HomeMy WebLinkAboutM-84-0009Howard V. Gary
City Manager
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Dena Spillman, Director
Department of Community Development
December 27, 1983
FY'83-84 Federal Revenue
Sharing Allocations
City Commission Meeting of
January 5, 1984
The purpose of this memorandum is to review the discussion of the City
Commission on the allocation of 1983-84 Federal Revenue Sharing funds.
For FY'83-84, a total amount of $1,120,000 of Federal Revenue Sharing
funds is available.
I. Summary of Commission Action -
At its meeting of September 29, 1983, the City Commission adopted
Resolution 83-875 which provided a 1/12 funding allocation to exist-
ing Federal Revenue Sharing agencies at the 1982-83 funding level
(a total of $86,366) for the period October 1-31, 1983.
At its meeting of October 25, 1983, the City Commission adopted
Resolution 83-985 which provided an additional 1/12 allocation for
the November 1-30, 1983 period to existing agencies at the 1982-83
funding level (a total of $86,366).
At its meeting of November 18, 1983, the Commission adopted
Resolution 83-1085 which provided an additional 1/12 allocation
($98,144) to existing agencies based on staff's 1983-84 funding re-
commendations for the period December 1-31, 1983. In addition to
staff recommendations, the Commission action continued funding
Aspira of Florida for this period at its existing 1982-83 level
(staff had recommended that Aspira not be funded), increased funding
for the Industrial Hume for the Blind from staff's recommended level
of $10,426 to $24,000, and allocated a 1/12 allocation to Centro
Mater based on the agency's $20,000 request (which had not been
recommended by staff).
At the November 18 meeting, the City Commission also adopted
Resolution 83-1087 which provided $175,000 to Martin Technical
College -Carey Branch for the period December 1, 1983 - September 30,
1984.
At the December 15, 1983 meeting, the City Commission adopted a
resolution which provided an additional 1/12 allocation ($98,144) for
T the period January 1-31, 1984 to those agencies previously funded
--� through Resolution 83-1085 discussed above at the same level as
Resolution 83-1085.
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Memo to: Howard V. Gary -2- December 27, 1983
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City Manager
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Based on the aforementioned legislation adopted by the City Commission,
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as of December 8, 1983, $544,020 of 1983-84 Federal Revenue Sharing
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funds have been committed from the total $1,120,000. This leaves an un-
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committed balance of $575,980. If the Commission were to continue fund-
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ing agencies at the level it supported through the legislation of
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November 18 and did not allocate funds to Centro Caribeno as recommended
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by staff, a total of $807,185 would be needed to operate these projects
through September 30, 1984. This would bring the total FY'83-84 alloca-
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tion to $1,351,205, which represents a deficit of $231,205 over the total
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available funds. The chart on page 6 summarizes Commission action to
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date and funds needed to continue operations as indicated above.
II. State Attorney's Report
Commissioner Carollo expressed concern regarding the State Attorney's
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report on inadequate monitoring of the special allocation of monies from
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the General Fund to organizations. While the State Attorney's report did
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not include Federal Revenue Sharing agencies, we will review the findings
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and incorporate any recommendations that are not part of our current pro-
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cedures. It should be noted that all agencies receiving F.R.S. funds
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are required to enter a contract with the City, and funds are disbursed to
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the agencies by reimbursement. Attached is the list of contract provisions.
(See page 7.)
III. Priorities
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The Commission requested that staff analyze each project according to the
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following priorities: Food, Medical, and Children in Need. The chart on
page 8 categorizes each proposal according to the priorities. The chart
on page 9 compares existing services, 1983-84 recommendations, and 1983-84
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requests according to the priorities. Clearly, the first priority has been
to fund food related projects.
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Staff further analyzed the food related project proposals to determine the
percentage of funds actually used for food and the amount needed to ad-
mi,iister this portion of the project. It should be noted that it is dif-
ficult to determine the cost of administering food programs. All of the
projects, with the exception of the program operated by the Haitian -Ameri-
can Community Association, provide meals for elderly persons. However,
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the meals are the core of diversified service delivery to these elderly
persons. According to the Area Agency on Aging and larger providers of
meals programs, at a minimum, a site coordinator and janitor would be re-
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quired at each meal site. Volunteers are often utilized in serving the
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meals, and the meals are usually catered.
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A discussion of each food related project follows:
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Memo to: Howard V. Gary -3- December 27, 1983
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City Manager
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A. Ajj.patt.- Community Action
The Agency initially requested $27,825. However, the request was
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increased by $12,000 for a total of $39,825. Of this total,
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$12,000 or 30% would be spent on food, $24,480 (62°') on personnel
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costs, and $3,345 (8%) on vehicle gasoline/maintenance/insurance.
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B. First United Methodist Church
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This Agency has requested $10,312 which represents 11 percent of
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the total project budget of $94,893. None of the F.R.S. funds are
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actually spent on meals as all requested funds are for a percentage
of the executive director's salary. However, 40% of the total pro-
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ject budget is for food. The remainder of the agency budget is
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directed to personnel costs (44%) and operating expenses such as
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utilities, supplies, exterminating costs, etc. (16%).
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C. Haitian -American Community Association of Dade County
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H.A.C.A.D. has requested $141,810, of which 39% is for the emergency
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food program. Administration of this component is provided by the
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Agency from other sources of funds. The balance of project funds
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are directed to legal services (2 attorneys and court costs; repre-
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senting 38% of the budget), emergency shelter (14%) and operating
telephone insurance,
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expenses such as utilities, postage, janitorial,
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etc. (9%) .
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D. James E. Scott Community Association
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J.E.S.C.A. has requested $39,541 of which $35,541 or 90% is for
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food. F.R.S. funds are matched with other sources. The project
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directs 51% of its total budget to food, 33% to personnel costs,
7% to utilities and the remaining 90110 to operating expenses (travel
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supplies, etc.).
E. Little Havana Activities and Nutrition Centers of Dade County
This Agency currently operates (2) hot meals projects with City
F.R.S. funds. These projects are: v►
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Peter's Plaza - The proposed budget for this site is $147,618
and the Agency's F.R.S. funding request is $109,974. The re-
quest includes $20,276 for food which represents 18% of the a
total F.R.S. request. The project proposes to use 39% of its -�
total funds for the food line item, 50% to personnel costs, z
21% to indirect costs and the remaining 11% to miscellaneous
operating expenses such as supplies, utilities, etc.
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Memo to: Howard V. Gary -4- December 27, 1983
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City Manager
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St. Dominic's - This project's proposed budget is $162,972 and
the F.R.S. request is $114,614. The F.R.S. request includes
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$36,691 for food which represents 32% of the overall F.R.S. re-
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quest. The project proposes to direct 38" of its total funding
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!' for the food line item, 32% to personnel costs, 19� to indirect
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;e costs, 14% to security and the balance to supplies, utilities,
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etc.
The Agency has also requested an additional $75,712 which would be
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used strictly for food. Funds would provide an additional 30 meals
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at St. Dominic's. 104 at the Little Havana Activities Center and 90
divided amongst Peter's Plaza, Industrial Home for the Blind and
Allapattah Community Action.
It should also be recognized that the Little Havana Activities Center
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currently provides 175 meals per day ($74,233) to the Allapattah Com-
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munity Action Center project discussed above.
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F. Miami Jewish Home and Hospital for the Aged -Douglas Garden Senior Adult
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Day Care Center
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This Agency has requested $108,465 of which 15% would be provided for
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the food line item. Personnel costs represent 70% of the F.R.S. re-
quest with the balance directed to arts/crafts, supportive services,v"
supplies, postage, etc. The proposed total project budgetprovides;urn
22% for food, 48,0to personnel costs, and the remaining 30/ to mis-
cellaneous operating expenses.
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' G . Southwest Social Services
The proposed budget for this Agency totals $159,882, of which $64,378
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^. is requested from City F.R.S. funds. The City request includes,
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$17,140 for food, which represents 27% of the request. The proposed
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budget directs 28% of its total funds for the food line item. The
City request includes 43% for personnel costs, 1201' for space rental,
and the remaining 18% for utilities, supplies, etc. The proposed
total budget directs 42% for personnel costs and the balance for mis-
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cellaneous operating expenses.
IV. Projects Must Serve City Residents
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The Mayor noted that a number of the agencies proposed to serve persons
outside the City of Miami. We will require, through contract, that City
funds may only be used to serve City of Miami residents.
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V. Budget Summaries
We have included specific information on the sources of funding for each
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agency. This information follows each project analysis.
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Memo to: Howard V. Gary -5- December 27, 1983
City Manager
VI. Commissioner —rez requested reports on the Youth Co -Op and Southwest
Social Servi,._- proposals.
Youth Co -Op - This appears to be a viable program if funds are available.
Southwest Social Services - This also appears to be a viable program. The
agency has negotiated a lease to locate within the City of Miami limits.
It should be noted that the Little Havana Activities and Nutrition Centers
of Dade County has proposed to provide an additional 30 meals daily at
St. Dominic's, which is in the same area. (See discussion on page 4.)
Southwest proposes to provide 36 meals daily with F.R.S. funds.
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VII. Additional proposals
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Since the meeting of December 15th, an additional proposal has been re- M
ceived from the James E. Scott Community Association for a vocational n
skills training project. The estimated cost is $60,000. o
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1ST1NG_ P`TS
"0" Community Center
lapattah Community Action
Ora of Florida
lafonte Tacolcy - Sports 11
lafonte Tacolcy - Youth Voc.
S-Miami Bridge
S-Overtown Day Care
ntro Caribeno
conut Grove Family Clinic
rst United Methodist Church
A.C.A.D.
dustrial Home for the Blind
E.S.C.A.
ttie Havana Activities:
Peter's Pia2a•
Safe House*
St. bominic's*
s Viejos Utiles
Ami Jewish Home -Douglas Gardens
. Alban's Day Care
ub Total-Existin Projects
N PROJECTS
chdiocese of Miami Haitian
stholic Center:
4fterschool childcare $
iocational Training
lotre Dame d'Haiti English
School
:a Integra
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intro Ma ter
Haitian Refugee Center
Legal Services of Greater Miami
Martin Technical College -
Carey Branch
Miami Technical institute
Performing Artist Guild Ensemble
Puerto Rican Charities
SER - Jobs for Progress
South Florida Theater
Southwest Services
Tri-City Community Association
United Family and Children's
Services
Driginal
Requests
SI,069,320
Additional
Final
Orig. Staff
Retormend.
Proposed Alloc.
Based on Commission
Actual Allot.
as per Corr+ission
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Additional Allr
to Fund Projec-
I1-8-83
Requests
Peguests
11-8-83
Action of 11-16-83
Action thru 11-16-83
thru 9.3n-a4
S 65.970
S 30.000 1
S 95.970
S 65.970
S 65,970
S 21,158
S 44,812
27,825
12,000 1
39.825
27,625
27,625
8,414
1'.1411
74,594
-
74,594
0
74.594
24,864
49,730
18.962
-
18,962
20,479
20.479
6,576
13.905
36,270
-
36,270
39.172
39.172
12.574
?6.598
13,719
-
13,719
14.817
14,817
4.756
10,n61
58,887
-
58,887
63,598
63,598
201414
43.184
34,858
-
34.858
0
0
2,384
0
34.222
19.939 2
54,161
35,307
35,307
11,332
23.975
10,312
-
10,312
11,137
11,137
3,574
7,563
141.810
-
141,810
153,155
153.155
41.162
iC3,993
24,000
-
24,000
10,426
24,000
5,610
1F,390
39,541
60,000 4
$9,541
39.541
39,541
12,5;4
27.r,27
307.671
76,000 1
383.671
270,200
270,200
EC,670
183.530
109,974*
-
109,974*
107.197*
107,797*
34.602
73.195
83,0834
-
83,083*
69,818*
691818*
22,369
47,429
114,614*
-
114,614*
92,585*
92,585*
29,679
C21906
4.010
-
4,010
4,010
4,010
668
3.342
108.465
-
108.465
117.142
117,142
37,602
79,540
68,204
68,204
73,660
73,660
23,644
�0,016
$197,939
$1,267.259
$946,439
$3,034,607
$3?1.914
S705.077
54,958
S - S 54.9u8
$ 0
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59.984
- 59.984
0
0
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0
29.084
- 29,084
0
0
0
0
65,000
- 65.000
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0
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0
20,000
- 20.000
0
20,000
3,334
16.C66
168,885
(59.675)3 109.210
0
0
100,270
- 100,270
0
0
0
0
335.921
- 335.921
175,000
175,000
175,000
0
240,000
- 240.000
0
0
0
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15.419
- 15,419
0
0
0
0
175,000
- 175,000
0
0
0
0
61,875
60.0001 121,875
0
0
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0
15.000
- 15.000
0
0
0
0
64,378
- 64.378
0
0
0
0
193,890
- 193,890
0
0
0
0
22,820
- 22,820
22,820
22,820
3,804
15.216
Sports Development
50,000 -
60,000
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Youth Co Op
30,000 _
30,000
0
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Sub Total -New Projects
$1,702,484 S 32S
$1,702,809
$197,820
S 217,820
Total All Projects
$2,771,604 S198,264
$2,970,068
$1,144,259
$1,252,427
Administration
.Total
91,541 100,I94
$1,235,800 $1,352,621
Total Available Funds: $1,120.000
Less Total Allocated to Date: 544,020
Total Uncommitted: S 575,SE0
Funds Needed: 807.185
Deficit S 231.205
0
0
S102.13E
$S14,052
29,968
$544,020
t'-- * Figures represent specific prc?rcts f.;rdFf' rt 1i:•1� tiwar;a - tivifines a,,,! M: iitmrn Crnters of Lade C.xt-.
I P.eoae,t receivrl Oe,-mber 8, 1983
2 Rrqucst dared Noveaber 18, 1983
3 Request revised December 8, 1983
4 Request received December 14, 1983
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736.9r,?
70,226
SF07.185
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1.1 CONS A�T PROVISIONS
1• Contractor's Corporate Seal (to be affixed to Signatory
Page #13).
2. Copy of Resolution authorizing acceptance of contract
with the City and designation of authorized signato-
ries.
3. Copy of Contractor's Charter, Articles of Incorpora-
tion, and By -Laws.
4• List of Present Principal Governing Board Officers and
Members of the Board (names, addresses, and telephone
numbers).
5. List of Key Staff Persons, with their titles, who will
carry out this program.
6. Job Descriptions and Resumes for all positions funded
in whole or in part under this Contract.
7. Copy of Personnel Policies.
S. Copy of Certificate of Insurance to include: Current
Fidelity Bond (applicable for all persons who are au-
thorized to receive and disburse funds under this Con-
tract); Current Worker's Compensation Insurance; Cur-
rent Liability Insurance to include Personal Injury
(showing City of Miami as additional insured).
9. Completion of Authorized Representative Statement (see
attached form).
10. Completion of Statement of Accounting System (see at-
tached form).
11. CPA letter verifying the Contractor's Accounting System
as containing internal controls which are adequate to
safeguard the Organization's assets.
12. Completion of Contractor's Program/Line-Item Budget/
Expenditure Justification (see attached form).
13. Completion of Contractor's Total Actual and Projected
Funds Disclosure (see attached forms).
14. Completion of Staff Salaries Schedule (see attached
form).
15. Copy of Current Management Services Agreement (when
applicable).
16. Work Program (approved by the City).
17. Final expenditure Report (to be submitted to the City
on an approved form no later than 30 days after. the
expiration of this Agreement).
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18. Certified Independent Audit (to be submitted to the City no later than 120 days after the expiration of 84-9
this Agreement).
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F.R.S. FUNDING REQUESTS BY SERVICE CATEGORY PRIORITY
I. Existing Programs
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Priority 1-
Priority 2-
Priority 3-
Food Related
Medical Relat-
Youth In Need Re -
Agency
Projects
ed Projects
lated Projects _
Other
1
Action Community Center
x
Allapattah Community Action
x
Asnira of Florida
x
Belafonte Tacolcy Sports
x
Development Ii
Belafonte Tacolcy Youth
x
Vocational
CCS/Fliami Bridge
x
CCS/Overtown Day Care
x
Centro Caribeno de Estudios
x
Postgraduados
Coconut Grove Family Clinic
x
First United Methodist Church
x
H.A.C.A.D.
x
Industrial Hone for the Blind
x
J.E.S.C.A.
x
Little Havana Activities and
Nutrition Centers of Dade
County, Inc.:
Peter's Plaza
x
Safe House
x
St. Dominic's
x
Los Viejos Utiles
x
Miami Jewish Hare -Douglas
Gardens
x
JV
St. Alban's Day Care Center
x
II. New Projects
�$
Agency
Archdiocese of Miami Haitian
Catholic Center
Afterschool Childcare Program
x
Vocational Training Program
x
`
Notre Dame d'Haiti Enqlish
x
School
Casa Integra
x
Centro Mater
x
Haitian Refugee Center
x
Legal Services of Greater
x
Miami
Martin Technical College
x
Miami Technical Institute
x
Performing Artist Guild
x
Ensemble (P.A.G.E.)
Puerto Rican Charities
x
SER - Jobs for Progress
x
South Florida Theater Co.
x
Southwest Services
x
Tri-City Community Assoc.
x
United Family and Children's
x
Services
P�
Sports Development Club
x
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Youth Co -Op
x
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Existing F.R.S. Funding by Service Priority
1982-83 FPS
Allocations
Priority 1 - F.-,,-,; Related Projects $445,202
Priority 2 - Medical Related Projects $ 47,000
Priority 3 - Youth In Need Related Projects $270,636
Others $149,925
of Total Allocation
49
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30"
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Staff Recommended F.R.S. Funding by Service Priority
(including Commission Action to Date)
Recommended
Allocation of Total Allocation
Priority 1 - Food Related Projects $549,182 440;
Priority 2 - Medical Related Projects $ 37,691 37c
Priority 3 - Youth In Need Related Projects $306,320 24°'
Others $361,618 29%
Total F.R.S. Requests by Service Priority
10
Total Requests of Total Allocation
Priority 1 - Food Related Projects $ 704,919
Priority 2 - Medical Related Projects $ 89,019
Priority 3 - Youth In Need Related Projects $ 549,804
Others $1,626,32E
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24%
3%
18%
55%
84-.5
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Eta
CITY OF MIAMI
F Y 1983 m 84
OCTOBER 28, 1983
DEPARTMENT OF COMMUNITY DEVELOPMENT
84-9
TABLE OF CONTENTS
page
14
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44
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.,n Centers of
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48
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and Nutrition Centers of
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.,inunity Services, Inc.
own Day Care and Neighborhood Center
55
.,nolic Community Services, Inc.
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Rehabilitation, Education and Recreation for the Blind
58
3
Industrial Home for the Blind
84
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TABLE OF CONTENTS
Page
I. Previously Funded Projects
Allapattah Elderly Project 14
Allapattah Community Action
Armonia Project 17
Aspira of Florida, Inc.
Association for the Useful Aged, Inc. 20
(Los Viejos Utiles)
Coconut Grove Family Clinic 23
Coconut Grove Family Clinic, Inc.
Coconut Grove Family Day Care Program 25
St. Alban's Day Nursery, Inc.
Douglas Gardens City of Miami Senior Adult Day Care Center 29
Miami Jewish Home and Hospital for the Aged, Inc.
First United Methodist Church of Miami 35
Methodist Community Center .
Haitian Social Service Program 38
Haitian -American Community Association of Dade County
J.E.S.C.A. Multi -Purpose Centers for the Elderly 41
James E. Scott Community Association, Inc.
Peter's Plaza/Industrial Home for the Blind 44
Geriatric Nutrition Program
Little Havana Activities and Nutrition Centers of
Dade County, Inc.
Safe House 46
Little Havana Activities and Nutrition Centers of
Dade County, Inc.
St. Dominic's/Los Viejos Utiles 48
Little Havana Activities and Nutrition Centers of
Dade County, Inc.
Miami Bridge 52
Catholic Community Services, Inc.
- Overtown Day Care and Neighborhood Center 55
Catholic Community Services, Inc.
i Rehabilitation, Education and Recreation ,for the Blind 9-8
Industrial Home for the Blind
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sea
I. Previously Funded Projects (cont'd)
Sports Development II
Belafonte Tacolcy Center, Inc.
Youth Vocational Project
Belafonte Tacolcy Center, Inc.
Transportation for the Elderly and Handicapped
Action Community Center, Inc.
Wynwood Psychological Services Center
Centro Caribeno de Estudios Postgraduados
II. New Projects
Bridge Counseling Program
Youth Co -Op, Inc.
Centro Mater Child Care
Centro Mater
Citywide Youth Sports Development Program
Sports Development Club, Inc.
Claude Pepper Shelter for the Homeless
Casa Integra
Educational Training/Placement/E.S.O.L.
Miami Technical Institute
Haitian Catholic Center/Afterschool Child Care Program
Pierre Toussaint Haitian Catholic Center
Haitian Catholic Center/Notre-Dame
D'Haiti English School Education
Pierre Toussaint Haitian Catholic Center
Haitian Catholic Center/Vocational Training Program
Pierre Toussaint Haitian Catholic Center
Haitian Refugee Day Care Center
Haitian Refugee Center
Home Improvement Program
Tri-City Community Association, Inc.
Legal Services of Greater Miami, Inc.
Martin Technical College - Carey Branch
Operation Mainstream
United Family and Children's Services
Page
61
64
67
70
74
77
80
83
86
89
92
95
98
101
103
106
109
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II. New Projects (cont'd)
Performing Artist Guild Ensemble, Inc.
Puerto � can Charities
SER/City of Miami Entrant Training
SER, - Jobs for Progress, Inc.
Shakespeare Festival at Viscaya Education
Outreach Program
South Florida Theater Co., Inc.
South hest Social Service
III. Summary of FY 1983-84 Recommendations
IV. Budget Summaries
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Page
120
123
126
12 7'
84-9
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PREVIOUSLY FUNDED
FEDERAL REVENUE SHARING APPLICATIONS
-- 13 -
Wilo
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ALLAPATTAH ELDERLY PROJECT
I. A enc Allapattah Community Action, 1897 N.W. 20 St.
Agency Director: Orlando Urra
Chairman: Isidoro Rodriguez
Target Area: Allapattah
Existing FRS Funding: $22,652
Requested FRS Funding: $27,825
II. PROJECT DESCRIPTION:
Existing
Recommended FRS Funding: $27,825
Allapattah Community Action operates a multi -service center for elderly
residents of the Allapattah area. The agency provides meals and sup-
portive social services, which include: counseling, recreation, com-
panionship, escort services, transportation and education.
The project offers a diversified range of educational opportunities
provided by instructors from Miami Dade Community College and/or Miami
High Adult Education. Classes include: Arts and Crafts, Citizenship,
Music Appreciation, Macrame, Current Events, Ceramics and Painting,
English and Exercise.
Transportation services for participants are provided by the City funded
Action Community Center. In addition, the City purchased a station wagon
to be used for administrative purposes and to pick up food at the Food
Bank. The agency provides approximately 50 hot luncheon meals daily and
Little Havana Activities and Nutrition Centers provides an additional 175
on a daily basis for a total of 225 meals served each day. All meals are
served at the Allapattah Neighborhood Center.
