J>\.. •�a`4M;S:sj�;:t,•,s,titi�Y:.,:: ` ?.14'O.}4 K•T:. YP:::�.nA A•..i��}.v�C9i\•::.. .:.•. ..h tt•:: �1i•�: •. Y.:vti:{ h4 .:.Y•.. •:• k...:k n .S SOCIAL AND HUMAN SERVICES 905,488 595,698 242,662 49,164 502 0 17,462 66% 27% 5% 0% 0% 2% FLORIDA DEPT. OF HEALTH do REHABILITATIVE SERVICES 771}661W_ ^ 540,247»_...__ 2I5,629 »» 0 ...-_.._._.._. _0._. 0 .._.._.._...._. »._..�...._..»._.....__..., Sr785 . Administration »�..».� 5,995 2,554 3,4.41 Aging and Adult Services - elderly and disabled 8,502 2,046 6,456 Alcohol, Drug Abuse and Mental Health 46,673 13,682 32,991 Children & Families - foster care, adoption, etc. 72,917 40,000 32,917 Developmental Services (long term disabilities) 15,843 5,644 10,199 Public Health 24,616 7,286 11,545 5,785 Dade County Health Unit 30,804 30,804 0 Childmtes Medical Services 11,104 2,837 8,267 Food Stamps 296,213 296,213 Aid to Families with Dependent Children (AFDC) 173,960 95,678 78,282 Economic Services - (Admin. of AFDC/Food Stamps) 44.022 26,338 17,684 Adult Services 5,801 4,473 1,328 South Florida Evaluation and Treatment Center 13,729 3,190 10,539 Landmark Learning Center (long term disabled) 21,482 9,502.._..»»..__11„n980 .... .......... .... _. .. ._.. _ ..r...... __ .»»..... ____ _... ...».._ DADE COUNTY_ » _ 133325 55.451 49,16d µ N W» » U� U_ 11,677 _community action agency37,635 28,3I6 2,349 y 6,448 522 community affairs (less MMAP) 1,988 135 1,853 department of human resources 92,336 27,000 13,282 30,899 11,155 metro-miami action plan 1,594 1,594 youth and family dovelo MS_ 4,772 � _ _ 1,402 6,3 0 _ MIAMI 502 502 FClHOMESTEAD BUDGET 0 NOTE: Sources for the funding estimates presented include State, County and Municipal budgets and materials provided by public agencies. Review by administrators may result in revisions. Taking Stock: Public Healthcare Assistance ($000's) FLORIDA TOTAL CITY/ FEES AND SPENDING FEDERAL STATE COUNTY MIAMI HOMESTEAD OTHER ..; ...,, PUBLIC HEALTHCARE ASSISTANCE 1,120,040 995,531 11,545 89,749 0 0 23,215 89% 1% 8% 0% 0% 2% UNITED STATES DEPARTMENT OF 988,245 988,245 0 0 0 0 0 HEALTH AND HUMAN SERVICES ........._....................._..........._........................................................._......._...._..................................._................................................._........................_........_................._............_.._.._r.........................._......._................ .Medicaid payments .988,245 988,245 _............_...................... ........_...............I.........._.................. „ ..............................0 ....................................._..,.._......._...........,.._.........._._�................................._...........___... 0 0 0 0 FLORIDA QEPT. OF HEALTH & ICES ._.....REHABILITATIVE.SERV .............................24.61..............................286.....,..................11,545..................................0........._......................_.........._...._.................�..........................— 0 0 0 0 0 0 0 COl CO.U.N..T 0 89,749 0 0 1..430 ................. ...................................................107,179 Puhlichealth•trust .............................0 107,179 .............................._....._......._................._._...._.........................__...........r.._...... 89,749 ................................................_.......__..._................ _....•...17,430 ............................... 0 0 0 0 ...........�ilA1\11......A..................................�...................................�.................................0 FCAIONIESTEAD 0 0 n 0 0 0 0 NOTE: Sources for the funding estimates presented include State, County and Municipal budgets and materials provided by public agencies. Review by administrators may result in revisions. MENTAL HEALTH INITIATIVE FOR URBAN CHILDREN CASEY FOUNDATION/BAST LITTLE HAVANA Type Social/Human Services Location East Little Havana (in zone) Current Status New Mission Address special needs of urban children with, or at high risk of, mental health disorders Allocation *Prevention, early intervention programs eFull-service community center -integrate mental health services into community settings -Coordinate efforts of youth/family-serving agencies Implementation -Governing boards at state/local/neighborhood level •interagency collaboration Impact One -stop center for services for at -risk children in East Little Havana PROGRAM/PROJECT ASSESSMENT SUMMARY Program/Project Name: Project Safely Net 1. Type (Check One): [ ] Housing [ ] Education [ ] Economic Development [ ] Job.Training . [ ] Public Safety [X] Social/Human Services [ ] Transportation [ ] Drug Abuse Prevention j ] Environmental Sustainability 2. Location: Street Address City Zip Code 3. Service Area: 111 N.W. 1 Street, Suite 2210 Miami, FL 33128 County -wide, strategically located. 4. Current Status of Program: Program funded annually subject to State appropriations. 5. Program Goals: To place and maintain 115 children at -risk of further abuse or neglect, ages 0 to 5 in subsidized child care, provide transportation and case management 6. Cost: S 286, 574.00 Tow N48d 7. List Program Services: The transportation component is provided through subcontracts with six (6) qualified providers. The at -risk children are. transported from the home of the caregiver to the daycare center and back. The case management piece consists of activities that place and maintain placement for a minimum of six (6) months. -Parental education is provided to the caregiver and family members. Supplemental training is provided to child care and transportation providers in the areas of child development and behavior modification. 8. Implementation: (Refer to questions 16 through 18) N/A 9. Impact of Program:. From July 1, 1993 through March 15, 1994, 246 children were served assisting caregivers obtain employment, training and/or treatment PROGRAM/PROJECT .ASSESSMENT SUMMARY - PAGE 2 10. Program Timeline: July 1, 1993 through September 30, 1994. 11. Definition of Need and the Universe of Need: It is estimated that in this County there are over 1000 at -risk children who are not being served due to the caregivers lack of transportation. This hinders the caregiver's ability to participate in training, employment or treatment. Subsequently, delaying achievement of self-support and self sufficiency. The current waiting list has approximately 276 children that will not receive care due to funding limitations. 12. "Programs that Work" - How Has the Effectiveness of the Program(s) been Measured? During FY 92-93, 176 children received transportation and case management reducing the likelihood of foster and institutional care and further incident of abuse or neglect. Fifty-eight (58) closed cases who receive care through July 1, 1992 were drawn and reviewed to determine further abused, neglect reports.. The result showed that 89.7% children has no confirmed reports during the Project Safety Net enrollment period. Project Safety Net received the 1993 NaCO Award for significant contribution the children and families of these communities. 13. Does the Program Involve the Use of Any Private Funds? [ ] (Yes) or [ X ] (No). If so, What Is the Source and the Amount? S 14. Does the Program Involve Community -Based or Other Partners? [ ] (Yes) or [ X ] (No). If yes , list them: 15. Describe any Linkages between State, County and Municipalities and Describe Linkages to Other Agencies or Programs: CDS collaborates with the following agencies: - HRS - Dade County Public Schools - University of Miami Mailman Center - Pass It On Ministry - Salvation Army , - New Horizons Community Center - Miami Mental Health Services PROGRAM/PROJECT ASSESSMENT SUM IARY - PAGE 3 ' 1*14. Identify any Barriers to Effective Implementation: Additional funds should become available to effectively assist this targeted population. 17. identify any Changes Necessary,to Federal Rules or Regulations in Order to Achieve a More Effective Implementation of the Program: Project Safety Net services should be made available as an early intervention model, a tool to reduce further abuse or neglect. 1& How Could State or Local Government Change to Achieve More Effective Implementation of the Program? Through the appropriation of additional state funding. 19. Is the Program Operating Within the Empowerment Zone boundaries? [ X ] (Yes) or [ ] (No). If so, Where? Count --wide Now much Funding is Allocated to the Following Communities Which are Within the Boundaries? Wynwood $ __ 901.00 Allapattah S 1,731.00 Overtown S 2,970.00 Little Havana S 1.773.00 Liberty City • S _ 1,126.00 ' Florida City/Homestead S - 00 .0. Are There Any Federal Program Applications Pendin es or X If yes to whom I . Status:(Cbeck One) [ ] Preparation or [ ] Submittal. PROGRAM /PROJECT ASSESSMENT SUMMARY Program/Project Name: CDS: Resource & Referral 1. Type (Circle One): Social/Human Services 2. Location: Stephen P. Clark Center Street Address! 111 N.W. 1st Street, Suite 2210 City: Miami, Florida Zip Code: 33128 . 3. Service Area: Resource and Referral serves the entire Dade County region. 4. Current Status of Program: Resource and Referral provides all families in Dade County with current information on programs serving children from birth to school age. 5. Program Goals: 1. To operate a one -stop child care Resource and Referral service. 2. Assist employers in finding child care for their employees. 3. Provide employees with enhanced Resource and Referral services. 4. Work with area day care providers in meeting needs. 6. Cost: $308,541 Trial BNpt 7. List Program Services: * Maintains data base of all licensed day care providers. * Assist parents of Dade County in finding day care * Provide information to the entire community about day care resources. 8. Implementation (Refer to question 16 through 18) N/A PROGRAM/PROJECT ASSESSMENT SUMMARY PAGE 2 9. Impact of Program: Provide satisfactory services to 50 callers daily in 95% of the calls. ' 10. Program Timeline: Resource and Referral operates on an annual funding allocation from the Children's Forum. 11. Definition of Need and the Universe of Need: The definition of the need for child care resources and referral is supported by the fact that there are 1,400 licensed child care facilities with 101,000 slots, of which 67,000 are occupied. 12. "Programs that Work" - How Has the Effectiveness of the Program(s) been Measured? On a monthly basis, Resource and Referral serves over 400 families searching for child care options. All families receive at least three referrals near home or place of work. Forty percent of all users are surveyed monthly, with a high satisfaction report. 13. Does the Program Involve the Use of Any Private Funds? _(Yes) or X (No). If so, What Is the Source and the Amount? S. 14. Does the Program Involve Community -Based or Other Partners? X (Yes) or _(No). If yes, list them: Resource and Referral works in collaboration with public and private child care providers, School Board, Chamber of Commerce, Head Start and Miami Dade Community College. 15. Describe any Linkage between State, County and Municipalities and Describe Linkages to Other Agencies or Programs: Resource and Referral is part of the state wide Florida Children's Forum Network. Every county in Florida has Resource and Referral services as administered by child care central agencies. PROGRAM/PROJECT ASSESSMENT SUMMARY PAGE 3 16, Identify any Barriers to Effective Implementation: N/A 17. Identify any Changes Necessary to Federal Rule or Regulations in Order to Achieve a More Effective Implementation of the Program: N/A 18. How Could State or Local Government Change to Achieve More Effective Implementation of the Program? Create a One Stop Resource and Referral office whereby zone residents and employees can receive accurate and professional information on quality child care options as well as other local social services. In addition, the Resource and Referral office can assist zone employees with pertinent information on family issues including federal child care tax credits. 19. Is the Program Operating Within the Empowerment Zone Boundaries? X (Yes) or _(No). I so, Where? Serves all of Dade County. . How much Funding is Allocated to the Following Communities Which are Within the Boundaries? 13 - Wynwood S 1.725 - Allapattah S 3.316 - Overtown S 5.499 - Little Havana S 3,326 -Liberty City S 2. 56 - Florida City/Homestead S 2.957 20. Are There Any Federal Program Applications Pending? (Yes) X (No). If Yes, to whom , Status (Check One) ( ) Preparation or ( ) Submittal PROGRAM/PROJECT ASSESSMENT SUMMARY Program/Project Name: Community Action Agency/Toddler, Infant, Pre-school Program 1. Type (Check One): [ ] Housing [ ] Education ( ] Economic Development [ ] Job Training [ ] Public Safety [X] Social/Human Services [ ] Transportation [ ] Drug Abuse Prevention [ ] Environmental Sustainability 2. Location: Caleb Center Street Address 5400 N.W. 22nd Avenue, Room 204 City Miami Zip Code 33142 3. Service Area: All empowerment zone areas. 4. Current Status of Program: Program is currently funded on a yearly basis, subject to federal appropriations. 5. Program Goals: To ensure that parents remain employed. Additionally, pursue educational opportunities. S. Cost: $118.500 Total Budpt 7. List Program Services: Provision by subcontracting for before/aftercare-infant, toddler, preschool, afterschool care. 8. Implementation: (Refer to questions 16 through 18) N/A 9. Impact of Program: The program allows approximately 60 children to receive early childhood education and their families an opportunity to get off of Aid for Dependent Children. PROGRAI` ITROJECT ASSESSMENT SUMMARY - PAGE 2 10. Program Timeline: October 1, 1993 to September 30, 1994. 11. Definition of Need and the Universe of Need: The program is essential because low income families cannot afford the present rate for childcare in Dade County. Also, the health and safety of children can be assured through enrollment in licensed centers. Neglect, abuse and exploitation can be minimized. There are over 600 children needing this service in the Liberty City empowerment zone, highlighting a greater need for all areas. 