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NVUR0464W ACnON PLAN 9,21
,,A PubiklPrivate mitfative jor the Betterment of Our Coamruniv,
BISCAYNE BUILDING
MEZZANINE -ROOM 106
19 WEST FLAGLER STREET
MIAMI. FLORIDA 33130
(303) M3610
EXECLIME BOARD
CD•CHALRMEN
LARRY CAPP. PH.D.
HON. ST13PHEN P. CLARK
DAVID ZISKA
ROBERTO "BOB" RUIZ
DR. STEVEN ALTMAN
ALICIA BARO
DR. EVALINA BESTMAN
WARREN L. BLACKMON
JAMES BOWMAN
FREDDY BOWE
DR. LEONARD BRITTON
DAVID CAMERON
HON. BARBARA M. CAREY
PAUL CEJAS
ALVAH.CHAPMAN, JR.
REMEDIOS DIAZ-OLIVER
KELSEY'DORSETT
ALBERT E. DOTSON
RAY C.FAUNTROY
REV. JOHN FERGUSON
HON. MAURICE FERRE
KEN FORDIK
HON. RODOLFO GARCIA, JR.
HOWARD V. GARY
THELMA A. GIBSON
DR. MES.0
ARCHIE W. l
DR. ADAM I
ARLC RUS i
- DEWEY W. i
RAUL
HON.
VEY RUVIN
DR.
M.I
DR,
NON. OTIS WALLACE
MAR. BRYAN O. WALSH
CARLOS WATSON
LANNY G. SUMPTER
August 21, 1986
Mr. Cesar Odio
City Manager
3500 Pan American Drive
Miami, Florida
Dear Mr. Odio:
On behalf of the Executive Hoard of Directors of
the Metro -Miami Action Plan, I am requesting that
the issue of continued City of Miami support and
participation in MMAP be placed on the Commission
Agenda for the September lath meeting.
I
We have developed documentation to demonstrate the
positive impact that MMAP is having in the City
of Miami and Dade County. These materials will
be presented to your office for distribution to
the Commission.
Continued support from the City of Miami -is needed
in order for MMAP to further develop its effective-
ness.
Sincerely,
p
Larry D. Capp, Ph.D.
Executive Director
LDC:smw
CC
Honorable Mayor and City Comt$ission
Y
POP to IV
"A Public/Private Initiative for the Betterment of Our Community„
BISCAYNE BUILDING
MEZZANINE —ROOM 106
19 WEST FLAGLER STREET
September 2, 1986
MIAMI. FLORIDA 33130
(305) M3618
EXECUTIVE BOARD
Mr. Cesar Odio
CO-CHAIRMEN
City Manager
LARRY C"P. PH.D.
HON. STEPHEN P. CLARK
City of Miami
DAVID ZISKA
3500 Pan American Drive
ROBERTO "BOB" RUIZ
Miami, FL 33132
NF"ERS
DR. STEVEN ALTMAN
Dear Mr. Odio:
ALICIA BARD
LABCKMON
WARREN NBLAB
Attached for your perusal is background information on the
JAMES BOWMAN
origin and development of the Metro -Miami Action Plan and the
FRR. EDLEDONARD BY BOWE RITTON
D
major accomplishments undertaken by both the organization and
DAVID CAMERON
other entities involved in the MAP process.
HON. BARBARA M. CAREY
PAUL CEJAS
ALVAH CHAPMAN, JR.
One of the most misunderstood concepts about our program is
REMEDIOS DIAZ-OLIM
KELSEY DORSETT
what is the MMAP process and the role of this office in Insur
ALBERTE.DOTSON
ing that the process is continuously monitored and implemented.
RAY C. FAUNTROY
REV. JOHN FERGUSON
HON. MAURICE FERRE
In January, 19839 the Mayors of the City of Miami and the
KEN FORDIK
HON. RODOLF0 GARCIA- JR-
County of Dade began a public dialogue about the responsibility
HOWARD V. GARY
of local goverment for the problems in the Black community.
THELMA A. GIBSON
TANYA GLAZEBROOK
Greater Miami United invited them to discuss it within its iri- 17
R. RAY GOODE
ethnic, private sector context., The public school system and
DR. TEE S. GREER, JR-
ARCHIE W. HARDWICK
institutions of higher education were asked to Join the group
DR. ADAM W. IMRSERT
to help develop an approach. They agreed that problems arise
CHARLES F. JOHNSON, JR.
DR. CYRUS M. JOLLIVETTE
principally in four areas:
DEWEY W. KNIGHT, JR.
DAVID KOBRIN. ESQ.
RAYbIOND LARRY
1. The lack of education for individuals who attempt to
FRANK MAGRATH
obtain skills necessary to become self-supporting in
HON. RAUL L. M[ARTINEZ
RAUL P. MASVIDAL
the work force.
HON. CARAW MEEK
AEL H. MILIXM
ISR. EDUARDO JPADRON
DR.
2. The unavailability of affordable housing standards
RUTH PAGE
acceptable to the standards of living within the
HENRY PAULA
SERGIO PEREIRA
community.
DR. ROY PHILLIPS
ATHALIE RANGE, LFD
DIANNE W. RAWSON
3. The employment of a trust program that provides fair-
HON. HARVEY RUVIN
ness and safety in the Criminal Justice System for
I RUA SAUMAT
HANK SCHROMM
persons and property.
HON. RON SILVER
JOHN E. SMITII. ESO-
DR. MARZELL ShIfth
4. The formation and growth of new business enterprises and
m.R.sinERHEIM
the increase in opportunities for existing Black Entre-
DR . WILLIAM M- STOKES
FRANCENA B. THOMAS
preneurs.
OCTAVIO F. VERDEJA
HON. OTIS WALLACE
MSGR. BRYAN O. WALSH
CARLOS WATSON
EXFXMVZ DIRECTOR
LANNY G. SUMPTER
September 29 1986
Page 2
A planning committee of this group proposed that teams be
formed to study these four high priority areas, to review all
past reports, studies and plans, to identify the major issues,
to get the advice of the community, and to list as many
realistic recommended actions as possible.
At the Board of County Commissioner's meeting on April 19, 1983
$70,500.00 was allocated to four university research teams
whose charge was to develop an action plan for social and
economic development for the Black community.
The overall design of the Metro -Miami Action Plan has five (5)
major features:
1. Agreement on a full plan of action which becomes the top
priority of the total community and affects the well-
being of every member while helping to overcome the
social and economic disparities between the Black and
impoverished areas and the remainder of the community.
2. A continuous and negotiated partnership between the top
level administrations in both public sectors, large
corporations, and the community as volunteered members
comprising the Executive Board.
3. A reliance on top leadership in the institutions of
higher education balanced with participation by
concerned residents who are well-known advocates in
identifying the high priority issues that must be dealt
with in an effective manner. These individuals attend
public hearings, discussions and workshops and they
outline specific solutions to the most important
economic and social problems.
4. A conference process in which the past projects under-
taken are reported on and specific solutions to new and
continuing challenges are negotiated by Action Com-
mittees who carry out the responsibility to act and
the additional participants of an ethnic cross-section
of the total community. Nearly 1400 people attended the
third conference, 800 attended the second and 600
attended the first.