In an effort to meet the continuing needs of the elderly, the agency also
purchases bulk food from the Daily Bread Food Bank and offers it to the
elderly at cost. The Food Bank sells surplus government commodities at
less than wholesale prices.
III. PROJECT ANALYSIS:
Allapattah Community Action began operating in FY'79-80 with an allocation
from 5th Year C.D. Funds. The project has provided valuable services to
residents of the Allapattah community. Located in the Allapattah Neighbor-
hood Center, the agency has ready access to other human service programs in
the Center.
Allapattah Community Action is required to provide meals and supportive
services to a minimum of 600 persons. On the basis of staff's nine month
performance assessment, the project served 798 unduplicated persons and
253 meals were provided on a daily basis. The agency will meet or surpass
its contractual requirements.
84--9
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IV. BUDGET ANALYSIS:
Allapattah Community Action's total operating budget is $292,276, of which
$187,452 (64%) is comprised of City funds. C.D. funds represent $164,800
of the budget and F.R.S. funds total $22,652. In addition, $74,233 in
meals are provided by Little Havana Activities and Nutrition Centers, and
Miami Dade Community College provides $30,591 for instruction. FY'82-83
marked the first year that the agency received F.R.S. funds. These funds
were used for the purchase of a vehicle, vehicle operating expenses and
the addition of eight part-time senior aides and a program assistant. The
agency has requested $27,825 to continue the positions funded through the
1982-83 F.R.S. allocation. The increased funding request is due to the
fact that the original allocation funded these positions for a six month
period. The new request would provide salaries and fringe benefits for
an entire year.
It should be noted that City C.D. funding has consistently increased each
year the City has funded the agency. The following list illustrates these
increases:
5th Year - $10,000
6th Year - $58,525 (an increase of $48,525)
7th Year - $89,800 (an increase of $31,275)
8th Year-$139,800 (an increase of $50,000)
9th Year-$164,800 (an increase of $25,000) �n
Cost per client per day, based on
an average daily attendance of 253, is
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$4.62.
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V. RECOMMENDATION:
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Allapattah Community Action has performed
well and has met the basic needs
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of the area's elderly population.
The agency is providing a service which
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has been given top priority by the
City Commission. Continued funding is
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recommended at the requested level
of $27,825.
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-15-
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ALLAPATTAH COMMUNITY ACTION
BUDGET SUMMARY
I CITY OTHER SOURCES
F.R.S. Request - $ 39,000
C.D. - $164,800
Little Havana Activities Center - $74,233
Miami Dade Community College - $30,591
--------------------------------------------------------------------.------------------
TOTAL PROJECT FUNDING ALL SOURCES: $308,624
TOTAL AGENCY FUNDING: $308,624
-16- 84-9
Existing
ARMONIA PROJECT
I. Agency: Asp -a of Florida, Inc., 2902 N.W. 2nd Avenue
Director: Mt,risela Latimer
Board Chairperson: Luis A. Martinez -Perez
Target Area: Citywide
Existing FRS Funding: $74,594 Recommended FRS Funding: $ 0
Requested FRS Funding: $74,594
II. PROJECT DESCRIPTION:
The Armonia Project provides educational/vocational counseling and leadership
training to youth ages 7-19 residing in Miami. This is done through
the establishment of 9 Aspira clubs at different local schools and a Club
Federation. The Club Federation is comprised of selected representatives
from each of the schools where an Aspira Club is operating. Aspira operates
clubs at the following public schools: Miami High, Central, Jackson,
Edison, Robert E. Lee, Allapattah, Miami Edison Middle, Citrus Grove, and
Buena Vista Elementary.
Specific services provided by Aspira include: education counseling, admis-
00
sions counseling, financial aid counseling, vocational/career guidance,
recreation and social activities. The project operates Monday through Friday,
frcm 9:00 a.m.-5:00 p.m.
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The Armonia Project coordinates its activities closely with the Dade County
Schools where the Aspira clubs are operating. In most cases, each school
has a staff member or student that works closely with the Aspira representa-
tive in recruiting and scheduling club meetings.
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III. PROJECT ANALYSIS:
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Aspira of Florida, Inc. has been in existence since 1981. As an affiliate of
Aspira of America, Inc., its purpose is to develop the intellectual and
creative capacity of Puerto Ricans, Hispanics and all others. Since its
inception, the Armonia Project has been solely funded by the City of Miami
Federal Revenue Sharing funds.
For the two years that the project has been funded, it has not met its pro-
grammatic contractual requirements, falling below its required performance
level. The services provided by the project appear to be minimal and there
is no indication that the Aspira clubs function actively enough to carry out
the goals of the project. In addition, for two years, the project has not
achieved the number of clients required to be served. The following chart
illustrates clients served for the period addressed:
Projected Clients
Contract Year to be Served
1981-82 300
1982-83 500
-17-
Actual Clients Served
18, 62
179 36
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City of Miami staff has worked closely with the project by providing technical
assistance and recommending revisions to the projectes work program when
needed. The project was required during its first year to implement a "Drop-
out Club" (composed of school drop -outs). However, Aspira infomed us that a
lack of eliqible participants prevented the club from forming. City staff,
realizing the continued difficulty that the project would have in meeting
this requirement, withdrew it. Similarly, the project has always had problems
serving all City of Miami residents.
The Armonia Project is required to organize community action groups in con-
junction with the Aspira clubs to promulgate community involvement in the
solving of neighborhood problems. However, to date, the project has not
organized activities in this area. The Aspira clubs are required to partici-
pate in nine (9) conferences outlined in the work program, but planning and
implementation
P n of these conferences have not been reported and documentation
�ership to substantiate these activities has not been submitted.
ub IV. BUDGET ANALYSIS:
,es
rates Aspira's total budget for the year is $74,594. FRS funds are used to operate
the entire agency and the request for continued funding is to continue ser-
-nd vices at the existing levels of previous years. Salaries and fringe benefits
comprise 840/0 of the budget ($62,295).
:mis-
The projected agency budget for the 1983-84 year is $75,266. However, the
agency is requesting $74,594. The agency states that the difference of $672
Friday,
will come from private donations. The cost to the City per participant for
II
year 1982-83 is $548.49. If the project is funded at the same level and the
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project reaches its projected goal of 300 clients for FY 1983-84, the cost
unty
I ,;_ per participant to the City would be $248.65. Although the agency has not
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applied for additional funds for the Armonia Project, it did request $43,580
enta-
from United Way to fund the "Entre-iguales" project. However, this request
was denied. The "Entre-iguales" is a peer -to -peer counseling program which seeks
to prevent delinquent behavior among youth. The Law Enforcement Assistance Ad-
ministration funded the project in 1981-82.
ate of
' ' V. RECOMMENDATION:
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Aspira's Armonia Project is not recommended for refunding. From the time that
Aspira of Florida, Inc. implemented its Armonia Project, the project has con-
sistently operated below the required performance levels specified in the
agency's contract with the City of Miami.
-_"
Aspira clubs have been organized slowly and participants do not appear to
actively participate in the clubs. One of the project's objectives, the devel-
,.":,::
opment of a club of drop -outs, never materialized.
'==
Due to a lack of interest and of participants, periodic reviews of client files
-"=
reflect limited encounters between staff and participants, and few activities/
services provided by project staff.
Another important factor is that Aspira is duplicating services provided by
the Dade County Public Schools guidance counselors at the specific schools in
which they are operating. Services such as college admission counseling, finan-
cial aid counseling, and vocational career counseling are currently provided on
an individual and group basis at local senior high schools. In addition, pro-
grams such as "career week" in the schools provide students with additional
career information. Local colleges and universities often recruit at senior
high schools and provide students with general educational information. 84-9
is -18-
ASPIRA OF FLORIDA
BUDGET SUMMARY
Ulh tK JUUKUt.)
F.R.S. Request - $74,594
OTAL PROJECT FUNDING ALL SOURCES: $74,594
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II.
Existing
ASSOCIATION FOR THE USEFUL ACED, INC.
(LOS VIEJOS UTILES)
I. Agency: Assc.-'ation for the Useful Aged 970 S. W. 1st Street.
Director: Dr. Justo Regalado
Chairman: Dr. Quiterio Fernandes
Target Area: Little Havana
Existing FRS Funding: $ 0 Recommended FRS Fundina: $4,010
Requested FRS Funding: $4,010
II. PROJECT DESCRIPTION:
Los Viejos Utiles provides community information, education, limited
transportation, health support, casework services, foodbank, and group
therapy to elderly City of Miami, Little Havana target area residents.
The agency operates out of the Little Havana Community Center between
the hours of 8:30 a.m. - 5:00 p.m.
Educational classes include: English, citizenship, sewing and flower
�I making. Blood pressure screening is provided on a daily basis and
podiatry care is available Wednesday afternoons. Casework services
?' are provided to help resolve client problems. In addition, a volunteer
rt psychologist/gerontologist conducts a group session each Tuesday after-
noon to help meet the psychological needs of the community. Los Viejos
also participates in the Food Bank. The agency picks up surplus foods
at a discounted price and distributes these foods to program clients
a minimum of two times per month.
e Los Viejos Utiles has established linkages with Miami Dade Community
College, Daily Bread Food Bank, Food Stamps, Action Community Center
and the Dade County School System. Little Havana Activities and
-------- Nutrition Center also provides project clients 25 meals per day funded
by the City of Miami).
III. PROJECT ANALYSIS:
_ Los Viejos Utiles was incorporated by the State of Florida in 1971. The
agency received a $5,000 allocation of Federal Revenue Sharing funds in
1979-80. City Community Development funds have been provided since the
5th Community Development Year.
Los Viejos is required to provide services to 1,100 clients. Based on
staff monitoring reports, approximately 1,750 persons were served during
the past year. Project staff is dedicated and committed to meeting the
needs of their clients. The City's interaction with the agency has been
one of a positive nature.
Agency employees' cars had been used to pick up foods. However, Maroone
Ford has donated a van for this purpose.
-20
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The agency has only one (1) staff member under the age of 60. Federal
Revenue Sharing funds would enable the Agency to hire a younger driver
to move heavy items (which includes crates and boxes) distributed
through the Food Bank.
IV. BUDGET ANALYSIS:
Los Viejos Utiles operates with a total budget of $95,731. City of
Miami 9th Year Community Development funds represent $36,300 of that
total. Other sources of funding include: Senior Community Service
Employment, Asociacion Pro -Personas Mayores, and donations.
The Agency has requested $4,010 of Federal Revenue Sharing funds. These
funds would be used to hire a part-time driver to pick-up food stuffs
from the Food Bank.
Cost per client/per year, based on 1982-83 performance, totals approximately
$55, of which $23 would be the City Cost.
V. RECOMMENDATION:
During FY'82-83, the City Commission allocated $3,471 to this Agency
through Motion 83-515. A portion of this allocation, $971 has been
allocated through the General Fund. It is recommended that the balance
of $2,500 plus an additional $1,510 be allocated to Los Viejos, bringing
the total Federal Revenue Sharing recommendation to $4,010 for the pur-
pose of hiring a part-time driver.
-21-
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LOS
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LOS VIEJOS UTILES
BUDGET SHMMARY
CITY OTHER SOURCES
F.R.S. Request - $ 4,010 Donations - $14,460
C.D. - $36,300
General Fund - $ 971
-------------------------------------------------------------------------------------
TOTAL PROJECT FUNDING ALL SOURCES: $55,741
TOTAL AGENCY FUNDING: $55,741
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-22- 94-9
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Existing
COCONUT GROVE FAMILY CLINIC
V.
I. Agency: Coconut Grove Family Clinic, Inc., 3230 Hibiscus Street
Agency Director: Caleb Davis
Board Chairman: Leon Robinson
Target Area: Coconut Grove
Existing FRS Funding: $32,692 Recommended FRS Funding: $35,307
Requested FRS Funding: $34,422
II. PROJECT DESCRIPTION:
The Coconut Grove Family Clinic provides outpatient medical, dental and
family planning services to Dade County residents. Primary medical care
includes examination, diagnosis and provision of a treatment plan. This
includes the areas of general family practice, pediatrics, obstetrics/
gynecology, and preventative care. Dental care includes: examination,
diagnosis, and treatment of routine dental problems. It also includes
restoration of repairable teeth, extraction, and instruction in proper
oral hygiene.
/
Family planning services are provided on an as -needed basis and '
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assist in educating and instructing clients in methods of birth control.
v,
Services are provided by a physician and/or family planning counselor/
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nurse. Each client is assessed a service fee based upon his/her ability
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to pay and in accordance with a sliding fee scale. Days and hours of
operation are Monday through Friday from 8:30 a.m. to 5:30 p.m. (excluding
holidays).
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III. PROJECT ANALYSIS:
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The agency has been providing services since 1973. It is expected to
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serve 1,750 unduplicated Dade County residents, with a minimum of 50c'
of the total clientele residing in the Coconut Grove target area.
During FY82-83, the agency served a total of over 2,600 unduplicated
clients, with 46"', of these clients residing in Coconut Grove.
This program has received F.R.S. funds since FY 1982-83, and has met
City requirements as stipulated in the work program. The Coconut Grove
Family Clinic is providing a much needed service to the community.
IV. BUDGET ANALYSIS:
F.R.S. funds provide 6`0 ($34,422) of the agency's total budget of $535,887
The agency also receives funds from Dade County, United Way, Health and
Human Services, fees and donations. F.R.S. funds are requested to continue
these valuable services. The request of funds from United Way is still :.-
4
pending. The agency first received funds from the City through Community
Development Program in 1978. F.R.S. funding were allocated to supplement
Community Development funding which was reduced in 1982.
-23-
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COCONUT GROVE FAMILY CLINIC
CITY
F.R.S. Request - $54,161
C.D. - $34,422
BUDGET SUMMARY
OTHER SOURCES
Program Income - $ 94,147
United Way - $ 72,316
Dade County - $184,082
Family Health Care - $153,364
------------------------------------------------------------------------------------
TOTAL PROJECT FUNDING ALL SOURCES: $592,492
TOTAL AGENCY FUNDING: $592,492
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COCONUT GROVE F91ILY DAY CARE PROGRAM
I. Agency: St. Alban's Day Nursery, Inc., 3465 Brooker Street.
Director: Sallie M. Walker
Board Chairman: Rudy Williams
Target Area: Coconut Grove
Existing FRS Funding: 568,204
Requested FRS Funding: $68,204
II. PROJECT DESCRIPTION:
Existing
Recommended FRS Funding: 575,660
Program provides supervised care, meals, recreation and enrichment op-
portunities to 125 unduplicated children per year between the ages of
6 weeks to 3 years, who live within Dade County. The program operates
5 days per week, Monday through Friday, 7:00 a.m. to 6:00 p.m. (ex-
cluding holidays).
This is a unique child care program in that the agency contracts with
24 fulltime and one substitute family day care homes to provide ser-
vices to small groupsof children instead of in a traditional center set-
ting. Twenty-four (24) homes are located in Coconut Grove, the other
is outside the City. No more than five (5) children are placed in any
one home, and children are supervised at all times. To insure that each
family day care mother is operating according to schedule, the agency
utilizes its staff of social workers to visit each family day care home
daily. The agency's nutritionist prepares a daily menu plan which is
submitted to each family day care mother for meals preparation and ser-
vice, to insure that State of Florida standards are met.
III. PROJECT ANALYSIS:
St. Alban's has been receiving City FRS funds since FY 1974-75. This
program has been very successful, and has provided quality day care
services to community residents. The agency also operates a congregate
program for children, ages 3-6.
The agency is expected to serve a minimum of 125 children. Currently,
the agency has served an unduplicated total of 138 children, with an
average daily attendance of 110, thus surpassing present contractual
requirements. The agency also has a waiting list of persons requesting
to enter the program.
IV. BUDGET ANALYSIS:
The agency's total projected budget is S828,848 for FY 1983-84 of which
$253,575 is for the Family Day Care Project. The agency receives funds
from City FRS, Title XX, United Way, Head Start, and the Foods Program.
The agency is requesting
The total projectes cost
$68,204 in FRS
per child on a
funds for FY
yearly basis
1983-84.
is $2,305.22. The
City's cost per client on
a yearly
basis
is $620.04.
-26-
V. RECOMMENDATION:
Based on agency's past performance and the need for these services,
continued funding is recommended with an 8% increase over the existing
funding level to $75,660.
-27-
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ST. ALBAN'S DAY CARE CENTER
CITY
F.R.S. Request - $68,204
BUDGET SUMMARY
OTHER SOURCES
Project
Title XX -
$167,040
Fees -
$ 18,331
Agency
Fees -
$ 25,428
Title XX -
$137,904
United Way -
$ 64,169
Headstart -
$154,052
Food Program-
$193,721
- - - - - - - - - - - -'- - - - - - - - - - - - - - - - - - - -'---------------------------------------------
TOTAL PROJECT FUNDING ALL SOURCES: $253,575
TOTAL AGENCY FUNDING: $828,848
I
i
-28-
Existing
DOUGLAS GARDENS CITY OF MIAMI SENIOR ADULT DAY CARE CENTER
I. Agency: Mia - Jewish Home and Hospital for the Aged, Inca 151 N. E. 52 Street.
Director: ! D. Hirt
Board Chairp-erson: Irving Cypen
Target Area: Citywide
Existing FRS Funding: $108,465
Requested FRS Funding: $108,465
II. PROJECT DESCRIPTION:
Recommended FRS Funding: $117,142
The project provides a comprehensive program of supervised medical, mental
health, recreational, nutritional, transportation, and social services to
City of Miami residents, age 60 and older. Days and hours of operation are
Monday through Friday, from 8:00 a.m. through 4:00 p.m.
Direct services provided to clients are as follows:
1) Meals - Project provides daily on -site luncheon meals to client. Two
daily snacks are also provided.
2) Counseling Services - Counseling may be provided on an individual and/or
group basis.
3) Education - All classes are conducted by an instructor supplied gratis
by Miami Dade Community College and/or other educational
institutions.
4) Recreational and Leisure Time Activities - Arts and crafts, dance,
singing, games, movies, discussion groups, book reviews, birthday
parties, exercise groups, field trips to local places of interest,
variety shows and plays.
5) Transportation - Services are provided to clients on an as -needed basis
for medical/dental appointments, government services, (non -
rehabilitative), shopping (food, clothes, etc.), recreational/
social, rehabilitation (non -medical) trips, home.
The agency maintains linkages with Miami Dade Adult Outreach Program, English
Center and the Board of Education by providing clients with varied educational
services.
Inforn;ation and referral are provided to clients to agencies such as: Meals
on Wheels, New Horizon Medical and Mental Health, Food Stamp office, HUD and
Jewish Vocational Services.
The project is designed to offer an alternative to institutional care while
enhancing the psychological functioning, health, and independent living skills
of the eligible participants.
-29-
IL
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IV.
ing
Street. III. PROJECT ANALYSIS:
The Miami Jewish Home and Hospital for the Aged provides comprehensive and
coordinated geriatric programs for Dade County residents. Among these are
the Douglas Gardens Senior Adult Day Center which started January 6, 1975,
and first received FRS funding in fiscal year 1976-77.
,C
The agency provides Adult Day Care and a hot meals program on a Citywide
basis for City residents.
For FY 1982-83, the agency has served a total of 100 unduplicated clients
out of which 90 were City residents and has maintained an average daily
attendance of 31. The project has been operating an excellent Senior
Adult Day Care Center since its onset.
IV. BUDGET ANALYSIS:
The Miami Jewish Home and Hospital for the Aged has a total budget of
$24,656,606. The agency receives funds from the following: Greater
Miami Jewish Federation, United Way of Dade County, Dade -Monroe County
Mental Health Board (federal and state funds), Community Care for the
��-
Elderly Act, Area Agency on Aging, Department of Health and Human
Services (State of Florida), National Institute on Aging, South
Florida Employment and Training Consortium.
Is
The agency has various program services for the elderly, including:
Irving Cypen Tower, Channeling Demonstration Project, Douglas Gardens
Community Mental Health Center and Community Care Adult Day Center.
-est
_erest ,
The project funding request of $108,465 compromises 61Z of the total
project budget of $179,145. Other funds to be used are $60,000 in
donations and $10,680 in fees.
psis
Based on total clients served, the project's total budget cost per
7/
participant on a yearly basis is $1,791;per person per day is $23.30.
The City cost per client on a yearly basis is $1,085; per person per
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day is $14.11.
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V. RECOMMENDATION:
Continued funding is recommended with an 8% increase over the existing
in
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funding level to $117,142.
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MIAMI JEWISH HOME AND HOSPITAL FOR THE AGED - DOUGLAS GARDENS
CITY
Project
F.R.S. Request - $108,465
BUDGET SUMMARY
OTHER SOURCES
Project
Fees - $10,680
Donations - $60,000
Agency* See pages 32 to 34
---------------------------------------- •••------------------------------------------
TOTAL PROJECT FUNDING ALL SOURCES:
TOTAL AGENCY FUNDING:
* Agency funding is listed by projects operated by the Miami Jewish Home and
Hospital for the Aged, not by funding sources. These sources include: The
Greater Miami Jewish Federation, United Way, Dade -Monroe County Mental Health
Board, Community Care for, the Elderly Act, Area Agency on Aging, Department
of Health and Human Services, National Institute on Aging, and C.E.T.A.
-31- .
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Page 1 of 3 Pages MIAMI JEWISH HOME AND HOSPITAL FOR THE AGED, INC. October 10, 1983
1984 PROGRAM SERVICES FOR THE ELDERLY
FUNDING
FISCAL YEAR TOTAL FEES FOR OTHER DEFICIT NOTE 0
FUNDING/PROJECT DESCRIPTION FROM TO BUDGET SERVICES INCOME ALLOCATION On Page 3
Current Operating Fund Operates Nursing Home - Hospital - Adult 7/01/83 6/30/84 $10,012,335 $7,544,300 $1,486,035 $982,000 1
Care living facility (376 total beds)
Mental Health Program - Comprehensive Mental Health Services 7/01/83 6/30/84 459,641 81,247 81,921 296,473 2
Main for persons 50 years plus in an out-
patient basis at N.E. location
Douglas Gardens Sr. Provides day care, daily meals and 7/01/83 6/30/84 179,145• 10,680 60,000 108,465 3
Adult Day Center social services to the elderly at
the Legion Memorial Park
Stein (Douglas Gardens) Research, training and planning 7/01/83 6/30/84 199,400•• 37,752 86,548 75,100 4
Gerontological Institute related to the care of the elderly
Community Care Adult Another Day Care Center providing 7/01/83 6/30/84 225,160 947 28,721 195,492 5
Day Center transportation, daily meals and
social services
Nurse Training Special Provides training programs to up- 7/01/83 6/30/84 23,200•• 23,200 6
Project grade the skills of nursing home &
hospital staffs in Dade County
Douglas Gardens Com- A comprehensive community mental 7/01/83 6/30/84 1,137,833 75,913 165,009 896,911 7
munity Mental Health health center for the Miami Beach,
Center Bal Harbor, Bay Harbor Islands and
Surfside areas in a joint venture
with other agencies.
