HomeMy WebLinkAboutR-84-1463J-84-1172
RESOLUTION NO. 84--1463
A RESOLUTION ALLOCATING A TOTAL OF $261,281
AS FOLLOWS: $161,281 OF FY-84-85 FEDERAL
REVENUE SHARING FUNDS APPROPRIATED BY
PASSAGE OF ORDINANCE NO. 9901 AND $100,000
OF TENTH YEAR COMMUNITY DEVELOPMENT BLOCK
GRANT FUNDS APPROPRIATED BY ORDINANCE
NO.9834 AND ORDINANCE NO. 9870 TO PREVIOUSLY
APPROVED SOCIAL SERVICE AGENCIES LISTED
HEREIN FOR THE PERIOD FROM JANUARY 1, 1985
THROUGH SEPTEMBER 30, 1985, AUTHORIZING THE
CITY MANAGER TO AMEND EXISTING AGREEMENT'S
WITH THE AFOREMENTIONED AGENCIES, SUBJECT 'r0
THE CITY ATTORNEY'S APPROVAL AS TO FORM AND
CORRECTNESS.
BE IT RESOLVED BY THE COMMISSION OF THE CITY OF MIAMI, FLORIDA:
Section 1. The total amount of $261,281 from the following
sources, $161, 281 from 1984-85 Federal. Revenue Sharing ( F. R. S . )
funds previously appropriated by Ordinance No.9901 and $100,000 from
Tenth Year. Community Development (C.D.) Block Grant funds
appropriated by Ordinance Nos. 9834 and 9870, is hereby allocated
to those agencies listed herein for the period January 1, 1985
through September. 30, 1985:
Agency F.R.S. Amount C.D. Amount
Aspira of Florida, Inc. $ 32,395 $ 23,549
Belafonte Tacolcy Center., Inc.- 11580
Sports Development II
Carey Technical Institute, Inc. 17,500
Catholic Community Services, Inc.- 4,907
Over.town Day Care Center.
Haitian American Community 34,902
Association of Dade County, Inc.
Industrial Home for the Blind 18,000
Puerto Rican Opportunity 13,333
Center., Inc.
St. Alban's Day Nursery 6,368
Tacolcy Economic Development 71,244
Corporation, Inc.
Youth Co-op, Inc. 13,954 23.549
$161,281 1008000
Section 2. The City Manager is hereby authorized to amend
existing agreements, subject to the City Attor.ney's approval as to
te1TY COMA IS`:' D14
MEETING = .
f
k
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form and correctness, with the aforementioned agencies to implement
respective social service programs, subject to the conditions and
limitations contained herein.
PASSED AND ADOPTED this 13th day of DECEMBER
ATTEST:
PREPARED AND APPROVED BY:
ROBERT F. CLARK
DEPUTY CITY ATTORNEY
APPROVED AS TO FORM AND CORRECTNESS:
LUCIA A. DOU RT
CITY ATTORNEY
1984.
MAURICE A. FERRE
MAURICE A. FERRE
MAYOR
'A
CITY OF MIAMI. FLORIOA
r 5 O INTEROFFICE MEMORANDUM6
...
Howard V. Gary November 27;-19842 �n
T TO. DATE: FILE:
,.; City Manager
1984-85 Federal Revenue
e
suJECT: Sharing Allocations to
Social Service Agencies
S
FRoM: Frank Castaneda, Director REFERENCES: City Commission Meeting
Department of Community Development December 13, 1984
ENCLOSURES:
It is recommended that the City
FY
Commission adopt a resolution
allocating the balance of
FY'84-85 Federal Revenue
Sharing Funds, for the period
January 1, 1985 through
September 30, 1985, to
currently funded agencies
providing social services to
City of Miami residents.
The original allocation of 1984-85 Federal Revenue Sharing Funds
,.`
available to social service agencies was $925,515. At its meeting of
September 13, 1984, the Commission passed a motion directing the
administration to identify an additional $250,000 to be allocated to
tV
social service agencies, thus increasing the total available
a
allocation to $1,175,515.
To date, the City Commission has allocated a total of $943,590 of
FY'84-85 F.R.S. funds, thus leaving an available balance of $231,925
(see Attachment 1 for specific allocations to agencies). The City
Commission also passed Motion Nos. 84-1269 and 84-1270 which
expressed its intent to provide funding for the remainder of the
fiscal year to Centro Mater and the Belafonte Tacolcy Youth
Vocational projects (a total of $42,210). This allocation would
increase the total allocation to $985,800 and reduce the available
balance to $189,715. This amount includes allocations in the
following four (4) categories:
1) $677,979 has been allocated to existing 1983-84 F.R.S. funded
social service agencies providing food, medical and related
services. This allocation represents full funding for FY'84-
85 for these projects.
2) $151,866 has been allocated to existing 1983-84 FRS/Contingent
Fund social service agencies which did not meet the service
category priorities established by the Commission. The
81� 14f 13
n A
Commission allocated $50,622 at its meeting of September 13,
;G 1984 for the period October 1-31, 1984, an additional $50,622
at its special meeting of October 31, 1984 for the period
November 1-30, 1984, and $50,622 at its meeting of November
15, 1984 for the period December 1-31, 1984.
3) $113,295 has been allocated to four (4) new agencies which had
not previously been funded through FRS. Three of these
agencies were previously funded with C.D. Emergency Jobs Bill
Funds. Puerto Rican Opportunity Center provided computer
training and employment placement/referral assistance with
jobs bill funds. The F.R.S. request includes the
placement/ referral component of the jobs bill project and also
supplemental funding for a residential shelter funded
primarily with County monies. Interamerican's proposal is to
expand its C.D. jobs bill Hotel/Restaurant training skills
project (waiter/waitress and bartender/barmaid) from strictly
a Little Havana project to a Citywide one. Senior Centers of
Dade County has received jobs bill funds to operate a social
worker aide training project. The City Commission provided
1/12 allocations to continue this project. However, the
worker aide training project terminated September 30, 1984.
The agency submitted a proposal to the City for a hot meals
program for the homebound on November 1. The agency's
director indicated that he had previously submitted this
proposal directly to the Commission. The Commission has
specified that funds were provided to continue the jobs bill
project. Since the job training project is no longer in
operation, the agency has not utilized the continuation
funding allocated by the Commission. If it is the City
Commission's intent to provide funds for the meals project,
it is recommended that funds previosly allocated for the
training project be redirected to the Senior Centers'
R.`
homebound meals project. To reach the $113,295 allocation,
the Commission approved $37,915 at its October 10 meeting to
cover the period October 1-31, 1984, an additional $37,915 for
the November 1-30 period at its special meeting of October 31
#'
and $37,915 at its November 15,1984 meeting to cover the
-
period December 1-31, 1984.
4) The Commission has expressed its intent to allocate $42,210 of
F.R.S-funds for the period January 1-September 30, 1985 to
+
Centro Mater ($15,003) Belafonte Tacolcy Youth Vocational
($27,207) through the passage of Motion Nos. 84-1269 and 84-
1270. This action is being formalized through a separate
piece of legislation before the Commission.
If the City Commission was to continue allocating funds to
currently funded F.R.S. agencies at the existing levels, an
additional $796,833 would be needed to continue operation of
these agencies for the period January 1, 1985-September 30, 1985.
(See Attachment 2 for specific allocations needed to continue
funding at existing levels). Based on the current balance of
available F.R.S. funds, this would create a deficit of $564,908.
- 2 -
84-1463
A ry A
t =''
It should be pointed out that the 1/12 allocations have
contributed significantly to the impending deficit discussed
above. The original staff recommendation was that new agencies
not be considered for F.R.S. funding due to the lack of funds.
'
At the current rate of spending for new F.R.S. projects, $454,980
would be allocated for FY 1984-85. Continuing 1/12 allocations
on the basis of 1983-84 allocations has also affected the
potential deficit. Staff's recommendation for the funding of
previously existing F.R.S. agencies included the following
projects which have been affected by the 1/12 allocations:
1. Belafonte Tacolcy Center -Sports Development project was
not recommended for funding because it had not met the
1983-84 contractual requirements. The project had served
only 48% of the required number of clients (191 of 400)
and had provided only 35% of the required service units
(11,500 of 32,800) through the first three quarters. The
project had been ineffective during the course of the
contract term and staff felt that the C.D. sports project
,
which had operated well in the past would be able to
absorb clients of the F.R.S. project. However, based on
Commission action to date, this project has been included
in the 1/12 allocations. Thus far, the project has been
allocated $3,160. In FY'83-84, this project received
$18,962. For 1984-85, the project has requested $55,232.
2. Carey Technical was allocated $175,000 to operate its
computer repair project in FY 1983-84 for a 10 month
period. On the basis of Commission action to date, the
agency has been allocated $35,000 for the period October
1-November 30, 1984 ($17,500 per month). At this rate,
the Agency would receive $210,000.