5. A deliberate annual process that begins with a
"situation" assessmennt which is a description or
identification of the priority problem area, followed
by clarification and "issue identification" leading to
the "action" being planned, and the "implementation" of
the recommended actions. At this point, a year has gone
by and the "situation" is assessed again.
September 29 1986
Page 3
Within the MMAP concept, there are six areas of focus in which
MMAP concentrates its efforts: Criminal Justice, Economic
Development, Education, Employment, Housing and the Legislative
Process.
Within each of these areas, there are several Recommended
Actions (RA's) which are developed annually at community con-
ferences. The RA's are delegated to Lead Authorities who act
as responsible agents in the areas of implementation.
Metro -Dade County acts as a Lead Authority in implementing its
assigned RA's. The County also acts as the "implementor" of
the MMAP concept and is the chief funding source for this
joint initiative.
By being the "implementor" of the MMAP process, staff serves as
a liaison between Lead Authorities, who are organizations and
elected or appointed officials that are identified as capable
of putting MMAP recommendations into action. Recommended
Actions are statements that identify doable deeds that need to
occur in order to reduce or eliminate an existing disparity.
In addition to being a liaison with the Lead Authorities, staff
along with the Action Committees and Executive Board, monitors
the performance of the Lead Authorities on an on -going basis,
which is culminated at our Annual Conference, wherein the com-
munity assesses the performance of entities implementing the
Recommended Actions.
I have included background information that explains in detail
the MMAP Process 1986, which out -lines the problem analysis
process used by the study teams.
I do hope that this clears up any misunderstanding about the
MMAP process and the role of this office in insuring that the
process is carried out.
Attached are the major accomplishments implemented by various
Lead Authorities involved in the MAP process. I hope you find
this information useful in your deliberations regarding the
Metro -Miami Action Plan (MMAP).
Sincerely,
Larry D. Capp, Ph.D.
Executive Director
Metro -Miami Action Plan
LDC: saw
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• FOCUS: Housin and Nei •hbortWod• Action- i1Ctc►�'s'.focus is 'the .development of
plan :to"-"simprove housing conditions' in poor' .arid black neighborhoods and
mobilizing -the support necessary to implement 'said plan. ••
RECOMMENDED ACTION 35:
DEVELOP STRONG NEIGHBORHOOD ORGANIZATIONS DEDICATED TO THE IMPROVEMENT OF
UNSANITARY AND UNSAFE- HOUSING TO ,INSURE THAT THE CODE IS VIGOROUSLY ENFORCED.
COORDINATE IMPLEMENTATION OF TRAINING .PROGRAMS FOR BLACKS IN HOME -CARE AND REPAIR.
ESTABLISH LENDING LIBRARIES OF TOOLS WHICH BLACKS MAY BORROW FOR 'CLEAN-UP AND
FIX -UP.
LEAD AUTHORITY:
Metro -Dade Community Action -Agency (CAA) and Community Housing Resources Board
STATUS:
Metro -Dade Community Action Agency
Funded by MMAP through its Metro -Dade County Budget at S49,000, CAA has
accomplished the following:
A. Goulds - During the month of October, •1984.,-a Housing sub -committee funded by
MMAP through Metro -Dade County was .formed with the following activities
►su�;c achieved:
1. A Committee meeting was held in an attempt to ascertain that which the.
neighborhood advisory committee can do to help solve complaints/problems
at Arthur Mays Villas.
2. Committee members, tenant council members and CAA staff went on a tour of
the housing project.
3. A Follow-up meeting was held with the Metro=Dade HUD Director, and
Chairman of the Neighborhood Advisory Committee'.
4.. Listed are the accomplishments and recommendations:
a. General monthly clean-up campaigns are held with all of the residents
of the project.
b. Cluster captains have been named for each Code Enforcement section.
c. Windows at community buildings have been replaced to seal in air and
curb vandalism/burglary.
d. Doors (security) have been replaced at community buildings.
e. Door and window screens have been replaced on each unit.
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�. Perr ne - The Housing Code Enforcement Comeitt' conducted,4 Mars thrintghout
•3 the Perrine area*. identifying vacant lots. abandoned cars. overgrown lots -'and
housing units with violations (enforcement officer fr+ HUD involved. • with
' tour); Identified Circle Plaza complex as one area needing attention;
Submitted findings of violations (Circle Plaza) to Director`ef M; notices
were posted on abandoned cars and.owners- responded favorably;Cleaning of. lots
and trash -build up were successfully taken care of; received correspondence
from HUD on improvements occuring at Circle Plaza; Ongoing monitoring of area.
C. Liberty City - Linkages, developed between community residents and appropriate
agencies to accomplish goals and objectives include the following:
1. A Community tour of Liberty City to advocate concentrated code enforcement.
for Liberty Square HUD Housing, Sugar Hill and King Heights community.
2. Co -sponsored committee meetings with the State Attorney's office to advise
area residents of the start up of concentrated code enforcement.
3.. Upon request, CAA-MMAP staff accompanied Code Enforcement Task Force
inspectors to buildings previously denied entry in order to facilitate
access. To date, staff has facilitated access into sixteen (16)
apartments which includes four (4) buildings.
4. Sponsored a meeting between HUD management, Liberty Square Tenant Council
and residents to address tenant concerns regarding the physical conditions
of Liberty Square Project which included maintenance and procedures
involved in obtaining repairs.within the time frame alloted.
S. An abandoned house was demplished at 1487 N.W. 59 Street. A ceiling was
repaired at 1203 N.W. 73 .Street. T,fles were replaced in the bathroom a:
1203 N.K. 61 Street.
D. Culmer - The Dade County Community Action Agency (CAA) conducted public fora s
on Housing Code Enforcement, Landlord/Tenant Rights and Responsibilities and
informational meetings on cooperative ownership among tenants. The agency
also assigned staff to the project to conduct orientation; present project :o
Community Advisory Committees; establish sub -committees, goals and objectives;
maintain linkage with appropriate agencies/organizations/individuals (HUD,
State Attorney, Legal Services, property owners, etc.); develop and implement
work plans and monitor and evaluate work of the Task Force.
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IW ACTION
CONTINUE TO STREM£dfTE•14 CODE ERMCEMENT AND IMPROVE REMEDIES FOR MQM-CQ WLIANCi TO
ST114UlATE HOUSING REABILITATION 6Y WM AND NON RESIDENT/ABSEM LANDLORDS.
'LEAD AUTHORITY:
City of Miami; Metro -Dade Housing and Urban Development (HUD); State Attorney
Metro -Dade Housing and Urban Development (HUD)
During the period from October 1, 1984 to March 30, 1985, the following was
accomplished:
Total of Housing Units Inspected . . . . . . . . . . . . . 7,405
Housing Units with Original Inspections . . . . . . . . 1,.129
Housing Units with Notices of Violations Issued 674
Housing Units with Notices of Violations Satisfied 656
This project was funded by MMAP through its Metro -Dade County budget in the amount
of $106,000.