• The budget shows figures as submitted to Grantor(s), but has not been officially approved as of this date.
•• Estimated based on 1983 actual
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S3Iuvwwns 11901 SN0IJV3I1ddtl •S-H-3 M3N
PREVIOUSLY FUNDED
F.R.S. APPLICATIONS \
Page 2 of 3 Pages MIAMI JEWISH 11014E AND HOSPITAL FOR THE AGED, INC. October 10, 1983
1984 PROGRAM SERVICES FOR THE ELDERLY
FUNDING
FISCAL YEAR TOTAL FEES FOR OTHER DEFIc'1,P NOTE N
FUNDING/PROJECT
DESCRIPTION FROM TO BUDGET SERVICES INCOME A1.1. N Ott Page 3
Irving Cypen Tower A congregate living facility with 7/01/83 6/30/84 $ 940,400* $ 830,000 $ 110,400 8
102 apartments, including a com-
plete service package to all
tenants
Clianneling Demonstra- One of 10 project sites in the nation 10/1/83 9/30/84 552,782 552,782 9
tion Project to develop a network of a wide range
of services to the elderly. The
demonstration project began in May,
1982.
Bereavement A 3-year study on the bereavement 8/l/83 7/31/84 147,640 7,382 140,258 10
patterns in the elderly approved by
National Institute on Aging.
Health and Functioning A 3-year study recently funded by the 9/01/83 8/31/84 87,038 4,352 82,686 10
of Relocated Long Term National Institute on Aging to research
Care Aged the effects of relocation and environ-
ment change on residents in a long term
care facility.
Entrant Vocational A 12-month subcontract with the 7/01/83 6/30/84 57,625 57,625 11
Training Program University of Miami to train students
to become geriatric nurses aides
TOTALS .............$14,0® $8,60�4�039 $2,030,368 $3,38� 7�792
* Estimated based on 1983 actual. Budget to be revised.
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Page 3 of 3 Pages
NOTES #
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3
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5
6
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8
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10
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MIAMI JEWISH HOME AND HOSPITAL FOR TH.'. AGED, INC.
1984 PROGRAM SERVICES FOR THE ELDERLY
NOTES ON FUNDING
October 10, 1983
Deficit is covered by Greater Miami Jewish Federation and United way of Dade County. South Broward Federation is included as "Other Income"
Grant and Aid - of Federal 6 State Funds - received via Dade -Monroe County Mental Health Board. Matching formula is 75% - 25k.
The City of Miami will provide deficit allocation in cash.
Contracts for evaluation research and training with various private and governmental entities. Amounts shown reflect only operating budget.
Through the initiative and efforts of the Institute, the Home has secured grants and contracts for Channeling, Bereavement, Relocation,
Entrant Vocational Training Program, which are shown under separate lines, and various management consultant grants and fees. Deficit allo-
cation to be covered with prior years fund balance.
Under the Community Care for the Elderly Act, administered by United Home Care Services, Inc. and the Area Agency on Aging, we expect to
receive $195,492. Required match will be $21,721.
This program was initiated under a federal grant and has continued on the basis of fees for services and contributions.
The CMHC was initiated under the Community Mental Health Center Operations Grant awarded by the Department of Health and Human Services. At
the present time is receiving $591,034 block grant funds administered by the State of Florida and $305,877 awarded by Dade -Monroe Mental Health
Board. It also receives $38,500 from Greater Miami Jewish Federation plus other private and governmental sources shown under "Other Income".
This facility is operating at full capacity and it is self supporting.
This federal grant was awarded by the U.S. Department of Health and Human Services through the State of Florida. Amount listed reflects
operational expense dollars only. It does not include service dollars estimated at $3 million for which the program serves as a conduit
for federal and state government.
The total deficit allocation will be covered by federal grant through the National Institute on Aging. Our in kind match is 51.
The total deficit allocation will be covered by the South Florida Employment and Training Consortium through a direct contract with the
University of Miami.
SUMMS S 139al SN0I1V311ddtl 'S'S-3 M3N
Existing
FIRST UNITED METHODIST CHURCH OF MIAMI, INC.
I. Agency: odist Community Center - Downtown Hot Meals
--".)gram for the Elderly., 400 Biscayne Boulevard.
Program Director: Anatolia Ferro
Board Chariman: Rosemary L. McKie
Target Area: Downtown
Existing FRS Funding: $10,312 Recommended FRS Funding: $11,137
Requested FRS Funding: $10,312
II. PROJECT DESCRIPTION:
This program provides hot meals, recreation, education, counseling and health
support activities to a minimum of 550 unduplicated elderly Dade County
residents.
The program operates from 8:00 a.m. to 3:00 p.m., Monday through Thursday and
Saturday. Services provided by the program are: '
1) Meals - On an average daily basis, the program provides 170 meals. All
meals are prepared on -site by program staff.
2) Nutrition Instruction - These services are provided by a nutritionist
from Miami Dade Community College (M.D.C.C.) on an as -needed
basis. This instruction includes: films, lectures, and dietary
advice. Classes are held on Saturdays, 10:30 a.m. - 11:30 a.m.
twice per month.
3) American History Class - Class is provided by a member of the church
teaching staff at no cost to the program, on Thursdays, 11:00 a.m. -
11:30 a.m.
4) Blood Pressure Check - This service is provided by a volunteer registered
nurse every Monday.
5) Recreational Activities - Including exercise, films, bingo, singing, music,
indoor games, and arts and crafts are provided at various times.
6) Counseling Activities - Provided by social workers from the City funded
Operation Mainstream of the United Family Children's Services, Tuesday
and Thursday, 10:00 a.m. - 11:00 a.m.
-35-
IV
V.
ng
4W III. PROJECT ANALYSIS:
This agency has received City F.R.S. funds since FY 1975-76. The project
has operated effectively and provides a substantial number of services with
the funds provided by the City.
The agency is required to serve 550 unduplicated persons per year, with an
average daily attendance of 110. During FY 1982-83, F.U.M.C. served an
unduplicated total of 558 clients, with an average daily attendance of 170.
45`, of all persons served must come from the Downtown target area. During
FY 1982-83, 41" of the agency's total clientele were residents of the
Downtown targer area. Program daily participation has constantly increased
on a quarterly basis and there is a dire need for these services in the
Downtown area. -
IV. BUDGET ANALYSIS:
The Program has a total budget of $94,893, of which 11" ($10,312) comes
from City F.R.S. funds. The agency receives additional funds from Senior
Centers of Dade County, the Methodist Community Center and U.S. Department
of Agriculture Food Commodities.
Based on 252 program days, the total daily cost per client is 52.21. The
City's daily cost per client is 50.24.
1� V. RECOMMENDATION:
For the vast services provided to the clients, this is a very cost/efficient
iC-
OL
and successful program.
Continued funding is recommended for this program at a level of $11,137,
which reflects an 8So' increase over the existing funding level.
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-36- 84-9 N
FIRST UNITED METHODIST CHURCH
BUDGET SUMMARY
CITY OTHER SOURCES
F.R.S. Request - $10,312 Senior Centers Request - $61,750
Methodist Community Center - $ 2,500
H.R.S. Food Commodities - $20,331
------------------------------------------ I ---------------------------------------------
TOTAL PROJECT FUNDING ALL SOURCES: $94,893
� TOTAL AGENCY FUNDING: $
94 893
v
II.
Existing
HAITIAN SOCIAL SERVICE PROGRAM
I. Agency: Haitian -American Community Association of Dade County (H.A.C.A.D.)
Director: Roger E. Biamby 5901-5911 N.W. 2 Ave.
Board Chairman: Henry Marcellus
Target Area: Edison Little River
Existing FRS Funding: $141,810 Recommended FRS Funding: $153,155
Requested FRS Funding: $141,810
I� II. PROJECT DESCRIPTION:
The project provides housing -related legal assistance, and emergency food
I and shelter to low -to -moderate income Haitian immigrants residing in the
City of Miami Edison Little River target area. Hours and days of operation
are from 8:30 a.m. through 5:00_p.m., Monday through Friday.
i
The project provides the following services:
i
I ) 1) Emergency housing - The project provides basic housing costs to Haitian
II immigrants in need of temporary shelter. The project provides either
basic housing cost (rent, electricity and water) for a period of time not
to exceed one month, or a maximum of two weeks' shelter in a hotel.
i
2) Emergency food - This service component of the project is divided into the
following three categories:
a) Bulk food - The agency purchases food in bulk from a private wholesaler
and the Daily Bread Community Food Bank, Inc. Items for distribution
are rice, dried foods, non-perishable items which can be consumed
without cooking, and baby formula/food.
b) Restaurant - The agency has an agreement with Le Petit Poisson to
pro-m
vide meals to eligible clients at half the regular price. W-1
c) Voucher System - Eligible clients are given a voucher which may be
redeemed at the approved grocery store for food purchases limited to N
items identified by the agency.
i v
3) Legal services - Two full-time attorneys provide housing -related legal
services. v
The agency maintains linkages with the following agencies: z
N
1) Project reports housing code violations to Dade County HUD.
2) Information and referral services are provided to the Food Stamp offices. v
m
3) Landlord/tenant disputes are sometimes settled by the Dade County Courts
(Civil Division) as a result of action taken by the agency. 3
ic
bi4-9 m
-3c'- cn
III. PROJECT ANALY:IS:
The Haitian ?rican Community Association of Dade County, Inc. operates a
program off_ .-,a diversified social services to Haitian immigrants residing
in Dade Cou;- The agency was incorporated in 1975. City of Miami FRS fund-
ing has beer -anted to the agency to operate the Haitian Social Service pro-
gram since r ;;.al year 1981-82.
The project provides the only existing housing -related legal assistance and
emergency food and shelter services for Haitian immigrants.
Based on staff's nine -month assessment, H.A.C.A.D. has provided services to
1,452 unduplicated clients. The project is providing excellent services to
the Haitian community of the City of Miami.
IV. BUDGET ANALYSIS:
The Haitian -American Community Association of Dade County has a total budget
of $1,031,183. Non -City funds are currently used to provide general social
services to Haitian immigrants, including vocational training, employment
counseling, English as a Second Language (ESOL) class, counseling services,
transportation services (bus pass), information, referral and translation.
The Agency is currently receiving additional funds from Health and Rehabili-
tative Services, the Spanish-American League Against Discrimination, United
Way, Jobs Training Partnership Act, South Florida Employment and Training
Consortium, Church World Services and Florida Bar Foundation.
The budget request of $141,810 is to operate the Haitian Social Service
program. 39 of the total budget is directed for emergency food, 1411, to
emergency shelter, and 38°0 to legal services. Based on the total number
of clients served, the City cost per client is $97.67.
V. RECOMMENDATION:
Continued funding is recommended with an 8 increase over the existing
funding level to $153,155.
-39-
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10
0
HAITIAN-AMERICAN COMMUNITY ASSOCIATION OF DADE COUNTY
BUDGET SUMMARY
fCITY OTHER SOURCES
Project
Project : 0
F.R.S. Request -
$141,810
Agency
Health, Rehabilitative Services
- $110,000
Agency
Spanish American League
- $ 16,841
Entrant Assistance -
$102,000
against Discrimination
Church World Services
- $ 53,257
Manpower -
$110,000
Florida Bar
- $ 4,000
United Way
- $ 35,000
Dade County
- $ 12,500
C.E.T.A.
- $436,175
Contributions
- $ 9,600
Z
--------------------------------------------------------------------------------------
rn
TOTAL PROJECT FUNDING
ALL SOURCES:
$141,810
N
TOTAL AGENCY FUNDING:
$1,031,183
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-40-
Existing
J.E.S.C.A. - MULTI-PURPUSE CENTERS FOR THE ELDERLY
I. Agency: James E. Scott Community Association, Inc. (JESCA), 2400 N.W. 54 St.
Executive Director: Archie Hardwick
Board Chairperson: Glenda C. Harris
Target Area: Citywide
Existing FRS Funding: $35,541
Requested FRS Funding: $39,541
1I. PROJECT DESCRIPTION:
Recommended FRS Funding: $39,541
J.E.S.C.A. provides recreation, meals, education, transportation and/or other
supportive services to a combined minimum of 750 unduplicated elderly Dade
County residents.
Services are provided at the following sites:
1) Coconut Grove (Stirrup) - Services are provided to 95 persons on an
average daily basis.
2) Overtown - Services are provided to 55 persons on an average daily basis.
3) Neighborhood Family Services at Northside Shopping Center - A minimum of
o
65 persons are served on an average daily basis.
n
4) Mildred and Claude Pepper Towers in Model City - A minimum of 150 persons
LL-
J
are served on an average daily basis.
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A nutritionally -sound luncheon meal is provided to an eligible person at the
o
congregate meal Cite or delivered to their home.
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The agency also provides nutrition education, wherein formal or informal train-
ing is designed to provide information relative to the nutritional benefit of
the client. Basic foods for congregate and homebound meals are provided by
Dietcraft, Inc. Meals are prepared at the Pepper Towers site and catered
from there to appropriate sites. Services are provided Monday through Friday,
between 8:30 a.m. and 4:30 p.m.
III. PROJECT ANALYSIS:
J.E.S.C.A. provides a diversity of social service programs, including voca-
tional, mental health, legal, child care, environmental, crime prevention, and
elderly multiple services. In fiscal year 1982-83, City FRS funds were utilized
as a cash match to acquire additional Title II-C funds to provide meals at four
centers.
J.E.S.C.A. is contractually required to serve 750 elderly persons and provide
115,385 meals. During FY 1982-83,108,4bl meals were provided to 1,064
unduplicated clients. While this reflects 94',') of the required number of meals,
it is nonetheless a significant number of meals provided (433 on a daily basis),
particularly in light of the City's contribution of only $35,541.
-41-
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St.
9.541
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and
tilized
t four
vide
meals,
basis),
IV. BUDGET ANALYSIS:
City FRS fur:- represent 6% of the agency's total budget for elderly services,
which is $3 340. The total agency budget is $5,345,102. The City also
allocates c M of Community Development funds for the project. Both City
sources of -.-,ling are used as a local match to attract Title III-C funds for
the specific crovision of congregate meals, outreach, nutrition education and
homebound meals. Other funding sources include: Areawide Agency on Aging,
United Home Care and donations. based on an average of 433 clients served
on a daily basis, the total daily cost per participant is $3.09.
J.E.S.C.A. has traditionally requested City funds for the purchase of raw
food. However, for FY 1983-84, the agency has requested a one-time allocation
of $4,000 to purchase a 1981 ten -passenger mini -bus under Florida's Department
of Transportation (DOT) 16 (b) (2) program. The $4,000 represents a 20°0' local
match. Through this DOT program, private non-profit agencies are eligible to
purchase vehicles from the State. The bus would provide transportation services
for elderly participants of the J.E.S.C.A. multi -purpose centers.
V. RECOMMENDATION:
Hot meal programs have been given a top priority by the City
is recommended that FRS funding for this project continue at
$$35,541, and that an additional allocation of $4,000 be made o
basis to purchase the mini -bus, to bring the total allocation
Commission. It
the existing
n a one-time
to $39,541.
84--9
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CL LA.
JAMES E. SCOTT COMMUNITY ASSOCIATION
CITY
F.R.S. Request - $39,541
C.D. - $25,000
BUDGET SUMMARY
OTHER SOURCES
Areawide Agency on Aging - $288,653
Request
United Home Care Request - $ 13,579
United Home Care - $ 33,588
Contributions - $ 27,723
---------------------- --------------------- --------------------------------------------
TOTAL PROJECT FUNDING ALL SOURCES: $428,084
TOTAL AGENCY FUNDING: $428,084
u
6,
IV.
Existing
A�
LITTLE HAVANA ACTIVITIES AND NUTRITION CENTERS OF
DADE COUNTY, INC.
PETER'S PLAZA/INDUSTRIAL HOME FOR THE BLIND
GERIATRIC NUTRITION PROGRAM
I. Agency: Little Havana Activities and Nutrition Centers of Dade County, Inc.
Director: Josefina Carbonell 191 N.E. 75 St.
Board Chairman: Wilfredo Gort
Target Area: Edison Little River and Little Havana
-- - Existing FRS Funding: $99,812 Recommended FRS Funding: $107,797
Requested FRS Funding: $109,974
II. PROJECT_ DESCRIPTION:
The Little Havana Activities Center of Dade County's Peter's Plaza Program
provides multiple social services for the elderly. A full range of acti-
vities for the elderly is provided at the Peter's Plaza site in Edison
Little River. Only meals are provided, with F.R.S. funds, for participants
at the Industrial Home for the Blind in Little Havana.
The Peter's Plaza site provides a wide range of services for the elderly,
including: hot meals, counseling, education, nutrition education, shopping
assistance, health support, information/referral, outreach, recreation and
transportation. It also provides basic service needs of the elderly while
emphasizing the importance of self esteem and a continuing zest of life.
Operating hours are from 8:00 a.m. - 5:00 p.m. Monday - Friday.
III. PROJECT ANALYSIS:
Little Havana Activities and Nutrition Centers of Dade County provides a wide
` range of social services, primarily focusing on the elderly. Eleven (11) ,z
---- activity centers are operated throughout the County.
Among the geriatric nutrition projects operated by the agency is the Peter's
Plaza site at 191 N.E. 75 Street. This project provides services to ap-
proximately 300 persons. A combined average of 127 meals are provided with v
F.R.S. funds on a daily basis at both the Peter's Plaza site and the Industrial
Home for the Blind. 91'/J' of the participants served at the Peter's Plaza site r4
are City of Miami residents. The project has consistently met the needs of v
the elderly and successfully met its contractual requirements. C1
0
z
IV. BUDGET ANALYSIS: `n
The agency as a whole has a total operating budget of $3,907,486. Funding
sources include: Title III, Community Care for the Elderly, City C.D., n
City C.D. Jobs Program, C.E.T.A., U.S. Department of Agriculture (USDA) and rn
New Orleans Resettlement. The agency has requested F.R.S. funds for three L,
projects. The chart on page 29 summarizes previous City allocations to these 3
A projects.
m
-44- 84-9 "'
City F.R.S. funds have supported this project since 1974-75. In FY 1982-83,
the City allocated $99,812 for the Peter's Plaza project. The agency has
requested $109,974 for 1983-84 from the City. This represents 74% of the
total project budget of $147,618. The remainder consists of $22,644 from
the U.S. Department of Agriculture (USDA) and $15,000 from donations. Included
in the request is $23,569 of indirect costs. These expenses have not pre-
viously been paid with City funds.
The average cost per client per day is $4.61, based on the projected budget
of $147,618 and an average daily attendance of 127.
V. RECOMMENDATION:
The Peter's Plaza/Industrial Home for the Blind Geriatric Nutrition project
has performed well and is recommended for continued funding at a level of
$107,797, which is an 8% increase over the 1982-83 allocation.
-45-
I.
3,
laded
Existing
,. LITTLE HAVANA ACTIVITIES AND NUTRITION CENTERS
OF DADE COUNTY, INC. - SAFEHOUSE
t
I. Agency: Li- 'e Havana Activities and Nutrition Centers of Dade County, Inc.
Director: J efina Carbonell 600 N.E. 1st Avenue
Board Chairperson: Wilfredo Gort
Target Area: Citywide
Existing FRS Funding: $79,301 Recommended FRS Funding: 569,818
Requested FRS Funding: $83,083
II. PROJECT DESCRIPTION:
The Safe [louse, located at 600 N.E. 1st Avenue, provides temporary live-in
facilities for a maximum of 20 persons on a daily basis. Other services
offered by the project include: meals, English classes, vocational training,
job counseling, referral, job placement and limited recreational activities.
The project operates 365 days per year, 24 hours per day. Breakfast, lunch,
and dinner are served daily at the facility. It is estimated that meals
would be provided at each sitting to between 10-15 individuals.
'I Other services provided to residents of the facility include: 1) English as
a Second Language classes --available through the Careers and Salsa II projects
operated by the agency; 2) Vocational Training --provided through the agency's
Careers project. (Training includes: auto mechanics, welding, commercial
radio/T.V. mechanics, T.V. production, para-legal, medical secretary and
dental assistant. Training is provided at Martin Technical College and Miami
Skills Center); 3) Job Referral and Counseling --available through Careers
project operated by the agency; and 4) Limited Recreation --conducted on site
during free time and p.m. hours (table games, movies, television, etc.).
III. PROJECT ANALYSIS:
The Safe House was established during FY 1982-83 to provide temporary shelter m
for homeless refugees. The facility maintains the capacity to house 20 resi- X:
dents on a daily basis. However, monitoring visits determined that an 7
average of 9 persons resided at the site on a daily basis. This low resident 70
rate is primarily because the facility required extensive repairs to meet ;^
building and zoning requirements. Renovations at the site were not completed a
until April 26, 1983. Obviously, this had a significant effect on the. agency's
ability to provide services. It is expected that the project should operate
at capacity now that building and zoning requirements have been satisfied. v
This project was originally funded on a one-time basis. However, the agency z
did not receive anticipated federal funding and the City provided additional N
funds to maintain the project.
v
m
LA
f 333
IV. BUDGET ANALYSIS:
i
The agency as .3 :•jhole has a total budget of nearly 4 million dollars. The
City of Miami -- sides funds for two multiple elderly service projects, a
vocational tra •-n? project and the Safe House. The agency has requested
F.R.S. funds ;, Three projects. The chart on page 29 summarizes previous
City allocaticll:._ to these projects.
In its 1983-84 funding request, a total of $83,083 is requested to operate
the Safe House through September 30, 1984. It should be noted that $13,265
is requested to cover indirect costs. The City is the only funding source
for this project. It should also be recognized that the F.R.S. request does not
include aline item for meals. Based on the agency's funding request of
$83,083 and a maximum number of 20 participants housed on a daily basis,
the average cost per client per day would be $11.38.
The Safe House project, which was established in FY 1982-83, received the
following City allocations for its first year of operation:
General Funds - $ 22,000 (a portion of the $91,000 allocation)
Federal Revenue Sharing - 79,301 (separate allocations of $69,250 and
$10,051)
Total $101,301
P' The original General Fund allocation of $22,000 was to provide funding for
0 o minor renovations and basic expenses of the Safe House until federal funds
,,,, would be available to continue the project.`
U However, the facility required extensive repairs to meet building and zoning
,. requirements. The City Commission allocated an additional $69,250 to cover
N a these costs and also continue the project.
O
�
C; When federal funds were not allocated for the project, the agency requested an
a a additional $150,000 from the City which it indicated would provide sufficient
CL funds to operate the Safe House and St. Dominic's elderly services program for
the period July 1, 1983 - June 30, 1984. The Commission approved the $150,000
allocation and 1982-83 F.R.S. funds were identified to cover the period
July 1 - September 30, 1983, and 1983-84 F.R.S. funds were to cover the period
October 1, 1983 - June 30, 1984. Therefore, $36,661 was provided from 1982-83
F.R.S. funds (with $10,051 allocated to the Safe House) and $113,339 was com-
mitted to 1983-84 F.R.S. funds.