Staff's revised
recommendation was that Carey Technical
continue at the
b
same $175,000 level of funding for FY 1984-85.
3. St. Alban's Day Nursery received $68,204
in FY'83-84. On
','•
the basis of Commission action, the
agency has been
allocated 1/12 of the 1983-84 allocation
for the months
z x
of October and November. However, for
FY 1984-85, St.
-41
Alban's has requested only $23,420.
It should be further noted that, in addition to the new F.R.S.
agencies funded in the aforementioned category 3, staff has
received new requests for other agencies which total $374,455.
44
Additional funding to any of these projects would also increase
the projected deficit. These agencies include: Christian
Community Service Agency, Garces Commercial College, Lighthouse
for the Blind, Professio and the Small Business Opportunity
Center (See Attachment 3 for funding requests from all agencies).
Attached, you will also find Performance Summaries for 1983-84
funded agencies' and a brief analysis for each of the new
projects.
- 3 -
84-14G3
to
CATEGORY 1:
Action Community Center
Allapattah Community Action
Catholic Community Services:
Miami Bridge
Coconut Grove Family Clinic
First United Methodist Church
*Haitian American Community
Association of Dade County
James E. Scott Community
Pssoriation
Little Havana Activities
and Nutrition Centers of
Dade County
Miami Jewish Home and
Hospital for the Aged-
Dougl as Gardens
Southwest Social Services
Sub -Total
CATEGORY 2
Aspira of Florida
Belafonte Tacolcy:
Sports Development
Youth Vocational
Carey Technical Institute
Catholic Community Services:
Centro Mater
Overtown Day Care Center
** Haitian American Community
Association of Dade County
Industrial Home for the Blind
St. Alban's Day Nursery
Youth CoOp
Sub -Total
ATTACHMENT 1
1984-85 F.R.S. ALLOCATIONS
Allocation for Total
October 1, 1984- Allocatio
Sept. 30, 1985 To Date
$ 83,817 $ 83,817
41,442 41,442
8,000
8, DOC
24,795
24,79E
10,312
10,312
83,590
83,59C
35,541 35,541
238,070 238,07L
108,465 108,46`
43,947 43 ,94 1
$ 677,979 $E77,97
Allocation for
Allocation for
Allocation for
Oct. 1-31, 1984
Nov. 1-30, 1984
Dec. 1-31,1984
$ 6,216
$ 6,216
$ 6,216
$ 18,64E
1,580
1,580
11580
4,74(
3,023
3,023
3,023
9,06!
17,500
17,500
17,500
52,50(
1,667
1,667
1,667
5,00
4,907
4,907
4,907
14,72
3,878
3,878
3,878
11,63
2,000
2,000
2,000
6,0(
5,684
5,684
5,684
17,0!
4,167
4,167
4,167
12,51
$ 50,622 $ 50,622
-4-
$ 50,622
$ 151,8
84-1463
I to
0
CATEGORY 1:
Action Community Center
A1lapattah Community Action
Catholic Community Services:
Miami Bridge
Coconut Grove Family Clinic
First United Methodist Church
*Haitian American Community
Association of Dade County
James E. Scott Community
Pssoriation
Little Havana Activities
and Nutrition Centers of
Dade County
Miami Jewish Home and
Hospital for the Aged -
Douglas Gardens
Southwest Social Services
Sub -Total
CATEGORY 2
Aspi ra of Florida
Belafonte Tacolcy:
Sports Development
Youth Vocational
Carey Technical Institute
Catholic Community Services:
Centro Mater
Overtown Day Care Center
** Haitian American Community
Association of Dade County
Industrial Home for the Blind
St. Alban's Day Nursery
Youth CoOp
Sub -Total
ATTACHMENT 1
1984-85 F.R.S. ALLOCATIONS
Allocation for Total
October 1, 1984- Aliocatio,
Sept. 30, 1985 To Date_
$ 83,817 $ 83,817
41,442 41,442
8,000
8,000
24,795
24,795
10,312
10,312
83,590
83,590
35,541 35,541
238,070 238,070
108,465 108,465
43,947 43,947
$ 677,979 $ 677,979
Allocation for
Allocation for
Allocation for
Oct. 1-31, 1984
Nov. 1-30, 1984
Dec. 1-31,1984
$ 6,216
$ 6,216
$ 6,216
$ 18,648
1,580
1,580
1,580
4,74C
3,023
3,023
3,023
9,065
17,500
17,500
17,500
52,50(
1,667
1,667
1,667
5,00:
4,907
4,907
4,907
14,72
3,878
3,878
3,878
11,63
2,000
2,000
2,000
6,00
5,684
5,684
5,684
17,0E
4,167
4,167
4,167
12,5C
$ 50,622 $ 50,622
-4-
$ 50,622
$ 151,8(
84-1463
ro
1984-85 F.R.S.
ALLOCATIONS (Cont'd)
Total
Allocation for
Allocation for
Allocation
for Allocatio►
CATEGORY 3
Oct. 1-31,1984
Nov. 1-30,1984
Dec. 1-31,1984 To Date
LF'
xF
Belafonte Tacolcy Economic
$ 7,916
$ 7,916
7,916
$ 23,748
rF
Development Corporation
Interamerican Chamber of
8,333
8,333
8,333
24,999
Commerce
Puerto Rican Opportunity
13,333
13,333
13,333
39,999
Center
Senior Centers of Dade County
8,333
8,333
8,333
24,999
Sub -Total
$ 37,915
$ 37,915
$ 37,915
$ 113,745
Allocation for
CATEGORY 4
Jan. 1-Sept. 30,
1985
Belafonte Tacol cy-Youth
***$ 27,207
**** $ 27,207
Vocational
Catholic Community Services
15,003
**** 15,003
Centro Mater
.,
Sub -Total
$42,210
****$ 42,210
TOTAL_�$�$44
* Hot Meals Component
** Legal Assistance Component
*** Pending Commission Approval
**** 1/12 funding allocations for October 1-December 31, 1984 covered in Category 2
are not included in these figures
-5-
84-1463
to
1984-85 F.R.S. FUNDING
For Category 2 and 3 Agencies
CATEGORY 2
Aspira of Florida
Belafonte Tacolcy:
Sports Development
Youth Vocational
Carey Technical Institute
Catholic Community Services:
Centro Mater
Overtown Day Care Center
Haitian American Community
Association of Dade County
Industrial Home for the Blind
St. Alban's Day Nursery
Youth CoOp
CATEGORY 3
ATTACHMENT 2
Projected Allocation: Projected Allocation:
Allocation Jan. 1-Sept. 30, 1985 Oct. 1,1984-Sept. 309
Through based on same rate as 1985 based on same rat=
Dec. 31, 1984 1/12 allocations as 1/12 allocations_____
$ 18,648 $ 55,944 $ 74,592
4,740
9,069
52,500
5,001
14,721
11,634
6,000
17,052
12,501
Sub -Total $ 151,866
14,220
27,207
157,500
15,003
44,163
34,902
18,000
51,156
37,503
$ 455,598
18,960
36,276
210,000
20,004
58,884
46,536
24,000
68,204
50,004
$ 607,464
Belafonte Tacolcy Economic
$
23,748
$ 71,244
$ 94,992
Development Corporation
Interamerican Chamber of
$
24,999
$ 74,997
$ 99,996
Commerce
Puerto Rican Opportunity Center
39,999
119,997
159,996
Senior Centers of Dade County
24,999
74,997
99,996
Sub -Total
$
113,745
$ 341,235
$ 454,980
Total
$
265,611
*�_Z2$�$
$1,062,444
*$796,833 would be needed for the period January 1-September 30, 1985 to continue
agencies currently receiving 1/12 allocations at the same 1/12 level rate of funding
(including Centro Mater and Belafonte Tacolcy Youth Vocational addressed by the Commission
as a separate agenda item)
M-11
84-1463
to
i
Attachment 3
1984-85 F.R.S. FUNDING REOUESTS
I. 1983-R4 Food, Medical and Pelated Projects
Action Community Center $ 83,817
Allapattah Community Action 41,442
Catholic Community Services -Miami Bridge 10,089
Coconut Grove Family Clinic 24,795
First United Methodist Church 10,312
Haitian American Community Association of Dade County 130,130
James E. Scott Community Association 35,541
Little Havana Activities and Nutrition Centers of Dade County 238,070
Miami Jewish Home and Hospital for the Aqed-Douglas Gardens 108,465
Southwest Social Services 43,947
Sub -Total $ 680,068
II. 1983-81 Projects Prvviding Other Services
----- Aspira of Florida $ 92,587
ry Belafonte Tacolcy-Sports Development 54,604
i Belafonte Tacolcy-Youth Vocational 43,21E
.` ---Carey Technical Institute 231,940
Catholic Community Services -Centro Mater 20,000
Catholic Community Services-Overtown Day Care Center 58,887
ndustrial Home for the Blind
24,000
:= ___,,,St. Alban's Day Nursery 23,420
------Youth CoOp 75,000
Sub -Total $ 623,656
III. New F.R.S. Agencies
Belafonte Tacolcy Economic Development Corporation
Christian Community Service Agency
Garces Commercial College
Interamerican Chamber of Commerce
Lighthouse for the Blind
=--- Professio
Puerto Rican Opportunity Center
Senior Centers of Dade County
Small Business Opportunity Center
a
$ 95,000
26,955
112,500
153,450
20,000
15,000
175,000
198,490
200,000
Sub-TotalS 996,395
_ 7 _ Total $2.300,119
84-1463
AA
EXISTING AGENCIES
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D: . •
40
' ASPIRA OF FLOPIOA, INC.