12. "Programs that Work" - How Has the Effectiveness of the Program(s) been Measured? Given high quality preschool experiences children born into poverty have experienced lasting benefits not only for themselves but also for society, sociall%' and economically based on the high scope preschool study, children that are part of subsidized daycare that successfully complete, are ensured to enter public school, subject to reduce need for social services, drug use and crime. 13. Does the Program Involve the Use of Any Private Funds? [ ] (Yes) or [ X ] (No). If so, What Is the Source -and the Amount? $ 14. Does the Program Involve Community -Based or Other Partners? [ ] (Yes) or [ X ] (No). If yes, list them: .15. Describe any Linkages between State, County and Municipalities and Describe Linkages to Other Agencies or Programs: Joint efforts with the State of Florida, Health and Rehabilitative Services and Dade County Community Action Agency. 16. Identify any Barriers to Effective Implementation: Because of the lack of stable and sufficient funding, the enrollment is limited from year to year. 17. Identify any Changes Necessary to Federal Rules or Regulations in Order to Achieve a More Effective Implementation of the Program: Allocation of additional funds. PROGRAM/PROJECT ASSESSMENT SUMMARY PAGE 3 18. How Could State or Local Government Change to Achieve More Effective Implementation of the Program? The State government could provide multi -year eligibility to ensure stability and meet the needs of low income families. N/A 19. Is the Program Operating Within the Empowerment Zone boundaries? [ X ] (Yes) or [ ] (No). •If so, Where? All How much Funding is Allocated to the Following Communities Which are Within the Boundaries? Wynwood $ 690 Allapattah $ 1326 Overtown $ 2,200 Little Havana $ -1,359 Liberty City $ 863 Florida City/Homestead $ 1, 143 20. Are There Any Federal Program Applications Pending? [ ] (Yes) or [ X ] (No). If yes to whom Status (Check One) [ J Preparation or [ ] Submittal. PC ROGRAM/PROJECT ASSESSMENT SUMMARY Program/Project Name: -Age Parent Progrmm 1. Type (Check One): [ ] Housing j ] Education [ ] Economic Development [ ] Job. Training [ ] Public Safety [X] Social/Human Services [ ] Transportation [ ] Drug Abuse Prevention [ ] Environmental Sustainability 2. Location: Caleb Center Street Address 5400 N.W. 22nd Avenue, Room 204 City Miami Zip Code 33142 3. Service Area: County -wide including empowerment zone areas of Little Havana, Allapattah, Liberty City. 4. Current Status of Program: Program is currently funded and subject to Dade County Public Schools annual appropriations. S. Program Goals: To provide pregnant girls, after delivery with the opportunity of obtaining a comprehensive educational program that would permit them to attain a high school degree. • 6. Cost: $ 1,695 4 TOW 1w4e( 7. List Program Services: A. Child care arrangements, 5 days per week, 6:00 a.m. to 5:00 p.m. B. Transportation services from home to center to school and return; safety equipment. C. Referrals for health care and social services. B. Implementation: (Refer to questions 16 through 18) N/A 9. Impact of Program: An estimated 488 children of studentg are enrolled in child care centers. The parents are able to continue educational studies and earn a regular special diploma. PROGRAM/PROJECT ASSESSMENT SUMMARY - PAGE 2 ­\ 10. Program Timeline: Funded annually since inception, July 1990. 11. Definition of Need and the Universe of Need: Statistics maintained by COPE Center staff identifies over 675 students experiencing a first or second pregnancy. There is a waiting list. If the parent is unable to enroll, she often remains at home or attends home based school to the 8th month of pregnancy. 12. "Programs that Work" - How Has the Effectiveness of the Program(s) been Measured? Enrollment in this program has decreased the school drop -out rate for pregnant girls. Approximately 85 % of the mothers are now graduating from the high school, going on to vocational schools or community colleges. There has also been an increase in the birth weights of these children because of improved health services. 13. Does the Program Involve the Use of Any Private Funds? [ ] (Yes) or [ X ] (No). If so, What Is the Source and the Amount? $ 14. Does the Program Involve Community -Based or Other Partners? [ X ] (Yes) or [ ] (No). If yes , list them: Dade County School Board IS. Describe any Linkages between State, County and Municipalities and Describe Linkages to Other Agencies or Programs: An operational'group consisting of staff from Dade County School Transportation Department; the C.O.P.E. North and South Centers (Continuing Opportunities for a Purposeful Education); County Health Department; Public School Counselors/Social Workers. 16. Identify any Barriers to Effective Implementation: NIA 17. Identify any Changes Necessary to Federal Rules or Regulations in Order to Achieve a More Effective Implementation of the Program: NIA PROGRAM/PROJECT ASSESSMENT SUMMARY — PAGE 3 �8. Now Could State or Local Government Change to Achieve More Effective Implementation of the Program? N/A 19. Is the Program Operating Within the Empowerment Zone boundaries? [ X ] (Yes) or [ ] (No). r If so, Where? All How much Funding is Allocated to the Following Communities Which are Within the Boundaries? Wynwood $ 8,626 Allapattah $ 16,578 Overtown $ 279495 Little Havana $ 16,98,2 Liberty City $ 109782 Florida City/Homestead $ 14,286 ' 20. Are There Any Federal Program Applications Pending? [ ] (Yes) or [ X ] (No). If yes to whom , Status (Check One) [ ] Preparation or [ ] Submittal. PROGRAM /PROJECT ASSESSMENT SUMMARY Program/Project Name: Title V Entrant/Refugee Child Care Services 1. Type (Circle One): Social/Human Services 2. Location: . Stephen P. Clark Center Street Address: 111 N.W. 1st Street, Suite 2210 City: Miami, -Florida Zip Code: 33128 3. Service Area: County -wide, including the Haitian Community, Little Havana and Wynwood 4. Current Status of Program: Program currently funded on an annual basis. Subject to federal appropriations. S. Program Goals: Provide services to Entrants/Refugees to assist them in obtaining employment, job training and education to ensure their successful assimilation into the community. 6. Cost: $150.000 TOW Badget 7. List Program Services: Child care arrangements; case management; referrals to other community resources; preventive health services, including screenings.. 8. Implementation (Refer to question 16 through 18) 9. Impact of Program: Historically, this program has contributed to the successful settlement entrants/refugees in this community. It has -been estimated by the Office of Refugee Resettlement ORR that the average period of time for a refugee to be considered resettled is 36 months or less if support services are provided such a child care. u PROGRAM/PROJECT ASSESSMENT SUMMARY PAGE 2 10. Program Timeline: October 1, 1993 through September 30, 1994. 11. Definition of Need and the Universe of Need: A minimum of 50 children are served under this program for the contractual program. There is definite need to attain employment as soon as possible following arrival in the United States, to achieve a stable, on -going attachment to the labor force. As a result, child care has become an increasing need and referrals have doubled the allocation for 1993-94. 12. "Programs that Work" - How Has the Effectiveness of the Program(s) been Measured? From July 1989 through may 1, 1993, 1,096 children were served allowing parents to obtain employment and/or training. 13. Does the Program Involve the Use of Any Private Funds? ,(Yes) or X (No). If so, What Is the Source and the Amount? S 14. Does the Program Involve Community -Based or Other Partners? _ (Yes) or X (No). If yes, list them: 15. Describe any Linkage between State, County and Municipalities and Describe Linkages to Other Agencies or Programs: CDS collaborates with the following agencies: - Cuban/Haitian Social Service Community Agencies - Christian Community Services Agency - New Horizons Community Mental Health - Haitian American Community Association of Dade County - South Florida Employment and Training Consortium - Office of Refugee Resettlement - HRS 16. Identify any Barriers to Effective Implementation: Client eligibility is limited to six (6) months of care from date of employment. PROGRAM/PROJECT ASSESSMENT SUMMARY PAGE 3 17. Identify any Changes Necessary to Federal Rule or Regulations in Order to Achieve a More Effective Implementation of the Program: Fee scale must be revised to incorporate increases in minimum wage policies since 1984. Client's eligibility should be extended to a minimum of one year from date of employment. 18. How Could State or Local Government Change to Achieve More Effective Implementation of the Program? Through the appropriation of additional federal funding. 19. Is the Program Operating Within the Empowerment Zone Boundaries? X (Yes) or _(No). I so, Where? County -wide. How much Funding is Allocated to the Following Communities Which are Within the Boundaries? - Wynwood $ 518 - Allapattah $ 995 - Overtown $1.650 - Little Havana $1.019 - Liberty City $ 647 - Florida City/Homestead $ 857 20. Are There Any Federal Program Applications Pending? _(Yes) X (No). If Yes, to whom , Status (Check One) ( ) Preparation or ( ) Submittal ro ram Assessment Summary for ChJ„ ldren & Famlly Services Type: Social/Human Services Locations: 1150 S. W. 1st Street 14421 County Walk Drive 14447 Country Walk Drive 14451 Country Walk Drive 14485 Country Walk Drive 150 N. W. 79th Street 1600 N. W. 3rd Avenue 16201 S. W. 95 Avenue 1897 N. W. 20 Street 2902 N. W. 2nd Avenue 315 N. W. 27th Avenue 3300 N. W. 27th Avenue 3415 N. E. 2nd Avenue 3601 N.W. 167th Street 401 NW 2nd Avenue 4500 Biscayne Blvd. 5040 N.W. 7th Street 950 Krome Avenue 970 S. W. Ist Street Current Status of Program: Fully implemented and operational. Program Goals: Children & Families shares the department's goal, as stated in the Strategic Plan: "Dade County residents will have a brighter future. People can take charge of their lives, becoming healthy and self sufficient. Families can be strong, self-reliant and productive. Neighborhoods can be safe, supportive and prosperous with all residents contributing their best efforts to their community." Cost: Children & Families' allocation is 22.2% of the total district appropriation, $72,917,135, of which 32,991,674 is from General Revenue and $40,000,461 from .Trust Funds. ' List Program Services: Children & Families provides services through program components such as Child Protective Services Investigations, protective supervision and foster care. Within these program components, family support and preservation services are offered when appropriate. In foster care, a great deal of emphasis is placed on permanency planning. Therefore reunification efforts and/or adoption are common goals for clients. In addition, all foster care clients aged sixteen or over are offered independent living skills training. . . Implementation: Fully implemented and operational. Impact of Program: Thousands of children's lives have been positively affected by Children & Families programs. Almost three thousand children in substitute care are provided safe, secure homes in which they can prosper, rather than to have continued to be abused, abandoned, neglected, or sexually exploited. Almost three thousand children live safer lives due to supervision and assistance by Children & Families Protective Supervision .program Thus some five thousand children feel the impact of Children & Families in their daily lives. Program Timeline: Programs are offered 24 hours a day, seven days a week, 365 days of the year. 24 Children & Families Program Allocations Salaries $18,717,620 Other Personal Services 5,225 Expenses 5,306,671 Operating Capital Outlay (OCO) 92,725 Child Abuse Program 222,047 Child Day Care 26,532,803 Child Abuse Day care Training 125,440 Contracted Services 6,972,618 Emergency Shelter Care for Children 3,599,394 Foster Home Care for Children 10,224,483 Housekeeping/Homemaker Services for Children 35,464 Intensive Crisis Counseling 654,212 Local Services Program 133,277 Local Services - Refugee/Entrant 898,712 Maintenance, Adoption and Subsidy 2,333,865 Medical Cost of SubAfted Adoptions 91,433 Purchase ofResidattial Group Care 3,386,413 Hurricane AndrewDlmsterRelief Trust Fund 11,113,614 TOTAL $90,446,016 3. UWmges to Federal, State, Municipal, other agencies and partners Children & Families has much experience in networking and coordinating among Health and Rehabilitative Services programs and community based social service agencies. It contracts for much of its services, and has at its disposal an impressive array of PdWdpublic provider agencies. Children & Families has established relationships with Metro Dade County agencies and schools, as well as with federal programs such as Social Security Administration and Immigration and Naturalization Service. 