City of Miami
A. Strengthening Code Enforcement
In its efforts to strengthen code enforcement, the -City has over the past two
(2) years 4eveioped the N.I.C.E. •(Neighborhood Improvement Code Enforcement)
program, which targets areas of the city for concentrated code compliance
efforts. This program with the creation of the Code Enforcement Section has,
been conducted in some eighteen (18) separate areas of the -city including
Liberty City.
Resulting effects have yielded 'the removal- of unsightly piles of trash and
overgrown lots with abandoned .vehicles: Also, serious problems of leaking
sewage and deteriorating roofs and ceilings were handled on emergency basis.
The implementation of the Overtown Task Force was a major step in increasing
the degree of code enforcement being done in the city. The use of a group
effort in inspecting targeted areas provides a more detailed approach to the
type of violations noted and enables participating agencies involved to
concentrate more on some of the items usually neglected on these type
inspections.
i
^ ; B: aa�rovina Remedies for-ffon-Compliance -
-Remedies for dealing with non-compliance were enhanced by the addition to the
• task force of a State Attorney's assistant. This addition provided an avenue
for taking structures in non-compliance directly to court. It also provided a
weans of bringing to light problems related to handling uncooperative
• landlords and the games played by them in avoiding actions brought against
their properties.
.Other remedies include making, better use of our Code Enforcement Board to
handle zoning problems and t6 effect faster action on those situations found
which could be remedied by administrative actions in house; the- fine tuning of
a court non-compliance system which would bring to trial those property owners
who procrastinate in making repairs. This fine tuning would include
shortening the length of time given and the number of citations- issued to any
one landlord and more frequent use of the Unsafe Structure and Trades
Qualifying Boards of Dade County in handling situations relating to
sub -standard repairs and buildings with dangerous conditions.
C. Stimulating Housing by Owners and Non-resident Absentee landlords
.Efforts in this area are on -going and include face-to-face referrals of
interested owners to the City of Miami*s Community Development Department for
the acquisition of any funds that might' be available for rehabilitation.
Tenants are encouraged to inform the owners and landlords with whom they have
occasion to speak, to avail- themselves of these opportunities. The City has
gone so far as to make available sufficient amounts of paint for those wishing
to improve the appearance of their buildings and has found that many landlords
were eager to take advantage of this offer. The City will also be looking
into what can be done to increase the role of Community Development in
bringing these opportunities to the people and making it easier for them to
apply for assistance. .'
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RECOF1iMEO ACTION•116:
PROMOTE INNOVATIVE PROGRAMS FOR SELF-HELP 'HOUSING SUCH AS OWNER BUILT HOUSING,
URBAN HOMESTEADING, AND HOUSING COOPERATIVES.
LEAD AUTHORITY:
City of Miami; Metro-Dade/Office of Community & Economic Development; Neighborhood
Housing Service and Homes for South Florida, Inc.
STATUS:
City of Miami
The Miami City Commission has allocated $15,000 in matching funds to the Florida;
Housing Cooperative, Inc. for the purpose of partially funding a national
conference on housing cooperative organization and project development.
Metro-Dade/Office of Community & Economic Development
An agreement has been reached, whereby the Enterprise Foundation will provide
assistance to four Community Development Corporations in developing housing.
Two Hundred Fifty Thousand dollars by 04MAP through its Metro -Dade County budget
and S250,000 from the City will be matched -by S?50,000 in corporate contributions.
The funding resolution has already passed the County Commission and a fund raising
dinner was held to garner the private financial support. The Enterprise Foundation is expected to begin operations in July, 1985.
Neighborhood Housinq Service
Miami -Dade Neighborhood Housing Service (NHS) provides rehabilitation loans to .
homeowners in the West Little River area. Additionally-, through its. housing
development project;, 14-ONHS has assisted low and moderate income families in
becoming home owners.
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64
TNT •OADE COUNTY UN AGAINST IMING DISCRIMINATION SMI D BE MORE V100ROUSLY. AND
J=
A ESSIVELY ENFORCED.
LEAD AUTHORITY:
Metro-Dade/Fair Housing and Employment Appeals Board; Board of Realtors and
Community Housing Resources Board
STATUS:
Metro-DadelFair Housing and Employment Appeals Board (FHEAB)
Funding by Metro -Miami Action Plan (MMAP) at $35,000 through its Metro -Dade County
Budget the following has been accomplished:
During the first three quarters of FY '85, the number of formal housing
discrimination complaints filed with the FHEAB have increased by approximately
300% from -the number of charges filed in FY '84.
Charges filed as of June•30, 1985 are as follows:
FY '84 - 8 charges ,
FY '85 - 32 charges
The number of informal complaints,and inquiries processed by FHEAB have increased
by 55%.
Informal complaints and inquiries as of June 30, 1985 are as follows:
FY '84 - 211 informal complaints and inquiries
FY '85 - 335 informal complaints and inquiries
As of June 30, 1985, the total number of housing investigations completed was 18.
During the first three quarters of FY '85, the FHEAB staff has 'participated in. -
interviews, wdrkshops and/or public speaking engagements regarding housing
discriminatiorr.wi.th the. following organizations.
Newspaper Interviews:
The Miami Herald, The Miami Times, The Miami Nears, Miami: Toddy, TV Saver Weekly
Magazine, Community Associate Institute News, Commnity Housing Resources Board°
Newsletters, Urban TV News, The Falcon Times.
r • Radio Interviews:
WTMI, WI00, WEZI, WLYF,. WHQT, WEDR, and WRHC.
Television. Interviews:
WLRN, WCIX, and WSVN.
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66rdiniitor 'als6" 'tared a Reusing- Oiscriminition pebl W s a Mci 0" .
'
ann i is being .aired. The' number of ' radio, television' and
.::
newspaper 'interviews regarding housing discrimination total 25 for FY 186 as of
June 30. The number of workshops and public speaking engagements for the same
period 'total 41.
The -Housing Coordinator has designed and developed a public awareness campaign
through the production of:
- 10,000 brochures on housing discrimination
- 1,000 new housing charge forms
- 500 new housing intake questionnaires
- 250 posters on Fair Housing - these posters were designed for Metro
Buses and were displayed during the entire.month of April, 1985 (Fair
Housing Month)
- 5OO book marks on Fair Housing
- 30 and 60 second public service announcements
- 150 support letters commemorating Fair Housing Month
The FHEAB staff distributed packages of.the above literature to 150'organizations
(including public libraries, colleges, and community agencies). The total amount
of literature distributed for FY '85 as of'June 30, 1985 is 10,635.
In recognition of Bade County's acco�plishments and efforts in promoting fair
housing, the FHEAB was presented with proclagations during April, 1985, Fair
Housing Month, from the following municip8lities:
City of Miami - City of Opa Locka - City of South Miami -
City of Sweetwater and Metro -Dade County
The FHEAB staff of 4 investigators and the Housing Coordinator have completed a
total of 15 testings of the Bade County rental market during the first three
quarters of FY 185. The Housing Coordinator is currently developing a formal
testing program to -be used to train volunteer testers, who are presently ,being
recruited. The Housing Coordinator has also identified what training tools will
be needed and how they can be ascertained with the assistance of other housing
discrimination agencies throughout the United States.
85% of the cases completed as of June 30, 1985, were processed within an average
of 90 days.