V. RECOMMENDATION: Al
The City of Miami has committed a sizable investment to the Safe House during
FY 1982-83. While the project did not meet its contractual requirements,•this
was primarily due to the additional renovations required to bring the facility
up to code. It is recommended that funding for 1983-84 be continued at a level
of $69,818. It is further recommended that the agency aggressively seek alternate
funding sources to replace City funding at the conclusion of this contract period.
-47-
Existing
LITTLE HAVANA ACTIVITIES AND NUTRITION CENTERS OF
DADE COUNTY, INC.
ST. DOMINIC'S/LOS VIEJOS UTILES
I. Agency: Little Havana Activities and Nutrition Centers of Dade County
Director: Josefina Carbonell 5849 N.W. 7th St.
Board Chairman: Wilfredo Gort
Target Area: Citywide and Little Havana
' Existing FRS Funding: $26,610 Recommended FRS Funding: $92,585
`` not Requested FRS Funding: $114,614
II. PROJECT DESCRIPTION:
The St. Dominic's Gardens project provides multiple social services for the
elderly at 5849 N.W. 7th Street. A full range of activities are provided
at the St. Dominic's site while only meals (25 on a daily basis) are pro-
vided at the City funded (Community Development) Los Viejos Utiles project
in Little Havana.
St. Dominic's provides a variety of social services for the elderly, includ-
ing: hot meals, education, recreation, counseling, nutrition education,
shopping assistance, escort, health support, information/referral, outreach
and transportation. In addition to meeting the basic needs of the elderly
1�population of the area, the project is designed to improve self esteem by
J encouraging social interaction among the elderly. Operating hours are from
w
8:00 a.m. - 5:00 p.m., Monday through Friday.
r.
1 III. PROJECT ANALYSIS:
The Little Havana Activities Center operates a number of varied social ser-
e: Yr, vice programs. Primary emphasis is in the area of activity centers for the
elderly, but the Agency also operates a vocational training program and a
r�r 5 residential shelter. The Agency operates 11 activity centers for the elderly
r ��n throughout Dade County.
-d Among the geriatric projects funded by the Agency is the St. Dominic's pro-
-cr;
E2-E3 ject. The City first became involved at this site when 8th Year Community
co._ Development funds were provided ($25,000) to supplement existing services.
This was initially a one-time allocation, but the Agency was awarded ad-
ditional funds in 1982-83 to operate a major portion of the project.
The project is required to provide a combined total of 141 meals between
firing the St. Dominic's site and Los Viejos Utiles. Based on staff monitoring
,this activities through July 31, 139 meals have been provided on a daily basis
=ility and 222 unduplicated clients have received services. It is anticipated
level that the project will meet or surpass its service requirements by the end
alternate of the contract period.
ct period.
-48- 84-9
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IV. BUDGET ANALYSIS: '" M% 1_,,
The agency as a whole has a total budget of nearly four million dollars.
City funds support two multiple elderly services projects, a vocational
training project and a residential shelter facility. The agency has re-
quested F.R.S. funds for three projects. The chart on page 29 summarizes
previous City allocations to these projects.
In its 1983-84 F.R.S. funding request, $114,614 has been requested to operate
the St. Dominic's/Los Viejos Utiles project. It should be noted that $22,029
is requested to cover indirect costs. The $114,614 F.R.S. request represents
70% of the proposed budget of $162,972 (which includes the City's C.D. alloca-
tion). The average daily cost per client is $4.59 (of which the City cost
Funds Alloc
would be $3.23). The balance of funds for this project are from donations
and U.S. Department of Agriculture cash credits.
Federal Rev
During FY 1982-83, the St. Dominic's project received the following City.
10/1/82 -
allocations: ;;
Federal Rey
General Funds - $ 69,000 (a portion of the $91,000
3/18/83
General Funds allocation)
Federal Rey
Federal Revenue Sharing - 26,610 (for the period July 1 -
7/l/83 -
September 30, 1983)
Community Development - 25,000
Community
7/1/83 -
Ln
$120,610 f'
A=eneral Fu
________
_ 6/30/83
z¢
The original $69,000 allocation from General Funds was a portion of the
-- _--
$91,000 allocation which included partial funding for the Safe House. The
City Commission also approved an allocation of $150,000 to provide continued
Totals
N a
funding for both the St. Dominic's site and the Safe House for the period
a
July 1, 1983 - June 30, 1984. FY 1982-83 FRS funds were identified to cover
N
the period July 1 - September 30, 1983 and FY 1983-84 funds were identified
to cover the 9-month period commencing October 1, 1983 and ending June 30,
n-LL-
1984. Therefore, $36,661 was to be provided through FY 1982-83 FRS funds
(with $26,610 allocated for the St. Dominic's project) and $113,339 was com-
mitted through June 30, 1984 with 1983-84 FRS funds.
V. RECOMMENDATION:
The City Commission has continuously stressed that its top
is hot meals. The St. Dominic's/Los Viejos Utiles project
and has performed successfully in the past. Continued FRS
mended at a level of $92,585.
-49-
service priority
meets this need
funding is recom-
Existing
^(a to
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nts
t�ca-
ed
-er
-d
c-
iM,
LITTLE HAVANA ACTIVITIES AND NUTRITION
OF DADE COUNTY,
INC.
SUMMARY OF ALLOCATIONS
(THROUGH 9/30/83)
r
Project
Title
St. Dominic's/
Peters Plaza/
Funds Allocated
Los Viejos Utiles
Safehouse Industrial Home
Totals
Federal Revenue Sharing
10/l/82 - 9/30/83
$ 99,812
$ 99,812
Federal Revenue Sharing
3/18/83 - 9/30/83
$ 69,250
69,250
Federal Revenue Sharing
7/1/83 - 9/30/83
$ 26,610
10,051
36,661
Community Development
7/1/83 - 6/30/84
25,000
25,000
Ienerai Fund
6/30/83
69,000
22,000
91,000
" ' Totals
$120,610
$101,301 $99,812
$321,723
j" �"
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LITTLE HAVANA ACTIVITIES AND NUTRITION CENTERS OF DADE COUNTY
BUDGET SUMMARY
CITY
OTHER SOURCES
Peter's Plaza
Peter's Plaza
I
F.R.S. Request
- $109,974
USDA Cash Credit
$ 22,644
Safe House
Donations
$ 15,000
F.R.S. Request
- $ 83,083
Safe House
$ 0
St. Dominic's
St. Dominic's
F.R.S. Request
- $114,614
U.S.D.A. Cash Credit
$ 23,358
C.D.
- 25,000
Agency
Agency
F.R.S. Request
- $ 76,000
Title IIIB - $513,302
C.D. Jobs Bill
- $100,000
Title IIIC-1 $1,438,703
Title IIIC-2 $ 251,050
Community Care for the Elderly-$190,451
------------------------------------------New-Orleans
-Resettlement
---------$310,850
-$717,540
TOTAL PROJECT FUNDING
�--TT----
ALL SOURCES: Peter sEPlaza
- $147,618;
-
-
Safe
House -
--
TOTAL AGENCY FUNDING:
$3,991,569 St.
Dominic's - $152,972
ry
i
II.
Existing
MIAMI BRIDGE
I. Agency: Catholic Community Services, Inc., 1145 N. W. llth Street
Director: Dick Moran
Board Chairman: Archbishop Edward A. McCarthy
Target Area: Citywide
Existing FRS Funding: $13,719 Recommended FRS Funding: $14,817
Requested FRS Funding: $13,719
II. PROJECT DESCRIPTION:
The Miami Bridge provides temporary residential shelter, counseling,
I recreation and/or referral services to a minimum of 450 runaway and/or
pre -delinquent youths between the ages of 10 and 18. Limited transporta-
tion is also provided on an as -needed basis on behalf of the clients.
hc� The program operates 365 days per year, 24 hours per day. A contract
is signed with each child which outlines the child's privileges and rules
of stay while in the facility.
The following referral linkages are utilized by the project: State of
Florida, HRS, Dade County Dept. of Youth Services, Switchboard of Miami,
South Florida Youth Adult Program, Legal Aide, Jackson Memorial Hospital,
and/or Dade County Health Dept. and Catholic Community Services.
PROJECT ANALYSIS:
The agency has been receiving City FRS funds for this project since fiscal
year 1974-75. Past agency performance has shown that the program is suc-
cessful in providing valuable services to a great number of runaway youths.
During FY 1982-83, the agency was expected to have an average daily resi-
dence attendance of 20. The agency served a total of 565 persons, with the aver-
age daily residence attendance of 21. It should be noted that the average
length of stay has increased, particularly among pre -delinquent youth.
=-=---- These youth are experiencing a longer waiting period for placement in foster
--- homes and homes for dependent children.
IV. BUDGET ANALYSIS:
The total proposed budget for this program for FY 1983-84 is $389,018. The
agency is requesting $13,719 from City FRS funds. Hiami Bridge also receives
funds from Catholic Community Services, United Way, State of Florida Dept.
of Education, Archdiocese of Miami Subsidy, Dade County FRS, State of Florida
Health and Human Services, Runaway Supplement, Shelter Contract, D.H.H.S.-OYD
and donations.
The project's overall cost per day is $50.75, based on the average daily
attendance of 21.
c
rn
V. RECOMMENDATION:
The Miami Bridge has proven itself to be an outstanding service provider.
Continued funding is recommended with an 8o increase over the existing
funding level to $14,817.
0
-53-
C CS /'•1 I
F.R
CCS/MIAMI BRIDGE
RUDGFT SUMMARY
CITY
OTHER SOURCES
F.R.S. Request - $13,719 United Flay - $ 7,505
United flay Request - $ 22,516
State of F1. - $240,176
State of F1. - $ 71,102
Request
Donations - $ 2,000
County - $ 32,000
- - - - - - - - - - - - - - - - - - - --- - - - - - - - - - - - - - - - - - - - I - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
TOTAL PROJECT FUNDING ALL SOURCES: $389,018
TOTAL AGENCY FUNDING: $389,018
-54-
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Existing
N
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OVERTOWN DAY CARE AND NEIGHBORHOOD CENTER
I. Agency: Cathc' Community Services, Inc., 1401 N. Miami Avenue
Director: Andre Bony
Board Chairperson: Archbishop Edward A. McCarthy
Target Area: Citywide
Existing FRS Funding: $58,887 Recommended FRS Funding: $63,598
Requested FRS Funding: $58,887
II. PROJECT DESCRIPTION:
The program provides supervised care, meals, recreation and enrichment oppor-
tunities to at least 75 children between the ages of 21-, - 6 who live within
Dade County. Hours and days of operation are from 7:00 a.m. through 6:00 p.m.,
Moday through Friday.
All supervised activities, with the exception of supervided field trips, are
conducted at the Center's facilities located at 1401 North Miami Avenue. Each
child is placed in a specific class according to his/her age.
Each child is provided with breakfast and an afternoon snack. This Center
complies with all applicable child care standards (Chapter 1OC-10.02) esta-
blished in 1975, by the State of Florida, Department of Health and Rehabili-
tative Services.
III. PROJECT ANALYSIS:
The Overtown Day Care has received FRS funds since FY 1973-74. The agency
is contracted to serve at least 30:' of their total clientele from the Downtown
or Overtown target areas.
At present, based on a nine -month assessment, 31°; of the agency's total
clientele are residents of the Downtown or Overtown target areas. At least,
75 children are enrolled at all times. The agency has served, during FY 1982-83,
88 unduplicated children, with an average daily attendance of 68. It should be
noted also that this program has evolved into serving predominately the Haitian
population.
IV. BUDGET ANALYSIS:
For FY 1932-83, the agency has a total budget of $$266,831 for this project, of
which $58,887 (22;`) comes from FRS funds. FRS funds are requested for continued
operation of the program.
The agency's total cost per child on a yearly basis is $3,924, of which $866
is the City's cost.
-55-
A�
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P,
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19s2-s3,
uld be
ai ti an
=t, of
mtinued
-866
Additional funds for FY 1983-84 are being sought from United Way and Head Start.
At present, the agency is receiving funds from Food Service, Title XX, Title V,
Archdiocese of Hiami Subsidy, Dade Foundation, fees and donations.
V. RECOMMENDATION:
Based on the agency's performance and years of experience in the day care
field, continued funding is recommended with an 8", increase over the existing
funding level to $63,598.
-Fr-
84-9
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CCS/OVERTOWN DAY CARE
BUDGET SUMMARY
CITY OTHER SOURCES
F.R.S. Request - $58,887
United Way Request
- $ 7,500
Food Service Center
- $28,000
Title XX
- $44,631
Title V
- $30,610
Head Start
- $32,800
Archdiocese
- $65,000
Fees
- $12,180
Donations
- S 600
TOTAL PROJECT FUNDING ALL SOURCES: $280,208
TOTAL AGENCY FUNDING: $280,208
II.
III
I
REHABILITATION, EDUCATION AND RECREATION FOR THE BLIND
I. Agency: Industrial Home for the Blind , 970 S. W. 1st Street.
Director: Dr. Oscar D. Vidal
j Board Chairman: Alberto Quirantes
Target Area: Citywide
Existing F.R.S. Funding: $9,654
Requested F.R.S. Funding: $24,000
II. PROJECT DESCRIPTION:
Exi sting
Recommended FRS Funding: 510,426
Industrial Home for the Blind provides social, educational, recreational,
escort, and transportation services to blind Dade County residents.
Hot luncheon meals are also provided for thirty participants by the
Little Havana Activities and Nutrition Centers with F.R.S. funds
from the City.
Educational classes include: Braille, typing, English, geography, music,
crafts (macrame, weaving, sewing) and talking book/lecture sessions.
Transportation services are available for trips in the following catego-
ries: medical/dental, government services, shopping, recreation, and
return trips home.
The agency also assists blind clients in locating suitable housing ac-
commodations. This includes housing identification, referral, escort and
eventual placement.
The agency is located in the Little Havana Community Center and provides
services between 9:00 a.m. through 5:00 p.m.
III. PROJECT ANALYSIS:
Industrial Home for the Blind receives both City F.R.S. and Community
Development funds. Community Development funding began in the 5th Year
and Federal Revenue Sharing funding started in FY 1977-78.
Industrial Home for the Blind has consistently met its programmatic per-
formance requirements. Based on staff's 9 month performance assessment,
the agency has provided its services to 56 unduplicated blind persons
and has already achieved 91% of its service unit requirements in only
three quarters.
IV. BUDGET ANALYSIS:
The total agency budget for FY'82-83 is $146,728, of which the City pro-
vides $54,154 (370JI. Other sources of funding include the Lions Club,
donations/contributions, and proceeds from sales.
-58- 84-9
The F.R.S. funding request for 1983-84 has increased to $24,000. These '
funds are needed to replace funds that the agency anticipates losing in
donations and contributions. During FY'82-83, $39,002 was received for
this item. The agency is projecting $23,500 from this item for 1983-84,
a reduction of y15,502. Industrial Home for the Blind has not applied
for funds from additional funding sources. If the additional F.R.S.
funds are not provided, the agency would not be able to provide trans-
portation services for its clients.
Based on agency performance of serving 70 unduplicated clients in FY 182-83,
the cost oer client per year is $2,048. City cost for this project is $773.
V. RECOMMENDATIONS:
The City of Miami has demonstrated its commitment to the provision of
services for the blind by funding the Industrial Home for the Blind
since 1977-78. Continued funding is recommended at a level of $10,426.
This figure does not meet the agency's funding request, but it does re-
present an 8% increase over the FY'82-83 allocation. It is further =
recommended that the agency intensify its fund raising activities. If
fund raising efforts are unsuccessful, the agency should consider utilizing
the transportation services of Action Community Center.
to
I
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INDUST
F.;
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TO
INDUSTRIAL HWE FOR THE BLIND
BUDGET SUMMARY
CITY OTHER SOURCES
F.R.S. Request - $24,000
C.D. - $44,500
Lions' Club - $15,000
Donations - $23,500
Sales - S 81000
---------------------------------------------------------------------------------------
TOTAL PROJECT FUNDING ALL SOURCES: $115,000
TOTAL AGENCY FUNDING: $115,000
4t
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84-9
Existing
N:
SPORTS DEVELOPMENT II V. ME
Tt
cis
I. Agency: Belafonte Tacolcy Center, Inc. , 6161 N. W. 9th Avenue. evz
9r
Director: John Bennett
Project Coordinator: Andrew Lee Col
fue
Board Chairman: Sheba Martin
Target Area: Citywide
Existing FRS Funding: $18,962 Recommended FRS Funding: $20,479
Requested FRS Funding: $18,962
II. PROJECT DESCRIPTION:
The Sports Development II project provides structured and supervised re-
creational and sports development opportunities to youth ages 10 - 15 who
live in the City of Miami. Specific activities provided by this project
include organized flag football, basketball, cheerleading, softball and
volleyball. These activities take place at local community schools Monday
through Friday from 3:30 p.m. to 6:30 p.m. The project only operates on
Saturdays and holidays when games are scheduled.
N
Belafonte Tacolcy plans, coordinates and documents participation in the
project's activities. However, a cadre of volunteers supervise the acti- C
w o
vities at the community schools. Activities are coordinated with other
z a
activities at the community school, and do not duplicate the activities
offered at community parks.
J
N a
III. PROJECT ANALYSIS:
N
The Sports Development Project has been in existence since 1973, providing
recreational services to youth. The City of Miami began funding this pro-
ject in 1976 through the Sports Development Club, Inc. However, in 1982
the program was placed under the auspices of Belafonte Tacolcy Center, Inc.
Under Belafonte, the project is currently funded through Federal Revenue
Sharing funds. The 1982-83 allocation was $18,962. The project's per-
formance in fiscal year 1982-83 suffered due to high turnover among project
staff. Although the provision of services by the project may have been
greater, the lack of proper required documentation by limited staff did not
reflect services provided.
IV. BUDGET ANALYSIS:
Belafonte Tacolcy's total budget is $993,451. The Sports Development Program
with a $18,962 budget represents 2': of the total agency budget. Federal
Revenue Sharing funds are the only funds allocated to this project. The cost
per participant in FY'82-83 was $72.93 for the year; the project served 260
children. The continuation request of $18,962 (to serve 300) will decrease 4*40
WO
the cost to the City to $63.21 per child for the year. At
It is believed that this project can continue to be successfully implemented
at the same funding level without compromising quality of services and
maintenance of required documentation.
As
-�1-
RECOMMENDATION:
It is recommen-that the agency closely coordinate the project with the
City of Miami --!•ks and Recreation Department; particularly is scheduling
events and par Jpating in City -sponsored League activities. Whenever
practical, acts -sties should be held on the City Parks.
Continued funding is recommended with an 8` increase over the existing
funding level to $20,479.
BELAFONTE TACOLCY CENTER - SPORTS II
BUDGET SUMMARY
CITY OTHER SOURCES
Project
F.R.S. Request - $18,962
Agency
C.D. - $82,900
F.R.S. - $36,270
Project: 0
Agency
Health and Rehabilitative Services-$ 32,000
After School Care
-$ 59,628
Community Outreach Program
-$264,000
Drug Abuse Program
-$ 44,519
Outdoor Challenge
-$ 58,466
Summer Youth Employment Program
-$450,495
Childcare Food Program
-$ 17,298
Violent Juvenile Offender Project
-$125,000
Urban Rangers
-$ 15,000
United Way
-$269,106
Summer Day Camp
-$ 31,161
---------------------------------------------------------------------------------------
TOTAL PROJECT FUNDING ALL SOURCES: $18,962
TOTAL AGENCY FUNDING: $1,504,805
Existing
YOUTH VOCATIONAL PROJECT
I. Agency: Belafonte Tacolcy Center, Inc., 6161 N. W. 9th Avenue.
Director: John Bennett
Board Chairperson: Sheba Martin
Target Area: Model City and Edison Little River
Existing FRS Funding: $36,270 Recommended FRS Funding: $39,172
Requested FRS Funding: $36,270
II. PROJECT DESCRIPTION:
The project provides multiple employment -related services and vocational adjust-
ment assistance to youth between the ages of 14 and 25 who reside within either
the Edison Park or Model City target areas.
The project days and hours of operation are Monday through Friday from 9:00 a.m.
through 5:00 p.m.
Services provided by the project include: intake, employability assessment,
employment -related counseling, job development assistance, placement services,
referral assistance, follow-up services. Also, a Youth Employment Conference
is held which focuses on providing job market information to clients. Speakers
from both the public and private sectors participate.
The project maintains linkages with North Central Manpower, CETA, and Dade
County School Adult Education Center through their vocational and employment
placements.
The project meets the needs of youth of the Model City area by locating employ-
ment, vocational training opportunities and educational placements.
III. PROJECT ANALYSIS:
Belafonte Tacolcy Center operates multiple service programs for youth, including z
recreational/sports, after -school care, outdoor challenge (delinquency prevention), rn
za
vocational and employment programs. The agency has received FRS funds since -n
FY 1976-77 to operate the youth vocational project. ;
The project is providing a needed service in the area of Model City where there •`�'
exists a high unemployment rate among black youths. The project operates from
a City owned facility operated by Belafonte Tacolcy.
The project is required to serve a minimum of 250 youths by the end of the con- n
tract term. In addition, it is to place a minimum of 75 youths in jobs and 75 0
youths in vocational/educational training. For FY 1982-83, the project has
served 373 unduplicated youths. The project has placed 89 youths in jobs and Ln
57 youths in vocational/educational settings.
v
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4-9 y
�
In the past, the organization has not met the minimum required number of youths Sw
to be placed in vocational training. We feel that intensive outreach efforts
and establishing stronger linkages to other vocational programs would correct
this deficiency.
During the last two years the project has improved in maintaining complete,
updated and accurate records for all services provided to clients.
IV. BUDGET ANALYSIS:
Belaf onte Tacolcy Center has a total budget of $993,451 for FY 1982-83. Their
proposed budget for FY 1983-84 is $1,504,805, an increase of $511,354. The
increase is expected from additional government and private grants.
The budget request of $36,270 of FRS funds is to operate the youth vocational
project and it is primarily directed to staff salaries and fringe benefits
($31,073). The balance of the $36,270 is directed for building maintenance,
security, office supplies, utilities, local travel and liability insurance.
The project's budget consists of only FRS funds. Based on the number of total
clients served, the City cost per client on a yearly basis is $97.24.
V. RECOMMENDATION:
It is recommended that the project continue to receive FRS funds with the
stipulation that it meets the following provisions:
no
LU
1) Stronger linkages are to be established with other vocational programs. _
2) Should the City of Miami fund other vocational training programs, direct
linkages between the project and such programs are to be established
acontractually. N
Continued funding is reconmended with an 8% increase over the existing funding
L level to $39,172.