27 Public Safety Public Safety Opportunities for economic development, quality education, cultural enrichment, and even community participation are all threatened by high rates of crime. Over the last two decades Dade County has seen a rapid increase in the crime rate, particularly the rate of violent crimes (homicide, rape, robbery, and assault). The criminal justice system is overburdened and growing numbers of youth are either involved in crime or at high risk. In 1991, the City of Miami had the second highest crime rate in the nation (191 crimes per 1,000 residents). The rate of violent crimes in the County has increased by 50% in the last ten years. The Empowerment Zone communities are affected even more, both by violent crime and property crime, A number of census tracts within the Zone have crime rates twice those of the City as a whole. There are 131,000 arrests annually in the County (14,700 juvenile). $604 million is spent annually on public safety, primarily by the Dade County and City of Miami Police Departments. These funds are devoted to law enforcement (62%), corrections (25%), crime prevention, and community education activities. The County spends $144 million on corrections and rehabilitation, serving 5,900 inmates, a per capita cost of $24,000. Local Police Departments are serving impoverished neighborhoods with specialized enforcement programs such as the Robbery Intervention Detail (RID), the Tourist Oriented Police (TOP), the Street Terror Offender Program (STOP), and the Community Oriented Police Squad (COPS). Both the City and County Departments will also be expanding the number of officers involved with enforcement. Preventive services aimed at youth and immigrants are offered by the Dade County Department of Justice Assistance and by community -based organizations. These services range from alternative programs for youth in the juvenile justice system like the Teen Cuisine Academy to job training and skills programs for youth and adults. The Court Administrator also operates a Dispute Settlement Center for mediation and neighborhood conflict resolution. Community education and participation programs are an expanding sector of public safety efforts. Through programs like the Citizens' Police Academy, the Citizens' Advisory Committee, and the Citizens' Crime Watch, neighborhood residents and police officers are developing ties. Small programs in mediation, peer counseling and alternative schools seem highly effective and merit further exploration. Public Safety Objectives/ - Reduce the burden on the Dade County criminal justice system Needs • Protect citizens against robbery, violent crime and drug -related crime • Early intervention and prevention programs for youth • Increased community participation and education programs - Provide services for new flow of refugees Indicators • Dade County's crime rate is 133 incidents of crime per 1,000 residents • Miami has second highest rate in nation (191 incidents/1,000 residents) • Rates for other Florida urban counties range from 88 to 100 incidents • Over last decade, there has been 50% increase in violent crime rate • 131,000 arrests annually in County (14,700 juvenile - 11.2%) Current Crime Enforcement Programs - $362 million Programs Robbery Intervention Detail - $1.4 million Tracks targeted individuals and locations Tourist robberies dropped 39% from 1992 to 1993 Community Oriented Police Squad - $893,000 Range of enforcement and social services efforts at 5 public housing developments • Community Education and Participation Dispute Settlement Center Offers mediation services as alternative to justice system Pilot program in juvenile restitution Citizens' Police Academy - $50,000 90 participants annually in 13-week "police training" program • Crime Prevention Programs - $35 million Teen Cuisine Academy - $300,000 Alternative Education School serving juvenile offenders Expanding to $6 million, 200 student school Juvenile Alternative Sanctions System - $1.2 million Referrals, peer counseling, and mentoring for over 13,000 juvenile offenders • Corrections and Rehabilitation - $144 million Serves 5,900 inmates Funding • The total Countywide expenditure for Public Safety is $604 million Proposed • Grassroots mediation program in Little Havana to provide pro-bono Programs or discounted legal services and dispute mediation assistance • Community -Based Work Release Center to provide job and life skills, educational services, and a public works labor pool Taking Stock: Public Safety ($000,S) FLORIDA TOTAL CITY/ FEES AN SPENDING FEDERAL STATE COUNTY MIAMI HOMESTEAD OTHER ........... :.. . ............... ::....:.::::.:::.:.:..:........:.... ... ..._.............. PUBLIC SAFETY 604,024 6,963 20,924 450,027 94,788 1,448 29,874 1% 3% 75% 16% 0% 5% _...» ..............................»................................................................................................,,..................,..,....,.....................................................,......................................».....................»......................................I............ FLORIDA DEPT. OF HEALTH & .REHABILITATIVE SERVI................................... .. Juvenile Justice ............._..._......_......................_.__..............................»._.,.............................,..................,................................................,,..............................................................,...............,............................,,................................ 22,555 2.539 20,016 ..............................................................., ................. ................................. . DADS COUNTY ....._.............._..................................._.......................... 485,203 4,394 ................................,.....................................5.» 908 450t027 0 0 29,874 Metro Dade Police Department 271,974 .......................................................................................................................0 259,094 12,880 Judicial Administration 60,827 47,282 13,545 Justice Assistance 8,100 1,340 908 5,673 179 Corrections and Rehabilitation ...............................................................................................................................................................................................................................................................................................................................................0 144,302 3,054 137,978 3,27p ...................................MlAhll..............I............94,788 »..................... ........,....,.......................................................................................................................... 0 0 88 94. �......................................................................................... 0 0 General Police Operations 90,297 90,297 Crime Prevention & Youth Development 4,248 4,248 »Community Relations.,.,.,,,_, 243 ............................... 243 FC/IIOMESTEAD.,478 Jo..........,...................... ..................... .... _........................................ ............ .............................. ',44R ..............,................ NOTE: Sources for the funding estimates presented include State, County and Municipal budgets and materials provided by public agencies. Review by administrators may result in revisions. TEEN CUISINE ACADEMY 3300 N.W. 27th Ave. Miami, Florida 33142 (305) 638-6185 Directors: Honorable Thomas K. Petersen Jennifer Schuster, Esq. "SEEKING SUCCESS WITHIN KIDS WHO HAVE FAILED" Linking Positive Peer Culture, Entrepreneurship, Art, and Education For many years the problem of juvenile delinquency has been addressed in the context of a mental health model in which the delinquent child has been viewed as pathological. Under this model, individual and group therapy are the principal focus and the educational component is usually secondary. Such efforts have repeatedly failed to show any documented impact upon the repeat delinquent. At the Teen Cuisine Academy (TCA), the program is the school and the school is the program. TCA is based on the premise that the great majority of delinquent repeat offenders are not in need of "treatment" but rather, are healthy and potentially productive individuals who are acting out the educational and vocational failures and negative peer culture which permeates their streets and neighborhoods. The Teen Cuisine Academy represents a collaboration between Teaching and Rehabilitating Our Youth Inc. (TROY), a community based, not -for -profit advocacy group: the Dade County Public School System, the Department of Health and Rehabilitative Services and the Juvenile Justice System. TCA, a day -time Alternative Education Outreach School, serves inner-city delinquent repeat offenders between 14 and 18 years of age who have consistently demonstrated failure in their school careers and are referred to the program from the Juvenile Courts. Our goals are twofold: Given that there is a 92 % drop -out rate for the type of student served by the Academy and that the incoming students' average reading level is around the second grade level, our first goal is to raise the students' basic skills level enabling and motivating them to stay in school. Our second goal is to lower the documented 85% recidivism rate of our "deep -end" delinquents by emphasizing the blending of basic academic, art and employability skills with the development of a positive peer culture through income -generating entrepreneurial activity. In late 1992 TROY was awarded one of ten United States Department of Education experimental grants which has made it possible to initiate the Teen Cuisine Academy as a component of the Dade County Public Schools. The Teen Cuisine Academy represents the initial phase of the Langston Hughes Academy (described in the attached materials.) The curriculum and instructional models being developed in this experimental phase will be integrated into the operational design for the Langston Hughes Academy, construction of which is projected to be completed by the fall of 1994. Additional support for TCA has been provided by Entenmann's Bakery, Home Depot, the Knight Foundation, the Rosenberg Foundation, the Roblee Foundation, and the Dade Community Foundation. The school has attracted local media attention and has been featured on CBS National News, "Eye on America." As a demonstration project dedicated to reducing the recidivism rate of inner-city delinquent youth by unleashing their educational and social potential, the following is a list outlining the program components of the TEEN CUISINE ACADEMY: 1. A tone of decency, trust, and high expectations set by the staff. 2. Staff serve multiple purposes, including teaching, counseling, and administrative functions. 3. Emphasis on the development of problem solving and conflict resolution strategies supported by the PEACE EDUCATION FOUNDATION. 4. Student government plays a role in decision and policy making for the classroom and the school. 5. Commitment to providing substantial time for collective planning by all staff. 6. Commitment to providing ongoing, in-service training for all staff members. 1. Commitment to the notion of student as worker, teacher as coach, provoking student to "learn how to learn." 2. Integrated team teaching in all units of the school. 3. Focus on mastery of material, rather than on coverage of material. 4. Students' improvement assessed by the students' individual demonstration of proficiency of subjects through presentations, essays and projects. 5. The goals of the school are for all students, but the means of achieving the goals are based on individual assessments of needs and capabilities. 6. Use of computer software specially designed for remedial education. 1. All students work at the Teen Cuisine Restaurant which serves the Dade County Juvenile Justice Center. Students plan the daily menu specials, participate in the shopping, prepare and serve the meals, contribute recipes, and clean the equipment at the end of the breakfast and lunch hours, in addition to other basic managerial responsibilities. 2. The newest entrepreneurial effort is the "Boyz in the Cone, Ice Cream with an Attitude" business located at the Juvenile Justice Center. "Boyz in the Cone" also serves local fairs, sporting events and other special activities in and around Dade County. The profits from this business support the school, including special field -trips for the students. 3. Students participate in vocational class work that supports the work experience portion of their schedule. 4. Visiting local chefs provide instruction, demonstrations, and hands-on technique training. 5. Students raise their own herbs and vegetables in the school garden to use in food preparation. Q a 'na:u I I 1. Participation in a grant -funded project through Very Special Arts in which the students will produce public service announcements as part of a special summer activity. 2. Extensive use of video technology in acquiring reading, employability and social skills. 3. Drama and photography used as tools for helping students enhance their reading skills. 1. Focus on the acquisition of societal survival skills; assisting the students' development of skills necessary to function within the framework of society. 2. Staff commitment to working with the whole child. 3. Exploring the concept of "community", including development of skills necessary to become responsible and effective members of a community, whether defined as the school environment, the neighborhood, or the city in which they live. 1. Families are "essential collaborators" in the educational process along with all staff members of the Academy. Parent Support Groups, facilitated by staff and volunteers, take place on the second and fourth Monday of each month. Parent Support Groups also coincide with special events planned for the student and his family, child-care for younger children is provided. 2. Interns from the University of Miami and Florida International University act as mentors and tutors. Interns and students are matched based on the special needs of the students. 3. Volunteers supplement TCA staff as special reading tutors, parent education consultants, and general consultants. 4. Emphasis on community heritage, including walking tours, of historic districts in Miami led by Paul George, a visiting professor from Miami Dade Community College. 