Youth Leadership Development and Crime Prevention Program
I. PERFOP14A.NCE SUWARY
Asnira of Florida, Inc. provides educational/vocational counseling, leadership
and group dynamics training and financial aide counseling to City of Miami youth
in Wynwood, Allapattah, Overtown, Little Havana and Edison Little P.iver throuqh the
establishment of clubs at local schools. The program was contracted with to esta-
blish clubs for youth at 9 schools and one (1) Club Federation (comprised of elected
' representatives from each of the clubs). The school clubs include: Miami High,
Jackson High, Edison High, Robert E. Lee Jr. Hiqh, Allapattah Junior High, Edison
Middle Junior High, Citrus Grove Jr. High School, Buena Vista Elementary and
Miramar Elementary School.
On the basis of staff's 9 month performance assessment, Aspira has established clubs
at the local schools. However, the project has served 161 of the 250 youth as per
contractual reouirements. At this rate, the agency would achieve 85% of the reouire-
ment in this area.
Durinq the oast contract year, the agency.went through an extensive administrative
reorganization. Staff from the New York office of the Aspira Clubs of America pro-
vided technical assistance to eliminate documentation problems the project has ex-
perienced in previous contract terms. The project has made significant improvements
-,urinq the 1983-84 contract term. Services provided are now accurately documented
for each client and an accurate record of all activities is now maintained.
The project is actively providing services and implementing youth related activities.
There is also a noted improvement in the preparation of activity reports submitted
to the City.
For the 1984-85 project, Aspira has requested funds to establish clubs at the same
schools with the following exceptions: Edison Sr. High, Buena Vista Elementary and
Miramar Elementary have been dropped and Booker T. Washington Jr. High has been added.
II. FEDERAL REVENUE SHARING FUNDING HISTORY (LAST FOUR YEARS,INCLUDIN! 1983-84
CONTINGENT FUNDS)
19IIC-E3I
IT81-82
1982-83
1PP3-8^.
Fl:NOIPfC REQt!ES?-1984-F5
-
$39,230
$74,595
$74,594
$92,587
III. FUNDING BREAKDOWN
PROGRAM! FUNDING:
CITY OTHER SOURCES
F.R.S./Contingent - $74,594
Aspira of America - $23,562
TOTAL PROGRAM FUNDING ALL SOURCES: $116,149 (includes total request Qf ItO�,,�587
rnm + n
TOTAL AGENCY FUNDING (If applicable): ••
84-1463
These schools were selected because they are inner-city schools with a dispro-
portionate high drop -out rate, have anti -social behavioral problems and youth
gang activity nn their campuses, and are in need of greater counseling services
to thel their students.
The itudentleveulation is also ethnically mixed and ranges
Aspira has requested $92,587 of F.R.S. funds. The total project budget is
5116,149, with the difference of $23,562 provided by Aspira of America. The
request is approximately $18,000 higher than the 83-84 allocation. The increase
is primarily in the area of salaries as one counselor position has been added and
-time positions have been increased to full time. Based on the agency's
two part client would be $464.60, of which $370.34 is the
proposal, the average cost per
City cost.
Staff recommends that this project be continued at the I983-S4 level of $74,594.
84-14G,3
BELAFONTE TACOLCY - YOUTH VOCATIONAL PROJECT
I. PERFOWA.NCE SUWARY
Belafonte Tacolcy Center operates multiple service programs for youth, including re-
creation/sports, After School Care, Outdoor Challenge (delinquency prevention), vo-
cational and employment programs. City F.R.S./Contingent Funds are directed to the
Youth Employment and Job Readiness Project, which is contracted with to provide
multiple employment -related services and vocational adjustment assistance to a
minimum of 292 City of Hiami youth, ages 15-25, of whom 62% must live in either
the Edison/Little River or Model City target areas. In -addition, the program is
reouired to provide a minimum of 63 job placements and place 63 youth in vncational/
academic training and/or other educational traininq. The design of this program
provided for an in-depth employability assessment of each program participant,
followed up by employment -related counseling, and referral placement to appropriate
settings, i.e. jobs, vocational training or school.
On the basis of staff's P-month performance assessment, the Agency has served 216.
unduplicated youth through three quarters. Of this total, however, only 125 are
City residents and 51% are Model City and/or Edison/Little River residents. Due to
the location of the Tacolcy Center, the program attracts many clients from the Nodel
City target area identified as Dade County (non -City). The project has placed 67
youth in jobs and.has met the contractual requirement already. In the training area,
32 youth have been placed at the end of three quarters. At this rate, the project
will reach approximately 68110 of its training requirement.
The agency has requested an increase in F.R.S. funding from $36,270 to $43,218.
The increased funding is in the personnel area as the agency has added a secretarial
position at 50'j' and 10% of the Comptroller's position. 93% of the funds requested
are for salaries and fringe benefits.
Staff recommends that this project be continued at the FY'83-84 level of funding of
$36,270.
II. FEDERAL REVENUE SHARING FUNDING HISTORY (LAST FOUR YEARS,INCLUDIN!: 1983-84
CONTINGENT FUNDS)
1980-81 1981-82
1982-83
1PP3-84
FUM-DINS RE VEST-1984-P5
$381000 $38,000
$36,270
$36,270
$43 218
III. FUNDIK BREAKDOWN
PROGRAM FUNDING:
CITY OTHER SOURCES
F.R.S./Contingent - $36,270
----------------------------------------------------------------------------------------
TOTAL PRCGR41 FUNDING ALL SOURCES: $36,270
TOTAL AGENCY FUNDING (If applicable): $983,418
84-14C 3
,;
ry
BELAFONTE TACCLCY - SPORTS DEVELOPMENT II
�
kf_
I. PERFOP14P.NCE SUWARY
.;
The Belafonte Tacolcy Sports Development II Program is contracted with to provide
supervised recreational and/or sports development opportunities to school age youth.
The Club is contracted to provide these services to a minimum of 400 City of Miami
youth between the aces of 10 and 15.
E.:
Based on staff's 9 month performance assessment, this project is not in comnliance
4.'
with programmatic requirements of the contract. The project has served only 191
youth and has fallen short of service requirements in the major sports activities
provided to date.
Overall documentation practices of this project are extremely inconsistent and in
certain cases documentation has not been provided which substantiates the number of
clients served. Data maintained by the agency in some cases is incomplete, inac-
curate and client forms are often times duplicated.
This year BelafonteTacolcy has directly operated this project. In past years,
'
the program was operated by the Miami Athletic Training and Sports Development'
Program under the umbrella of Belafonte Tacolcy. Relafonte-Tacolcy has requested
funds once again to operate this project at an increased funding level of $54,604.
The new proposal has expanded staff to include °ive positions (2 recreation leaders,
recreation specialist, program specialist and comptroller). The 1983-84 project
has only 3 part-time positions. Salary expenses and fringe benefits comprise 87%
of the budget. Based on the agency's proposal, the average cost per client per year
would be S136.51.
F.R.S. funding for this project is not recommended. The project has operated in an
ineffective manner during the past year. Fgrtherm.ore, it is staff's opinion that
the C.D. Soorts Development project could absorb the participants from this project
,
in the C.D. program.
FEDERAL REVENUE SHARING FUNDING HISTORY (LAST FOUR YEARS,INCLUDING 1983-84
CONTINGENT FUNDS)
,:
�R� Aye
19nC-al 1981-82
1982-83
19R3-84
FLP!DINC RE OEST-1984-P5
$20,000 $20,000
$189962
$18,962
$54,604
4
III. FUNDING BREAKDOWN
PROGRAM FUNDING: OTHER SOURCES
CITY
F.R.S./Contingent - $18,962
FA
-------------------------------------- -----------------------•------------------------
TOTAL PROGRAM FUNDING ALL SOURCES: 518,962
TOTAL AGENCY FUNDING (If applicable):
_$918,418
84-14G 3
E
CAREY TECHNICAL INSTITUTE
PERFOPI"ANCE SUKIARY
Carey Technical Institute is contracted with to provide technical training and
job placement to 30 City residents in the field of computer repairs. Project
is required to provide job placement to 80% of the graduate trainees. At this
time, we do not have our final activity report to determine if this requirement
has been met. The agency has reported that five (5) trainees had been placed
prior to the completion of the contract term. The project does not provide
stipends to trainees of this project.