-65-
BLL�.,-'0
Proj
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t
F.R
TO
mouths
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=ct
7
hey r
_e
BELArONTE TACOLCY CENTER - YOUTH
Project
F.R.S. Request - $36,270
Agency
C.D. - $82,900
F.R.S. - $18,962
BUDGET SUMMARY
OTHER SOURCES
'roject: 0
agency
iealth and Rehabilitative Services-$ 32,000
after School Care
-$ 59,628
:ommunity Outreach Program
-$264,000
)rug Abuse Program
-$ 44,519
)utdoor Challenge
-$ 58,466
iummer Youth Employment Program
-$450,495
'hilcare Food Program
-$ 17,298
liolent Juvenile Offender Project
-$125,000
Jrban Rangers
-$ 15,000
Jnited Way
-$296,106
Summer Day Care
-$ 31,161
----------------------------------------I---------------------------------------------
TOTAL PROJECT FUNDING ALL SOURCES: $36,270
TOTAL AGENCY FUNDING: $1,504,805
C
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Existing
TRANSPORTATION FOR THE ELDERLY & HANDICAPPED
I. Agency: Actic- ommunity Center, Inc. , 970 S.W. 1 Street, 3rd Floor.
Director: Mar;: P. Albo
Board Chairperson: Anastasio Cuesta
Target Area: Citywide
Existing FRS Funding: $60,9/0
Requested FRS Funding: $65,970
II. PROJECT DESCRIPTION:
Recommended FRS Funding: $65,970
The project provides door-to-door Citywide transportation services to elderly
and/or handicapped persons of low -and -moderate income on a demand -response
basis. Transportation services are provided for the following purposes:
medical/dental appointments, government services, hot meals and food procurement,
recreation/social, and non -medical rehabilitation. Transportation services are
provided Monday through Friday from 8:30 a.m. through 4:30 p.m.
J The project maintains linkages with the various City of Miami elderly centers
by providing transportation services to the elderly to and from the centers.
o III. PROJECT ANALYSIS:
UJ
The agency as a whole and through its combined sources of funding operates
LL J an undifferentiated transportation program for City of Miami residents. City
J of Miami Federal Revenue Sharing funding has been allocated to the agency
Q since FY 1974-75. In addition,the agency receives City of Miami Community
o vi Development Block Grant and Entrant Assistance funds.
The project provides the only existing door-to-door, demand -response transpor-
tation services in the City of Miami.
Action is required to provide a minimum of 90,000 one way trips to at least
2,400 City residents by the end of contract term. For fiscal year 1982-83,,
the project has provided 118,413 one way trips and has served over 2,400
unduplicated clients. The agency is in compliance with contractual require-
ments. Action has been providing outstanding transporation services to the
City of Miami elderly and/or handicapped residents.
IV. BUDGET ANALYSIS:
Action Community Center has a total budget of $420,008. All funds are used to
operate the transportation services. The budget request for $65,970, is to
supplement these transporation services. Based on the amount of one-way trips
the project has providedto date, the cost per trip is $3.55. The City of Miami
is the agency's only funding source.
While most of the FRS agencies received a reduction in F. R. S. funding during
FY'82-(83, Action's funding increased from 538,270 to $60,970. The City
Commission has also approved a $7,500 supplement to be allocated from 1983-
84 funds.
-67-
V
-ing
r e--c r t
s are
erc
c,
c
e-
=he
=d to
to
-rips
Miami
jr i ng
i-
$452,453
$452,453
Existing
WYNWOOD PSYCHOLOGICAL SERVICES CENTER
I. A enc : Centro Caribeno de Estudios Postgraduados., 2902 N.W. 2nd Avenue.
Director: Dr. Raquel Bild, P.H.O.
Board Chairman: Dr. Patria Crespo
Target Area: Wynwood
Existing FRS Funding: $14,308 Recommended FRS Funding: $ 0
Requested FRS Funding: $34,858
II. PROJECT DESCRIPTION:
The Centro Caribeno de Estudios Postgraduados Wynwood Psychological
Services Center provides outpatient psychological services to residents
of Wynwood. These services are provided by student practicum clinicians
under the supervision of a master's level therapist. The student clini-
cians are graduate students of psychology at the main campus of Centro
Caribeno (located in Little Havana). The student clinicians at the
Wynwood site provide services to the community while also meeting the
practical requirements of their educational curriculum at Centro Caribeno.
Services provided include: intake, testing, diagnosis, treatment plan
development, casework, referral and follow-up services. The basic goal
of the project is to assist clients in alleviating, resolving and/or
coping with existing problems.
The Project is located at the Wynwood Community Center. Hours of operation
are from 9:00 a.m. to 4:00 p.m., Tuesday - Thursday. Due to its location
in the neighborhood community center, linkages were established with the
service organizations at the Center.
III. PROJECT ANALYSIS:
The Centro Caribeno de Estudios Postgraduados college is a local branch of
m
the main campus which is located in Puerto Rico. The Miami branch, which
2:
is accredited, opened in 1980 and offers graduate programs leading to
-n
Master and Doctorate degrees in Psychology. The Miami program was created
to train professional psychologists to meet the particular needs of the
local Hispanic population.
v
In FY 1982-83, the agency received F.R.S. funds to operate the Wynwood
E.
Psychological Services Center. The purpose was twofold: first, the
v
Wynwood Center would provide a base whereby students could meet intern/
-a
student practicum requirements; second, the project provided mental health
o
services to residents of the Wynwood community. The original request for
N
funding to operate the project was $50,000, but the agency staff indicated
that with a $15,000 City allocation, the project would be able to commence
operations and attract additional sources of funding. The City Commission
o
allocated $14,308, but the agency has been unsuccessful in attracting addi-
rn
tional resources.
c
33
3
ti
Contractually, the project was required to serve 200 persons and average 111
cases per month. Services of the Center commenced February 1, 1983. During 10
the course of the contract term, the project did not meet its programmatic
requirements. ? total of 42 clients were served and 49 cases were handled
through September 30, 1983. The project operates approximately 20 hours per
week.
IV. BUDGET ANALYSIS:
The total budget for the operation of the Miami campus for a full school year
(1983 calendar year) is $403,524. Sources of funds include, tuition, clinical
fees, liability fees, seminars, and donations. During this period, the Miami
campus operated at a deficit of $158,517. This deficit was covered by the
San Juan campus.
The City provided $14,308 of F.R.S. funds in FY 1982-83. This allocation
covered basic operating expenses (i.e., supplies, rent, equipment), a part-
time secretary and a supervisor.
For FY 1983-84, the project has requested $34,858. This request includes
funds for salaries and operational costs.
There is no question that additional funding is needed if the project is to
operate successfully. Without additional funding, the project would close the
mental health services office in Wynwood. In fact, the Wynwood office is
closed pending the outcome of the current funding request. Recognizing that
L,
existing funds are insufficient to operate the project, Centro Caribeno has
0 o
not accepted the two -month continuation allocation approved by the City Com-
z¢
mission, again pending the outcome of its current funding request and also
indicating that unless the requested funds are approved, the project would
a
close permanently.
y
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Based on the project's 1982-83 performance, the average City cost per client
.-4
is $341. The City cost per case handled equals $292.
W CC
a u:
V. RECOMMENDATION:
Funds for this project were originally allocated with the understanding that
additional funds would be attracted to maintain and continue project opera-
tions. However, this has not occurred. This type of project has not been
characterized as a priority. Based on the priorities of feeding the hungry,
housing the poor, healing the sick, and job creation, we feel our resources
should be utilized there. We recommend that the student clinicians be placed
in other psychological services programs serving the Wynwood area.
FPS funding is not recommended.
-71-
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CENTRO CARIBENO DE ESTUDIOS POSTGRADUADOS
CITY
Project
F.R.S. Request - $34,938
BUDGET SUMMARY
OTHER SOURCES
Agency
Tuition - $235,885
San Juan Campus - $195,535
Other - $ 91100
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -I---------------------------------------------
TOTAL PROJECT FUNDING ALL SOURCES: $34,938
TOTAL AGENCY FUNDING: $475,458
-72- 84-9
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FEDERAL REVENUE SHARING APPLICATIONS
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BRIDGE COUNSELING PROGRAM
-v: You`_ Co -Op, Inc., 1850 S. W. 8 Street, Suite 411.
F .,ci sco B. Si tjes
--son: Mario Hernandez
+.tle Havana
-0- Recommended FRS Fundina: $0
$30,000
ling to youths between the ages of 14-21, who
emphasis on Hispanic youths in the
`hs who are experiencing adaptation
4n the family structure.
on an as -needed basis.
`ng ten "Bridge Counselor"
of Miami -Dade
-41 University. The
supervise the
and
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BRIDGE COUNSELING PROGRAM
I. A enc You' Co -Op, Inc., 1850 S. W. 8 Street, Suite 411.
Director: F �cisco B. Sitjes
Board Chair --son: Mario Hernandez
Target Area: Little Havana
Existing FRS Funding: -0- Recommended FRS Fundina: $0
Requested FRS Funding: $30,000
II. PROJECT DESCRIPTION:
This project would provide counseling -to youths between the ages of 14-21, who
reside within the City ar Miami with emphasis on Hispanic youths in the
Little Havana target area.
The project would provide counseling to youths who are experiencing adaptation
problems within the community, as well as within the family structure.
Counseling would also be provided to the families on an as -needed basis.
The agency proposes to counsel the targeted youths using ten "Bridge Counselor"
students currently enrolled in the Psychology Departments of Miami -Dade
Community College, Barry College and/or Florida International University. The
program would also be staffed by a senior counselor who would supervise the
program and assist the "Bridge Counselors".
Although counseling is the primary service to be provided, information and
referral, job referral, and employability counseling would also be provided.
The total number of unduplicated clients to be served would be 200. The project
would operate Monday through Friday from 8:00 a.m.-5:00 p.m. Counselors would
be available on a 24-hour basis for crisis counseling.
Specific needs that the project would meet are as follows: 1) to identify the
problems in the target group which may lead to early termination of their
education, conflicts with family and peers, abuse of alcohol and illicit drugs
and other forms of anti -social behavior; 2) to bridge the generation -cultural
gap of youth -family -community; 3) to curb the anti -social behavioral pattern;
4) to return the youth to school or vocational training; and 5) to motivate
the youth to become a productive member of society.
III. PROJECT ANALYSIS:
The agency has been operating various training programs for the last ten years.
Training is being provided in the fild of office clerical, TV production and
architectural drafting. The agency subcontracts with Martin Technical College
to provide training in the fields of medical aides, building maintenance and
English as a Second Language.
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The agency provides information and referral service to the following: Food
Stamp offices, Miami Mental Health, Florida International University, Miami -Dade
Community College and the University of Miami.
The agency ir`ends to use City funds to begin the operation of the Bridge
Counseling Program.
The agency would provide a much -needed service in the target area of Little
Havana. Although similar services are being provided by the Dade County
Department of Youth and Family Development, the main emphasis of that program
is outside the Little Havana area, in other critical areas such as Overtown.
The Department of Youth and Family Development has indicated the need of a
counseling program directed to the Hispanic youths in the Little Havana target
area. It also advocates the concept of the "bridge counselor" as an effective
way to deal with basic family and community problems faced by youths.
IV. BUDGET ANALYSIS:
The Youth Co -Op has a total budget of $1,349,467. Funds are currently used to
operate the different training programs. The agency receives funds from CETA,
Job Training Partnership Act (JTPA), HRS, and other City funds.
The budget request of $30,000 would be primarily directed to staff salaries
and fringe benefits ($22,016). The balance of the S30,000 would go to space
rental, utilities, office supplies, local travel reimbursement and professional
services (audit).
The City cost per client on a yearly basis would be $150.00.
V. RECOMMENDATION:
The project needs to establish stronger linkages with other counseling agencies,
such as Dade Countv Department of Youth and Family Development and Miami Mental
Health for more in-depth counseling to clients as the need arises.
The senior counselor must be particularly qualified in the field of counseling
to give appropriate supervision to the "bridge counselors".
This program appears to be viatle, ho,•rever, it does not fall within the City
priorities for funding and is a program expansion for the agency. Therefore,
FRS funding is not recommended.
-75-
ood i
mi-Dade
tle
a ram,
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a YOUTH CO-OP
target f
ective
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CITY OTHER SOURCES
Project Project: 0
F.R.S. Request - $30,000 Agency
Agency C.E.T.A. - $252,116
Manpower - $81,207 C.E.T.A. - $429,825
----------------------- -------------------T---------------------------------------------
TOTAL PROJECT FUNDING ALL SOURCES: $30,000
TOTAL AGENCY FUNDING: $793,148
-76" 84-9
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New
CENTRO MATER CHILD CAPE
I. Agency: Centro Mater,, 418 S. W. 4th Avenue.
Director: Miriam Roman
Board Secretary: Bryan 0. Walsh
Target Area: Little Havana
Existing FRS Funding: $ 0 Recommended FRS Funding: $0
Requested FRS Funding: $20,000
II. PROJECT DESCRIPTION:
Centro Mater provides supervised child care activities (educational, re-
creational, nutritional, psychological) to 60 children between the ages
of 21-2 - 5. The Center is open from 7:30 a.m. - 5:30 p.m., with a com-
plete schedule of activities, and is located in Little Havana. The
student to staff ratio is 10:1.
The proposal identifies several areas of need that the child care center would
meet: 1) to assist the child and his/her family in the changing family
structure; 2) to assist abused or neglected children; 3) to improve family
functions and relationships; and 4) to provide the family members the opportunity
to stay in the work force, increase vocational skills or obtain an education.
III. PROJECT ANALYSIS:
Centro Mater has been in operation since 1968 and has been funded with City
of Miami Community Development funds since fiscal year 1976-77. Since its
inception, the agency has operated an after -school program and a summer pro-
gram, adding the child care program in 1980 under the auspices of the Arch-
diocese of Miami.
It is intended that the project use City F.R.S. funds to replace funds that
were lost due to cuts in Head Start funds and a change in Head Start regula-
tions. Head Start normally funds childcare projects for the provision of
160 days of child care service in conjunction with the regular school year.
In the past, Centro Mater, as a delegate agency, was allowed to spend Head
Start funds over a 12 month period. However, effective September, 1983, funds
can no longer provide services for a full year,but are restricted to 160 days
of childcare. City funds would be used to maintain the project on a yearly
basis. Without F.R.S. funding, the agency would suspend operations for this
project in mid -April. The project would reopen in September with renewed
funding from Head Start.
-77-
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The project currently serves 60 low income children from the Little
Havana Targe` Area. In addition, it has a waiting list of approximately
60 childrer The Catholic Community Services Agency also operates a
child care `er at the Little Havana Community Center. The Community
Center sit:- at its maximum enrollment of 60. Approximately 75% of the
children a, Community Center are from Little Havana. In addition,
it has a wE :!lg list. Therefore, it does not have the capability of ab-
sorbing any lots from Centro Mater.
IV. BUDGET ANALYSIS:
Centro Mater has a total budget of $335,708. The Centro Mater Childcare
project budget for 1982-83 was $152,055 and the proposed 1983 budget,
including the $20,000 City request,totals $139,280. The budget request
of $20,000, which reflects 14"' of the proposed project budget, would be
primarily used to supplement staff salaries. The agency's cost per child
on a yearly basis would be S2,321. The City's cost per child would be
$333 based on an enrollment of 60 children. A $20,000 F.R.S. allocation
would enable the project to operate on a 12 month basis.
V. RECOMMENDATION:
The City Commission has not identified childcare as a service priority
and has even questioned allocations to existing childcare projects.
Therefore, it is not recommended that F.R.S. funds be allocated to a new
childcare project.
SAM
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CCS/CENTRO MATER
BUDGET SUMMARY
OTHER SOURCES
Project
Project
F.R.S. Request
- $20,000
United Way Request
- $
8,970
Head Start
- $
87,490
Agency
Archdiocese of Miami
- $
4,849
Childcare Food Program
- $
17,971
C.D.
-$64,300
Agency
Title V
- $
70,603
Childcare Food Program
- $
37,697
United Way
- $
44,79C
Title XX
- $102,484
Archdiocese
- $
9,759
Donatios
- $
6,069
TOTAL PROJECT FUNDING
ALL SOURCES:
$139,,280
TOTAL AGENCY FUNDING:
$474,988
-79-
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AN
970
490
849
971
603
6rj_
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1 0
7�
�484
�,759
,069
New
CITYWIDE YOUTH SPORTS DEVELOPMENT PROGRAM
I. Agency: Sports Development Club, Inc. 5925 N. E. 6 Ct.
Director: Thomas Ferguson
Board Chairperson: Arthur Woodard (temporary)
Target Area: Citywide
Existing FRS Funding: $ 0 Recommended FRS Fundina: $ 0
Requested FRS Funding: $50,000
II. PROJECT DESCRIPTION:
This project would provide structured and supervised recreational and sports
development opportunities to 675 youths, ages 10 - 15, who reside in the City
of Miami. Services to be provided include: flag football, basketball, cheer -
leading, softball and volleyball. The project services would be coordinated
at the different community schools where the project would operate.
This project is an exact duplication of the Sports Development II project
currently funded by the City of Miami under the auspices of Belafonte Tacolcy
Center. That project operates with limited staff and mostly volunteers, with
a total budget of $18,962.
III. PROJECT ANALYSIS:
The Sports Development Club has been in existence since 1973, providing re-
creational services to youth. The City of Miami funded this project from
1976 to 1982, as a subcontract through the Belafonte Tacolcy Center. Last
year the Belafonte Tacolcy Center directly operated the project.
The proposal submitted by the agency is identical to the proposal used when
this project was last funded by the City in FY 1981-82. The only changes are
the amount requested and the total amount of clients proposed to serve. In
FY 1981-82, the project received $20,000 from the City of Miami F.R.S. funds
to serve 400 children. The project served 343 City of Miami children that
contract year. The current proposal requests $50,000 to serve 675 children
for FY 1983-84, with proposed services remaining the same.
The Sports Development Club, Inc. was not funded in FY'82-83 because it was
determined that funds paid to the project director were not used to administer
the project. Therefore, the City Commission allocated the funds for the Sports
Development project to the Belafonte Tacolcy Center in order that the program
could be operated more effectively. Funds previously spent on administration
were spent on direct services, including uniforms, equipment and transportation,
because Tacolcy utilized existing staff to administer the project.
The Belafonte Tacolcy Center received F.R.S. funds in the amount of $18,962
for FY 1982-83 to implement this project. The project would continue under
Belafonte Tacolcy if the Sports Development Club, Inc. is not funded.
am
94-9
IV. BUDGET ANALYSIS:
The Sports Development Club, Inc. is requesting $50,000 to implement its
services. The project does not receive funds from any other source.
Staff salaries comprise 59% ($29,700) of the total project budget. The
remaining funds will cover operational expenses.
The cost to the City per client would be $74.07 if the program serves 675
clients, as proposed. This cost is higher than the program operated by
the Belafonte Tacolcy Center, which is approximately $63.21 per client,
SPORTS D
based on a total budget of $18,962 and serving 300 clients per year.
V. RECOMMENDATION:
This agency is not recommended for funding. Services proposed by this
agency duplicate the services currently provided by the Sports Development
II project funded by the City of Miami under the auspices of Belafonte
Tacolcy Center, Inc.
The proposed cost to implement this project exceeds the amount realisti-
cally needed to implement a project of its kind.
F.R.S
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SPORTS DEVELOPMENT CLUB
RUnuT SUMMARY
CITY
F.R.S. Request - $50,000
OTHER SOURCES
---------------------- -------------------I---------------------------------------------
TOTAL PROJECT FUNDING ALL SOURCES: $50,000
TOTAL AGENCY FUNDING: $50,000
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CLAUDE PEPPER SHELfER FOR fHE HOMELESS
I. Agency: Casa ?ntegra, 2930 N.W. 7th Avenue
Director: Reverend Stan Matthew
Board Chairman: Dorothy Quintana
Target Area: Citywide
Existing FRS Funding: $ 0
Requested FRS Funding: $65,000
II. PROJECT DESCRIPTION:
Recommended FRS Funding: $ 0
New
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Casa Integra proposes to operate a temporary shelter for homeless men which
would also provide: meals, counseling, skills training, educational training
and job development/placement. The project's target group is the homeless,
hungry male population categorized as "vagrant". The facility would provide
services Citywide to a maximum of 100 participants on a daily basis. This is
a new project which is requesting funds for 6 months to establish a seed pro-
ject.
The basic concept of the project is to reintegrate the male "street wanderer"
into the mainstream of the community. Temporary shelter would be provided
for up to 60 days. Participants would be involved in special in-house/in ser-
vice work assignments of four (4) hours per day. These assignments are design-
ed as self-help and motivational vehicles which would be credited as a $10
0 o
daily shelter fee providing a clean bunk and two daily meals.
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The project identifies 7 stages of participant development:
J
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1) Personal hygiene and bunk area neatness.
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2) Performance of housekeeping chores.
3) Kitchen and foodline training.
4) Assignment to City and farm labor crews.
5) Individual skills training and educational advancement.
6) Job placement.
7) "Graduation" to independence/private living quarters.
Proposed start-up date for the project is December 1, 1983. Participants
would be accepted for screening through interagency and police referrals.
Selection would be based primarily on the individual's motivation to improve
his condition in life. Due to the nature of the project, it would operate 365
days per year, 24 hours per day.
III. PROJECT ANALYSIS:
This request is for a new project. Casa Integra does not have an established
track record operating social service programs. The Agency currently operates
a job training project through a subcontract with the Biscayne Wynwood
Chamber of Commerce. The jobs project, which commenced operation October 1,
-83 -
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—rates
1983, is a joint public/private venture which was funded through City C.D.
jobs bill monies allocated to the Wynwood community. the jobs program is
Casa Integra's introduction to providing services to the community. the
Agency's Articles of Incorporation papers were signed by the State, May 17,
1983.
There are several shelter programs (Salvation Army, Miami Rescue Mission,
Little Havana Activities and Nutrition Centers, of wade County Safe House)
in the City, but the Casa Integra proposal, unlike the Miami Rescue Mission
and Salvation Army, is designed as a rehabilitative program and not simply
a maintenance program.
IV. BUDGET ANALYSIS:
Casa Integra's proposed budget for 1983-84 totals $219,000. This figure
includes the job training project only. Of this total, 73`, ($160,000) is from
the City of Miami. The remaining 27 is comprised of pledges from the Biscayne
Wynwood Chamber of Commerce. The City allocation is a time specific one year
grant through September 30, 1984.
Funds for the Claude Pepper Shelter for the Homeless are being requested from
Dade County ($100,000) and the City of P1iami ($65,000) to establish a seed
project for a six-month period commencing December 1, 1983. It can be
expected that the City request will increase if Dade County does not fund the
project.
If the project operated at full capacity from the starting date of December 1,
1983 through the final day of the project, May 31, 1984, the cost per client
on a daily basis would be $9.02 (based on the requested budget of $165,000).
Obviously, due to set up time, it would be impossible for the agency to operate
at capacity during the funding period in question.
Personnel costs comprise 42% ($70,000) of the proposed budget and an additional
35' ($57,000) are for building modification and equipment purchases (tables,
beds, mattresses, chairs, etc.). The balance of funds are for insurance,
vehicle lease, building lease, printing/promotional materials, utilities and
food.
V. RECOMMENDATION:
While the Casa Integra attempts to meet the needs of a specific component of
the community, there are still unanswered questions as to the agency's proba-
bility of success. This is due to the lack of a track record in providing
social services to residents of the community. It is recommended that the
agency concentrate its efforts on the new jobs program before expanding its
services in other areas.