5. Visiting "teachers" from various professions provide students with special insight into their sphere of expertise. DISPUTE SETTLEMENT CENTER What is it? The Dispute Settlement Center offers an alternative to usual court procedures for persons Involved in an ongoing dispute. Instead it offers speedy mediation services to the community. A court' appointed mediator will assist the parties involved in reaching a satisfactory settlement or agreement. The mediator does not determine right or wrong or impose sanctions of the law. How does it work? Any resident of Dade County may call or come to a Metro Mediation Services office. The complete name and address of the person(s) against whom.they wish to register a complaint must be provided. An intake Officer will ask questions about the nature of the complaint. if the complaint is suitable for mediation, a hearing will be scheduled within 10.14 working days. Hearings are held at various locations throughout Dade County, All discussions In the hearing are confidential and cannot be used against either party in any other legal proceedings. Which disputes are handled? A variety of problems can be addressed through mediation, Some examples are: • Landlord/Tenant Disputes • Animal or Noise Nuisances • Consumer Complaints • Destruction of -Property • Employer/Employee Disputes • Harassment Complaints • Neighbor or Family Disputes • Minor Criminal Complaints • Breach of Contract Is an attorney necessary? You do not need an attorney to participate in the hearing, However, if you desire to bring one you may. You do not need to bring witnesses or evidence to the hearing. There is no finding of guilt or innocence nor will the mediator make any other adjudication. The Mediator is present to help each of you reach a satisfactory agreement. What is the' cost? THERE IS NO COST FOR THIS SERVICE. VICTIM OFFENDER MEDIATION What is it? The Victim Offender Mediation Program (VOMP) is designed to address the needs of victims of crime, at the same time holding the offenders accountable for their actions. A court appointed mediator will assist the parties in a discussion of the offense and repayment alternatives. The program may be used by judges as part of the disposition or in special cases as an alternative to formal prosecution. How does it work? Referrals are received from the criminal justice system at various stages in the complaint process, The referrals arc assigned to carefully trained mediators. They promote face to face meetings for the purpose of establishing self - determined restitution agreements. Signed agreements are returned to the referral source for review, Restitution contracts are monitored by VOMP staff until all conditions are satisfied. Which crimes are handled? A variety of criminal complaints can be addressed throu,6h mediatidn.- Some examples are: • Criminal Mischief • Assault/Battery • Graffiti • Burglary • Breaking and Entering • Receiving Stolen Property • Auto Theft • Retail Theft • Disorderly Conduct What are the advantages? Victims are given the opportunity to become involved in the criminal justice process. By doing so, they can increase the likelihood that their priorities are addressed. Offenders are also given the ability to personally affect the outcome of their criminal 'cases 'through mediation, Finally. communities can be restored through this cooperative yet responsible approach to justice. In this program, justice can be defined by the persons most affected by crime, the victims and offenders. What is the Cost? THERE IS NO COST FOR THIS SERVICE. Juvenile Alternative Sanctions System Location/Service Area County -wide Current Status of Program Funded through end of 1993-94 fiscal year. Continuation funding applied for. Program Goals Provide balanced diversion alternative to improve accountability, efficiency, and effectiveness of the juvenile justice system; through assessment, development, and monitoring of meaningful. individualized alternative sanctions plans for non - habitual juvenile offenders. Program Services Administrative processing and coordination Assessment Case management Supervision of sanctions and services including restitution and community service referral for counseling, tutoring, job training, and recreational activities Implementation Metro -Dade County Department of Justice Assistance in collaboration with the Eleventh Judicial Circuit and State Department of Health and Rehabilitative Services Impact of Program Reduced impact on judicial/juvenile justice system resources Rehabilitation/re-offense prevention Program 'Timeline Renewable each fiscal year - county and state funding have been allocated since 1992 PROGRAM TITLE: Community Oriented Police Squad (COPS) TYPE: Public Safety LOCATION/SERVICE AREA: Five public housing developments throughout Dade County; Carol City Townhouses, Larchmont Gardens, Annie Coleman Scattered Sites (4), Arthur Mays Villas, and Perrine Gardens. CURRENT STATUS OF PROGRAM: Highly proactive. The veteran police officers involved in the program are developing contacts with adults, youth, housing staff and representatives of social service agencies in public housing developments. PROGRAM GOALS: COST: • Identify family and housing problems, hazardous environmental matters which may pose health or crime problems; and direct the matter to the attention of the appropriate resource. • Conduct educational programs on crime and drug prevention. • Develop and maintain contact with organizations within public housing as well as external groups which could have a positive impact on public housing communities. • Provide enforcement and limited investigations on selected crimes. • Promote and encourage the development of recreational programs for youth. • Provide residents with information concerning resources within the police department • Work with public housing site managers and staff concerning public housing and law enforcement matters. $893,367 (salaries and benefits only). LIST PROGRAM SERVICES: • Jobs Availability. • Recreation. • Adequate social services. • Drug and crime deterrence. IMPLEMENTATION: Eleven officers and two Sergeants currently assigned to this program. Two officers per shift, per development. IMPACT OF PROGRAM: Illegal drug activity has been substantially reduced in the public housing developments where COPS officers are assigned. Officers and residents feel that the program has led to the reduction of police/community tensions and incidents that in the past would have led to civil disorder. PROGRAM TIMELINE: Continue current operations and expand as funding permits. BARRIERS: Lack of additional personnel. The present staffing only allows for COPS personnel to work one eight hour shift per day, five days a week. LAW CHANGES: None GAPS: The end result is that the developments that do have COPS personnel only benefit from them in a very limited manner. At least two of the currently served developments are iri need of additional personnel to effectively meet the demand of calls for service and a multitude of social problems. PROSPECTIVE PROGRAMAI NG: At least six additional family developments have been identified as being ones that would benefit from having COPS officers assigned. • Description: Determined by District staffs. • Goals: More effective coordination with specialized units; lessened utilization of the Crisis Response Team; higher perception of safety; greater number of arrests; lower crime rate, and reduction in community tensions. • Funding: $1.8 million • Service: 12 police officers with flexible regular and overtime • Relation to Empowerment Zone: Program expansion would address areas m and out of Empowerment Zone. PENDING APPLICATIONS: Grant request application, Police Hiring Supplement Program - U.S. Department of Justice, dated October 30, 1993. PROJECT OR PROGRAM TITLE: Citizens' Police Academy (CPA) TYPE: Public Safety LOCATION/SERVICE AREA: Community Affairs and Training Bureaus, seeing entire county. CURRENT STATUS OF PROGRAM: Program started in April 1993. It has been successful and the program will be continued. PROGRAM GOALS: The program dispels myths about police procedures and attitudes by allowing them to participate in actual police training. Citizens participate in academic classes. The Academy helps reduce the "us versus them" mentality. COST: $50,000 yearly from the Law Enforcement Trust Fund (LETF) Grants. LIST PROGRAM SERVICES: • 13 week, one -night -a -week program, 6:30-10:00 p.m. • Law and crime prevention courses. • Stress and domestic disturbances courses. Firearms training. IMPLEMENTATION: The Community Affairs Bureau facilitated by the MDPD Training Bureau. The program is aimed at middle aged adults of all races, sexes, and ethnic types. IMPACT OF PROGRAM: The program has led to strong bonds between police instructors and group members; citizens are reluctant to leave. Ninety-nine percent of graduates are motivated to return to their respective communities to dispel distorted beliefs concerning police procedures. PROGRAM TIIULINE:' ' - Currently the program has been approved for 1994. There are three classes a year, with 30 participants each. BARRIERS: There were some initial barriers to creating support for the citizens' academy within the Department. This was handled by stressing that the police officer would value the graduates as allies. LAW CHANGES: i i None. I I GAPS: i The class creates a greater demand for more classes, which backlogs the prospective participants. i PROSPECTIVE PROGRAMMING: • Description: The program and courses would remain the same, but provide additional classes to meet demand and possibly become self -funded in the future. • Goals: Provide additional classes to reduce backlog. Restructure as a self -funded program. • Funding: Additional funding may have to come from an administrative fee unposed on each applicant. • Services: Services and courses would remain the same. I • Relationship to Empowerment Zone: Could provide useful tools to both residents and police officers who live and work in empowerment zones to promote understandings and cooperation. i PENDING APPLICATIONS: I i None. PROJECT TITLE: Multi -Agency Gang Task Force TYPE: Public Safety. LOCATION: Dade County. CURRENT STATUS: Active. PROGRAM GOALS: Improve and coordinate police response to youth and street gang crime. COST: $617,000 funded from agencies' normal operating budgets, and a $50,000.00 LETF grant. PROGRAM SERVICES: • Coordinates activities of gang, juvenile, and school investigators from Metro -Dade and incorporated police forces. • Created and maintains a Gang Clearinghouse computer databpse, which tracks gang membership and activity across jurisdictional boundaries. IMPLEMENTATION: Ongoing. IMPACT: • Program has identified 60 active gangs and more than 2,500 gang members and associates. • Gang -related incidents have been reduced at major community events. • Gang activity has come under greater control; information gathered has contributed to solving an unexpected level of major crimes. • Task Force provided Florida Legislature standardized gang identification criteria which was enacted into Florida Statutes in 1990. • Program has gained model status among National Association of Counties and Latin American countries. 71MELINE: 1988 - open dated. BARRIERS: Funding for overtime, equipment, and the hiring of additional personnel. LAW CHANGES: Program aided by movement to relax juvenile information sharing. GAPS: Limitations as a result of inadequate funding and manpower. PROSPECTIVE PROGRAMMING: . • Description: Expand program. • Goals: Remain the same. • Funding. Additional funding needed to add two Police Crime Analyst's, two WPO's and two PRS 1's to staff; and purchase four additional surveillance vehicles. • Services: Same services. } • Relationship to Empowerment Zone: Largest gang, International Posse, is active in Empowerment 1 Zones. Program will have a major impact. PENDING APPLICATIONS: 4 LETF grant requested for 1994-95. Program Project Assessment Summary Program Name: Youth Apprenticeship and Leadership Experience Program Type: Public Safety Location/Service Area: County wide services for Entrant and Refugee youths. j Current Status of Program: Prograa is funded through July 31, 1994. The possibility of receiving continuation funding for Program Year 94-95 is excellent. Program Goals: To provide mentorEhip and apprenticeship experiences to entrant/refugee at risk youths in the Haitian and Hispanic communities. Cost: This year's progran's annual budget is $150,000. List Program Services: Leadership activities, counseling for youths and families, sports activities, and mentorship. Implementation: The program is aministered by the Metro -Dade Department of Justices Assistance. Impact of Program: This is a crime prevention program for refugee children to help them with self-esteem as well as providing them with attainable goals, and thereby resulting in keeping them out of the juvenile justice system. Progran Timeline: This program is funded on a yearly basis, as federal funds become available to the state. IE Program Project Assessment Summary Program Name: Entrant and Refugee Services Type: Public Safety Location/Service Area: County wide Employment and Social Services to Entrants and Refugees who are offenders or ex -offenders. Current Status of Program: Program is funded by the Department of Health and Human Services through June 30, 1994. The possibility of receiving continuation funding for Program. Year 94-95 is good. Program Goals: To provide employment services to Entrant and Refugee offenders and ex -offenders. To provide Family Violence Prevention through education among the Creole Speaking Haitians in our community. Cost: This year's program's budget is $959,677. List Program Services. - Case Management Job Placement Mental Health Services Substance Abuse Relapse Prevention Emergency Shelter Individual, Family, and Group Counseling Family Violence Prevention/Education Activities .