Board of Realtors -,Report Pending,
Community Housing Resources Board - Report Pending.
C u t� as
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Hosing Coordinator ails®' 'taped a Housing Discrimination public s4rvit i
ann�in+entg= which As being .aired. The number of , radio, television, and
newspaper 'interviews regarding housing discrimination total 25 for FY '85 as of
°*
June 30m The number of workshops and public speaking engagements for the same
period total 41.
The Adusing Coordinator has designed and developed a public awarenes's campaign
through the production of:
- 10,000 brochures on housing discrimination
Y'.
- 1,000 new housing charge forms
�.
- 500 new housing intake questionnaires
- 260 posters on Fair Housing - these posters were designed for Metro
Buses and.were displayed during the entire.month of April, 1985 (Fair
Housing Month)
- 500 book marks on Fair Housing
- 30 and 60 second public service announcements
- 150 support letters commemorating Fair Housing Month
The FHEAB staff distributed packages of.the above literature to 150 organizations
(including public libraries, colleges, and community agencies). The total amount
of literature distributed for FY '85 as of'June 30, 1985 is 10,635.
In recognition of Dade County's accomplishments and efforts in promoting fair
housing, the FHEAB was presented with groclajpations during April, 1985, Fair
Housing Month, from the following municipalities:
City of Miami -City of Opa Locka -City of South Miami -
City of Sweetwater and Metro -Dade County
The FHEAB staff of 4 investigators and the Housing Coordinator have completed a
total of 15 testings of the Dade County rental market during the first three
quarters of FY 185. The Housing Coordinator is currently developing a formal
testing program to -be used to train volunteer testers, who are presently being
'
recruited. The Housing Coordinator has also identified what training tools will
be needed and how they can be ascertained with the assistance of other housing
discrimination agencies throughout the United States.
8S% of the cases completed as of June 30, 1985, were' processed within an average
of 90 days.
Board of Realtors -Report Pending.
-
Commuhity Housing Resources Board - Report Pending.
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FOCUS: Economic Oevelo went Committee's focus is principally aimed at designing
a cen orOm c deve opment pan for the.black community and negotiating to:acqufre
the resources and support necessary to implement the plan.
RECOMMENDED ACTION 13:
• CONTINUE TO PROMOTE THE REVITALIZATION OF BLIGHTED AREAS, ESPECIALLY THROUGH
ONGOING PUBLICLY SUPPORTED INDUSTRIAL PARKS SUCH AS THOSE CURRENTLY BEING
DEVELOPED IN THE OPA-LOCKA AIRPARK AND THE POINCIANA INDUSTRIAL PARK WHICH ARE
BATH DESIGNED TO ATTRACT LABOR INTENSIVE INDUSTRIES INTO THESE AREAS. AREAS FOR
ADDITIONAL PUBLIC SUPPORTED INDUSTRIAL DEVELOPMENT SHOULD BE IDENTIFIED BY
ECONOMIC FEASIBILITY STUDIES WHICH WOULD DOCUMENT THE PRESENCE OF EXTENSIVE
UNEMPLOYMENT AND A POOL OF TRAINABLE LABOR. THESE STUDIES SHOULD PRIORITIZE THE
ORDER FOR INDUSTRIAL PARK DEVELOPMENT.
LEAD AUTHORITY:
Board of County Commissioners
STATUS:
Metro -Dade Office of Community & Economic Development (OCED)
r
Poinciana Industrial Center
Infrastructure design and clean-up campaign has, been com lete8. Funds from the
Job Bill ($145,000) were used to employ twenty-seven (27) area residents in the
clean-up campaign efforts. An incybator building in the Poinciana Industrial
Center has been redesigned and is 80% renovated. Thirty-five (35) parcels have
been acquired; a total of fifty-five (55) parcels of land should be acquired by
August, 1985. Relocation is ongoing and advertisement for bids are being
implemented. The land conveyance document between Office of Community and
Economic Development (OCED) and New Century Development Corporation (NCDC) is
being finalized.' Applications for some sections of the engineering work are being
processed through the County's Department of Environmental Research Management
(DERM).
Opa-locka Airport
A new draft agreement for Opa-locka Airpark is being developed and will be submit-
ted to the Dade County Office of Community and Economic Development (OCED) for
review and final comments. The Market Study and a Developmental Plan has been
approved by the South Florida Regional Planning Council (SFRPC). Phase I of the
road construction through the Airpark has been completed.
.1
A
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4E R ENDED ACTION 88:
THE LINKAGE OF BLACK BUSINESSES TO INTERNATIONAL MARKETS SHOULD BE DEVELOPED
THROUGH ALL INTERNATIONAL TRADE FAIRS. IT SHOULD BE PUBLICIZED THROUGH
INTERNATIONAL TRADE JOURNALS.
LEAD AUTHORITY
Board of County Commissioners; City of Miami Commission; Federal Department of
Commerce; State Department of Commerce
STATUS:
Metro-Oade Office of Community and Economic Development (OCEO)
Contracts have been signed with the Miami -Dade Trade and Tourism Authority and
Carib American Enterprises, Inc. to carry out these recommended -actions.
Metro -Miami Action Plan (MMAP) allocated $110,000 to the two agencies via the
Office of Community and Economic Development (OCED).
1. Miami -Dade Trade and Tourism Commission conducted a two-part seminar (first,
November 8, 1984 and the second'November 27, 1984) on "Starting, Developing
and Promoting an Import/Export,B'usiness for Afro Americans."
dI
2. Eighth Annual Caribbean Central American Action Conference. (CC/AA) -
;•;.. December 3, through December 7, 19874. Miami -Dade Trade and Tourism Commission
coordinated with Caribbean Central American Action (CC/AA) committee members
and identified several Dade County Blacks who headed up the round table
.discussions regarding national and international trade and investment
opportunities. Also, they were responsible for 35 Black Americans' fees being
waived. Black Americans identified over $2 million in business opportunities.
3. Carib American Enterprises of Miami, Inc. accomplished the following:
(a) Establishment of the International Trade, Business and Commerce informa-
tion service for. Black individuals in business.'
W Co -sponsored with the South Florida Business League a two day- conference.
on. Caribbean Community •(CARICOM). (Participants included local. and
Caribbean based businesspersons).
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RECOMMENDED ACTION •238.
• CONTINUE TO SUPPORT COMMUNITY DEVELOPMENT IN BLACK COMMUNITIES BY 'TECHNICAL AND
FINANCIAL ASSISTANCE PROVIDED BY THE PRIVATE:SECTOR AND NATIONAL FOUNDATIONS SUCH
AS THE LOCAL INITIATIVES SUPPORT CORPORATIONS AND THE ENTERPRISE FOUNDATION.
s
LEAD AUTHORITY:
City of Miami Commission, Board of County Commissioners, Greater Miami United
STATUS:
City! of' -Miami
The Local Initiatives Support Corporation (LISC) provided funds totaling $250,000.
This is part of the $2,212,870 in funding for the Edison Plaza Shopping Center.
The Haitian Task Force has received 00,000 to support a feasibility study for the
neighborhood revitalization project known as "The Iron Market".
The City. has had preliminary discussions with the Enterprise Foundation which has
indicated that it will advise the City of its areas of interest in the coming
months.