Residential shelter programs are expensive due to the wide range of services
provided. On a long term basis, without commitments from other sources of
funding, the project would require a significant allocation from the City to
continue operations. In addition, the City has never funded a project of
this type. o-
It is, therefore, recommended that the Casa Integra Claude Pepper Shelter for I
the Homeless not be considered for funding.
3
84--9
-84- N
CASA INTEGRA
CITY
Project
F.R.S. Request - $ 65,000
Agency
C.D. Jobs Bill - $160,000
BUDGET SUMMARY
OTHER SOURCES
Project
Dade County Request - $100,000
Agency
Donations - $54,000
TOTAL PROJECT FUNDING ALL SOURCES $16'5,OQ0----------------------------------------
TOTAL AGENCY FUNDING: $379.000
Mm
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EDUCATIONAL TRAINING/PLACEMENT/E.S.O.L.
I. Agency: Mir ;echnical Institute•, 1901 S.W. 1st Street.
Agency Direct--: Roberto Pi acenti
Chairman: Roberto Piacenti
Contact Person: Jenny P1arzoa
Target Area: Citywide
Existing FRS Funding: $ 0 Recommended FRS Funding: S 0
.Requested FRS Funding: $240,000
II. PROJECT DESCRIPTION:
Miami Technical Institute proposes to provide vocational training to 100 City
of Miami residents in the following technical areas: Computer technology,
dental technology, dental and medical assistants, electronics technician,
secretarial skills and English as a Second Language. Class hours are 8:30 a.m.-
12:30 p.m. and 6:30 p.m.-10:30 p.m. Courses would last approximately nine (9)
months. Miami Technical Institute would also provide job placement services.
There would be no stipends provided to participants of the project.
1 �I
III. PROJECT ANALYSIS:
✓` The Miami Technical Institute has extensive experience in the vocational
field. The School has been in existence since 1965 when it was licensed
as a Dental Institute. Present day curriculum was incorporated in 1979.
The School operates out of four (4) sites, which include: Hialeah,
1701 West Flagler St., the Main Campus at 1901 S.W. 1st St., and 1999
S.W. 1st St.
Miami Technical Institute is designated as a nationally accredited
technical school.
The basic premise of this proposal is to provide free education to 100
participants. In essence, funds are requested to provide scholarships
for these participants. As a fully accredited school, low income persons
would qualify for federal assistance grants to attend this institution,
withstanding City participation. City funds directed to social services
have neven been provided to offset tuition costs.
As an accredited school of higher education, there are no stipends for
participants.
This is a relatively new trend in public supported vocational training
projects. Initial reaction concerning programs not providing stipends
reveals that, while there has been a reduction in the number of persons
Aft enrolling in these programs, the individuals participating are more
motivated. While it may be too early to evaluate, the trainees suc-
-86- 84--9
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cessfully completing non stipend projects, because of their motivation
to complete the courses, may have a better chance for actual job place-
ment.
Staff compa—, tuition costs with other schools providing similar courses
(RETS Techn:. Centers and Florida Career College) and these costs are
comparable.
IV. BUDGET ANAL'SIS:
Miami Technical Institute's projected academic and supportive expenses
for 1984 total $1,229,089. Projected income totals $1,440,000, which
results in a projected profit of $210,911. Tuitions account for all
Agency funding.
The School has requested $240,000 from the City of Miami. Originally, this
request was at $119,000, but the request was increased October 21, 1983.
The City FRS request's most significant line items are as follows: Salaries
and fringe benefits ($142,762; 60%), expendable tools, supplies and uniforms
for students ($30,000; 130''), space rental ($24,000; 10%). Students enrolled
through the FRS project would not pay tuition. The City cost per participant
totals $2,400.
LAW, V. RECOMMENDATION:
0 o There is no question that Miami Technical Institute provides a diversified
o vocational education opportunity through the courses offered by the
School. These courses lead to occupations which have significant market
4- ; value. However, the City of Miami is not in the position of being a
J a scholarship grant source. Motivated low income students with a desire to
= a seek vocational training opportunities may qualify for federal grants
C regardless of City participation in the project. F.R.S. funding is not
recommended.
MI MI TEU
F.R.S.
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Fant
MIAMI TECHNICAL INSTITUTE
CITY
BUDGET SUMMARY
OTHER SOURCES
F.R.S. Request - $240,000 Project: 0
Agency —
` Income - $1,440,000 -
�e%-
New
HAITIAN CATHOLIC CENTER
tie
AFTER SCHOOL CHILD CARE PROGRAM
To
Der
I. Agency: Pierre Toussaint Haitian Catholic Center, 110 N.E. 62 Street.
at
Director: Rev. Thomas Wenski
Pa'
a r.-
Board Chairperson: Archbishop Edward A. McCarthy
ag:
Target Area: Edison Little River
Ci
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Existing FRS Funding: -O- Recommended FRS Funding: $ 0
Requested FRS Funding: $54,958
In
op
II. PROJECT DESCRIPTION:
N.
51
The project would provide supervised after school care and child care ser-
a`
vices (to include meals, recreation, and education services) to a minimum
of 200 unduplicated children between the ages of 6-15 years, who live within
IV. B�
the Edison Little River target area.
Ti
After school care services would be available from 3:30 p.m.-6:30 p.m., five
F%
days per week, Monday through Friday, to approximately 150 children on an
0
average daily basis. Evening child care services would be available from
6:30 p.m. to 9:30 p.m. for parents attending the Notre Dame D'Haiti English
T-
School English as a Second Language classes.
T
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The project proposes to address the following needs:
°
0
- To help Haitian parents enter the job market. '
V. R
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- To provide special tutorial services for Haitian students requiring
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help with homework assignments.
p
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- To provide free day care or day care services at a minimum charge of
$5.00/week to needy Haitian families.
- To provide nutritional meals to Haitian children.
- To provide counseling services to Haitian families adjusting to a
different culture.
- To provide supervised constructive recreational activities.
- To encourage Haitian parents to attend English and vocational
training classes.
III. PROJECT ANALYSIS:
The project has operated during FY 1982-83 (including Su=ier, 1983). A total
of 16 unduplicated clients were served during this time. The program operated
on a sliding fee scale.
Funds are being requested for staff, maintenance, and operating costs
to continue this project. A project site has been identified at 110
N.E. 62nd Street. The school is located on a 10-acre site with 14,000 sq. ft.
of classroom space. Classrooms are furnished with desks, chairs, and necessary
tables.
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-perated
- 110
sq. ft.
iecessary
A
Meals would be catered by Aux Palmistes Restaurant, 6820 N.E. 2nd Avenue.
To meet afte school care needs in this area, the City of Miami Recreation
Department -'ates two day care centers in the area: 1) Eaton Park, located
at 6015 N.E. `.h Court, and 2) Lemon City, 27 N.E. 58th Street. The Eaton
Park site c. --2ntly has 4 slots open in its After School Care program. There
are no elig llity requirements. The fee for both sites is S12/week and the
age limit is lst-4th grades. 70°0 of all their clients are Haitian. The Lemon
City site currently has 10 available after school openings. 1WC, of all
clients are Haitian at this site.
In addition, the Dade County School Board - Community Schools Program, also
operates two after school programs in the area: 1) Primary C located at 757
N.E. 66th Street, and 2) Little River Elementary Community School located at
514 N.W. 77th Street. Both schools have Title XX slots, wherein clients pay
according to their ability.
IV. BUDGET ANALYSIS:
The Haitian Catholic Center has a total project budget of S87.258 for
FY 1983-84. The agency is requesting $54.958 for the proposed project.
Other funds would come from fees and donations.
The agency has not applied to any other source for funds for this project.
The City's cost per participant on a yearly basis would be S581.72, based
on the Project's projected funding of $87,258 and an average daily attendance
of 150.
V. RECOMMENDATION:
Last year the City Commission discontinued the funding of after school care
programs with FRS funds. Therefore, funding for this project is not
recommended.
84-9
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HAITIAN CATHOLIC CENTER - AFTERSCHOOL
BUDGET SUMMARY
CITY OTHER SOURCES
Project
F.R.S. Request
- $54,958
Agency
F.R.S. Request
- $29,084
F.R.S. Request
- $55,984
Project
Fees - $ 31,500
Donations/Contributions - $ 800
Agency
C.E.T.A. Request - $362,970
C.E.T.A. Request - $ 38,350
Miami -Dade School- $ 28,000
Board
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -I- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
TOTAL PROJECT FUNDING ALL SOURCES: $87,258
TOTAL AGENCY FUNDING: $601,646
-91-
New
HAITIAN CATHOLIC CENTER:
NOTRE-DAME W HAITI ENGLISH SCHOOL EDUCATION
I, Pm n cPierre Toussaint Haitian Catholic Center , 110 N. E. 62 Street.
Director: Reverend Thomas Wenski
Board Chairperson: Archbishop Edward A. McCarthy
Target Area: Edison Little River
Existing FRS Funding: -0- Recommended FRS Funding: SO
Requested FRS Funding: $29,084
II. PROJECT DESCRIPTION:
This project would provide adult ESOL (English as a Second Language) classes
in cooperation with the Dade County School Board to a minimum of j50 undupli-
cated Haitians residing in the Edison Little River target area. Instructors
would be provided by the Dade County School Board. The average daily attendance
would be 50-75 persons. The project would operate three nights per week,
with some day classes conducted at the former Notre -Dame Academy School at
130 N.E. 62nd Street. There are no special eligibility requirements, other
than willingness to attend classes regularly. Students will be placed in
classes depending on their level of proficiency in the English language and
reading and writing skills. The actual days and times of classes would be
determined according to the availability of the teachers.
The project would address the following needs:
1) To help Haitian adults acquire adequate language skills (reading, writing
and speaking the English language).
2) To aid Haitians in finding better jobs requiring proficiency in English.
III. PROJECT ANALYSIS:
This program was operating during fiscal year 1982-83, with funds from the
Phelps -Stokes Fund, Biscayne College (which provided transportation and drivers
for clients), and the Dade County School Board (which provided instructors for
the classes). Funds from Biscayne College and the Phelps -Stokes Fund were cut
off. Therefore, City monies would substitute a portion of these funds.
This program duplicates services already provided by the Haitian American
Community Association of Dade and the Dade County public schools. H.A.C.A.D.
indicates that it can provide ESOL classes to as many participants who need them.
IV. BUDGET ANALYSIS:
The agency is requesting $29,084 for the project. These funds would be used
for:
® 1) Maintenance of facilities, equipment and furnishings.
2) Coordination of resources from the School Board and volunteers from other
funding sources.
3) Continuation of present services and integration of these services with
other programs of benefit to the target area.
84-9
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This program has no other funds. It is linked with the After
School Child Care project, the Vocational training project and the English
school project, for which FRS funds are being requested. The projects are
all inter -related in that the overall administration coordinates activities
within each component and participants in each project may utilize the ser-
vices provided by the other c anponents. The agency has not applied to other
sources for funds for this project. The project's cost/client, based on the
projected funding level of $95,434 of 350 persons receiving services would
be $272.67.
V. RECOMMENDATION:
Since this project is a duplication of services currently provided, funding
is not recommended.
-93-
NAI
Projec
F.P..S.
_ Agenc;
F.R.S
F.R.S
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HAITIAN CATHOLIC CENTER - NOTRE DAME W HAITI
BUDGET SUMMARY
ICITY OTHER SOURCES
Project
F.R.S. Request - $29,084
Agency
F.R.S. Request - $55,984
F.R.S. Request - $54,958
Project: 0
Agency
C.E.T.A. Request - $ 38,350
Miami/Dade School Board - 5 28,000
C.E.T.A. Request - $362,970
Fees - $ 31,500
Donations - $ 800
---------------------- -------------------I---------------------------------------------
TOTAL PROJECT FUNDING ALL SOURCES: $95,434
TOTAL AGENCY FUNDING: $601,646
-94- 84--9
New
{
HAITIAN CATHOLIC CENTER IV. BJ[
VOCATIONAL TRAINING PROGRAM Thz
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I. Agency: Pier- Toussaint - Haitian Catholic Center 110 N. E. 62 Street. CO3a
Director: Rev. Thomas Wenski "e'
Board Chairperson: Archbishop Edward A. McCarthy P
Target Area: Edison Little River
Existing FRS Funding: -0- Recommended FRS Funding: $0 yh
Requested FRS Funding: $59,984
a
II. PROJECT DESCRIPTION: s;
The project would provide vocational training and/or job placement to a minimum r'
of 200 unduplicated, unemployed or underemployed persons who reside in the
Little River target area. The project would be located at 110 N.E. 62nd Street.
Courses to be provided are: carpentry, landscaping, commercial cooking, car
maintenance, building maintenance, waiter/waitress/housekeeping, and power
sewing machine operator.
Teachers would be provided by the School Board through the Dorsey Skill Center.
The program would be conducted in the Creole language by bilingual instructors.
Courses will be 20-40 hours, emphasizing adequate starter skills. Longer
z courses (90 hours) will be developed in areas of demonstrated need. Hours of
classes will be set according to the need of students and availability of
z a teachers. Upon completion of the training program, all studentswould be placed
u J in unsubsidized employment.
The program identifies the following needs to be addressed:
o 1) Increase opportunities for Haitian target area residents to obtain
~/ unsubsidized employment.
2) Ensure growth opportunities in the work force.
III. PROJECT ANALYSIS:
The Haitian Catholic Center has in the past conducted a vocational training
program with support from the Phelps -Stokes Fund (U.S. Department of Education
Grant) and from Biscayne College. Biscayne College provided a bus and a bus
driver for transportation of clients to and from the school. The agency re-
ported that these programs were successful but came to an end due to a lack
of funds.
The Haitian American Community Association of Dade County (H.A.C.A.D.) currently
has a vocational training program sponsored in conjunction with the Dade County
School Board. H.A.C.A.D. also receives funds from the Job Training Participant
Act, C.E.T.A. Consortium, and the City of Miami. The following courses are
currently being offered: auto mechanics, auto body repair, and clerical. The
program has openings for 50 participants who viould be in the program for 9 months,.
Upon completion of the job training program, all clients would be placed in
permanent employment.
-95-
s
New
M
IV. BUDGET ANALYSIS:
The amount of $59,984 is being requested for maintenance and utilities. The
City's cost per client on a yearly basis would be 5300.00 based on 200
unduplicated persons being served. The agency has also applied to the C.E.T.A.
Consortium for additional funds to be used for stipends. These funds are still
pending. Stipends would be given to students only if these funds become available.
V RECOMMENDATION:
While we recognize that there is a need for vocational training programs in
the Haitian community, it is recommended that the agency coordinate the selec-
tion of training programs with H.A.C.A.D. H.A.C.A.D. has the capability to
administer additional training programs without increased operating or admini-
strative costs.
FRS funding is not recommended.
•=
84-9
HAITIAN CATHOLIC CENTER - VOCATIONAL TRAINING
BUDGET SUMMARY
CITY OTHER SOURCES
Project Project: 0
F.R.S. Request - $55,984 Agency
Agency C.E.T.A. - $362,970
F.R.S. Request - $29,084 C.E.T.A. Request - $ 38,350
F.R.S. Request - $54,958 Miami/Dade School Board - $ 28,000
Fees - $ 31,500
Donations - $ 800
---------------------------------------------------------------------------------------
TOTAL PROJECT FUNDING ALL SOURCES: $55,984
TOTAL AGENCY FUNDING: $601,646
N
-97,
New
HAITIAN REFUGEE DAY CARE CENTER
I. Agency: Haitian Refugee Center, 6501 North Miami Avenue
Director: Reverend Gerard Jean-Juste
` Board Chairperson: Gabriel Augustin
Target Area: Edison Little River
Existing FRS Funding: -0- Recommended FRS Funding: 5 0
Requested FRS Funding: $168,885
II. PROJECT DESCRIPTION:
This project would provide supervised child care activities (educational,
recreational and nutritional) for children between the ages of 21z-5. The
center would be open between the hours of 7:00 a.m.-6:00 p.m., with a com-
plete schedule of activities.
The proposal identifies 7 specific needs that the day care center would
meet. These needs include:
1) To help Haitian parents enter the job market.
2) To assist the Haitian parents in the education and grovith of their
children.
�" A :1 3) To help Haitian parents acquire language and vocational skills.
; P 4) To help Haitian children prepare to enter the public school system.
J
5) To provide nutritional meals to the Haitian children.
8C
6) To,transfer the Haitian culture to a new generation.
7) To help Haitian children to adjust to their dual environment.
III. PROJECT ANALYSIS:
" The Haitian Refugee Center has extensive experience providing social service
-------- programs to the Haitian community. The agency has requested Federal Revenue
Sharing funds to establish a new day care center for the Haitian population
in the Edison Little River area. A project site has been identified at
-- _ 6501 N. Miami Avenue.
The project intends to use City funds as "seed" money to begin the day care
-- —, center. Licensing would be sought to acc anmodate 75 children, but the "seed"
project is estimated to enroll approximately 40 children during the first
year.
The City of Miami Recreation Department currently operates two day care centers
in the area --the Eaton Park and Lemon City sites. The Eaton Park site is
currently at its maximum capacity of 40 children and the Lemon City site is
slightly under its maximum enrollment (37 enrolled; license capacity of 40).
_ Approximately 75% of the children served at Eaton Park are Haitians and all
-98- 84-9
the children served at the Lemon City site are Haitians. The City of Miami 4`
Day Care Cente-- staff also indicates that there are many child care centers
in the area w:---n offer child care services, including centers with Title XX
slots providir: -ubsidized child care for low-income families. In addition,
the City also lds the Overtown Child Care Center which provides services
to a signific-:_ number of Haitian children.
IV. BUDGET ANALYST_-:
The Haitian Refugee Center has a total budget of $461,286. Funds are current-
ly used to operate a legal service project which protects the rights of alien
Haitians. Funds sought by the child care program would be independent of
other agency services.
The budget request of $168,885 for the child care project would be primarily
directed to staff salaries and fringe benefits ($136,880). The City cost for
a child on a yearly basis would be $4,222, based on an enrollment of 40
children. At the maximum licensing capacity of 75, the City cost would be
reduced to $2,253 per child per year. It must be recognized that this is
strictly a City cost and does not include revenues from other funding sources.
Additional funds would be sought from the U.S.D.A. food program and Title V
entrant assistance funds.
1-00*41
The City of Miami child care facilities operate at a yearly cost of $2,451
A
per child, based on a Citywide enrollment of 230 and a budget of $563,749.
This figure does not include in -kind contributions (space and utilities).
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Fee schedules range from $28 - $51 per week. lee
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V. RECOMMENDATION: N 1
The City allocates social service funds to several neighborhood organizations
N ¢
providing child care services. On several occasions, the City has questioned
o
its role in the provision of day care services. Experience has shown that
7'
the cost of day care programs is expensive ($3,558 per child per year at
i
Overtown Day Care and $2,136 at St. Alban's). As indicated in the Budget
Analysis, the Haitian Refugee Center's child care program is no exception.
The City has addressed the need for child care services in the area with two
City -operated child care centers.
FRS funding for this project is not recommended.
-9-
HAITIA,N R
F.R.S
TOT
the children served at the Lemon City site are Haitians. The City of Miami �..,.,..r..
Day Care Center staff also indicates that there are many child care centers y
in the area wr--h offer child care services, including centers with Title XX •./
slots providir,- subsidized child care for low-income families. In addition,
the City also kids the Overtown Child Care Center which provides services
to a signific,•. number of Haitian children.
IV. BUDGET ANALYSL-7:
The Haitian Refugee Center has a total budget of $461,286. Funds are current-
ly used to operate a legal service project which protects the rights of alien
Haitians. Funds sought by the child care program would be independent of
other agency services.
The budget request of $168,885 for the child care project would be primarily
directed to staff salaries and fringe benefits ($136,880). The City cost for
a child on a yearly basis would be $4,222, based on an enrollment of 40
children. At the maximum licensing capacity of 75, the City cost would be
reduced to $2,253 per child per year. It must be recognized that this is
strictly a City cost and does not include revenues from other funding sources.
Additional funds would be sought from the U.S.D.A. food program and Title V
entrant assistance funds.
The City of Miami child care facilities operate at a yearly cost of $2,451
per child, based on a Citywide enrollment of 230 and a budget of $563,749.
This figure does not include in -kind contributions (space and utilities).
Fee schedules range from $28 - $51 per week.
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V. RECOMMENDATION:
za
The City allocates social service funds to several neighborhood organizations
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providing child care services. On several occasions, the City has questioned
Ln CC
its role in the provision of day care services. Experience has shown that
the cost of day care programs is expensive ($3,558 per child per year at
Overtown Day Care and $2,136 at St. Alban's). As indicated in the Budget
Analysis, the Haitian Refugee Center's child care program is no exception.
The City has addressed the need for child care services in the area with two
City -operated child care centers.
FRS funding for this project is not recommended.
W=
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RLIDUT S(1MMARY
CITY
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IV
I
F.R.S. Request - $109,210
C'' S
w:
OTHER SOURCES
Project
Fees - S 39,000
Agency
Ford Foundation - S150,000
Field Foundation - S 20,000
New
HOME IMPROVEMENT PROGRAM
I. Agency: Tri-City Community Association, Inc. , 5740 N.W. 4th Avenue.
Agency Director: Jolita Mitchell
Chairman: C. Brian Hart
Target Area: Citywide
Existing FRS Funding: $ 0 Recommended FRS Funding: $ 0
Requested FRS Funding: $193,890
II. PROJECT DESCRIPTION:
The Tri-City Community Association project would provide classroom and
on-the-job training to 30 unemployed City of Miami residents. The ,
agency proposes to provide training in the construction trades. Trainees
would rehabilitate 20 single family homes and 10 apartment units.
Childcare services would also be provided for project participants.
The agency identified twospecific needs that it proposes to meet:
1) improve blighted areas where a concentrated population of low -and -
moderate income people live; 2) train unskilled residents.
The Agency has identified four (4) H.U.D. apartment complexes to reha-
bilitate. These locations are: 54 N.E. Miami Place; 219 N.W. 35 St.;
-�
N.W. loth Avenue and N.W. 29th St., and 1369 N.W. 34 St. The single
Z a
family homes have not yet been identified.
U�
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In order for homeowners to qualify for the rehabilitation services,
Lncc
they must own a home and reside in the City of Miami and meet income
o
guidelines to receive no charge repairs or pay for materials if these
guidelines are not met. Priority would be given to elderly and fixed
income persons. Material costs would not exceed $2,000 per structure.
All permits required for renovations must be secured by the homeowners.
Training supervisors would be comprised of licensed journeymen. Class-
room training would consist of at least 150 hours in carpentry and
painting. Classes would be conducted four (4) days per week, four (4)
hours per day. Actual rehabilitation work would commence in the fourth
month of project operation.
Tri-City has established linkages with the Carpenter's Union, Painter's
Union, H.U.D. and the United Tenant Council.