(Creole) Implementation: The program has been in existence since 1982 under the administration of the Department of Justice Assistance. impact of Program: Out of 1,200 offenders and ex -offenders assessed, an average of 600 have been accepted as clients. These clients have received individual, group and relapse prevention counseling while incarcerated and after release. As a result of our intervention, approximately 250 of them have been placed is unsubsidized jobs. Many of the clients who present dual diagnosis or substance abuse problems have been referrer for treatment. These services help to' reduce recidivism among the clients served by the program. The Domestic Violence Prevention component outreaches to over 750 Creole speaking families per year, and offers over 60 training and sensitivity sessions to professionals and para-professionals of other agencies Who also serve Haitian population. these efforts assist in the reduction of domestic violence crimes among the targeted population. Program Timeline: This program is funded on a yearly basis, as federal funds become available to the State. JTPA Case ManagementNouchering Services Location/Service Area County -wide Current Status of Program Funded by federal Job Training Partnership Act (JTPA) Title II-C through September 30, 1995 - continuation funding will be sought. Program Goals Provide long range, career oriented job training for disadvantaged youthful offenders. Cost $281,000 first year $398,000 second year Program Services Case management Assessment Job training Support services Vouchering PROJECT OR PROGRAM TITLE: Robbery Intervention Detail (RID) TYPE: Public Safety. LOCATION/SERVICE AREA: The Robbery Intervention Detail (RID) is based at the Metro -Dade Police Department (MDPD) Headquarters Building. The program serves over 1,968,000 permanent Dade County residents and approximately 200,000 visiting tourists daily during the tourist season. CURRENT STATUS OF PROGRAM: The 1991 through 1993 budget was funded entirely by the Law Enforcement Trust Fund which is funded by seizures from the criminal element. PROGRAM GOALS: The reduction of robberies and other crimes. COST: Approximately three million dollars from 1991 through 1993. LIST PROGRAM SERVICES: RID targets individuals who commit robberies through a four -component process: identification of individuals and locations that warrant special attention; planning enforcement or investigative activities; intervening by carrying out planned operations; and following -up and tracking arrests throughout prosecution to ensure maximum sentencing. MLEMENTATION: MDPD Physical Offenses Bureau. IMPACT OF PROGRAM: From 1991 to 1992 robberies went down 15.9 percent. From 1992 to 1993 tourist robberies were down 392 percent: Year-to-date (YID) 1994 total robberies and tourist robberies continue to decline dramatically from YTD 1993. PROGRAM TMWABLE: Continue indefinitely. BARRIERS: None. LAW CHANCES: None. GAPS: Service is limited by budget. PROSPECTIVE PROGRAA'DWNG: • Description: Increase and enhance the current program. • Goals: Elimination of the targeted crime problem. • Funding: Five million dollars annually. . • Services: Protection of the public from individuals who commit robberies. • Relation to Empowerment Zone: The Empowerment Zones have been identified as areas which are especially at risk as a result of the targeted crimes. PENDING APPLICATIONS: None. PROJECT OR PROGRAM: Tourist Oriented Police (TOP) TYPE: Public Safety LOCATION/SERVICE AREA: Countywide with the primary effort being focused in the Doral and Airport Districts. CURRENT STATUS OF PROGRAM: • Implemented in 1994. PROGRAM GOALS: • To bring about a 45 percent reduction in tounst-related crime in the "Triangle" area near and adjacent to Miami International Airport. • To conduct proactive and visible police patrol activity in the vicinity of Miami International Airport. • To use Public Service Aides to handle non enforcement related calls and provide directional assistance to tourists. • Creation of a Business Crime Watch for the "Triangle" area near and adjacent to Miami International Airport. • To develop a "Taxi Watch" program to assist :he police in identifying potential tourist victims. • To develop a training program that will immediately benefit those officers assigned to the patrol the " Triangle" area near and adjacent to Miami International Airport. • Clean up of the area near and adjacent to Miami International Airport by removing abandoned vehicles and other debris affecting the appearance of the. area. COST: 1.7 million annually. LIST PROGRAM SERVICES: • Police services for the citizens of Dade Counry and tourists visiting South Florida. • Investigative services for tourist -related crime. • Education and directional assistance for tourist visiting Dade County. IMPLEMENTATION: • TOP is staffed with one Police Lieutenant, five Police Sergeants, thirteen Police Officers, and five Public Service Aides. IMPACT OF PROGRAM: • Potential reduction in tourist related crime in the "Triangle" area near and adjacent to Miami International Airport. • Improved case closure rates for tourist related crime in the "Triangle" area near and adjacent to Miami International Airport. • Improved economic conditions stemming from potential increases in tourism and tourist spending. PROGRAM TIMELINE: 1994-Indefinite. BARRIERS: None, LAW CHANGES: None, GAPS: None. PROSPECTIVE PROGRAMMING: • Description: • Addition of Police Assistance Telephones and supporting informational signs in and around the airport. • Addition of an in flight video to orient tourists prior to their arrival at Miami International Airport. • Addition of an airport information counter where tourists can obtain information and public address announcements. • Preparation of a legislative package to fund full-time Airport Service Aides to supplement police activities. • Impacts heavily on the Airport /Seaport corridor empowerment zone. • Goals: As described above. • Funding: 5250,000 annually. • Services: Same services. • Relation to Empowerment Zone: Service is provided in Empowerment Zone. PENDING APPLICATIONS: None. Drug Abuse Prevention Drug Abuse Prevention A contributing factor in both crime and family dysfunction is substance abuse. The drug problem in Dade County has grown to epidemic proportions and is selectively impacting communities already suffering from poverty and other social pathologies. Cocaine is the primary abused drug in Dade County, linked to 75% of participants in substance abuse treatment programs. For the Miami area, there are 31.1 cocaine -related emergency room visits per 100,000 people. The national average is 13.6 visits per 100,000 people. In Dade County, an estimated 167,000 individuals are in need of drug abuse treatment services. A 1989 survey showed that 65% of families in one of the County's public housing facilities were involved with illegal drugs, either using or dealing. $37.3 million is spent annually on substance abuse programs. The County Office of Rehabilitative Services oversees a number of programs, funded both by the state and the county. These programs include those aimed at dealing with the results of substance abuse and those aimed at prevention and intervention. The Medical Treatment Services and Residential Treatment programs provide detoxification and full -service substance abuse treatment in a residential/hospital setting. The Sentenced Offender Rehabilitation and Treatment (SORT) and New Opportunity Transitional Living programs offer outpatient and day treatment programs for residential program completers. The Juvenile Treatment Alternatives to Street Crime program refers juveniles who have entered the justice system to treatment programs. The prevention programs include academic tutoring, vocational/technical training, the Drug Court for adult offenders in the justice system, and the Drug Abuse Resistance Education (DARE) program, a school -based drug abuse curriculum. Drug Abuse Prevention Objectives/ • Reduce substance abuse in youth population Needs • Increase effective prevention and intervention programs • Expand residential treatment services • Links to justice system, particularly juvenile Indicators • Estimated 167,000 individuals in Dade County in need of drug abuse treatment services (over 8% of population) • Cocaine is primary abused drug, affecting 75% of substance abuse " treatment participants and resulting in more than twice the national average of cocaine -related emergency room visits • Surveys in public housing have shown that two-thirds of families were involved with illegal drugs, either using or dealing Current Treatment programs Programs Medical Treatment Services - $1.6 million Provides 11,000 days of detoxification care (36 beds) Residential Treatment - $947,000 Serves 400 adults in residential centers Sentenced Offender Rehabilitation and Treatment - $2 million Serves 1,050 outpatient clients New Opportunity Transitional Living Program - $79,000 Day treatment for 50 adults • Referral programs Juvenile Treatment Alternatives to Street Crime - $374,000 Serves 3,000 individuals in juvenile justice system • Prevention programs Drug Court - $1.8 million Serves 1,800 adults injustice system Drug Abuse Resistance Education (DARE) - $14.7 million Being taught to 14,000 students Tutoring, vocational programs Funding • Substance abuse programs have a total funding of $37.3 million • 19% of these funds come from the Dade County general fund, 37% from the State Department of Health and Rehabilitative Services, 44% from the County Police Department and Office of Court Administration Barriers Zoning problems for residential programs Proposed Large scale full -service residential programs for single -parent families Programs Providing treatment, counseling, education, recreational, and social service programs Taking Stock: Drug Abuse Prevention ($000's) FLORIDA TOTAL CITY/ FEES SPENDING FEDERAL STATE COUNTY MIAMI HOMESTEAD OTHER .., n .�•. •. .... ..n ....... . ♦ ..\•. ..• C .... J . .......v ........... ......::{4:t.....:::..:..,n......... ♦ ....•. v, .•..::.vv \.•.......,. �. n; .:r•<>n ..; :... :0+��{••T;{...;..\• C{\..y.....n :. \......::...n,. :. n..: .....; ..... n: ;n ..•.i�.'.v.>..•, ..:::...... .. n: n. ..:...n •. r� J:i2•:%:' S :•�:4:` �r:�: ..\:... J..•. DRUG ABUSE PREVENTION 37,337 0 13,837 23,500 0 0 0 0% 37% 63% 0% 0% 0% • FLORIDA DEPT. OF HEALTH & REHABILITATIVE SERVICES .13y837...»........ ....... ._» »0_. 13t837.............. ... ..... d.........._... __.._............. 0......... »......._0 Drug Abuse Programs in the Im�owenment Zonc 13,837.._. 13,837...._........._...._.. ........._..........._.». ».».............._ ._..._»» .... ».......,........,.» .._.._.._...� _.»._. DADE COUNTY _..... .?3a500...__.....__......•.» » _ a ...._. 0 ......._ .........•..........._..._. 23L500........_......... 0 ...._.».......__...._..._......_..........._...._. 0 0 _.._......» g Abuse Resistance Education (DARE) __... ,, Metro Dade Police 14,700 14,700 combined programs 7,000 7,000 DNp Catut........•.......... 1:800 »1,800 ............... .... MIAMI ...................... 0 0 0 _.................. _........................................................ 0 0 ..................... 0 0 ».».... ..»_......................................... FC/IIOMESTEAD »... ........................................................... 0 .............. 0 0 0 » 0 ...................... ......... _..............._......_........._... 0 0 MOTE: Sources for the funding estimates presented include State, County and Municipal budgets and materials provided by public agencies. Review by administrators may result in revisions, Drug Court Location/Service Area Adult drug abusers who reside and are arrested in Dade County. Current Status of Program Funded by Dade County and clients on a sliding scale. June 1989 was date of program inception. Program Goals Drug abuse prevention. Drug and lifestyle treatment. Cost Approximately $1,000 per year per person. At 1,800 cases per year, the cost is $1.8 million. Program Services Drug case management Drug abuse counseling and treatment Training Acupuncture Implementation Works in conjunction with Office of Substance Abuse Control and Department of Human Resources. Impact 1,800 successful completions since program's inception in 1989. Approximately 65% of those who completed program have not been re -arrested. Timeline Ongoing. PROGRAM/PROJECT ASSESSMENT SUMMARY Program/Project Naive: Juvenile Treatment Alternatives to Street Crime 1. Type (Circle One): Housing Education Economic Development Job Training Social/Human Services Transportation Substance Abuse nvironmental Sustainability Prevention/Treatment 2. Location: Street Address: 2700 N.W. 36th Street, Room 2-2 City: Miami, Florida Zip Code: 33142 3. Service Area: County -wide 4. Current Status of Program: Program is currently funded and will continue to be funded in Fiscal Year 94/95. 5. Program Goals: - Provides substance abuse assessment, referral and tracking services to children and adolescents at risk or involved in the Juvenile Justice system. - Assists individuals in the filing of Civil Involuntary Commitment petitions on substance abusers. 6. Cost: $ 373,583 Tow audo 7. List Program Services: - Substance abuse assessment and referral - Tracking of clients' treatment progress - Completion and filing of Civil Involuntary Commitment petitions 8. Implementation: (Refer to questions 16 through 18) 9. Impact of Program: The program provides in excess of 3,000 substance abuse assessments and treatment referrals per year. 10. Program Timeline: The program has been operational for the past 6 1/2 years and funding is expected to continue. SUMMARY (PAGE 2) 11. Definition of Need and the Universe of Need: Awareness of substance abuse and at -risk behavior among youth involved in the criminal justice system. j 12. "Programs that Work" - How Has the Effectiveness of the Program(s) been Measured? + - Client Satisfaction Surveys - Intra-agency Quality Assurance reviews - Yearly licensing agency reviews 13. Does the Program Involve the Use of Any Private Funds? _(Yes) or N (No). If so, What Is the Source and the Amount? $ 14. Does the Program Involve Community -Based or Other Partners? _(Yes) or X (No). If yes, list them:. 