Metro -Dade Office of Community & Ecopbmic Development (OCED)
There are several recent actions by fthe Local Initiatives Support Corporation
(LISC) with the encouragement of Dade's Office of Community a-nd Economic
Development (OCED): (1) A $20,000 LISC grant to Centro Campesino' Farmworkers
Center for housing development was approved; (2) An $11,000 grant was awarded to
New. Century Development .Corporation for a feasibility study for a mixed use
development at the Martin Luther King, Jr. Metrorail Station; (3) A $15,000 grant.
was awarded to Opa-locks Community Development Corporation for pre -leasing and
other costs for the renovation of the Opa-locks Hotel. In addition, LISC is
exploring possible support to a number of other CDCs.
In addition, Ford Foundation has awarded a $25,000 grant to East Little Havana
CDC. :
Metro-Miami.=Action Plan (MMAP) allocated $220,000 to Local Initiatives Support
Corporation (LISC) via .Office of Community and Economic .Development to implement
this Recommended Action.
Greater Miami United (GMU
Greater Miami United has an ongoing. commitment in this area and was instrumental
in attracting LISC and the Enterprise Foundation to Miami. GNU continues to
support these and other -initiatives by foundations and the private sector such as
Holmes for South Florida, which will provide rental homes for low income residents
through the Documentary Stamp Surtax.
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81COMORP ACTION 241:
PFMIDE ADDITIONAL SUPPORT TO
711E ON -WING INDUSTRIAL PARK BY
APPOINTING A HIGH
}
tLEVEt RECISION MAKER Mi0 CAN CUT TMM— ANY. RED- TAPE ENCOUNTERED AT ALL LEVELS of
60YERINT.
LEAD AUTHORITY
City of Miami Commissioners, Board -of County Commission
STATUS:
City of Miami - Report Pending.
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ti RECOMMENDED ACTION 243: -
a
DEVELOP. AND IMPLEMENT TiiE EMEPRENEURIAL INSTITUTE AS A PROVIDER A1Q. THE COORDI-
NATOR OF TECHNICAL ASSISTANCE TO BLACK VENDORS BY PROVIDING TRAINING* IN MANAGERIAL.
SKIELS, MARKETING, FINANCING OPPORTUNITIES AND -OBLIGATIONS, INSURANCE AND PROPERTY
SECURITY MEASURES, ETC., THROUGH THE USE OF AUDIOVISUAL. TRAINING MODULES; BLACK
QUALIFIED FIRMS CONDUCTING TRAINING AND TECHNICAL ASSISTANCE SERVICES AND EDUCA-
TION AND TRAINING AT THE POST -SECONDARY LEVEL,
LEAD AUTHORITY:
Board of County Commissioners; City of Miami Commission; Black Business Develop-
ment Institute; Economic Development Corporations
STATUS:
Board of County Commissioners
The Entrepreneurial Institute has successfully completed its first year of class-
room training and technical assistance (3 visits minimum) to public loan recipi-
ents.
On June 22, 1985 a graduation ceremony was held to honor all those that attended
the institute. Approximately 600 individuals participated, with 300 of those
being Black entrepreneurs. Technical assistance was provided to 30 entrepreneurs
utilizing minority subcontradtors.
Dade County received a National /Association of Counties award for the
implementation of the institute. The White House also sent a letter of
congratulations to the implementers of 'the Astitute. The University of Miami,
Miami -Dade Community College, and Florida International University have agreed to
offer 3 additional courses during the summer of 1985 at no additional cost.
Metro -Miami. Action Plan (MMAP) allocated S125,000 to Enterpreneurial Institute via
Office of Community and Economic Development to implement this Recommended Action.
City of Miami
Miami Capital Development Inc. (MCDI
This has not been •-implOmen ted• Miami Capital Development, Inc. (MCDI) is expected
to submit a new proposal for the use of $100,000 for technical assistance .as
approved on April 5, 1984 as a follow-up to MCOI's decision not to proceed with
responses to a request for proposal as advertised on October 25, and 26, 1984.
MCDI has begun to refer its clients to the Entrepreneurial Institute which is a
consortium of five institutions. of high learning including Florida Memorial
College for -the purpose of providing technical assistance support to small and
minority businesses,
i
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FOCUS: Criminal
Justice SeniftWu Action Committee's -focus is
the dey9lopment
or a plan Dist .10 11 proarote dualsensitivity
and respect between the -criminal
•criminal
justice' system
and the black and poor communities, and to
work diligently
towards the implementation of said plan.
RECOM MEN CEO ACTION 34:
USE ESTABLISHED NEIGHBORHOOD EXISTING FACILITIES ' TO TEACH RESIDENTS OF BLACK
COFMiUNITIES ABOUT THE CRIMINAL JUSTICE SYSTEM, HOW IT FUNCTIONS AND ,NOW IT AFFECTS
THEM.
LEAD AUTHORITY:
Dade -Miami Criminal Justice Council (DMCJC)
STATUS
z
- A two month training orientation was conducted to acquaint the community
organizational aides with information regarding -the rote, structure, and-:
functions of the criminal and juvenile justice systems. ,R
Program procedures were developed for operation, i.e. field inquiry log Zi
sheets, telephone contact log ,5,heets, monthly reports and response letters. .
- Office sites were established irr'Liberiy City, Culmer/Overtown, Coconut Grove.`:
and Perrine Community Action Agencies.
Public service announcements, via radio, newspapers, and flyers were dis-::.
tributed in heavily congregated or populated public facilities, i.e. food,.':
stamp centers, public welfare offices and neighborhood service centers.
Seminars and town meetings were attended by the DMCJC Community Organizational
Aides (COAs); when new information or changes - social and community concerns
- dictated, the COAs scheduled town meetings and disseminated such
information.
• Program presentations were made to the Community Relations Board, Liberty City,
Housing Tenant Council, WEDR, Miami Northwestern Senior 'High School, Case
Management Unit of Joseph Caleb Senior Center,,WMBM, Miami Times•Weekly, Miami
Herald (Neighbors),. City of Coral Gables Police Department, HRS Mediation .
Unit, Coconut Grove Human Resources (service providers) Cuimer Residents, New
Horizon residents,. and JESCA.
- Areas addressed include, but are not limited to: Legal Services,. child
support procedures, tenants' rights, probation and parole procedures, restora-
tion of civil rights procedures, jail visitation, eviction procedures, water L
sewer department, security for senior citizens.
- Follow-up on referrals for services is made by COAs and this has been helpful.
- Constant monitoring of Criminal Justice Services to keep abreast of changes if::
done by the COAs.
41,
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ACTION 33
'ESTABLISH SEVERAL CONFLICT RESOLUTION CENTERS WITHIN DADE'S BLACK C1INITTES
'(.I.E., LIBERTY CITY,'CULMER/OVERTOWN, COCONUT GROVE, AND PERRINE.)
LEAD AUTHORITY
Dade -Miami Criminal Justice Council
STATUS
Community Dispute Resolution. Centers offer an alternative approach to resolving
conflicts rather than going to court.