Carey Technical Institute operated with a F.R.S. grant of $175,000 for the Deriod
December 1, 1983 - September 30, 1984. For the 1984-85 fiscal year, Carey has
requested $231,940. Salaries and fringe benefits comprise 611.1 (1142,140 of this
request. The other major line items are: equipment rental 23a ($52,400 ,
space rental 6% ($14,400) and Software purchase 30% (58,000).
As proposed, the total yearly cost per client would be $7,731.33.
It is recommended that the oroiPrt hp -continued at the FY'83-84 level of S175,000.
II. FEDERAL REVENUE SHARING FUNDING HISTORY (LAST FOUR YEARS, INCLUDING 1983-84
CONTINGENT FUNDS)
19i30-81 1981-aZ 1982-83 19R3-84 FUNDIhC RE UE ST-1984-P5
$175,000 $231,940
III. FUNDIMS BREAKDOWN
PROGRAM FUMDIMG: OTHER SOURCES
CITY
F.R.S. - $231,940 (proposed)
TOTAL PROGRAM FUNDING ALL SOURCES: $231,940
TOTAL AGENCY FUNDING (If applicable): $460,039 _� •�r
84-11,1610-3
1
CATHOLIC COMMUNITY SERVICES - CENTRO HATER, INC.
I. PEP.FOPPANCE SUM1IARY
Centro Mater is contracted with to provide supervised childcare, meals,
recreation and enrichment opportunities to 80 City of Hiami children between
the ages of 2Z and 5. Based on staff's 9 month assessment, the agency will
meet its contractual requirements for FY'83-84. The agency has served 93
youth during the contract term and maintained an average daily attendance of
67,
Centro Mater has requested $20,000 of its total budget of $239,278. Salaries
and fringe benefits represent 66% of the request from the City. Based on the
agency's proposal, the average cost per client per year is $1,650.19, of
which $137.91 would be the City cost.
It is recommended that this project be continued at the 1983-84 level of
funding of $20,000.
II. FEDERAL REVENUE SHARING FUNDING HISTORY (LAST FOUR YEARS, INCLUDING 1983-84
CONTINGENT FUNDS)
1980-81 1981-82
1982-83
19n3-V.
FUNDING RE VEST-198C-E5
0 0
$20,000
$20,000
III. FUNDING BREAKDOWN
PROGRAM! FPDING: OTHER SOURCES
CITY
Income and Donations - '$10,809
F.R.S. - $20,000 United Way $10,823
Head Start - $119,680
USDA Food Program - $34,371
Title XX - $38,015
Archdiocese of Miami = $15,580
TOTAL PROGRAM FUNDING ALL SOURCES: $239,278
TOTAL AGENCY FUNDING (If applicable): •
84-1463
E
CATHOLIC COMMUNITY SERVICES - OVERT014N DAY CARE APID NEIGHBORHOOD CENTER
I. PEP.FOP14ANCE SUWARY
Catholic Community Services - Overtown Day Care Center is contracted with to
provide child care services (recreational, cultural, educational, etc.) designed
to assist low-income working parents. Program is contracted with to serve a
minimum of 75 children between the ages of 2-, and 6 by the end of the contract
term, who must be City of Miami residents. In addition, the agency is required
to maintain an average daily attendance of 67 children.
Based on staff's 9-month performance assessment, CCS-Overtown has served 85 un-
duplicated children, all City of Miami residents. The average daily attendance
is 69.
It should be noted that Catholic Community Services, the administering agent,
levies a management services fee to all its programs, including Overtown Day Care
Center. Funds provided for this fee do not go to direct services.
The agency has requested $58,887 of F.R.S. funds. The total budget for, the project
is $292,115. On the basis of the agency's proposal, the average cost per client
per year would be $3,894.87, of which $785.15 would be the City's cost.
Overtown Day Care Center is recommended to be funded at the FY 1983-84 level of
$58,887.
II. FEDERAL REVENUE SHARING FUNDING HISTORY (LAST FOUR YEARS,INCLUDIN�, 1983-84
CONTINGENT FUNDS)
1930-81
1581-82
1982-83
19P3-84
FUNDING RE NEST-198S-P5
$62,000
$62,000
$58,887
$58,887
$58,887
III. FLINDINn BREAKDOWN
PROGRAM FUMOING:
CITY OTHER SOURCES
F.R.S. - $58,887
Program Income + Donations - $15,482
Child Development Service - $166,050
Head Start of Dade County - $56,000
U.S. Department of Agriculture - $30,000
United Way - 6 $10,000
Archdiocese of Miami - $55,697
---------------------------------------'------------------------------------------------
TOTAL PROGR41 FUNDING ALL SOURCES: $292,115
TOTAL AGENCY FUNDING (If applicable):
84-14f 3
r$i
.Al it
H.A.C.A.D.
I. PEP,FOPPANCE SUMARY
H.A.C.A.D. is contracted with to provide housing assistance, information and
referral, legal assistance regarding housing, and emergency food and shelter
to a minimum of 1,125 Dade County residents. Based on staff's 9 month assess-
ment, H.A.C.A.D. has provided services to 882 unduplicated clients. At this
rate, H.A.C.A.D. will meet its contractual requirements by the end of the
contract term. The project utilizes a food voucher system to distribute food.
stuffs. This system is similar to a mini -food stamp program except that it
serves low income persons who do not qualify for food stamps.
For FY'F4-85, H.A.C.A.D. has eliminated its emergency shelter component and
increased its emergency good section. Of the total request, 58% ($75,520 is
directed specifically for food. The City Commission has already allocated
$87,468 to cover full funding of the food component for FY'84-85 and one
month's funding for the legal assistance program. An additional $42,662 would
be needed to continue the legal services provided by two attorneys.
Based 413 the agency's proposal, the average cost per client would be $1,041.04'
per year.
Staff recommends that the legal services component be continued during 19C445.
The agency is recommended to be funded at a level of $130,130, which represents
a reduction of $5,785 from the 1963-84 allocation.
II. FEDERAL REVENUE SHARING FUNDING HISTORY (LAST FOUR YEARS,INCLUDIN�, 1983-84
CONTINGENT FUNDS)
1980-81
10181-82
1982-83
IM-M
FUNDING RE !LEST-1984-PS
-
$105,595
$1419810
$135,415
$130,130
III. FTJNDIMG BREAKDOWN
PROGRAM! FUNDING:
CITY OTHER SOURCES
F.R.S. - $130,130
TOTAL PROGROI FUNDING ALL SOURCES: $130,130
a I TOTAL AGENCY FUNDING (If applicable): $605,576
84-1463
ia
U,
i
j
I. PERFOPPANCE SUMARY
IMDUSTRIAL HOME FOR THE BLIND
The Industrial Home for the Blind is contracted with to provide social, en-
richment and/or vocational services to a minimum of 70 blind Dade County resi-
dents, 33 of which must live in the City of Miami Little Havana target area.
The program must also provide a minimum of 30,000 service units.
Based on staff's 9 month performance assessment, the agency should meet or ex-
ceed its service requirements by the end of the contract term. Through 3
quarters, the agency had served 81 unduplicated blind clients (39 from Little
Havana NSA), and provided 25,751 service units.
The agency has requested $24,000 of F.R.S. funds from its $154,768 budget.
F.R.S. funds would be provided to cover the cost of 1 bus driver with fringe
benefits, rent, and client transportation. F.R.S. funds would also supplement
an allocation provided to the agency by the City through an allocation with
C.D. funds. Based on the agency's proposal, the average yearly cost pdr client
would be $1,934.60 of which $911.88 would be the City share (including both the
C.D. and F.R.S. allocation).
Industrial Home for the Blind is recommended for funding at the 1983-84 level
of $24,000.
II. FEDERAL REVENUE SHARING FUNDING HISTORY (LAST FOUR YEARS, INCLUDING 1983-84
CONTINGENT FUNDS)
1980-81
1581-82
1982-83
19p3-M
FUMMM RE NEST-198445
$10,000
$10,000
$9,654
S24,000
$24,000
III. FUNDIMG BREAKDOWN
PROGRAM! FUNDING:
CITY OTHER SOURCES
F.P.S. - $24,000 Lion's Club - $15,000
C.C. - $48,950 In Kind and Real Contributors - $38,832
Donations - $27,986
----------------------------------------------------------------------------------------
TOTAL PROGRMI FUNDING ALL SOURCES: $154,768
TOTAL AGENCY FUNDING (If applicable): •
84-1463
1
ST. ALBAN'S DAY NURSERY - FAMILY DAY CARE PROGRAM
I. PERFOVANCE SUMh1ARY
St. Alban's Day Nursery is contracted with to provide comprehensive day care
services to children 6 weeks to 3 years of age. This program is unique in
that services are provided to Coconut Grove residents at individual family
day care humes located in the target area. Each day care home provides daily
supervised care, meals and enrichment opportunities to a maximum of 5 children
oer site. Program is required to serve a minimum of 100 City of Miami children
during the course of the contract term. In addition, the program will serve a
minimum of 105 on an average daily basis.