15. Describe any Linkages between State, County and Municipalities and Describe Linkages to Other Agencies or Programs: Linkages exist between the Department of Health and Rehabilitative Services (HRS), the Juvenile Division Public Defender's Office, the Juvenile Division State Attorneys Office and other substance abuse providers in the community for the provision of treatment to the targeted population. 16. Identify any Barriers to Effective Implementation: None PROGRAM/PROJECT ASSESSMENT SUMMARY (PAGE 3) 17. Identify any Changes Necessary to Federal Rules or Regulations in Order to Achieve a More Effective Implementation of the Program: None 18. How Could State or Local Government Change to Achieve More Effective Implementation of the Program? Not Applicable 19. Is the Program Operating Within the Empowerment Zone boundaries? (Yes) or _*X_(No). If so, Where? . How much Funding is Allocated to the Following Communities Which are Within the Boundaries? - Wynwood $ - Allapattah $ - Overtown $ - Little Havana $ - Liberty City $ - Florida City/Homestead S *Although not physically located within an Empowerment Zone boundary, the program provides services to individuals residing in Empowerment Zone areas. 20. Are There Any Federal Program Applications Pending? _(Yes) . X•_(No). If Yes, to whom . Status [Check one) ( )Preparation or() Submittal. 0 PROJECT OR PROGRAM TITLE: Drug Abuse Resistance Education (DARE) TYPE: Public Safety LOCATION/SERVICE AREA: • DARE services are provided to the elementary school student population throughout unincorporated Dade County, • DARE is currently being taught in 99 elementary schools throughout unincorporated Dade County, CURRENT STATUS OF PROGRAM: • Implemented in 1988 and funded through the MDPD annual budget. • Funding for overtime provided through the Law enforcement Trust Fund (LETF). PROGRAM GOALS: • To assist students in developing self esteem. • To teach positive alternatives to substance abuse. • To equip elementary students with the skills for recognizing and resisting social pressures to experiment with alcohol, tobacco, and drugs. • To build students' skills in risk assessment and decision making. • To build students' interpersonal and communications skills. COST: 14.5 million through the MDPD general fund, 200,000 through the LETF. LIST OF PROGRAM SERVICES: • Teaching of the copyrighted 17-week drug abuse resistance curriculum. • Limited identification of students for possible referral to social service agencies. M PLEMENTATION: • Through a cooperative effort between Dade County Public Schools and the Metro -Dade Police Department. • DARE is currently staffed with one Police Lieutenant, three Police Sergeants, and twenty-four Police Officers. MWACT OF PROGRAM: • Potential reduction in substance abuse in the juvenile population. • Perceived lower tolerancelacceptance of substance abuse in elementary school population. • Currently being taught to approximately 14,000 students. PROGRAM TIMELINE: 1988- Indefinite • DARE was originally implemented in thirteen schools in unincorporated Dade County. • DARE is currently being taught in 99 schools. • No projected expansion unless additional elementary schools are built. , BARRIERS: None. LAW CHANGES: None. GAPS IN SERVICE: None. PROSPECTIVE PROGRAMMING: • Description: No expansion at this time. • Goals: As described above. • Services: Same services, • Relation to Empowerment Zone: Service is provided in Empowerment Zone, PENDING APPLICATIONS: None. r PROGRAM/PROJECT ASSESSMENT SLI.WMAR`;' Program/Project Name: Medical Treatment Services 1, Type (Circle One): Housing Education Economic Development Job Training Public c Safet Social/Human Services Transportation (Substance Abuse nvironmental Sustainability Prevention/Treatment 2. Location: Street Address: 2500 N.W. 22nd Avenue City: Miami, Florida Zip Code: 33142 3. Service Area: County -wide 4. Current Status of Program: Program is currently funded and will continue to be funded in Fiscal Year 94/95 with a reduced capacity from 36 beds to 15 beds. S. Program Goals: Provides medical observation and detoxification of substance abuse clients. Coordinates medical services for ORS residential clients. 6. Cost: $_ 1.657.100 Total Budgtl 7. List Program Services: - Medical observation and detoxification Diagnostic evaluations for Civil Involuntary Commitment petitions - Medical clearance for placement in County residential programs 8. Implementation: (Refer to questions 16 through 18) 9. Impact of Program: The program provides in excess of 11,004 detoxification days of care to substance abusing individuals per year. 10. Program Timeline: The program has been operational for the past 6 1/2 years and funding is expected to continue at the reduced level. PROGRAM/PROJECT ASSESSMENT SUMMARY ( PAGE 2) . 11. Definition of Need and the Universe of Need: The only county -wide provider of medical detoxification services to clients, regardless of economic status. 12. "Programs that Work" - How Has the Effectiveness of the Program(s) been Measured? Client Satisfaction Surveys Intra-agency Quality Assurance reviews • - Yearly licensing agency reviews 13. Does the Program Involve the Use of Any Private Funds? _(Yes) or X (No). If so, What Is the Source and i the Amount? S i 1 14. Does the Program Involve Community -Based or Other Partners? _(Yes) or i X (No). If yes, list them: i I 4 15. Describe any Linkages between State, County and Municipalities and Describe Linkages to Other Agencies or Programs: Linkages exist between Jackson Memorial Hospital, community mental health centers and primary care centers. l iI 16. Identify any Barriers to Effective Implementation: i None PROGRAM/PROJECT ASSESSMENT SUMMARY ( PAGE 3) 17. Identify any Changes Necessary to Federal Rules or Regulations in Order to Achieve a More Effective Implementation of the Program: None 18. How Could State or Local Government Change to Achieve More Effective Implementation of the Program? Not Applicable 19. Is the Program Operating Within the Empowerment Zone boundaries? , X(Yes) or (No). If so, Where? Allapattah . How much Funding is Allocated to the Following Communities Which are Within the Boundaries? - Wynwood $ - Allapattah $ 1.657.100* - Overtown $ - Little Havana $ - Liberty City $ - Florida City/Homestead $ *Although physically located within an Empowerment Zone boundary, the program provides services county -wide. 20. Are There Any Federal Program Applications Pending? (Yes) No). If Yes, to whom , Status , X ( [Check one] ( )Preparation or O Submittal. PROGRA' +;A PROJECT ASSESSMENT SUMMARY Program/Project Name: Jack Orr Residential Treatment Program 1. Type (Circle One): Housing Education Economic Development Job Training P Social/Human Services Transportation Substance Abuse nvironmental Sustainability ` Prevention/Treatment 2. Location: Street Address: 31601 S.W. 197th Avenue l City: Homestead Florida Zip Code: 33030 3. Service Area: County -wide 4. Current Status of Program: Program is currently funded and will continue to be funded in Fiscal Year 94/95. 5. Program Goals: - Provides residential treatment to adult substance abusers who have been referred through Central Intake. 6. Cost: $ 443,455 Taal Budget 7. List Program Services: - Psychosocial services and treatment planning l - Individual, group and family counseling - Psychosocial assessment and treatment planning ` - Socialization and self-help skills - Substance abuse and AIDS education - Recreational activities j - Social service referrals and self-help groups 8. Implementation: (Refer to questions 16 through 18) 9. Impact of Program: The program provides residential substance abuse treatment services to an average 1 of 110 adult males per year. 10. Program Timeline: The program has been operational for the past 6 1/2 years and fundink is expected to continue. PROGRAM/PROJECT ASSESSMENT SUMMARY (PAGE 2) 11. Definition of Need and the Universe of Need. Availability of cost-effective residential treatment programs for chronic substance abusers requiring intensive treatment interventions. 12. "Programs that Work" -How Has the Effectiveness of the Program(s) been Measured? - Client Satisfaction Surveys - Intra-agency Quality Assurance reviews - Yearly funding/licensing agency reviews 13. Does the Program Involve the Use of Any Private Funds? _(Yes) or -A—(No). If so, What Is the Source and the Amount? S 14. Does the Program Involve Community -Based or Other Partners? _(Yes) or X _(No). If yes, list them; 15. Describe any Linkages between State, County and Municipalities and Describe Linkages to Other Agencies or Programs: None 16. Identify any Barriers to Effective Implementation: None PROGRAM/PROJECT'ASSESSMENT SUMMARY (PAGE 3) 17. Identify any Changes Necessary to Federal Rules or Regulations in Order to Achieve a More Effective Implementation of the Program: None 18. How Could State or Local Government Change to Achieve More Effective Implementation of the Program? Not Applicable 19. Is the Program Operating Within the Empowerment Zone boundaries? X (Yes) or (No). If so, Where? Florida City/Homestead . How much Funding is Allocated to the Following Communities Which are Within the Boundaries? - Wynwood $ - Allapattah $ - Overtown $ - Little Havana $ - Liberty City $ - Florida City/Homestead $ 443.455* *Although physically located within an Empowerment Zone boundary, the program provides services county -wide. 20. Are There Any Federal Program Applications Pending? _(Yes) X (No). If Yes, to whom —,Status [Check one] ( )Preparation or O Submittal. 13R0G1t-k\,1/PR0JECT ASSESSMENT Si. 4MARY Program/Project Name: New Opportunity Transitional Living Program 1. Type (Circle One): Housing Education Economic Development Job Training Public Safet SociaVHuman Services 1 ransportation (!EPreention/Trea:tn:ienJt e Abuse m�ironmental Sustainabifity 2. Location: Street Address: 770 N.W. 30th Street 'City: Miami, Florida Zip Code: 33127 3. Service Area: County -\lode 4. Current Status of Program: Program is currently funded and will continue to be funded in Fiscal Year 94/95, 5. Program Goals: - Provides day treatment services to adult clients who have completed a residential substance abuse treatment program and are ready to re-enter the community. 6. Cost: $ 79.382 Total Budget 7. List Program Services: - Supportive individual and group counseling - Socialization and self-help skills - Social service referrals and self-help groups 8. Implementation: (Refer to questions 16 through 18) 9. Impact of Program: The program provides day treatment substance abuse services to an average of 50 adult men and women per year. 10. Program Timeline: The program has been operational for the past 6 1 /2 years and funding is expected to continue. PROGRAM/PROJECT ASSESSMENT SUMMARY (PAGE 2) , 11. Definition of Need and the Universe of Need: Availability of day treatment substance abuse services as an extension of residential treatment based on awareness of the need for relapse prevention efforts. 12. "Programs that Work" - How Has the Effectiveness of the Program(s) been Measured? - Client Satisfaction Surveys - Intra-agency Quality Assurance reviews - Yearly licensing agency reviews 13. Does the Program Involve the Use of Any Private Funds? __(Yes) or X (No). If so, What Is the Source and the Amount? $ 14. Does the Program Involve Community -Based or Other Partners? _(Yes) or _A_(No). If yes, list them: 15. Describe any Linkages between State, County and Municipalities and Describe Linkages to Other Agencies or Programs: None 16. Identify any Barriers to Effective Implementation: None Transportation Transportation Dade County's Strategic Plan to create economic opportunity and sustainable development by linking areas of distress with areas of economic growth requires a strong transit system. For residents of Dade's distressed neighborhoods to take advantage of the opportunities within the job and business core areas, they must have reasonable commutes. The extensive service and expansion plans of the Metro -Dade Transit Agency (MDTA) are a key component of the Strategy. With an annual budget of approximately $188 million, MDTA serves a daily ridership of more than 250,000 on its interlocking Metrobus, Metrorail and Metromover systems. The Metrorail has four stations in the Empowerment Zone and a fifth is on a boundary. The Zone is also served by 13 Metromover stations and many Metrobus routes. Transportation was not raised as a major problem for neighborhood residents who live near MDTA's service lines. For those who do not, inter -linear transportation, such as jitney service, was an issue. MDTA's expansion plans would improve the ease of commute for Zone residents and others living in distressed areas. Expansion would also provide job and business opportunities during construction. An important planned expansion is the $1.4 billion East-West Transit Corridor, a fixed guideway light rail which would include improved links to the seaport and airport. It is estimated that the portion of the East-West Transit Corridor adjacent to the Zone would be responsible for creating as many as 50,000 jobs during the six -year design and construction period and approximately 13,000 direct and indirect jobs would be created by its ongoing operation after construction is completed. A new Metrobus facility, the South Dixie Busway, is planned to be built by the State of Florida from the southern end of Metrorail to Florida City. This facility will improve mobility within the southern part of the County as well as mobility to and from the area. The area is characterized by medium and low density housing; low'density employment; and, with the redevelopment of Homestead Air Force Base, may become a high density employment center. The busway will enable high speed buses to access the area from Metrorail, and significantly improve access to and from the Homestead/Florida City unit of the proposed Empowerment Zone. A complete rail link to Florida City is also part of the Countywide economic vision and is being pursued. Transportation Objectives/ - Accessible public transportation to employment opportunities Needs - Decreased commute times to job and business core areas - Increased links between Miami and South Dade, and