III. PROJECT ANALYSIS:
Tri-City Community Association began operations in 1978. Since that
time, the agency has operated a number of training programs, including
wall papering, lawn maintenance, plumbing, food preparation, dietary
aide, remedial education, office skills, painting, carpentry, and
English as a Second Language. The agency has experience providing
housing rehabilitation projects in the past. The agency has a number of
-101 A-
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IV. BUDS
Tri
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of
rehabilitation projects underway throughout the County. It is the goal of
the agency to develop into a licensed educational institution serving the
tri-ethnic population of the community.
The project prcJosed by Tri-City would be an expansion of the agency's exist-
ing housing rehabilitation component. The project addresses a dual need
in that it enhances physical structures within the City while also providing
vocational training with the potential to lead to full-time employment.
Stipends would be provided to project trainees.
IV. BUDGET ANALYSIS:
Tri-City's proposed budget, including theS193,890 F.R.S. from the City,
totals $686,269• Funding sources include: Department of Health and
Rehabilitative Services, Dade County Community Development, C.E.T.A., the
Dade County School Board and Partners for Youth. The City F.R.S. funds
would represent 331 of the total agency budget.
The City funding request is basically for the following line items: staff
salaries and fringes ($107,296; 551;), participant stipends (512,426; 6'1 ,
construction materials ($44,000; 23°:), and the balance for miscellaneous
operating expenses.
Based on the proposed funding request and the training of 30 persons, the
city's cost per client would be $6,463. The City has recently contracted
with three (3) similar rehabilitation/training projects through the C.D.
Jobs Program and the proposed costs are much less (Little Havana Activities
Center - $3,333; Small Business Opportunity Center - $2,222; and the Biscayne
Wynwood Chamber of Commerce - $2,667). Compared to these projects, the
Tri-City proposal is extremely expensive.
V. RECOMMENDATION:
While the Tri-City Project has merit, it is
proposal. The City has not funded a project
Therefore, funding is not recommended.
-101E-
essentially a CETA training
like this through F.R.S.
•
1/
I
TRI-CITY COMMUNITY ASSOCIATION
CITY
F.R.S. Request - $193,890
BUDGET SUMMARY
OTHER SOURCES
Health, Rehabilitative Services - $_94,379
County - $208,000
School Board - $ 50,000
------------------------------------------ I - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
TOTAL PROJECT FUNDING ALL SOURCES: $546,269
TOTAL AGENCY FUNDING: $546,269
-102-
New
LEGAL SERVICES OF GREATER MIAMI. INC.
I. A enc : Legal Services of Greater Miami, Inc., 7900 N. W. 27 Ave.
Director: Marcia Cypen 1393 S. W. 1st Street
Board Chairperson: Lorraine Anaya
Target Area: Wynwood and Overtown
Existing FRS Funding: -0- Recommended FRS Fundina: S 0
Requested FRS Funding: $100,270
II. PROJECT DESCRIPTION:
The agency seeks to provide civil legal representation to below poverty level
residents of Wynwood and Overtown where no neiahborhood legal representation
is available. Legal Services are currently provided at 1393 S.W. 1st Street
and at the Northside office, 7900 N.W. 27th Avenue. However, the agency cites
poor local transportation, as well as cultural, social, or ethnic barriers as
reasons for low participation from Wynwood and Overtown residents. Because
of this, a pilot project is underway at the Community Action Agency (CAA) in
Overtown. This project is funded through the agency's current budget, and
has resulted in an increase in the number of client contacts from this area.
Services include free legal assistance in the area of housing, health, income
maintenance, education, employment, and domestic relations. This assistance
includes advice, case representation and community education. The agency
estimates 1,250 unduplicated clients would be served per year. The agency
proposes to house one paralegal at the Wynwood CAA and one paralegal at the
CAA in Overtown from 9:00 a.m.-12:00 noon, Monday -Friday. An attorney would
be scheduled at each site one morning per week. CAA staff would be trained
in screening clients to be seen by the paralegal, who will then refer clients
to other agencies, i.e., Social Security and/or the attorney. The paralegal
would also conduct outreach, community education, and case representation
where appropriate. In addition to meeting with eligible clients referred by
the paralegal, the attorney would also conduct community education seminars.
III. PROJECT ANALYSIS:
Legal Services of Greater Miami, Inc., a private, non-profit corporation, has
been in operation since 1966. At one time, services were provided at neighbor-
hood offices; however, the agency describes a major funding reduction which
caused them to regionalize. The agency states no other agency provides a
full range of free legal services in these communities; however, HACAD, funded
by the City of Miami, provides housing representation to Haitians. In the
past, the City has had limited contact with Legal Services. During the.summer
of 1981, an attorney frem Legal Services visited the Overtown Response Center/
Jobs Program one day per week. However, the Citizen Response Center staff
report the type of services requested by residents was for assistance in
criminal or family matters, and Legal Services was not able to address this
need. Most of the services provided were information and referral which are
A* also provided by either the Citizen Response Center or Dade County Housing &
Urban Development. Because of this, C.R.C. reportsit currently refers few
-103- 84 -9
clients to Legal Services. It should also be stressed that the attorney will
see clients only one morning per week and it is questionable how helpful this
limited contact would be to the community. Without the requested funding,
legal services would continue to be provided at the S.W. 1st Street and North -
side offices, which are open to all City residents.
IV. BUDGET ANALYSIS:
The total project budget would be $115,156, with a cost per client at S92. With
an FRS budget of S100,270, the City cost per client would be $80.00. The City
would provide 87;'O of the project finding, 6% of total agency funding.
Personnel costs comprise 96% of the proposed project budget. These costs are
for two attorneys, two paralegals and two secretaries. The City would provide
100.11 of the personnel costs for the attorneys and paralegals, 50% for the
secretarial positions. Considering the agency is requesting complete personnel
costs for the attorneys, both attorneys should be required to spend more actual
time in the community than the one morning per week as specified in the pro-
posal.
Agency funding sources include the Legal Services Corporation, an Interest on
Trust Account, Dade County Revenue Sharing, Title XX and Title III. Total
agency budget is $1,742,656.
V. RECOMMENDATION:
Legal services would continue to be provided at the agency's present offices ,
0 o without the requested FRS funding. The City provides no funding for legal
services in other target areas, with the exception of H.A.C.A.D. which pro-
vides an emergency food and shelter program and legal aid in housing related
matters for Haitian refugees. Historically, legal services have not been a
priority identified by the City Commission. The program has always been funded
V)CC by the federal government, which is appropriate because of the nature of the
o services involved. Therefore, FRS funding is not recommended.
f� f
-104-
LEGAL SERVICES OF GREATER MIAMI
R1111r.CT Q11WADV
CITY
OTHER SOURCES
Project
Project
Legal Services Corp.
- S
14,886
Ag_ _ e n cy
F.R.S. Request - $100,270
County
- $
75,000
Legal Services Corp.
- $1,241,522
Legal Services Corp. Request
- $
2,415
Title XX
- $
71,780
Title III Request
- $
56,718
Reginald Heber Smith
- $
20,800
Criminal Justice
- $
39,312
Florida Interest on Trust
- $
90,000
Account
Filing -Fees
- $
8,950
TOTAL PROJECT FUNDING ALL SOURCES:
$115 1Nsc. Inc.
- $
7,000
TOTAL AGENCY FUNDING: $1,728,653
-105-
New
MARTIN TECHNICAL COLLEGE - CAREY BRANCH
I. Agency: Martir. Technical College - Carey Branch, 901 N.W. 54 St.
President: Barbara Carey
Project Director: Edward Moore
Board Chairman: Barbara Carey
Target Area: City Wide
Existing FRS Funding: $ 0
Requested FRS Fundinj: $335,921
Recommended FRS Funding: $175,000
II. PROJECT DESCRIPTION:
Martin Technical College - Carey Branch proposes to train 60 City of Miami
residents in microcomputer repairs and operations. Martin Technical College -
Carey Branch cites high unemployment and lack of marketable skills in youths
ages 17 - 24 as demonstration of the need for this project, and it is this
population the agency plans to attract. In addition to training in repairs
and operations, the agency plans to offer a wide range of supportive ser-
vices to include, but not be limited to, training for the General Education
Diploma, vocational counseling, employability skills, and OJT or unsubsidized
z
employment placement. The agency projects 85" of its students would suc-
cessfully complete the program and projects placing 80% of the graduates.
zQ
Alpha-Merics, Inc. would provide technical staff support and program design
and has tentatively agreed to hire a number of the graduates. During the
,.a
pilot year, the program would be open free of charge to low -and -moderate in-
N a
come City of Miami residents exclusively. Hours of operation would be from
o
8:00 a.m. - 10 p.m., and classes would run in two 5 hour shifts, 30 persons
per shift.
III. PROJECT ANALYSIS:
Martin Technical College - Carey Branch opened in September of 1982 and offers
training programs for medical assistant, dental assistant, respiratory therapy
technician, business management, secretarial science and building construction.
The first graduating class will be in December, 1983. It is accredited by the
Florida State Board of Independent Colleges and Universities under the main
branch of Martin Technical College. Carey Branch plans to apply for its own
accreditation next year.
IV. BUDGET ANALYSIS:
The agency requests $335,921 in F.R.S. funds which would result in a yearly
cost per participant of $5,599. The total agency budget of $569,528 includes
revenues from Pell Grants and tuition payments. F.R.S. funds would comprise
57';' of the agency funding and 100.E of the project funding. The personnel costs
at $164,000 would comprise 56" of the project budget. The remaining 44q of the
program budget would be absorbed by program operations such as supplies, utili-
ties, telephone, space rental at $16,500, and equipment rental at $60,000. The
agency presently has little software other than two word processors. The
nature of the program necessitates the acquisition of additional computer
equipment which the agency proposes to rent.
V. REc
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V. RECOMMENDATION:
This could be a viable project. It would provide low -and -moderate income
persons an opportunity to receive training in computer repairs and opera-
tions when otherwise an opportunity does not exist. Therefore, funding is
recommended not to exceed $175,000 and pending review by the Computers and Oper-
ations Dept. Staff would work with the agency to amend the budget ac-
cordingly. Further, we reserve the right to refer participants from the
Overtown Jobs Program and other vocational programs.
-107-
84-9
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MARTIN TECHNICAL COLLEGE - CAREY BRANCH
CITY
F.R.S. - $175,000
BUDGET SUMMARY
Project: 0
Agency
Pell Grants
CETA Request
OTHER SOURCES
- $179,239
- $237,800
----------------------------------------------------------------------------------------
TOTAL PROJECT FUNDING ALL SOURCES: $175,000
TOTAL AGENCY FUNDING: $592,039
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III
New
OPERATION MAINSTREAM
I. Agency: .ited Family and Children's Services., 2190 N. W. 7th Street
Project ` "actor: Nancy Ungaro
Executive administrator: Albert L. Harriett
President of the Board: Gregory M. Cesarano
Target Area: Downtown
Existing FRS Funding - 0 - Recommended FRS Funding: $22,820
Requested FRS Funding: $22,820
II. PROJECT DESCRIPTION:
The Operation Mainstream Project serves elderly (60 years or older) and
handicapped residents of the City of Miami, Downtown target area. The
project provides outreach counseling, case management services and in-
formation and referral to the frail, isolated elderly who have no
family or friends to aid them. Project services are provided Monday -
Friday, 9:00 a.m. - 5:00 p.m.
1 The project closely coordinates its efforts with programs that provide
supportive services to its clients, including Meals on Wheels, Gesu
Church, Methodist Center, and Community Care for the elderly. Project
staff often serves as an intermediary for clients in need of Supplemental
Security Incone and Medicare, but who are incapacitated and not able to
' handle their own problems.
The Operation Mainstream project is requesting $22,820 to supplement its
existing services. Federal Revenue Sharing Funds would be used to hire
ti a Social Worker II. This position was previously funded by United Way,
and has been vacant since April. The project is currently operating with
x one staff person.
r III. PROJECT ANALYSIS:
United Family and Children's Services has been in existence since 1971.
During this time, the agency combined Family Services, the Children
Service Bureau and Travelers Aid and became one agency with all of
these projects under its auspices. The Operation Mainstream project•
was implemented with United Way funds, City of Miami Community Develop-
ment and CETA funds in 1976, and has been a City funded project since
then.
United Family and Children's Services provides comprehensive counseling
services to families, children and individuals. Emergency travelers
aide is also provided to those in need of this service.
84--9
-109-
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IV. BUDGET ANALYSIS:
United Fa,•••ly and Children's Services total budget is $1,332,000. The
project' :.irrent budget is $54,150, with $49,307 (91%) going towards
salaries .i fringe benefits. The project is currently funded by City
of Miami --munity Development at $21,700, and United Way at $32,450.
Its total :udget represents 4% of the agency's total budget.
The project would use the F.R.S.funds to add a Social Worker II to its
staff. The total F.R.S. request of $22,820 would cover one (1) salary
at $18,000, and Fringe Benefits at $3,600, with the remainder going to
Miscellaneous Expenditures, such as travel, insurance, printing and
supplies.
The project's projected cost per client is $244 per year, based on the
project serving 200 clients annually. For FY '82-83, the project
served approximately 266 clients. The project has requested other
funds from the Area Wide Agency on Aging. However, a decision will not
be reached on this request until November.
V. RECOMMENDATION:
This program is being recommended for supplemental funding to the
existing CD allocation. As noted eralier, the City's experience with
this project has been a positive one. This project has historically
performed above its contractual requirements, and the services it
provides are most needed in the Downtown area. Since April, the
project has been operating with one staff person that has been carrying
an overload of cases. An additional staff person would considerably
reduce the case overload and would expedite the provision of services
by the project.
Funding of $22,820 is recommended.
-110-
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UNITED FAM
F.R.S.
C.D.
TOTAL
t
UNITED FAMILY AND CHILDREN'S SERVICES
F.R.S. Request - $22,820
C.D. - 521,700
BUDGET SUMMARY
OTHER SOURCES
Project
United Way - $ 32,450
Agency
United Way - $888,550
H.R.S. - $254,558
Area Agency on Aging Request - $ 20,538
Metro -Dade Crime Prevention - 5 79,658
Fees - $150,000
------------------------------------------
0
II.
New
PERFORMING ARTIST GUILD ENSEMBLE, INC.
Agency: P-r-forming Artist Guild Ensemble, Inc. (P.A.G.E.)., 1331 N.W. 46 Str
Agency Di:-_ -tor: Will Baskins
Board Chaff! -man:
Target Area:
Clarence Dixon
Citywide
Existing FRS Funding: - 0 - Recommended FRS Funding: $ 0
Requested FRS Funding: $15,419
PROJECT DESCRIPTION:
P.A.G.E. proposes to provide a cultural arts program for disadvantaged
minority youth. The agency cites riots, high unemployment and criminal
offenses as demonstrations of the need for alternativesto criminal in-
volvement and/or unemployment. Through youth involvement in this cul-
tural arts program, it is the goal of the agency to deter crime as well
as to develop creative talent. Currently, there is a lack of such
programs for youth in the minority community.
P.A.G.E, is open City-wide to anyone who has interest or
ability in the
performing arts. Presently, the majority of clients are
inner -City and
z
black. The program operates from the AllaRattah Jr. High
Community
0
o
School, from 9:00 a.m. - 5:00 p.m. Monday through Friday,
during the
za
summer. During the school year, the hours are from noon
- 8:00 p.m.,
Monday - Friday, and 9:00 a.m. - 5:00 p.m. on Saturday.
Services are
a
provided to approximately 1,000 youth, and include classroom training
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in dance, voice, music, modeling, theatrical development,
art, math,
o
and gymnastics. Students would also participate in four
major and 10
minor events, providing participants an opportunity to display
their
y►'
talents to the community.
III. PROJECT ANALYSIS:
P.A.G.E. has been operating without funding intermittently since 1979.
The agency is now seeking funding as client demand has dramatically
increased. P.A.G.E. serves at least 1,000 clients per year and has a
waiting list of over 200. Client ages range from 3 years old to 59
years old with the majority in the 17 - 26 year -old group. Both
regular attendance and satisfactory grades are required of those clients
enrolled in school. The program is free to its participants and there
is no other agency providing this gamut of services free of charge.
P.A.G.E. dancers have been invited to perform at a variety of civic
events which include the preview opening at Metro Zoo, Lou Rawls Parade
of Stars for UNICEF, Jerry Lewis Muscular Dystrophy Telethon, and Over -
town Comes Alive. The agency reports modeling clients achieving profes-
sional placement and has commitments for training in sound engineering
from a Channel 2 engineer and from a commercial producer to utilize
client talent in T.V. commercials.
-112-
M
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IV.
V.
0
P.A.G.E. has tentatively acquired a new site known as P.A.G.E. Hall,
located at 4343 N.W. 7th Avenue, and has been permitted to use this
facility on a month -to -month basis free of charge. In order to aid
46 Stre the agency in acquiring this site, the Miami Community Police Bene-
volent Association provided the initial payment for the liability
insurance. However, because of lack of funds, this will end soon.
Gymnastics is now offered at the Hall and with funding, the agency
would move its entire operation into this facility.
IV. BUDGET ANALYSIS:
At this time, P.A.G.E. has no operating funds. The agency is requesting
$15,419 in F.R.S. funding to purchase a bus to transport clients to and
from productions and night classes in addition to covering some of the
operating costs such as telephone and utilities. Based on 1,000 participants,
the cost per participant would be $15.00 per year. The total agency budget
is projected to be $87,431; however, besides the F.R.S. request, P.A.G:E.
d has only applied for $15,000 of this amount from the County Bed Tax.
ai
V. RECOMMENDATION:
li Historically, cultural programs have not been a priority category of ser-
vice as identified by the City Commission. Therefore, it is not recom-
mended for F.R.S. funding. A possible alternate funding source would be
County Bed Tax revenues.
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-113-
84-9
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4V
New
PUERTO RICAN CHARITIES
I. Agency: Puerto Rican Charities , 252 N. W. 29 Street.
Director: Roxanne Rexach
Board Chairperson: Nelson Flores
Target Area: Wynw ood
Existing FRS Funding: -0- Recommended FRS Funding: $ 0
Requested FRS Funding: $175,000
II. PROJECT DESCRIPTION:
This project proposes to provide comprehensive services to the Wynwood
community in all age groups. Services to be provided include: counseling,
information and referral, child care services, recreation, tenant education
assistance, emergency housing, hot meals, group and individual therapy,
vocational training, crisis intervention. This program would also operate
7 days a week, 24 hours a day.
One of the main components of this project is the training component. Train-
ing would be provided to participants in the following occupations: auto
mechanics, nurses aides, homemaker,safety- police and industrial sewing
machine operation.
III. PROJECT ANALYSIS:
Puerto Rican Charities is a new agency that began operating in 1983
with no funding. The director states that she invested her personal monies to
begin project operations. The project is located at 252 N.W. 29th Street. It
currently has no staff other than the director/founder, Roxanne Rexach, who is
volunteering her services and draws no salary. Ms. Rexach notes that she is
serving daily an average of 90 clients.
The director states that no other community agency is currently providing the
services that she proposes to implement. However, most of the services pro-
posed are currently provided by neighborhood facilities and other social
service agencies located in the City of Miami.
The description of the services proposed by the project is not in line with
the staff proposed. A project of such magnitude with counseling and training
listed as primary services should propose to staff the project with profes-
sionals, such as social workers and certified teachers. Area residents would
necessitate intensive training and skills to serve as counselors and instructors
as proposed by the project.
The magnitude of the services proposed by the project is unrealistic. In
addition, the design of the proposal is ambiguous, lacking clear goals and
objectives and steps by which these would be accomplished.
With the exception of the safety police and the sewing machine operation, all
other vocations are offered through the vocational schools or adult education
programs. The project proposes to provide training in occupations that are
currently filled by on-the-job training experience.
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The child care component of the project is currently addressed by the services
provided by Holy Cross Day Care,located in the Wynwood area and the Y.W.C.A.,
located in the immediate area. Holy Cross Day Care does not operate at full
capacity; therefore, vacancies exist in the project for children in need of
the service residing in the Wynwood area.
IV. BUDGET ANALYSIS:
The Puerto Rican Charities currently has no budget. Since it is operating with
no funds, the proposed budget is $174,895(representing the FRS request).
Staff salaries ($134,400) will represent 777"' of the total agency budget. The
remainder 4Auld pay for rent, utilities, training equipment rental, supplies, etc,
Based on the program serving 90 clients a day for 365 days (as the program
proposes), the City's daily cost per client will be approximately $5.33. The
program proposes to serve approximately 32,850 clients for the year.
V. RECOMMENDATION:
The City allocates social service funds to several neighborhood programs that
provide most of the services proposed by this program. The Maria de Hostos
Community Center also houses multiple social services which directly benefit
the Wynwood community.
The services proposed by this program would be a duplication of efforts based
on the existing numerous projects currently located in the Wynwood community,
and in the City of Miami. In addition, project goals are unrealistic and
excessive; therefore, minimizing the possibilities of services materializing.
This project is not recommended for funding.
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84- 9. m
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New
SER/CITY OF MIAMI ENTRANT TRAINING
I. Agency: SER - Jobs for Progress, Inc. , 888 N.W. 27 Ave.
Director: Melvin Chaves
Board Chairman: Federico Costales
Target Area: Citywide
Existing F.R.S. Funding: $ 0 Recommended FRS Funding: $0
Requested F.R.S. Funding: $61,875
II. PROJECT DESCRIPTION:
The project would provide outreach, recruitment, employability assessment,
orientation to the world of work, job development, job referral, transport-
ation, Targeted Jobs Tax Credit, personal counseling, career counseling,
and post -placement follow-up to recently arrived entrants, refugees and
other immigrants residing within the City of Miami. In addition, SER would
provide training in the following areas: English as a Second Language (ESOL),
employability skills, on -the -job -training and various vocational areas,
including: clerical, mechanical and electrical wiring. Clients served
would be between the ages of 18 and 25. Project days and hours of operation
would be Monday through Friday, from 8:00 a.m. through 5:00 p.m.
The agency proposes that over half of the trainees, a minimum of twenty-two
would find full-time employment within three months of completing the train-
ing. The Career Development Unit of the Agency maintains contact with over
500 employers.
The project would have linkages to the existing SER Training Center at
888 N.W. 27th Avenue, and local technical schools.
The agency would attempt to serve the greatest number of females, minorities
and other potentially high unemployment groups. The project would not be
providing stipends to clients.
III. PROJECT ANALYSIS:
SER-Jobs for Progress operates training and job development programs
throughout Dade County. The agency subcontracts with Martin Technical
College to provide special training in areas such as electrical wiring.
The agency provides training opportunities in clerical and word processing.
The agency has requested Federal Revenue Sharing Funds to establish the
SER-City of Miami Entrant Training Project.
The City of Miami is currently operating the Entrant Impact Project that
provides training to Haitian and Cuban entrants. The City sub -contracts
with eleven different community organizations to provide intensive English
classes and vocational skills. However, the proposed project differs from
the City funded programs in that it would not only serve Haitian and Cuban
entrants, but include other immigrants who reside within the City of Miami.
The project would provide both vocational training and counseling services
to eligible clients.
-117-
8-1-9
IV. BUDGET ANALYSIS:
SER-Jobs for Progress has a total budget of $929.647. Agency receives
funds from SER Entrant Training; Comprehensive Job Training, Minority
Export Development Consultants and the City of Miami to operate its
existing training programs.