Based on staff's 9-month performance assessment, St. Alban's should meet its
contractual requirements. Through 3 quarters, the program has served 146
clients and has maintained an average daily attendance of 103, slightly under
the required average daily attendance of 105.
For FY 1984-85, St. Alban's has attracted additional funds from Headstart and
has reduced its request from $68,204 to $23,420. Staff recommends funding at .
the S23,420 level.
II. FEDERAL REVENUE SHARING FUNDING HISTORY (LAST FOUR YEARS, INCLUDING 1983-84
CONTINGENT FUNDS)
1980-81 10,81-82
1982-83
19IQ3-8i.
FUMDINO RE UEST-1984-P5
$71,663 $71,663
$68,204
$68,204
$23,420
III. FUNDING BREAKD04IN
PROGRAM FUNDING:
CITY OTHER SOURCES
Child Development - $435,284 '
United Way - $105,117
F.R.S. - 423,a20
Headstart - $368,600
State and Food - $193,180
Nutrition
Fees - $, 48,000
I '
TOTAL PROGRAM FUNDING ALL SOURCES: 11,102,171
TOTAL AGENCY FUNDING (If applicable): $1,102,171�
84--14G3
t
ac�
4 .t3sww�s�M^.
YOUTH CO-OP
I. PERFOPPANCE SUhtt`1ARY
Youth Co -Op is contracted with to provide a youth counseling program to 100
youth primarily from the Little Havana target area. The program works closely
with schools enrolling large Spanish speaking populations as a referral vehicle
to identify dysfunctional youth. The counselor works individually with the
young person to develop a plan to meet the needs of this person (referral to
other agencies, job search assistance, etc.) The project utilize bridge coun-
selors recruited from local colleges (M.D.C.C., F.I.U.) to provide peer counsel-
ing as part of an internship program.
Durinq FY 1984-85, the project did not commence until April. During the first
quarter, Youth Co -Op staff served 78 youth, with the main focus of the project
directed to employment related activities for your during the summer.
Base on the agency's proposal, the yearly cost per client would be $750. The
City provides total funding for this project.
Staff recommends that this project be funded for a full year at a level of
$50,000.
II. FEDERAL REVENUE SHARING FUNDING HISTORY (LAST FOUR YEARS,INCLUDINg 1983-84
CONTINGENT FUNDS)
1980-81
1981-82
1982-83
1°R3_84
FUNDINr. RE HEST-1984-P5
0
0
0
$25,000
$75,000
III. FUNDIMS BP.EAKDOWN
PROGRAM FUNDING:
CITY OTHER SOURCES
F.R.S. - $75,000 (proposed)
TOTAL PRO+GR41 FUNDING ALL SOURCES: $75,000
TOTAL AGENCY FUNDING (If applicable): $799,711
84-1463
New Agencies
CHRISTIAN COMMUNITY SERVICE AGENCY
.F;
I. Agency: Christian Community Service Agency
Project: Food Cooperative Development
Project Address: 4300 N.W. 12 Avenue
Executive Director: Mary R. Smith
4
Target Areas: Coconut Grove, Model Cities and Overtown
Existing F.R.S./Contingent Funding: -0-
Recommended F.R.S. Funding: -0-
Requested F.R.S. Funding: $26,955
II. PROJECT DESCRIPTION
Christian Community Service Agency (C.C.S.A.) has requested City F.R.S. funds
to establish four (4) food cooperatives within the Black community of the City
of Miami. These cooperatives would serve 600 individuals and would be located
at the following churches:
Overtown - St. Francis Zavier Catholic Church
1681 N.W. 4 Avenue
Liberty City - Jordan Grove Missionary Baptist Church
5946 N.W. 12 Avenue
'
s
Coconut Grove - Christ Episcopal Church
3481 Hibiscus Street
The cooperatives are targeted for low-incane City of Miami residents and would
be comprised of members who pay a fee of from $5-$25 to join. Members are
r'-
eligible to purchase basic food items at reduced costs and would also receive
basic nutrition education. It is estimated that these food items would be
purchased at a 25% reduction. Each food co-op would maintain a membership of
150 individuals (30 families). C.C.S.A. has applied for creditation to be
accepted as a site which would be eligible to accept food stamps as payment
for food goods.
III. PROJECT ANALYSIS
C.C.S.A. proposes to establish the cooperatives through the American Black
Community Center. Each food co-op would be guided by the following activity /
process objectives:
1. To develop a food co-op membership of thirty (30) families, for a
total of 150 individuals to be served per co-op.
2. To develop and implement appropriate food cooperative organizational
systems.
84-1463
Examples:
�k
Activity 1: Establish a food co-op planning committee (from the
members.
Activity 2: Develop operational goals and procedures.
Activity 3: Identify volunteer co-op coordinator/manager.
4
3. To begin food cooperative operations within three (3) months from
s
starting date.
'
4. To serve a total of 150 individuals per co-op per month, allowing
for start-up time.
'
S. To evaluate the co-op's functioning at 3,6,9 month intervals to
assess co-op status and report to the membership.
6. Per item 5, to implement any necessary changes in co-op operations
that will improve co-op functioning.
C.C.S.A. has identified the Overtown, Liberty City and Coconut Grove target
areas as having few, if any, major supermarkets. In addition, C.C:S.A. states
that food prices in these areas are subject to high prices. The food co-op
would combat these high costs by reducing costs by 25%. Each co-op would
operate as a voluntarily owned, non-profit business. It is estimated that
3-6 months of planning and development is needed to effectively organize
food co-op services.
Co-op members would identify a core planning group for the co-op that would
handle the primary intricacies of developing food suppliers, co-op operations,
membership dues, etc. Food items to be purchased by the co-op would be deter-
mined by the co-op's membership. The capital to be used for the purchase of
food items will be derived from the membership dues. Each co-op would determine
its own membership dues policy. Dues can average $5-$25 a year. Ultimately
it is through the purchase and "sale" of food items to co-op members that the
;r
co-op would develop its own operating budget to expand co-op operations.
sf
A co-op coordinator/manager would be selected from the co-op membership who
would work the closest with C.C.S.A. staff. All co-op members would be
required to provide volunteer hours in the co-op to purchase, pick up, weigh
and distribute food items for the co-op. It is estimated that each member would
P
provide an average of three (3) to five (5) volunteer hours per month. Record
keeping will be maintained through a co-op selected "recorder" Co-op members
would also receive training and skills development from C.C.S.A. staff, the
American Black Church Center supervisor and food co-op organizer.
Co-op members would meet regularly (as determined by the members) to plan food
purchases and submit their food orders. Members would also come together to
pack food and to pick up their food purchases. Each co-op would be open for
food pick-up one (1) day per month. ,
IV. BUDGET ANALYSIS
C.C.S.A. operates a multitude of social service projects with a total budget of
$863,874. The agency receives funds from: United Way, Dade County, Ford Foun-
dation, the State of Florida and various national church grants. C.C.S.A. has
}
requested $26,955. This represents 57% of the total $46,992 budget for the
project. The remaining $20,037 would be generated through church resources.
-2-
84 -1463
It
3 City funds would be utilized to provide two positions, an American Black
Community Center supervisor (food co-op developer) who would devote 30% of
his/her time on the project at a cost of $6,495 and a full-time food co-op
organizer at $13,000. Other costs would include fringe benefits for the
aforementioned positions and Accounting/Bookkeeping/Reporting Services ($3,600).
It is difficult to determine a cost per client for this project, but based on
the agency's proposal, the cost per member per year would be $78.32, of which
$44.93 would be the City share.
=,k V. RECOMP'ENDATION
In keeping with staff's recommendation that no new F.R.S. agencies be funded,
C.C.S.A. is not recommended for F.R.S. funding.
-3-
0
84-1463
10�
GARCES COMMERCIAL COLLEGE
I. Agency: Garces Commercial College
Project: Ace Skills
Project Address: 1301 S.W. 1 Street
Project Director: Miriam Averhoff
Target Area: Citywide
9
Existing F.R.S./Contingent Fund Allocation: -0-
Recommended F.R.S. Funding: -0-
Requested F.R.S. Funding: $112,500
II. PROJECT DESCRIPTION
Garces Commercial College is an accredited member of the National Association
of Trade and Technical Schools, and of the Association of Independent Colleges
and Schools, Washington, DC. It has been licensed by the State Board of Inde-
pendent Post -secondary Vocational, Technical, Trade, and Business Schools,
Tallahassee, Florida.
Garces has submitted a proposal to provide technical training to 45 participants
for Industrial Electrical Technicians (15) and Air Conditioning Technicians (30).
The agency would also provide job referral/placement services to trainees
participating in the project.
;.