The State of Florida has provided intensive conflict resolution training by the
American Arbitration Association, focusing on culturally sensitive mediation
skills. The main office is well established in the Caleb Center and focuses on
serving the liberty City community with outreach services to Culmer-Overtown. A
satellite office in the Coconut Grove Human Resource Center serves that community
with outreach services to South Dade offered at the Naranja Neighborhood Service
Center. Mediation services have been delivered to 342 disputants and 1895 hours ;
of specialized conflict resolution training have been-aelivered, enhance g knowl-
edge and skills of 158 community participants. The funding for this program, in
the amount of $172,WO, is provided by the Metro -Miami Action Plan through its.';.
Metro -Dade County budget. a
The centers have been so successful that the program has been -started in the ',�
public schools at the secondary level.
Additionally, the Royal Canadian Mounted Police have requested information on ths`>
model. ''
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EVALUATE -STRMM INTIERCULTUR C AWARENESS AND CONFLICT RESOLUTION TRAINING
AT ALL LEVELS' 'OF TRAINING FOR LAW ENFOR .. _ - PERSONNEL,
LEA® AUTHORITY
Board of County Commissioners; City Commissioners of -Municipalities;' Dade County
Association of Chiefs of Police; Southeast Florida Institute of Criminal Justice;
Florida Law Enforcement Standards and Training Commission.
STATUS
During fiscal year 1984-85, the !Metro -Dade Police De artment contracted with..the
Mental Health Association of Dade ounty to con uct a program series consisting of
forty-eight three hour training sessions, thirteen eight hour workshops, and one
forty hour training course.
Specifically, the program is designed to give law enforcement officers from police
departments throughout Dade- County a greater understanding of the problems
regarding juvenile development, and a.broader knowledge of crisis intervention
techniques when dealing with abnormal behavior, family disturbances, criminal
youth gang problems and cross cultural sensitivity issues. Five -hundred and forty
(540) officers received training,
The Metro -Dade Police Department has requested a continuation of funding at the FY
84-85 level to maintain the program series•during FY 85-86.
The Mental Health Association addressed the following topical areas during the
1984-85 program training series:
- Crisis Intervention -.:Sexual Discrimination & Harassment
•>
- How to Recognize Family Problems .- Juvenile Gangs
'''
- Child Abuse - Human Sexuality
- Substance and Drug Abuse Crime and the Elderly
- Interviewing Sex Offenders - Stress Management
- Recognizing Cultural Influence - Domestic Intervention
- Persuading Others•and Ourselves - Baker Act, Mental Illness and the
(Communication Skills) Police
- Juvenile Suicide - Child Development b Intercultural
- Youth and Mental Illness Awareness .
- Ungovernable Youth Juvenile Deliquency - Child Pornography
Funding in *the amount of $69,000 was provided by MAP through its Metro_-UA&
County budget. ,
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• T1 Miami Police_RVartment currently participates in a Police Community Relations
prop, ng conducted y Florida Memorial College. Since the inception of this
contractual program, there have been a total of twelve (12) training sessions:
four. (4) in 1984 in which eighty-four (84) persons Were trained, and in 1985 a
total of 165 have been trained in 8•sessions:--A ninth session is now in progress
with twenty (20) people in attendance.
This course is designed to bring Miami Police Department personnel and the citi-
zens of the City of Miami (including youth, elderly, businessman, unemployed,
minister, etc.) closer through interacting in both classroom and community
settings. The effort here is to develop a better relationship between police
personnel and the community being served.
All of the training has been conducted in 10 of 11 subcouncil areas throughout the
City where participants are a part of the Police Crime Watch Program.
The contract has been reviewed for renewal to cover another 18 months in order to
accommodate all police personnel, since it is the mandate of the City Commission
that all personnel should attend. This 40 hour State certified course includes
the following areas of discussion:
- Internal Cohesiveness
- Police Morale
- Common Courtesy
- Familiarization with Various Cultures within.
the City of Miami
- Interpersonal Communitotions
- Stress '
The Program has experienced success based on -the general concensus of participants
from both the community and the police department. The theme of the course is
mutual respect and policing in a multicultural environment.
Southeast Florida Institute of Criminal Justice:
As noted in earlier reports, relevant and contemporary materials on cultural
Awareness to train Criminal Justice Personnel are scarce: However, the Institute
has revised the course content of The Policing in a. Multi -Cultural Community
curriculum. Other audio-visual materials have been identified to supplement our
current AJV programs on the Black community. 'Additionally, the Institute devotes
over sixty (60) hours of Human Relations and -related training. These areas are
reinforced through role play through other areas of the curriculum.
Also, the Institute offers several career development courses in Human Relations
training on a yearly basis for veteran, officers. One of the courses . Community
Relations, is a forty (40) hour tntensice, community interactive course.
RECOMMENDED ACTION 70:
.
ASSESS VICTIWWITNESS PROGRA14S PRESENTLY BEING OFFERED AND EXPAND MERE APPRO•
PRIATE.
LEAO AUTHORITY:
State Attorney; Dade County Association of Chiefs of Police; Dade -Miami Criminal.
Justice Council
STATUS:
Dade -Miami Criminal Justice Council
The Victims Assistance Program has been operational for one (1) year. We
carefully' observed the functions of existing victim services programs, i.e.
Domestic .Intervention, Victims Advocates and State. Attorney's Office
Victims/Witness Program; we canvassed residents in the Liberty City area to
determine their awareness and utilization of existing victim services; and we've
established an outreach victims' assistance office providing services for victims
residing in the targeted area.
1. One thousand four hundred and six initial and outreach contacts have been made
with victims via letters, telephone calls, home and office visits.
I•
2. Two hundred sixty seven intakes have been completed which include interviews,
needs assessments and counseling; :this resulted in opening 267 cases and
providing services to 617 clients. . These clients include the secondary
.
victims or family members who were also affEcted by the crime.
3. Thirty-one clients' homes were provided minor property repairs and/or locks to
secure structures.
4. All clients were informed of their rights as victims: to be treated with
dignity and compassion by personnel representing the Criminal Justice System.
S. Twenty-one applications for Crime Compensation funds were completed.
6. Twelve crime prevention seminars for the elderly have been presented to.
approximately 525 senior citizens.
7. Four Child Sexual Abuse Detection and Prevention education, modules have
presented to approximately 300 pre-school children.
8. Thirty Public Awareness presentations have been made to various community
groups, eight -(8) organizations and social service agencies,;i.e. Citizens
Advisory Council, Joseph Caleb's• Inter -Agency Council, JESCA, Metro -Dade
Police Deparbient shifts, Roll Call, Community Action Agency Beard meetings,
WMBM Talk show, Ch. 6 TV, "Black Is" Prog'ram, Miami Herald and Miami Times
Newspapers.
Funding in the amount of $140,0OO is provided by MMAP through its Metro -Dade
County budget.
r State Attorneys Office
The Victim Services Coordinating Council was developed in mid. 1984. It was
charged with the responsibility of monitoring, assessing and coordinating victim
services. The council is comprised of representatives from major victim service
organizations in Dade County as well as agencies- that provide supplemental ser-
vices. One of the first tasks of the Victims Services Coordinating Council was to
identify all victims services presently utilized in Dade County. This was accom-
plished through the development of a Victims Services Reference Guide.