between the airport and seaport (there is no direct transit service to seaport) Indicators - Metro -Dade Transit Agency (MDTA) serves daily ridership of more than 250,000 through Metrorail, Metromover, and Metrobus Current - Metrorail - $48.1 million (29% from fees for service) Programs Serves 50,000 on 21 miles of total rail, with four stations in Empowerment Zone and one on boundary - Metromover - $8.4 million (5% from fees for service) Serves an estimated 7,500 on 6 miles of fixed guideway light rail, with 13 stations in Zone Metrobus - $110.8 million (45% from fees for service) Serves more than 200,000 on 73 routes - Paratransit Service - $21 million Serves elderly and disabled population Funding - The annual budget for MDTA is $188 million - 50% are county general funds, 34% are from fees for service, and 16% are state and federal funds Barriers - Political opposition to certain major expansion projects Proposed - East-West Transit Corridor - $1.4 billion Programs 20 mile fixed guideway light rail, linking airport and seaport - South Dixie Busway High-speed bus service linking Metrorail to South Dade (Homestead and Florida City) tttttao Taking Stock: Local Transportation ($000's) TOTAL CPITY/ FEES ANB SPENDING FEDERAL STATE COUNTY MIANII HOMESTEAD OTHER LOCAL TRANSPORTATION 188,233 8,464 20,237 94,608 0 0 64,924 4% 11% 50% 0% 0% 34% DARE COUNT]' 188,233 8,464 20,237 94 609 0 0 64.924 Metrobus I10,864 8,464 9,716 42,300 50,394 Metromover 8,426 8,000 426 Metromu 47,909 75 33,720 14,114 Soccial Tmnsggrtation 21,034 10,446 10,588 NOTE: Sources for the funding estimates presented include State, County and Municipal budgets and materials provided by public agencies. Review by administrators may result in revisions. e 1 Cultural Affairs Cultural Affairs Cultural affairs play a central role in the life of a community. Sustainable development is dependent on the economy, education, housing, and social services, but it is also dependent on the participation of community residents in unifying events and activities. Cultural affairs also includes the development and maintenance of common structures for the community, such as museums, theatres, and historical sites. Dade County has a remarkable degree of cultural diversity (124 different nationalities). The positive aspects of this diversity can be strengthened through a commitment to cultural affairs. Cultural activities in Dade County attracted 11 million people in 1992. The economic impact of these activities and events is $200 million annually. Volunteers contribute more than 140,000 hours to cultural activities (almost 3,000 hours weekly). The Dade County Cultural Affairs Council and related programs have an annual budget of $6.6 million. These funds are spent by the Council, the Historical Association of South Florida, the Performing Arts Center Trust, and the Art in Public Places program. The Cultural Affairs Council provides technical assistance and funding to 650 multi- ethnic cultural groups. These groups put on more than 400 events each year. The Council also invests in neighborhood cultural facilities. A special pilot program links the arts to crime and drug abuse prevention. The Performing Arts Center Trust is working to develop a $172 million new Performing Arts Center (in or near the Empowerment Zone). The Art in Public Places and Historical Association of South Florida oversee activities related to cultural and artistic heritage. For example, future cultural affairs projects include the renovation of the Teatro Marti Historic Theatre, and the completion of the Lyric Theatre rehabilitation. Cultural Affairs Needs/ - Provide access and exposure to Metro -Miami's multi -cultural legacy Objectives - Support community -based culture and arts organizations - Strengthen the region's major civic cultural institutions - Preserve historic landmarks and maintain connections with the past Indicators - In 1992 cultural activities in Dade attracted 11 million people - Annual economic impact of cultural activities in Dade is $200 million - 140,000 volunteer hours contributed to cultural activities in 1992 Current - Metro -Dade Cultural Affairs Council grants programs Programs Technical assistance/grants to 650 non-profit cultural groups Grants leveraged ten to one by recipients Capital/facilites improvement grants Grants for arts as intervention tool in crime and drug programs Art in Public Places - Center for the Fine Arts - Museum of Science - Historic Preservation Projects Overtown Historic Folldife Village Olympia Building Restoration and others Funding - Cultural Affairs Council has a current budget of $6.6 million Barriers - Culturelarts programs generally the first to be reduced in budget cuts Proposed - Performing Arts Center project - budgeted at $172 million Programs - Teatro Marti Historic Theatre Renovation Taking Stock: Cultural Affairs ($000's) FLORIDA TOTAL CITY/ FEES SPENDING FEDERAL STATE COUNTY NQANII HOMESTEAD OTHER CULTURAL AFFAIRS 6,619 96 25 5,683 0 0 815 1% 0% 86% 0% 0% 12% DADE COUNTY ------ ---- 6,619 96 25 5,693 0 0 815 Cultural Affairs Council 4,036 96 25 3,100 815 Performing Arts Center Trust 1,200 1,200 Art in Public Places 373 373 HASF 1,010 1,010 NOTE: Sources for the funding estimates presented include State, County and Municipal budgets and materials provided by public agencies. Review by administrators may result in revisions. Prograniftoject Assessment Summary SUPPORT FOR NEIGHBORHOOD CULTURAL ACTIVITIES AND EVENTS: ESTABLISHING -A SENSE OF COMMUNITY AND PRIDE Type (Circle One) Housing Education Economic Development Job Training Public Safety Social/Human Services Transportation Drug Abuse Prevention Environmental Sustainability Culture, Parks and Recreation ]Location/ Service Area The Metro -Dade Cultural Affairs Council provides technical assistance and funding support annually to approximately 350 non-profit, multi -ethnic cultural groups which deliver enriching, entertaining and educational activities that build a sense of community and pride in neighborhoods throughout Dade County. Attached is a list of sample projects funded in FY1993-94 located in the designated Empowerment Zone area. Current Status of Program The Council has eight grants programs and a staff -managed, intensive technical assistance program to address the more than 650 non-profit cultural groups in Dade County (up from 110 groups in 1981). Requests continue to drastically outpace the limited funds available. On average, every dollar of Council grants funds is matched by $10 of other private and public moneys. Types of activities funded include: festivals and special events; performances of music, dance and theater; art exhibitions; history, historic preservation and folklife activities; literary and media arts (film/video) programs; and scientific programs. More than 400 events each year represent the vibrant diversity of our community ranging from celebrations of Dade's array of international heritages to presentations that express and develop our neighborhoods' many folk and cultural traditions. Program Goals The Council's programs are investments in establishing a vibrant and rewarding cultural life for the citizens of and visitors to Dade County. These programs also provide a framework for communities to determine and affirm a sense of pride and a sense of sel£ They are designed to provide affordable, often free, and accessible programs for kids and families in neighborhoods county -wide. Many funded programs emphasize outreach activities to underserved communities, children's educational programs, as well as projects serving the elderly, the physically challenged and socially disadvantaged. The attached list of grantees provides specific examples. Cost Program Current Level Cultural Grants $ 233,000 Community Grants $ 451,000 Advancement Grants $ 253,000 Empowerment Zone Increment (5 Year Total) $ 350,000 $ 550,000 $ 500,000 List Program Services A Targeted Component of each program would be constituted for a period of five years to implement cultural events, projects and organizational residencies within the Empowerment Zone boundaries. The objective of these activities would be to develop a sense of neighborhood identity and community pride as well as to create a new, vibrant and attractive image for these areas. Cultural Grants: supports projects/programs of emerging, ethnic and/or other minority non-profit cultural groups, especially those addressing ethnic, inner city or neighborhood -based communities. Community Grants: supports small and large-scale community -based projects, programs and events, such as fairs, parades, neighborhood festivals, workshops and public information campaigns; all activities must have strong community involvement and/or an effective outreach component. Advancement Grants: supports mid -sized performing and presenting arts organizations that have demonstrated the capability to create a distinctive cultural "voice" and style that is uniquely reflective and celebratory of Miami and are at a critical stage of organizational development. Implementation The County Commission has recognized the Council's peer panel process as a model for fair decision -making and for effective investments in community -building. Council staff meets with and advises each applicant regarding widely advertised and distributed program guidelines and application forms. Volunteer panels of cultural and community members review and make funding recommendations in public meetings. These recommendations are reviewed by the 15 member Cultural Affairs Council Board, the Commission's Parks, Recreation and Arts Committee and then, by the full County Commission. Each fimded organization enters into a contract with the County outlining matching fiords and specific services to be provided; contracts and their requirements are monitored by Council staff Dade's cultural groups are imaginative, energetic and spirited partners in delivering meaningful and effective programs to the public. Impact of Program Council grants investments result in effective means for neighborhoods and community's to build a sense of place by providing residents with opportunities to learn about, be involved in and celebrate each others' diverse cultures, heritages and traditions. These programs leverage an average of $10 of other private and public fiords for every dollar invested. A 1991-92 Council economic impact study documented more than $200 million a year in cultural economic activity in Dade, directly involving 1,500 employees and 140,000 volunteer hours annually. In 1992 cultural events attracted 11 million people. Program Timeline Cultural Grants: Application Deadline - September Peer Panel Meeting - October Program Year - October 1 to September 30 Program/Project Assessment Summary ESTABLISHING NEIGHBORHOOD CULTURAL FACILITIES: A BUILDING PLAN FOR COMMUNITY AND ECONOMIC DEVELOPMENT Type (Circle One) Housing Education Job Training Public Safety Transportation Drug Abuse Prevention Culture, Parks and Recreation Economic Development Social/Human Services Environmental Sustainability Location/Service Area For the past six years, the Council has invested in improving, equipping and purchasing neighborhood cultural facilities county -wide. The attached list provides samples of successful projects that are underway in and/or affecting the Empowerment Zone area (including the Lyric Theater in Overtown, Gusman Center in Downtown Miami, and the YMCA's Allapattah Arts Center). Current Status of Program Over the last six years, dozens of non-profit cultural facilities have been improved throughout the County's neighborhoods from Miami Shores and Little Havana to Hialeah and Homestead. Annually, the aggregate amounts requested for cultural facilities improvement projects exceed the amount available by a ratio of 3 to 1. Consequently, many projects have to be scaled back and/or phased in over a period of years. An earlier pilot capital program using federal funds was both financially and administratively unworkable due to the Davis -Bacon Act prevailing wages and excessive reporting requirements. Program Goals The Council is committed to providing a network of first-rate community cultural facilities county -wide that are accessible and affordable to multi -ethnic arts groups and their growing audiences. This capital program gives priority attention to projects which implement improvements regulated by the Americans with Disabilities Act (ADA). Cost Pro r Current Level Empowerment Zone Increment (5 Year Total) Capital Development Grants $ 459,000 $ 850,000 List Program Services A Targeted Component of this program would focus on new facilities development and existing facilities improvements in the Empowerment Zone areas. The objective of these investments would be to create places to serve -as hubs of positive, low cost (and free -of -charge) cultural and community activities attracting audiences, cultural groups and related businesses and employment to the areas. Capital Development Grants: supports capital projects to renovate, adapt and/or equip primarily small and mid -sized, neighborhood cultural facilities with an emphasis on ADA regulated improvements. Implementation The County Commission has recognized the Council's peer panel process as a model for fair decision -making. Council staff meets with and advises each applicant regarding program guidelines and application forms. Volunteer panels of cultural and community members conduct facility site visits and then, review and make funding recommendations in public meetings. These recommendations are reviewed by the 15 member Cultural Affairs Council Board, the Commission's Parks Recreation and Arts Committee and then, by the full County Commission. Each funded organization enters into a contract with the County outlining matching funds and specific services to be provided; contracts and their requirements are monitored by Council staff. Funded facilities are required to demonstrate theater management expertise and a commitment to serving