III. PROJECT ANALYSIS
Y
A5
Garces Commercial College has not received City of Miami social service funding
in the past. However, the agency did receive funding through the Department of
Human Resources (CETA Job Training, Public Assistance, and Health and Rehabili-
tative Services funding) to provide training to City residents (clerical, key
R
data, bookkeeping, English as a Second Language) through professional service
agreements from FY 1980-81 through FY I983-84. The F.R.S. proposal from Garces
also fits more into the category of a professional services proposal than a
request to operate a social service project. In essence, Garces has indicated
that it will provide 45 training slots (the professional service) at a cost of
$112,500. Garces has requested that funds be provided on a cash advance basis
of $37,500 per training cycle. Agencies providing social services are given
meµ,
funds on a reimbursement basis for actual expenses already incurred. At the
start of the contract term, due to cash flow restrictions at most agencies, an
advance of not more than 1/6 the total allocation may be requested. The payment
r1
structure requested by Garces once again is more appropriate to customary pro-
fessional services agreements.
Basically, the project offers 45 scholarships to low-income City residents in
the areas of electrical technicians and air conditioning technicians. This
raises an important issue because low-income persons can qualify for Basic
Educational Opportunity Grants which could duplicate any costs covered by the
City allocation. Another key issue is that, traditionally, the City has always
contracted with non-profit organizations for the provision of social services.
It is staff's understanding that Garces is a for -profit organization.
84--146.3
ti.
t
It should be noted also that in previous contracts with the City, Garces has
experienced problems documenting services rendered.
Also, the Office of the Inspector General of the Department of Health and Human
Services conducted an audit of Garces for the 1982-83 contract term and ques-
tioned reimbursements issued by the City on the basis of invoices submitted
hours
to the City by Garces. The agency was reimbursed for the number of class
a"
provided and had submitted reimbursement requests for legal holidays when it
a=;
was not open. A total of $8,750 was questioned by the auditors. Garces has
returned a portion of those funds back to the City.
IV. BUDGET ANALYSIS
City social service allocations have always been made to provide direct oper-
ating expenses at funded agencies. As part of the application and contract
process, agencies are required to submit a detailed line item budget speci-
k':
fying exactly where funds are being spent (i.e., salaries, fringe benefits,
rent, electricity, etc.). In Garces' original application, the agency sub-
mitted budget forms which reflected a request for $112,500 which it designated
as contractual services to be provided in three installments to cover 15
4.`
training slots per installment. Staff requested that Garces resubmit the
budget forms to include: 1) agency line item budget; 2) project line item
budget; 3) expenditure justification (for City funds); 4) agency salary
schedule (for all emplo ees); 5) project salary schedule (for those po itions
funded through the City ; 6) capital equipment purchase (with City fund.3);
and 7) total contractor budget and funds disclosure. However, Garces resubmitted
basically the same information as in the original proposal.
It is impossible to determine specifically the amount of City funds to be used
and the actual need for funds on the basis of the information submitted. A
notation on the forms indicates that the City allocation would provide 24,300
participant hours at a cost of $4.62 per hour. This hourly rate would cover
salary expenses and fringe benefits of instructors, registration expenses,
technical materials, tests, textbooks, rent and administrative overhead ex-
penses of the school.
Although Garces did not submit an agency disclosure budget or expenditure
s
justification form broken down by line -item, the application does indicate
that the cost per trainee is $2,500.
V. RECOMMENDATION
y4 ,V
As proposed, the Garces Commercial College application does not meet the
requirements of traditional social service type proposals. Furthermore, in
keeping with the recommendation that F.R.S. funds not be allocated to new
agencies, Garces Commercial College is not recommended for funding.
s
84-1463
INTERNIERICAN CHAMBER OF COMMERCE
I. Agency: Interamerican Chamber of Commerce
II.
Project: Hotel/Restaurant Skills Training
Project Address: 2742 S.W. B Street, Suite A-1
Project Director: Carlos Garcia
Target Area: Citywide, primarily Little Havana
Existing F.R.S./Contingent Funding:
Recommended F.R.S. Funding:
Requested F.R.S. Funding:
PROJECT DESCRIPTION
In
-0-
$153,450
The Interamerican Chamber of Commerce proposes to continue its Hotel and
Restaurant Skills Training Project previously funded through the City with C.D.
Emergency Jobs Bill funds. The project would provide job training in the
hotel/restaurant industry in the areas of waiter/waitress and bartender/barmaid
to 160 City of Miami residents. The project is directed to both unemployed and
underemployed persons and would provide four training cycles of 10 weeks dur-
ation to 40 persons per cycle.
Interamerican's F.R.S. proposal expands
services on a Citywide basis rather than
dents of the Little Havana target area.
be job referral and placement services t
The project does not provide stipends to
PROJECT ANALYSIS
the C.D.Jcbs Bill project by offering
strictly a project directed to resi-
Included in project activities would
o participants of the training project.
trainees.
Interamerican has operated its C.D. Emergency Jobs Bill project effectively
once it began program activities. However, it should be noted that the project
started later than originally planned, commencing in January, 1984. In order
to complete its four (4) training cycles, the agency reduced the duration of
the cycle to 9 weeks. In its first training cycle, the agency also enrolled
a number of non -City residents in classes. Since it did not receive credit
for those trainees, Interamerican will not meet the requirement of serving
160 City of Miami residents. It is projected that approximately 89% of the
trainees (146) will meet the residency requirements. When City monitors re-
viewed participant files during the initial on -site visit, they advised the
agency once again that the project was restricted to City residents.
Interamerican then took appropriate action to insure that only City residents
were recruited for the project. '
The proposal has two main goals. The obvious goal is to provide training to
individuals, which will ultimately either lead to unsubsidized employment in
the hotel/restaurant industry or will improve the job skills of individuals in
the industry, or will lead to upward mobility to higher paying jobs for indivi-
duals in the industry. Secondly, the agency recognizes that tourism in this
community, as well as competition for the entertainment dollars spent by resi-
dents from around the South Florida area comprise an important economic base
84-1463
klk , `
INTERRIERICAN CHAMBER OF COMMERCE
L�
t
d
I. Agency: Interamerican Chamber of Commerce
w
Project: Hotel/Restaurant Skills Training
Project Address: 2742 S.W. 8 Street, Suite A-1
Project Director: Carlos Garcia
Target Area: Citywide, primarily Little Havana
Existing F.R.S./Contingent Funding: -0-
Recommended F.R.S. Funding: -0-
Requested F.R.S. Funding: $153,450
II. PROJECT DESCRIPTION
The In.teramerican Chamber of Commerce proposes to continue its Hotel and
Restaurant Skills Training Project previously funded through the City with C.D.
Emergency Jobs Bill funds. The project would provide job training in the
hotel/restaurant industry in the areas of waiter/waitress and bartender/barmaid
to 160 City of Miami residents. The project is d'rected to both unemployed and
underemployed persons and would provide four training cycles of 10 weeks dur-
ation to 40 persons per cycle.
Interamerican's F.R.S. proposal expands the C.D.Jcbs Bill project by offering
services on a Citywide basis rather than strictly a project directed to resi-
dents of the Little Havana target area. Included in project activities would
be job referral and placement services to participants of the training project.
The project does not provide stipends to trainees.
a III. PROJECT_ ANALYSIS
Interamerican has operated its C.D. Emergency Jobs Bill project effectively
I once it began program activities. However, it should be noted that the project
started later than originally planned, commencing in January, 1984. In order
to complete its four (4) training c;,cles, the agency reduced the duration of
the cycle to 9 weeks. In its first training cycle, the agency also enrolled
a number of non -City residents in classes. Since it did not receive credit
for those trainees, Interamerican will not meet the requirement of serving
160 City of Miami residents. It is projected that approximately 89% of the
trainees (146) will meet the residency requirements. When City monitors re-
viewed participant files during the initial on -site visit, they advised the
J ' agency once again that the project was restricted to City residents.
Interamerican then took appropriate action to insure that only City residents
were recruited for the project.
The proposal has two main goals. The obvious goal is to provide training to
individuals, which will ultimately either lead to unsubsidized employment in
the hotel/restaurant industry or will improve the job skills of individuals in
the industry, or will lead to upward mobility to higher paying jobs for indivi-
duals in the industry. Secondly, the agency recognizes that tourism in this
community, as well as competition for the entertainment dollars spent by resi-
dents from around the South Florida area canprise an important economic base
84•-14f R3
A4
for the City. The Interamerican Chamber of Commerce proposal contends that
improved skills within the service providers within the hotel/restaurant
industry will have a positive impact in promoting the tourist trade in the
City as well as attracting customers from South Florida area residents.
IV, BUDGET ANALYSIS
The Interamerican Chamber of Commerce has a total budget of $171,509, of which
$153,450 is comprised of the F.R.S. funding request. Other funding canes from
Program Inc ane and Donations ($16,659) and Inkind and Real Contributions ($1400).
According to the agency's application, the agency has no pending requests for
funding.