The Victim Services Coordinating Council is presently attempting to assess the
level of services in Dade County. This will be 'accomplished through a two
question survey that will be sent to all directors or administrators of identified'
victim service agencies. One copy will be completed by the head of the agency. A
second questionnaire will be completed by a line staff member. A recommendation
of this subcommittee is to •seek funds to implement an external evaluation of
victims services in Dade County.
The State Attorney's Office, represented on the council, has identified the
following areas that need further enhancement in the area of victim services:
1. Primary victim services for special types of crime victims, i.e. elderly,
handicapped, and child victims.
2. A centralized resource number operational 24 hours a day, for all victims ar•c
witnesses involved in the criminal justice process.
3. Culturally sensitive networking for victims of special ethnic Groups.
4. On -the -scene referrals and increased sensitivity by the police departments.
+''•' S. Specialized domestic violence units, sensitive to needs of the family experi-
encing violence, both in the police department and in the prosecutor's office.
6. Increased training to police officers and prosecutors to enhance understanding
of these services and reeds of victims.
The State Attorney's Office has implemented a system to identify special types of
victims. An early assessment of the victim's needs is completed and• appropriate
referrals are made. The Victim/Witness Assistance Program of the State Attorney's
Office is presently involved in helping to establish a new Child Assessment
Center. This center wili provide specialized services to child victims of both
physical and sexual abuse. It is a cooperative effort between Dade County, the
Dade -Miami Criminal Justice Council, Health and Rehabilitative Services, and the
State Attorney's Office.
THE MAP PROCESS - 1986
The Metro -Miami -Action Plan (MMAP) process -is -one which encourages -the
input and involvement of all citizens in determining and reducing the
causes of disparity between Blacks and other minorities and the
general community.-;
The chief areas of concern at present are the Criminal Justice System,
Economic Development, Education, Employment, Federal/State Legislation
and Housing. It is through these areas that MAP attempts to develop
plans and mobilize the necessary resources to effectively reduce or
4
eliminate disparities identified through the process.
In order to explain the MMAP process, a few phrases must be defined:
1. Action Committees are unposed of volunteers (communit
members, and public and private sector representatives
rj
Working.together as a group, the Action Committees are
\`
challenged with the task of developing Recommended Actions
that meet specific criteria and subsequently working with
Lead Authorities in an effort to get them to enact the
Recommended Actions.
2. MMAP's Executive Board (whose makeup mirrors the Action
Committee membership) sets policy and determines MMAP's
position on relevant issues.
3. Lead Authorities are the
organizations and elected or
appointed individuals in them that are identified as
capable of putting MMAP recommendations into action.
These authorities have been identified as the appropri-
ate parties for implementing the action, and subsequently
have agreed to do so.
4. Recommended Actions are statements that identify doable
`++,
deeds that need to occur in order to reduce or eliminate
an existing disparity. They are developed at the Action
Committee level with community input, then recommended to
the MMAP.Board for adoption. In order to be implemented,
recommended actions.must: (a) be doable; (b) be measurable
(or an exemption must be requested during the time the words
?�
of the action are finalized); (c) name one responsible Lead
Authority ;to be in charge of its completion; (d) establish
time framers for completion; and (e) be specific.
:t
S. Steering Committee (Co -Chairs, Action Committee Chairs, and
:M
individuals appointed by the MMAP Executive Board) develops
recommendations for the Board to consider regarding any
policy or official position of MMAP.
7.5
862S
r.-.
STEPS IN THE MAP PROCESS:
1. Each Action Committee meets monthly to develop Recommended
Actions and recommend their adoption by the MMAP Board.
2. The Steering Committee recommends whether the Board should
adopt Recommended Actions.
3. The MNAP Executive Board accepts/rejects/modifies the
Recommended Action.
4. Each Action Committee is challenged to get the Recommended
Action acted upon with the support of the Board. The Action
Committee begins negotiating with the proposed Lead
Authority.
5. If the Lead Authority named in the Recommended Action accepts
the responsibility, a sponsorship agreement is then signed
between the Lead Authority and the Action Committee.
6. Action Committees monitor performance by Lead Authorities on
an on -going basis. This may include working with another
entity capable of monitoring specifics too technical to be
handled in-house.
7. At the Annual Conference, MMAP reports to the total community
on tasks that have been accomplished during the past year.
MMAP also takes time to acknowledge those individuals who
have performed exceptionally well pursuant to the Recommended
Actions for which they have accepted responsibilities.
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FOCUS: Education Action Committee's focus is the, development of an alliance
men0—ad-eTfs—educational institutions, present and potential system supporters
and een de'snBlackrand poorepopulationsnandetheoremainderi fatheicommunity.ist
between Dade ,
RECOMMENDEO ACTION 16:
FOR RESIDENTS OF SOUTH DADE COUIM- SOF TRANSPORTATION. To HIGHER
DUCATA ON IS PHYSICALLY
SSICALLY
DIFFICULT FOR THOSE -WITHOUT PRIVATE M"COLLEGE BOUND" BUS
"COLLEGE MUST
BE EXPANDED TO INCLUDE PROVISIONS D BE ESTABLISHED ON A TRIAL
FOR BPHYSICALLYE DISABLED STUDENTS.
PROGRAM MUST BE •
LEAD AUTHORITY•
Metro•Oade Transit Authority (MDTA)
r•
STATUS: r"
The Metro -Dade Transit Authority (MDTA) held if meeting on March 9, 1984 to discuss
the implementation of the transportation project -designed to facilitate access to
higher education facilities from the South Dade area. This project was funded in
the amount of S100,000 during 1984 by the Metro -Miami Action Plan (MMAPj through
its Metro -Dade County budget.
It was agreed that Metro -Dade Transportation Administration (MDTA)
will supply
staff of Miami -Dade Community College (MOCC) and Florida International University
(FIU) with the zip codes of the target areas to be served by this element of MOTA
MMAP.
Miami -Dade ComavOCollege
staff uit information
no
staff on the names,adresesand classschedules for stdentswho live in those
zip codes.
The following zip codes are located in the project target areas:
-33030 -33157
-33032 -33170
-33033 -33189
-33034 -33190
"The College Bound Education Express' serving South Dade residents is fully
operational. This project includes door-to-door service for physically disabled
students.
t
5s;
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RECDlh MED ACTION 45
THEMETRO COMMISSION, ACTING AS•THE LEAN ORGANIZATION, SHALT. CONV.tNE THE METRO
' AGENCIES, REPRESENTATIVES OF THE. SCHOOL BOARD, AND THE NEIGHBORHOOD CHURCH
CMDERSHIP TO DEVELOP A NEIGHBORHOOD NETNORKi:OR COLLABORATION AND COORDINATION OF
HUMAN SERVICES. THIS NETWORK SHALL BE THE SYSTEM THAT ENSURES NEEDS ARE ASSESSED,
FACILITIES ARE UTILIZED, AND SERVICES ARE PROVIDED.
LEAD AUTHORITY:
Metro -Dade Department of Human Resources; Dade County Public School.s
STATUS:
Metro-Dade/De artment of Human Resources: Metro -Dade funded in an amount of
IN;Wby MAP through is Metro -Dade gidget established the MMAP/Neighborhood
Network Program. This Program commenced in January, 1985.