the broadest possible array of Dade's cultural groups and audiences. Impact of Program Local government (e.g., County - new Performing Arts Center project; City of Miami Beach - Colony Theater, Theater of the Performing Arts; the City of Miami - Manuel Artime Center, the Tower Theater) have recognized the extraordinary catalytic effect that cultural facilities can have on business and community development. In addition to serving as identifiable centers for positive activities, they attract audiences who spend money locally for parking and in neighborhood restaurants and retail shops (thereby, creating jobs). Cultural facilities provide educational and outreach activities such as after -school, arts workshops, weekend and evening classes and cultural events geared to schools and special constituencies (i.e., senior citizens, the physically disabled). These programs also have a proven track record for offering constructive alternative paths to youth "at risk". They provide a memorable place to help shape the image of a community and reflect the best representations of its cultures, traditions and heritages. Program Timeline Capital Development Grants: Application Deadline - September Peer Panel Meeting - October Program Year - October 1 to September 30 BUILDING STRONG LINKAGES BETWEEN SOCIAI. AND COMMUNITY SERVICE ACTIVITIES AND THE ARTS AS AN INTERVENTION TOOL Type (Circle One) Housing Education Economic Development Job Training Public Safety Social/Human Services Transportation Drug Abuse Prevention Environmental Sustainability Culture, Parks and Recreation Locotion/Service Area As a pilot program, the Metro -Dade Cultural Affairs Council provides funding and technical assistance to social and community service agencies that use the arts as an intervention tool to address crime and drug -related issues in neighborhoods throughout the county. Attached is a list of sample projects funded in 1993-94 located in the designated Empowerment Zone area. Current Status of Program The Council has increased the involvement of artists and arts organizations in this community's effort to address and provide intervention programs designed to redirect negative youth energies. It has expanded its funding mission with limited resources to include collaborations between arts organizations and artists and various agencies to work cohesively to develop innovative programs that encourage the use of performance, visual and literary arts to teach alternative life skills and focus to youth in targeted disadvantaged neighborhoods. Highly successful activities have included: a) the use of improvisational theater in youth holding facilities and for youth in work -release and job corps programs to zero in on personal frustrations and self-esteem debilitators that result in criminal and drug -related activities; b) the creation of a dance and music program that draws young inner city males with the beat of African and steel' drums rhythms, interfaces with the dances of the males in West African culture, and ties them in with hip -bop and other contemporary African -American dances known to youth. Dance, drama, music, literature and other artistic forms are excellent vehicles for putting people in touch with their communities and for developing communication skills which can be heard in the form of a positive unified voice. Please refer to the attached list of funded projects for other examples. Program Goals The Council's programs are investments in establishing a vibrant, rewarding and community -oriented cultural life for all of Dade County's residents and visitors. More importantly, the expansion of the Councirs mission provides opportunities to develop targeted, program -specific activities which address the needs of the very poor and the not -so -poor, of residents of a community and newcomers to the community, of artists and everyday people, all working in tandem for the betterment of the community. Art has long been recognized as the universal language, a way of communicating needs and frustrations, of encouraging self-expression and self-esteem building, of preserving heritage and cultures and instilling new pride and understanding among residents. This program will accomplish the following objectives: * provide a framework for communities to determine and affirm a sense of pride and a sense of self . Cost * develop innovative collaborations between the arts community and social services professionals that will target specific community and resident needs rather than touch upon the generic or assumed problems. It also provides an opportunity for arts program planning to be based upon the needs of the community as determined by social services professionals and current fieldwork and assessment, rather than on arbitrary non -scientific assumptions. . * establish a wide spectrum of collaborative programs that will address the severely socially and economically disadvantaged and the not -so -disadvantaged; it will focus on youth, new residents and long-term residents by building bridges based on commonalties rather than divisiveness and animosities. * focus on making the arts a necessary, medicinal and integral part of everyday community life, not just an outreach activity to provide entertainment. Pro ram Current .Level Empowerment Zone Increment (5 Year Total) Arts/Social Services Innovative Project Grants $100,000 * $5001000 ** * Derived from existing Council grants programs for county -wide projects ** Specifically for a new program targeted to support Empowerment Zone projects List Program Services Using the Councils existing grants programs and adding one new program, applicant organizations would be encouraged and assisted to identify partnering agencies/professionals to identify specific empowerment community needs and develop and implement collaborative, responsive programs. Priority would be given to initiatives that have the potential over a five-year development period to expand into long-term programs with emphasis on the capacity address changing community needs and evolving constituencies and draw outside resources as additional support. A technical assistance resource pool, consisting of arts and social services professionals, fund-raisers and grantswriters would be developed to provide additional support. Arts/Social Services Innovative Projects: would provide support to innovative collaborations between artists, arts organizations and social services agencies/professionals to design programs targeted to specific, identifiable empowerment community needs, involving programs addressing "at -risk" youth, senior citizens, people with disabilities and other under -represented residents of empowerment zone communities. Implementation The County Commission has recognized the Council's peer panel review process as a model for fair decision -making. Council staff meets with and advises each applicant regarding widely advertised and distributed program guidelines and application forms. Volunteer panels of cultural and community members review and make fimding recommendations in public meetings. Panels for the Arts/Social Services Innovative Projects Initiative would include professionals from social and community service organizations to provide this evaluative expertise. These recommendations are reviewed by the 15-member Cultural Affairs Council Board, the Commission's Parks, Recreation and Arts committee and then, by the full Board of County Commissioners. Each funded organization enters into a contract with the County outlining matching funds and specific services to be provided; contracts and their requirements are monitored by Council staff. Dade's cultural groups are imaginative, energetic and spirited partners in delivering meaningful and effective programs to the public. 4 Impact of Program Council grants investments result in effective means for neighborhoods and communities to build a sense of place and ownership by providing residents with opportunities to learn about, be involved in and celebrate each others` diverse cultures, heritage and traditions. More than 25 arts/social services intervention programs have been implemented benefiting more than 5,000 people. Overall, Council -funded programs leverage an average of $10 of other private and public funds for every dollar invested. A 1991-92 Council economic impact study documented more than $200 million a year in cultural economic activity in Dade, directly involving 1,500 employees and 140,000 volunteer hours annually. In 1992, cultural events attracted 11 million people. Program Timeline: Arts/Social Services Innovative Projects Initiative Application Deadlines: August/March Peer. Panel Meetings: September/April Program Year: October 1 - September 30 Program/Project Assessment Summary A MAJOR CATALYST IN THE EMPO`,YERMENT ZONE: A NEW PERFORMING ARTS CENTER - EDUCATIONAL AND OUTREACH INITIATIVES Type (Circle One) Housing Education Economic Development Job Training Public Safety Social/Human Services Transportation Drug Abuse Prevention Environmental Sustainability Culture, Parks & Recreation Location/Service Area The Metro -Dade Cultural Affairs Council, in partnership with the Performing Arts Center Trust (PACT), a non-profit corporation, is working to develop, build and operate a new performing arts center. The Center is located in the Empowerment Zone on donated properties on the east and west sides of Biscayne Boulevard between N.E. 13th and 14th streets (land contributed by Knight-Ridder and Sears, respectively). The capital cost of this project is estimated to be $140 million in public and private funds. The Center has among its major objectives the goal of being a catalyst for economic, neighborhood and cultural development. Current Status of Program In July 1993, the County Commission approved a comprehensive set of recommendations resulting from 18 months of planning involving community members, the PACT, County staff and professional theater and cost consultants: 1) A $172 million financing plan (covering project capital costs, existing facilities improvements and endowment funds) with public revenues secured from the Convention Development Tax and Omni Tax Increment District and a private sector fundraising commitment of $40 million; 2) A site consisting of more than 5.6 acres of donated land in the Omni area (valued at $15.5 million); 3) A building program calling for a 2,200 seat concert hall, a 2,480 seat professional theatre, a 250 seat "back box" theater and substantial educational and ancillary activities spaces; 4) An existing facilities plan outlining $8 million of funding support to improve a network of existing facilities (half of which are in and/or directly serve Empowerment Zone areas of Overtown, Little Havana, Liberty City and downtown Miami); and 5) An operating pro forma to ensure revenues sufficient for a balanced budget. In December 1993, the County issued a Request for Qualifications outlining a two -stage, competition -styled architectural selection process. Responses were received by the February 28, 1994 deadline from more than two dozen architects worldwide. Program Goals The Performing Arts Center project has three central goals: 1) To take a proactive role in entertaining and educating audiences with a dynamic, full-time schedule of affordable and accessible activities - this includes mainstage programs that can attract Dade's diverse populations and innovative educational and outreach programs that can effectively reach kids and adults of all backgrounds; 2) To serve as a catalyst for neighborhood and economic development by making a major capital investment which will directly result in jobs (construction and operational) and the development of related businesses and employment (restaurants, retail, parking, transportation, 9 Cost etc.); 3) To establish a major community center with a network of neighborhood cultural facilities that can help instill a unique sense of place and a positive public image for communities and their residents. A 5 year "empowerment" funding commitment to establish PACT education and outreach programs will be matched by PACT fundraising for these programs. Pro ram Current Level Empowerment Zone Increment (5 Year Total) Education and Outreach N/A $7001)000 Initiatives List of Program Services Targeted education (ranging from after -school music, dance and theatre programs to workshops addressing youth -at -risk and the elderly and programs incorporating drug prevention themes) and outreach programs (ie., training and job internships, off -site programs to offer positive neighborhood activities and to build background and awareness for participation in all PACT programs, etc.) that would begin through the existing facilities network and other neighborhood venues prior to the opening of the Center. Implementation The PACT is preparing to hire a staff which will include an Education Director and program administrator with experience specifically in community -based education and outreach programs. The PACT operating plan projects a goal of reaching 60,000 children annually with these targeted programs. Through its Education Committee and its Community Relations Committee, the PACT volunteer board members and staff will continue to work with Dade County Public Schools, area colleges and universities, the Children's Cultural Coalition, the City of Miami Police Department and other civic, educational and cultural groups to assess neighborhood needs and collaborate on program development and implementation Program Timeline The pre -opening activities would occur for approximately 3 years in cultural, educational and community venues that are located in and/or serve the communities of the Empowerment Zone (e.g., the Lyric Theater, the Allapattah YMCA, African Heritage Cultural Arts Center, the Caleb Auditorium, The Historical Museum of Southern Florida, the Manuel Artime Center in Little Havana, etc.). After the opening of the new Center, programs would occur "on -site" as well as continue in the neighborhood venues.