Interamerican received $100,000 to operate its C.D. Emergency Jobs Bill project
in Little Havana. The agency's F.R.S. request of $153,450 represents a signifi-
cant increase fr an the C.D. allocation, even after taking into consideration
that the agency did not operate for a complete year. Salaries and fringe bene-
fits comprise 55% of the bud et request. Other significant line items are
Office Space ($20,400 or 13 ?, Client Transportation ($17,000 or 1T`0 and
Teaching Equipment ($8,000 or 5%). The balance of funds would cover the follow-
ing line items: Liability/Fidelity Insurance, Office Supplies, Office Equipment,
Teaching Equipment, Printing, Postage, Local Travel, Accounting/Legal Fees,
Consultant Program-Stud-nt Evaluation, Telephone, Advertising and Maintenance.
Proposed City cost per client on a yearly basis would be $959.
V. RECOMMENDATION
In keeping with staff's recanmendation to establish a policy to not consider
funding for new F.R.S. agencies, Interameriian Chamber of Commerce is not
recommended for funding.
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84-1463
IN
PROFESSIO
0
I. Agency: Professio
Project: Professio
Project Address: 2742 S.W. 8 Street, #22
Project Director: Jose Feito
Target Area: Citywide, primarily Little Havana
Existing F.R.S./Contingent Funding: -0-
Recommended F.R.S. Funding: -0-
Requested F.R.S. Funding: $15,000
II. PROJECT DESCRIPTION
Professio is a non-profit corporation which provides free medical services and
a legal orientation program to needy persons, primarily from the Little Havana
target area of the City of Miami.
T:e medical clinic provides outpatient care to individuals who cannot afford
private health care and are ineligible for Medicaid or Medicare. Physicians
donate their services on a voluntary basis. Patients in need of other special-
ized care are referred to volunteer specialists who see them at their private
offices. The clinic also provides free dental services, laboratory examinations,
x-rays and medicines subject to budgetary constraints.
In addition to medical services, Professio also provides free legal orientation
to needy persons. These services are also provided by a volunteer legal staff.
III. PROJECT ANALYSIS
Professio proposes to provide free medical services to approximately 1,300 City
of Fliami residents. As indicated earlier, these services will be provided by
voluntary medical personnel. The agency reports that during the period of
January -September, 1983, the agency provided the following hours of service:
New cases interviewed: 336.5
Medical appointments at clinic 471.
Laboratory appointments 52.
Referrals 108.5
Miscellaneous 29.
Total 997.0
The services provided by Professio are in accordance with the priority cate-
gories criteria established by the City Commission (which includes food, medical
and related services to food and medical).
84-1463
IV. BUDGET ANALYSIS
Professio proposes to operate with a total budget of $113,000. The agency has
requested $15,000 of City F.R.S. funds. The balance of funding is comprised of
Program Income and Donations ($34,000) and Inkind and Real Contributions
($64,000). The inkind services are inclusive of projected salaries of volun-
tary professionals.
City funds are requested to cover laboratory and x-ray exams ($6,000), medica-
tions ($3,420) and space rent ($5,560). On the basis of proposed services, the
average cost per client per year would be $86.92, and the average City cost per
client would be $11.54. This is an extremely cost efficient program, particu-
larly when considering that $49.23 is absorbed by inkind services provided by
professional volunteers providing the actual services.
V. RECOMMENDATION
Professio should be commended for providing essential human services at a
minimal cost. The commitment of the volunteers providing services'is exemplary
of individuals who are obviously concerned about the well-being of this
community. While the request of $15,000 from the City is minimal in light of
the proposed services, staff remains consistent with its recommendation that
no new F.R.S. agencies be considered for funding.
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84-14f 3
Ati
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PUERTO RICAN OPPORTUNITY CENTER
�=
I. Agency: Puerto Rican Opportunity Center
Project: Food and Shelter Homeless - Job Skills Development and
Placement Program
Project Address: 260 N.E. 24 Street
Project Director: Crysell S. Torres
3
Target Area: Citywide/Wynwood
T
Existing F.R.S./Contingent Funding: -O-
Recommended F.R.S. Funding: -0-
Requested F.R.S. Funding: $175,000
II. PROJECT DESCRIPTION:
a
This project would provide a varied range of services which would focus primarily
on the homeless. The main goal of the proposal is to provide basic needs for the
4
homeless, which would include food and shelter. The agercy proposes to serve
2,000 City of Miami residents, and the shelter component would house from 20-40
individuals on a daily basis. This request also reflects a continuation of_a
portion of the agency's C.D. Emergency Jobs Bill project. The proposal would
maintain the Information and Referral/Job Development and Placement Service to
Wynwood residents.
Services to the homeless include:
1) Shelter (not to exceed the necessary time after assessment and solution
J
to ending homeless status).
2) Crisis counseling
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Y
>a
3) Job counseling toward placement in a trade position
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4) Referral to appropriate social service agencies to meet needs
a
5) Breakfast and evening meals
Rt
6) Employability skills training
5
Services to the Information and Referral/Job Development and Placement Services
to Wynwood residents include:
1. Language, education and job skills assessment
2. Employability plan
3. Job development and placement
4. Promotion of incentives to the private sector for employment for programs
like the Targeted Jobs Tax Credits, EZ Tax Credit and Bonding Program
P.R.O.C. has not requested funds to continue the Computer Training component of the
C.D. Emergency Jobs Bill allocation.
84-1463
III. PROJECT ANALYSIS
P.R.O.C. received $175,000 of C.D. Emergency Jobs Bill funds during FY'83-84
to operate a Job Training project in 4lynwood. The project has operated with
mixed success during the contract term.
Through three quarters, the P.R.O.C. provided skills development, placement,
referral and training assistance to only 55% of the required number of City
residents (605 of 1095). At this rate, the agency would achieve 73% of the
requirement. P.R.O.C. also feel short on serving the required number of
Wynwood residents (56% of clients were Wynwood residents as opposed to the
required 90%) and the number of information and referral units provided (578
out of 1,000 --53%). It should be noted that the agency did serve a number of
other clients for whom it did not receive credit because these individuals did not
reside in the City of Miami. On the positive side, the project was successful
in meeting its placement goals (122 placements after three quarters--95 were
required), job developer contacts (476 out of the required 500 for three quar-
ters) and job orders from local businesses (far exceeding the required 500 by
providing 915 through three quarters).
P.R.O.C. also received an $8,000 allocation to supplement United Way funds to
operate a temporary shelter facility. This project operated successfully, pro-
viding shelter to approximately 20 persons per day.
P.R.O.C.'s proposal supplements services provided through an allocation from
Dade County. Basically, County funds are exclusively for operation of the
food/shelter component, while the request from the City includes the food/shelter
component and the Information and Referral/Job Placement Services component.
Shelter services would be provided at 260 N.E. 1 Street, and Information and
Referral/Job Placement Services at 2697 Biscayne Boulevard.
IV. BUDGET ANALYSIS
P.R.O.C. has a total budget of $299,872 to operate the aforementioned project.
Included in this amount is a $123,000 allocation from Dade County and the
$175,000 request from the City. City and County funds would be used to operate
the proposed project.
The budget request of $175,000 is primarily directed to personnel costs and
fringe benefits (113,700 or 65%). Approximately $51,000 is to cover operational
expenses relating to the shelter component and the remaining $124,000 to the
Information and Referral/Job Placement Services component. Included in the pro-
posed salary schedule is a 40% increase in the Executive Director's salary (from
$25,000 to $35,000, with $25,000 coming from proposed City funds and $10,000
from Dade County).
Due to the combination of services provided, it is impossible to calculate an
accurate cost per client.
V. RECOMMENDATION
In keeping with the policy to not allocate funds to new F.R.S. agencies, F.R.S.
funding to P.R.O.C. is not recommended.
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84-1463
AIIS
Kam'
SENIOR CENTERS OF DADE COUNTY
I. Agency: Senior Centers of Dade County
Project: Home Delivered Meals Program
Project Address: 1407 N.W. 7 St.
Executive Director: Jose Navarro
Target Area: Citywide'
1983-84 FRS/Contingent Funding: -0-
Recommended FPS Funding: -0-
1?equested FRS Funding: $198,490
II. PROJECT DESCRIPTION
Senior Centers of Dade County has requested City FRS funds to
provide home delivered meals to 1,000 homebound Elderly City
of Miami residents. The project would provide 200 homebound
meals on a daily basis.
The agency currently provides homebound meals to clients served
at its congregate meal sites. However, this project would be
aimed at those frail, elderly individuals who are unable to
participate in activities at the various center sites through-
out the community. Senior Centers operates 9 sites, 8 which
are located within the City of Miami.
Turing FY183-84, the City did not provide funds for meals pro-
grams operated by the Senior Centers of Dade County. However,
$100,000 of City of Miami Emergency C.D. Jobs Bill funds were
allocated to the agency to operate a job training project for
social service aides. This was a one year, time specific pro-
ject which concluded September 30, 1984.