The Network is largely comprised of the fourteen (14) elementary schools and the
social service agencies located in the Model Cities area. Because the school
boundaries overlap into other Neighborhood Service Centers areas of service, the
Allapattah and Edison Centers have been included in the Network. By, also
including churches in the target area, this enable them to have an active role in
providing support and services to those in need. Repeated efforts to involve the
church leadership has resulted in binimal response. Of the twenty-three (23)
churches contacted only three (3 )0` have made a commitment to cooperate and
participate in the Network Program. At tha's point, no further efforts will be
= ~*•? made to involve the church leadership in the program. It is the intent to request
MMAP to drop the church participation from this recommended action.
The coordinator of the program (Social Worker II) was hired Uanuary, 1985. This
individual was responsible for meeting with representatives from the Department or
Human Resources, Dade County School Board, social service agencies, and churches
in the target area to discuss and define their roles in the program. As a result
oO these discussions, information was gathered; the program planned and developed;
a Policy and Procedural Manual completed; a brochure designed and printed;
training of school counselors, case management unit staff and service providers
occurred; and.the program implemented.
The program became operational in February, 1985. Since that time, a total of 136
cases have been referred. Below is information related to client statistics:.
Total Referrals - 136
Active Cases - 113
Completed Cases, - 23
Successful - 4
No Response - 10
Refused Services - 4
Transferred Out
of Area - 2
Unlocated - 3
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•
RLq ENOED ACTION 47:
EXPAND EDISON-CENTER INTERVENTION MODEL AND POSITIVE REINFORCEMENT OPERATION MODEL
(PRO) TO INCLUDE SCHOOLS IN ALL THIRTEEN FEEDER PATTERNS OR THE 16 CAA TARGET
AREAS AND IN THE -APPROPRIATE JUNIOR AND SENIOR HIGH SCHOOLS:
LEAD AUTHORITY:
D-ode County Public Schools/Office of Administration Operations; Metro -Dade
Community Action Agency
STATUS:
Metro Dade Community Action Aoenc
The Community Action Agency (CAA), funded in the amounty of $84,000 by MMAP
through its Metro -Dade County budget, .has coordinated the continuation of the
Edison Early: Intervention Program at three.(3) target area schools: Edison Park
Elementary (50 in -school, 60 after -school); Thena Crowder Elementary (45
after -school, 50 in -school) and Shadalawn Elementary (50 in -school). The
project's after -school component expanded its services to Thena Crowder Elementary
to increase the number of communitjes benefiting from the academic tutoring
enrichment activities, and parent v(Mational assessment opportunities.
The in -school component has successfully -implemented an interagency approach to
delivery of services to children by jointly -assessing the counseling and social
services needs of 150 children and delivering peer group and individual counseling
to 93 children. The cooperating agencies forming the Interagency Consortium are:
CAA, JESCA (James E. Scott Community Association), Tacolcy (The Advisory Committee
of Liberty City Youth), New Horizons, Switchboard of Miami, and Dade County Youth
and Family Services. The monthly interagency meetings to plan and deliver
intervention strategies for elementary aged children is a major accomplishment in
the juvenile crime prevention effort.
'he after -school tutoring in the basic subject areas of: reading and math has
significantly improved the project participants' performance in school. .The 105
after -school participants have had academic and cultural :enrichment experiences
that led to:. 90% improvement in student, behavior; increased school attendancm,
increase in positive peer :group relations, 76% have reached or maintained grade
level performance in basic subject areas: of 65 students at Edison• Park
Elementary, 32 advanced one level in reading, 32 advanced -one level in math, 24
maintained grade level in reading, 25 maintained grade level in maith, 22 advanced
two,(2) grade levels in subject areas, 9 above level in reading, and 13 above
level in math.
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' �jei 4. .. 'i •.•iaaiy,• •L��t;�i�•. r 1 �"" Y�:�=y ti`^•l.,i. .ice "�'
02
FOCUS:: SWISMnt Action Comittee's focu.: 'is to seek a public' and.' -private
s"ecctor partnership wftfi AP in such a wanner as •to develop and insure i�npiemen-
tation' of a plan which will result in jobs for unemployed Blacks and other
minorities.
RECONNENDED ACTION 133:
ESTABLISH A CONSOLIDATED INFORMATION "HOT LINE" TO -INFORM THE PUBLIC ABOUT THE
AVAILABILITY OF JOB TRAINING.
LEAD AUTHORITY•
Metro -Dade County
STATUS:
The consolidated information "Hotline" has been established to inform the public
about the availability of job training programs. The Job Training Hotline is
375-5051 and the Employers' Hotline is #375-1585.
The following data represent the accomplishments of the Hotline:
1. Ninety-six percent (96%) of job training inquiries relate directly -to interest
in on-the-job training. 7
2. Over two hundred (200) job training positions were developed as. a direct
result of the job training hotline. Employers continue to utilize the 24-hour
employer hotline.
3. Average calls made to job training hotline weekly rapges between 65•and 100.
Peak 'times of advertising averaged 65 calls -in 24 hour periods.
4. Over 350 Black participants were.enrolled in training to date.
5. A target community drive for job training opportunities (OPERATION•J.O.B.) was
initiated in the Opa-locks/North Dade area in February. Over 100. participants
were placed in training. MMAP funds were utilized for advertising and
publicity. Joint efforts were initiated with the Opa-locka Chamber, North
Dade Chamber, and Commissioner Lipkins'in Opa-locka.
6. Over 600 participants were placed in on-the-job training to date with an
approximate 78% retention rate.
7. Prospective participant flow into the office increased significantly because
of advertising. Over 1,000 prospective enrolles came to the office.
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. \' ':►e S �• �. d,?• 1,� ti..r• i'vi�� �• .�'!'i ��� YYts, '�i•t �i �'r. •'•i_: t .•r
RECOMMENDED ACTION 226:
ESTABLISH A NEW CRIMINAL JUSTICE PROGRAM IN DADE COUNTY TO PROVIDE A BROAD RANGE
OF .JOB RELATED SERVICES TO YOUNG -ADULT OFFENDER'S SERVING SENTENCES IN DADE COUNTY
CORRECTIONAL'FACILITIES.
LEAD AUTHORITY•
Dade -Miami Criminal Justice Council
STATUS:
Proper record keeping forms were put into place that identified demographic
information, problem identification, treatment plan, treatment modes and goals,
counseling,notes, case disposition and follow-up data.
Approximately 250 applicants were screened for participation: 150.were accepted;
904 counseling session hours have been conducted; clinical cognitive restructuring
treatments aimed at reducing employment incapitible thought and behavior patterns
have been provided.
Networking with various social service agencies is done for supportive needs and
necessary ancillary services for. clients.
IWO Over 200 job opportunities were deYeloped; 114 clients have been place on jobs; 25
have been placed in skills training (OJT). -
Follow -up shows a retention rate of 73% after 30 days. Only one (1) client earns
less then $5.00 per hour. There are several who are earning $8.00 per hour.
Areas of employment include: services, construction, skills trades, mechanical,:
clerical and factory.
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