The budget request of $61,875 for the SER Entrant Training Project would
be primarily directed to staff salaries and fringe benefits ($45,499).
This figure reflects 15% of the total salary of six existing positions
at the Agency and the addition of one job developer.
Balance of the $61,875 would go to Client's Transportation Allowance
($4,253), OJT Contracts ($5,040). Insurance, equipment rental, utilities,
office supplies, postage, advertising, client tuition, local travel re-
imbursement and equipment (2 calculators). FRS funds would cover 93% of
project total cost. The remaining 7% would be used from Agency's fund.
While this is a new project for the Agency, F.R.S. funds would be tied
to the overall agency budget and, therefore, appears to replace other
funds.
The City cost per client on a yearly basis would be $1,406,25.
LOOOO V. RECOMMENDATION:
While jobs have been identified as a priority service by the City Com-
a o mission, the City is currently addressing the needs of entrants (Cuban
o and Haitian) through the Entrant Impact Project. Therefore, F.R.S. fund-
ing is not recommended for the project.
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SER - JOBS FOR PROGRESS
BUDGET SUMMARY
CITY OTHER SOURCES
F.R.S. Request - $60,000 C.E.T.A. - $276,306
F.R.S. Request - $61,875 Health Rehabilitative - $139,849
Services
TOTAL PROJECT FUNDING ALL SOURCES: $60,000 and $61,875
TOTAL AGENCY FUNDING: $538,030
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New
SHAKESPEARE FESTIVAL AT VISCAYA EDUCATIONAL OUTREACH PROGRAM
I. Agency: Sou-;, Florida Theatre Co., Inc., 5781 Sunset Drive.
Director: Gail Smith
Interim Board Chairperson: Gail Smith
Target Area: Citywide
Existing FRS Funding: -0- Recommended FRS Funding: $ 0
Requested FRS Funding: $15,000
II. PROJECT DESCRIPTION:
The Shakespeare Festival at Viscaya Educational Outreach Program intends to
use City funds to address the need of the environmentally disadvantaged student
who normally cannot afford exposure to the arts, and to strenghten their scope
of education through the English skills study guide which the project uses in
all performances.
The project would serve City of Miami elementary and junior high school students
who are disadvantaged and of low or moderate income. The project would provide
the youths with 18 free performances of "Taming of the Shrew", "Twelfth Night", and
"Servant of .Two Plasters". In addition, each child would receive an English skills
study guide. Eight (8) performances at Viscaya and ten (10) at local City
schools would be provided to a total %J 7,000 children. Performances would be
held every Tuesday morning at 10:00.
The project receives direct supportive services from the Dade County Schools
where performances are held each year. The schools provide staff to the
project to aid in the selection of the students, the planning and the imple-
mentation of the performances at each school.
III. PROJECT ANALYSIS:
The South Florida Theatre Co., Inc. was founded in 1979. The Shakespeare
Festival at Viscaya and the theater outreach in the schools will start its
second season in January, 1984.
To date, the South Florida Theatre Co., Inc. notes that its public performances
at the Shakespeare Festival at Viscaya, the annual Coconut Grove Arts Festival,
and other events have reached over 15,000 South Florida residents and tourists.
Approximately 46,600 minority children in inner City schools have received
their first exposure to professional theater through the South Florida
Theatre Co. The agency indicates that the short term goal of the project is
to strengthen the education of the disadvantaged child with a long term benefit
of developing a major positive cultural event for City residents with little
cost to the City.
IV. BUDGET ANALYSIS:
The agency has a total budget of $179,830. Funds are used to operate the
overall theater outreach project in public places and school settings. The
-120-
S
V.
South Florida Theatre Co.'s annual projects include the Shakespeare Festival
at Viscaya and the theater outreach in the schools. The FRS request ($15,000)
would be used to bring this project to the disadvantaged youth in public
schools. The total budget is $69,700, which represents 39' of the total
agency budget. $15,000 for the project represents the request from the City
and $54,700 comes from ticket sales, government and foundation grants, and
corporate and individual donations.
From the FRS request, $1,100 would go to salaries. Additional monies would
Pay for bus rentals to transport youth, 7,000 study guides and insurance.
The total project cost per child would be $9.96. The City cost is projected
at $2.14.
to The agency has applied for funding from Ryder Systems, Southeast Banks, State
student of Florida Mini -grant, Biscayne Kennel Club, and General Development Corporation.
scope
Ees in V. RECOMMENDATION:
The South Florida Theatre Co.'s project goals are unique and its services are
students of major cultural importance to the City and this community as a whole.
provide However, its goals and objectives are not in line with the City Commission's
M1icht", and established priorities for allocating City social service funds.
h skills
t! The agency has established good support efforts with the Dade County schools
uld be f and receives excellent staff support from them. An alternative is for the
agency to explore the possibility of the schools lending the financial support
to facilitate continuation of the services proposed. Another possible source
cols: would be Dade County Bed Tax revenues.
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is
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stiva1
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benefit
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the
The
FRS funding is not recommended for the project.
-121= 84-9. -
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SOUTH FLORIDA THEATER COMPANY
F.R.S. Request - $15,000
OTHER SOURCES
Project
Donations/In-Kind Services - $54,700
Agency
Donations/In-Kind Services/- $55,430
Ticket Sales
TOTAL PROJECT FUNDING ALL SOURCES: $69,700
TOTAL AGENCY FUNDING:
New
SOUTH WEST SOCIAL SERVICE
I. Agency: South West Social Service, 7329 West Flagler St.
Agency Director: Angela Vasquez
Board Chairman: Eugenio Sanchez
Target Area: Flagami
Existing FRS Funding: $ 0
Requested FRS Funding: $64,378
II. PROJECT DESCRIPTION:
Recommended FRS Funding: $ 0
Southwest Social Service proposes to provide multiple social services
(congregate meals, home delivered meals, counseling, information/re-
ferral, education and recreation) to City residents in the Flagami area
of the City of Miami. It is estimated that 46 persons would be served
on a daily basis. The agency is located just outside of the City of
Miami limits at 7329 West Flagler Street.
The basic objectives of the agency are: 1) improve the health of the el-
derly; 2) to instill a sense of being to the elderly participant; 3) to
A increase participant involvement in meaningful activities; 4) to establish
linkages with other community organizations addressing the social and
economic needs of the elderly; 5) to improve social interaction for the
elderly; 6) to reach the isolated, elderly person; 7) to facilitate the
cultural adjustment of the elderly; 8) to train and employ elderly persons
with the capacity for employment.
III. PROJECT ANALYSIS:
Southwest Social Service has been providing social services for four (4)
years to residents of Dade County, including the City of Miami, the City
of West Miami, and unincorporated southwest Dade County. City funds are
requested specifically to provide services to City of Miami elderly
residents, by maintaining the level of services, now being provided without
City funds.
It should be noted that the City currently provides funds for an elderly
services program in the Flagami area, which operates from the St. Dominic
Gardens Elderly Housing Complex. This program includes recreation, educa-
tion, information and referral, and hot lunch for participants. However,
it is recognized that there remains a need for additional services for the
elderly.
-123- 84--9. -
/"
IV. BUDGET ANALYSIS:
The agency's total 1982-83 budget is $145,000 and proposed 1983-84
budget is $159,882. The agency has requested $64,378 from the City
of Miami. Of this total, 43% is directed to personnel costs, 18%
for hot meals and the balance for miscellaneous operating expenses.
It represents 40% of the 1983-84 proposed budget.
A comparison of the agency's 1982-83 budget and proposed 1983-84
budget indicates the following significant changes:
1) Staff salaries are much higher (Program Director from $20,400 to
$26,000 and Counselor from $15,600 to $20,000; City funds are re-
quested for a portion of these salaries).
2) Space rental increases from $9,720 to $23,530 (additional space is
being rented adjacent to existing site).
3) The hot meals program is being expanded from $6,600 to $31,500
(at $1.85 per meal the number of meals which can be purchased in-
creases from 3,568 to 17,027; or from 14 meals on an average daily
basis to 67 on an average daily basis). The City request includes
$19,800 for this particular item.
4) Funds for homebound meals are increasing from $2,131 in FY'82-83
to $13,500 in FY'83-84 (at $2.15 per meal, the number of meals
which can be purchased increases from 991 to 6,279; or from 4 on an
average daily basis to 25 on an average daily basis). The City
request for this particular line item is $5,440.
5) The transportation line item, which was non-existent in FY'82-83,
totals $15,200, of which $7,600 is requested from the City.
V. RECOMMENDATION:
While there is a need for additional services to elderly City residents,
this project is not recommended for F.R.S. funding. City funds should
be allocated to agencies located within City of Miami limits. South-
west Social Services, while providing valuable services to both City
and County residents, does not meet this prerequisite.
-124-
F
SOUTHWEST S
F.R.S
TOTA
f
SOUTHWEST SOCIAL SERVICE
F.R.S. Request - $64,378
BUDGET SUMMARY
OTHER SOURCES
.E.T.A. - S 60,000
.E.T.A. Request - $115,450
nited Way - $ 16,000
nited Way Request - $150,000
onations - $ 4,000
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -I---------------------------------------------
TOTAL PROJECT FUNDING ALL SOURCES: $409,828
TOTAL AGENCY FUNDING: $409,828
SUMMARY OF FY 1983-84
RECOMMENDATIONS
I. Existing Programs
Agency
Action Community ':enter
$
65,970
Allapattah Commu -ity Action
27,825
Aspira of F1oric,
0
Belafonte Tacolcy Sports Development II
20,479
Belafonte Tacolcy Youth Vocational
39,172
CCS/Miami Bridge
14,817
CCS/Overtown Day Care
63,598
Centro Caribeno de Estudios Postgraduados
0
Coconut Grove Family Clinic
35,307
First United Methodist Church
11,137
H.A.C.A.D.
153,155
Industrial Home for the Blind
10,426
J.E.S.C.A.
39,541
Little Havana Activities and Nutrition Centers
of Dade County, Inc.:
Peter's Plaza
107,797
Safe House
69,818
St. Dominic's
92,585
Los Viejos Utiles
4,010
Miami Jewish Home -Douglas Gardens
117,142
St. Alban's Day Care Center
73,660
Sub -Total $
946,439
V)
c, o
I I . New Projects
o�
Agency
J
a
Archdiocese of Miami Haitian Catholic Center:
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Afterschool Childcare Program
$
0
C>
Vocational Training Program
0
Notre Dame d'Haiti English School
0
Casa Integra
0
Centro Mater
0
Haitian Refugee Center
0
Legal Services of Greater Miami
0
Martin Technical College
175,000
Miami Technical Institute
0
Performing Artist Guild Ensemble
0
Puerto Rican Charities
0
SER - Jobs for Progress
0
South Florida Theater Co.
0
Southwest Services
0
Tri-City Community Association
0
United Family and Children's Services
22,820
Sports Development Club
0
Youth Co -Op
0
Sub -Total $
197,820
TOTAL PROJECTS $1,144,259
,III. Administration
i
91,541
TOTAL RECOMMENDED `1,235,,3oo
-126-
E
00,
SUMMARY OF FY 1983-84 RECOMMENDATIONS
I. Existing Programs
Agency
Action Community "enter
Allapattah Commu-ity Action
Aspira of Florica
Belafonte Tacolcy Sports Development II
Belafonte Tacolcy Youth Vocational
CCS/Miami Bridge
CCS/Overtown Day Care
Centro Caribeno de Estudios Postgraduados
Coconut Grove Family Clinic
First United Methodist Church
H.A.C.A.D.
Industrial Home for the Blind
J.E.S.C.A.
Little Havana Activities and Nutrition Centers
of Dade County, Inc.:
Peter's Plaza
Safe House
St. Dominic's
Los Viejos Utiles
Miami Jewish Home -Douglas Gardens
St. Alban's Day Care Center
II. New Projects
Agency
Archdiocese of Mi'
Afterschool
Vocationa'
Notre D-
Casa Inter
Centro
Haiti -
Meg
0
8
s U
$ 65,927 . Previously
Allapattah
Allapattah
Ar„onia Pr
Aspira of
Associatio
(Los Viejc
Coconut G
St. Alban
Douglas G.
Senior Adw
Miami Jeer
for the A
First Uni
Miami
Methodist -
Haitian
` Haitian c
of Dade Q
JESCA Mu
the Elde
James E.
Associat
Peters P
the Blin
Little
Nutriti
Safe HO
Little
Nutriti
St. Dom
Little
Nutriti
Miami
Cathol
E Overto
Center
A
Cathol
f� Rehabi
Recrea
Indust-
I
11
BUDGET SUP-WARI ES
Previously Funded Projects
F.R.S.
Request
Allapattah Elderly Project
$ 27,825
Allapattah Community Action
Armonia Project
$ 74,594
Aspira of Florida
Association for the Useful Aged
$ 4,010
(Los Viejos Utiles)
Coconut Grove Family Clinic
$ 34,222
St. Alban's Day Nursery
Douglas Gardens City of Miami
$ 108,465
Senior Adult Day Care Center
Miami Jewish Home and Hospital
for the Aged
First United Methodist Church of
$ 10,312
Miami
Methodist Community Center
Haitian Social Service Program
$ 141,810
_
Haitian Community Association
of Dade County
JESCA Multi -purpose Centers for
$ 39,541
the Elderly
James E. Scott Community
Association
Peters Plaza/Industrial Home for
$ 109,974
the Blind
Little Havana Activities and
Nutrition Centers of Dade County
Safe House
$ 83,083
Little Havana Activities and
Nutrition Centers of Dade County
St. Dominic's/Los Viejos Utiles
$ 114,614
Little Havana Activites and
Nutrition Centers of Ddde County
Miami Bridge
$ 13,719
Catholic Community Services
Overtown Day Care and Neighborhood
$ 58,887
Y.
Center
Catholic Community Services
Rehabilitation, Education and
$ 24,000
Recreation for the Blind
Industrial Home for the Blind
-127-
Total
Project
$ 27,825
$ 74,594
$ 99,188
$ 535,887
Total Agency
Budget
$292,276
$ 74,594
$535,887
$ 179,145 $24,656,606
$ 94,893 $ 94,893
$ 141,810 $1,031,183
$335,340 $5,345,102
$ 147,618 $3,907,486
$ 83,083 $3,907,486
$162,972 $3,907,486
$360,062 $ 360,062
$266,831 $ 266,831
$143,352 $ 143,352
Previously Funded Projects
F.R.S.
Request
Total
Project
Total P_qw.,
Budget
Sports Development II
$
18,962
$
18,962
$ 993,451
Haitian Ref
Belafonte Tacolcy
Haitian Rem
Youth Vocational Project
$
36,270
$
36,270
$ 993,451
Home Improt_
Belefonte Tacolcy Center
Tri-City CC
Transportation for the Elderly
$
65,970
$
417,453
$ 417,453
Legal Sery
and Handicapped
"_'ec
Action Community Center
Branch
Wynwood Psychological Services
$
34,858
$
34,858
$ 403,402
operation
Center
Centro Caribeno de Estudios
United Fa:
Postgraduados:.
Per Yor.min-
NEW PROJECTS
Puerto Ri•
Bridge Counseling Program
$
30,000
$
30,000
$1,349,467
SER/City
SER-Jobs
Youth Co Op
Centro Mater Child Care
$
20,000
$
152,055
$ 336,450
Shakespea
Educatior
z
o0
Centro Mater
South F lc
z a
Citywide Youth Sports Development
$
50,000
$
50,000
$ 50 ,000
�outh�,•es
U-
Program
Sports Development Club
N 4
o
Claude Pepper Shelter for the
$
65,000
$
165,000
$ 219,000
Homeless
Casa Integra
Educational Training/Placement/
$
240,000
$1,400,000
$1,400,000
* P`Opo
ESOL
!
Miami Technical Institute
Haitian Catholic Center/Afterschool
$
54,958
$
87,258
Not Availab'
Childcare Program
Pierre Toussaint Haitian Catholic
;
Center
Haitian Catholic Center/Notre
$
29,084
$
95,434
Not Availab?
Dame d' Haiti
Enr,lish School Education
Pierre Toussaint Haitian Catholic
Center
Haitian Catholic Center/Vocational
$
55,984
$
418,954
Not
Training Program
Avai
Pierre Toussaint Haitian Catholic
Center
-128-
i
I
tal Ag
budget '' F.R.S. Total Total Agency
NEW PROJECTS Reauest Project Budaet
$ 993,451
Haitian Refugee Care Center $ 168,885 $ 168,885 $ 461,286
Haitian Refugee per
$ 993,451
Home Imorovemen,: Program $ 193.890 $ 193 890 $ 417 379
$ 417,453
$ 403,402
$1, 349, 46 7
$ 336,450
$ 50,000
$ 219,000
$1,400,000
Not Availabl
Not Availab-
Not A%,ai;mabl
Tri-City Community Association
Legal Services of Miami
$
100,270
$
115,156
$1,742,656
Martin Technical College -Carey
$
335,921
$
335,921
$
569,528
Branch
Operation Mainstream
$
22,870
$
54,150
$1,332.200
United Family & Children's Services
Performing Artist Guild Ensemble
$
15,419
$
87,431
$
87,431*
Puerto Rican Charities
$
175,000
$
175,000
%
175,000
SER/City of Miami Entrant Training
$
61,875
$
66,206
$
929,647
SER-Jobs for Progress
Shakespeare Festival at Viscaya
$
15,000
$
69,700
$
179,830
Education Outreach Program
South Florida Theater Co.
§. South,..est Social Service
$
64,378
$
64,378
$
159,882 ,
r
j
i
* Proposed - Agency has no funds
-129-
84r-9_
IOUSLY FUNDED
. APPLICATIONS
THREE YEAR
SOCIAL SERVICE FUNDING HISTORY AND RECOMMENDATIONS
FOR EXISTING FEDERAL REVENUE SHARING AGENCIES
AGENCY FISCAL YEAR
1982-83
1983-84
C.D.
7th Year
F.R.S.
Total
C.D.
8th Year
F.R.S.
Total
C.D.
9th Year
F.R.S.
Recom.
Total
Action Community Center
1$251,600
$ 40,000
$291,600
$288,600
$ 60,970
$349,570
`$288,600
(v,970
27,825
$354,570
Alla attah Community Action
89,800
0
89,800
139,800
22,652
162,452
164,800
192,625
As ira of Florida
0
39,230
39,230
0
74,594
74,594
0
0
0
Assoc. for the Useful Aged
36,300
0
36,300
36,300
971**
37,271
36,300
4,010
40,310
Belafonte Tacolcy-Youth
Vocational
82,900*
38,000
120,900
82,900*
36,270
119,170
82,900*
39,172
122,072
Belafonte Tacolcy-Sports
II
0
20,000
20,000
82,900*
18,962
101,862
82,900*
20,479
103,379
-Development
CCS/Miami Bridge
0
14,411
14,411
0
13,719
13,719
0
14,817
14,817
CCS/Overtown Day Care Cter.
0
62,000
62,000
0
58,887
58,887
0
63,598
63,598
Centro Caribeno de Estu-
dios Post raduados
0
0
0
0
14,308
14,308
0
0
0
Coconut Grove Family Clini
100,500
0
100,500
34,422
32,692
67,144
34,422
35,307
69,729
First United Methodist
Church
0
10,658
10,658
0
10,312
10,312
0
11,137
11,137
H.A.C.A.D.
0
105,595
105,595
0
141,810
141,810
0
153,155
153,155
Industrial Home for the
Blind
44,500
10,000
54,500
44,500
9,654
54,154
40,500
10,426
54,926
6
tCont' d) ;'►
1111?1 F YEAR
SOCIAL SERVICE FUNDING [[I STORY AND RECOMMENDATIONS
FOR EXISTING F[ DI RA[_ R[ V[.NUE SHARING AGENCIES
Industrial Home for the
Blind
44,500 10,000 54,500
44,500
( Cont''t
THREE YEP
SOCIAL SERVICE FUNDING HIST(
FOR EXISTING FEDERAL REVEN
AGENCY
1981-82
C.D.
C.E
18th
7th Year
F.R.S.
Total
J.E.S.C.A.
is 0
$ 37,271
g 37,271
$ 2
***
L.H.A.N.C.D.C.-Peter's Pla-
120,000*
105,000
225,000
za/Ind.Home for the Blind
***
L.H.A.N.C.D.C.-Safe House
0
0
0
L.H.A.N.C.D.C.-St. Domi-
0
0
0
2
nic's/Los Viejos Utiles
Miami Jewish Home and Hos-
0
114,000
114,000
pital for the Aged
Douglas Gardens
St. Alban's Day Nursery
0
71,663
71,663
* C.D. funds provided to Agency are for a different project than
** General Funds Allocation
*** Agency also receives $100,000 of C.D. Jobs Bill funds for a
IOUSLY FUNDED
. APPLICATIONS
THREE YEAR
SOCIAL SERVICE FUNDING HISTORY AND RECOMMENDATIONS
FOR NEW FEDERAL REVENUE SHARING AGENCIES
AGENCY FISCAL YEAR
1981-82 1982-83
1983-84
C.D.
C.D.
F.R.S.
7th Year
F.R.S.
Total
8th Year
F.R.S.
Total
9th Year
Recom.
Total
Archdiocese of Miami
Haitian Catholic Center:
After School Care Program
$ 0
$ 0
$ 0
$ 0
$ 0
$ 0
$ 0
$ 0
$ a
Vocational Training Prog.
0
0
0
0
0
0
0
0
0
Notre Dame d'Haiti
0
0
0
0
0
0
0
0
0
English School
> Casa Integra
0
0
0
0
0
0
160,000*
0
160,000
Centro Mater
64,300**
0
64,300
64,300**
0
64,300
64,300**
0
64,300
Haitian Refugee Center
0
0
0
0
0
0
0
0
0
Legal Services of Greater
0
0
0
0
0
0
0
0
0
-Miami
Martin Technical College -
0
0
0
0
0
0
0
175,000
175,000
Carey Branch
Miami Technical Institute
0
0
0
0
0
0
0
0
0
Performing Artist Guild
0
0
0
0
0
0
0
0
0
Ensemble
Puerto Rican Charities
0
0
0
0
0
0
0
0
0
SER - Jobs for Progress
0
0
0
0
0
0
0
0
0
South Florida Theater
0
0
0
0
0
0
0
0
0
( coma
THREE YEAR
SOCIAL SERVICE FUNDING HISTORY AND RECOMMENDATIONS
FOR NEW FEDERAL REVENUE SHARING AGENCIES
r
0
0
0
0
04
n
South Florida Theater 0
(cvnW_,'-
THREE YEAR
SOCIAL SERVICE FUNDING HISTORY AND RECOMMENDATIONS
FOR NEW FEDERAL REVENUE SHARING AGENCIES
AGENCY FISCAL YEAR
7th Year
F.R.S.
Total
8th Year
F.R.S.
Total
9th Year
Recom.
Total
177
0
~
� - U |
' Ynuth Co -Op U O |
+ C.D. Jobs Bill Allocation
+^ C.D. funds provided to Agency for different project than proposed for F.R.S.