III. PROJECT ANALYSIS
The Senior Centers of Dade County proposal conforms to the top
service priority of meals provision already established by the
City Commission. It should be noted that this proposal was not
submitted to staff until November 1, 1984. F.R.S. applications
were due in the second week of September.
There is no question that the proposed project would provide a
much needed essential service to City residents, particularly
because it is aimed at serving those homebound individuals most
in need of services due to their inability to participate in
traditional congregate meal programs. The project is directed
to thcse homebound elderly persons who are handicapped, either
physically or mentally, and living alone or with others who need
help in the preparation of meals. '
84-14f 3
1
A key ingredient of the proposal is the evaluation instrument the
agency has included. Staff would evaluate each client at least
once every four months to determine the continued need for the
home -delivered meal. If a client has progressed to a point where
he/she is able to function sufficiently on an independent basis,
this individual would be referred to congregate nutrition programs
for the elderly providing a wide range of services.
IV. BUrC-ET ANALYSIS
j
Senior Centers of Dade County has requested $198,490 to operate
the proposed homebound meals project. Project staff would in-
clude three full-time positions (project coordinator, social worker
and driver) and two positions at 10% of the time (executive ad-
ministrative assistant and fiscal officer). Personnel costs com-
prise 22% of the proposed budget ($43,680). Raw food costs com-
prise the major line item expense of 72% ($144,000). This figure
is based on the provision of 200 meals per day at a cost of $2.00
per meal for 360 days.
The balance of funds ($10,810) is directed to general operating
expenses, such as: travel, telephone, electricity, postage, rent
and insurance. These are the only line items included in the
agency's budget request.
It should be pointed out that the proposed project is for a twelve
month period. If this project was to be funded, it would operate
for the period December 1, 1984 to September 30, 1985. This would
reduce the actual cost of the project as requested by approximately
r
1/6 to $165,408. It should also be noted that the agency received
an allocation of $16,666 for the period O,ztober 1-November 30, 1984.
There was confusion as to whether this allocation pertained to the
homebound meals project or a continuation of the jobs bill project.
At its meeting of November 8, 1984, the Commission indicated that
funds were allocated for continuation of the jobs project. However,
y. F
that project had ceased operation as of September 30, 1984.
.
V . PE COMEN DAT I ON
While there is obvious merit t
of available F.R.S. funds for
staff's recommendation that no
Centers of Dade County is not
the City Commission allocates
recommended that the previous
C.D. jobs bill be redirected t
A
o this project, due to the limitation
social services and in keeping with
new F.R.S. agencies be funded, Senior
recommended for funding. If, however,
funds to this project, it would be
allocation to continue the agency's
o the proposed homebound meals project.
84-1463
ION
S.
SMALL BUSINESS OPPORTUNITY CENTER
Agency: Small Business Opportunity Center
Project: Commercial Revitalization Program
Project Address: 1417 W. Flagler St., Third Floor
Project Director: Hector Gasca
Target Area: Little Havana
Existing F.R.S./ Contingent Funds: -0-
Recommended F.R.S. Funding: -0-
Requested F.R.S. Funding: $200,000
II. PROJECT DESCRIPTION
S.B.O.C. has requested F.R.S. funds to continue its existing
Emergency C.D. Jobs Bill project in the Little Havana Target
area. The project provides construction related job training and
commercial revitalization to businesses in the Little Havana
area.
III. PROJECT ANALYSIS
During the course of its C.D. Jobs Bill the agency was required
to provide training to 30 individuals. The agency surpassed this
requirement by training 51 individuals. This high figure is a
bit misleading because the project did experience a significant
turnover rate throughout the contract period. However, it is
safe to say that the agency easily met its quota. At the same
time there is a question as to the consistency of the training
provided due to the constant fluctuation of participants. From
this total, the ageny placed 21 individuals in unsubsidized
employment. The new request proposes to provide training to 60
individuals through three training cycles with twenty
participants in each cycle.
Overall, the project operated effectively during the contract
term. The physical improvements in structures worked on by the
project have improved the commercial businesses affected.
The agency has indicated that a survey of businesses in Little
Havana indicated that of 144 businesses visited, 79 were in poor
or very poor condition. The agency indicates that 64 of these
establishments expressed an interest in having their stores
painted or remodeled. The agency proposes to expand its project
throughout the Little Havana area. The current project is
restricted to a particular cachment area which is bounded on the
north by Flagler St., the south by S.W. 11 St., the east by
S.W. 4th avenue and the west by S.W. 12 avenue. It was the
e4-14G 3
object of the Jobs Bill project to focus on the East Little
Havana section of the target area.
IV. BUDGET ANALYSIS
S.B.O.C. has requested $200,000 to continue its construction
related training project to residents of Little Havana. This is
a $100,000 increase over the previous allocation to operate the
same project. The significant increase is in the areas of
participant stipends due to the increase in trainees (from
$36,000 to $78,000) and in salaries and fringe benefit expenses
(which increase from $49,265 to $100,250). Participant stipends
represent 39% of the total budget and personnel costs reflect
just over 50%. An additional $14,000 (7%) is for consumable
supplies (paint, brushes etc.) and the balance for miscellaneous
operating expenses.
RECOMMENDATION
S.B.O.C. has operated a succesful program through the Emergency
Jobs Bill funds. However, when the agency was originally
funded, it was well aware that this was a time specific, one
year project and that additional funds would not be available to
continue the project beyond that point. At the end of the
original contract period, the agency still had unused funds
available and the existing jobs bill agreement was amended to
enable the project to utilize the full funding allocated.
However, F.R.S. funds to social service agencies are at a premium
and in keeping with our original policy to not fund new F.R.S.
projects, S.B.O.C. is not recommended for funding.
84--1463
S-
TACOLCY ECONOMIC DEVELOPMENT CORPORATION
Agency: Tacolcy Economic Development Corporation
Project: King Heights Conceptual Redevelopment Plan
Project Address: 6140 N.W. 7 Avenue
Project Director: Otis Pitts
Target Area: Model Cities
Existing F.R.S./Contingent Funding: -0-
Recommended F.R.S. Funding: -0-
Requested F.R.S. Funding: -0-
Requested F.R.S. Funding: $95,000
II. PROJECT DESCRIPTION
Tacolcy proposes to provide a revitalization project in the King
Heights neighborhood of Model Cities. The project includes three
major elements, 1.)development of new affordable housing,
2.)facilitation of the rehabilitation of existing units and
3.)tacilitation of the development of additional commercial
space.
The combination of these activities addresses the housing problem
of overcrowding and deterioration, abandonment and absence of
sufficient goods and services in the area. It is expected that a
by-product of a successful project would be a reduction of crime
in the area to both property and person.
III. PROJECT ANALYSIS
The project will begin its efforts in those areas where existing
linkages appear to offer the best opportunity for development.
This includes the Northwest quadrant of King Heights and adjacent
areas due to the geographical proximity to the 17th Avenue
commercial strip and developable vacant commercial and
residential land. There are also abandoned properties which
could be rehabilitated or demolished and used as new construction
sites which would result in lower acquisition costs and reduce
the problems associated with displacement.
The focal point of the project is the joint development of new
affordable housing through Tacolcy, an experienced private
developer and assistance from the City. Site selection and type
of housing to be constructed (rental or home ownership) will be
determined after an extensive feasibility analysis.
84-14f 3
4
i
hat
Tacolcy will encourage property owners in the area to participate
in the City's housing rehabilitation program. This goal will be
accomplished by: identifying and contacting owners and
representatives, encouraging code enforcement in the area,
providing information to owners regarding the program and
initiating beautification efforts.
The development of new commercial space would encourage
commercial development in the area. This will include contacting
owners, providing UDAG and other funding availability and
explaining tax and other incentives to encourage development.
Through the City Paint Program, Tacolcy would further encourage
encourage rehabilitation of existing commercial space in the
area.
The objectives of the first year of the project would include:
site acquisition, arrangement of financing, selection of an
architect, development of plans and specifications, bid project,
selection of contractor, construction start-up and marketing of
units.
IV. BUDGET ANALYSIS
Tacolcy has requested $95,000 from the City. Of this total, 71%
is directed to salary and fringe benefit costs ($66,932) for two
positions (Venture Developer and Project Manager). The balance
of funds is for a variety of operating expenses (rent-3%,
utilities-l%, telephone-l%, accounting-2%, audit-l%,
consultants-5%, construction monitoring-S$, travel-2%,
equipment rental-2%, supplies/equipment-4%.
Due to the nature of the services provided, it is not feasible
to calculate a cost for this project.
V. RECOMMENDATION
This project has received previous support from the City
Commission. There is no question that the Tacolcy proposal could
have a significant impact on improving the Model Cities area.
However, due to the lack of available F.R.S. funds for social
service programs, staff maintains its recommendation that no new
projects be funded.
84-1463