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HomeMy WebLinkAboutItem #57 - Discussion ItemI Howard V. Gary 'O City yanager I CITY OF MIAMI. FLORIDA INTER -OFFICE MEMORANDUM rg0M Jena Spillman, Director Department of Community Development LATE November 8, :•7-123 rILE Allocation of Federal Revenue Sharing Funds for Social Service PreGrams F•+ ' 83-8a - QEFERENCES City Commission Acenda EVCLOS,PES This memorandum outlines our rec armendations on the allocation of FY '83-34 Federal Revenue Sharing funds to social service programs. During FY '82-83, the City of Miami allocated S992,086 of Federal Revenue Sharing (FOS) funds for the provision of social services 'including administrative costs of S79,523). To date, we have received applications for 1983-84 FRS funds total- ing S2,771,2C4 (S1,069,320 from existinc orcgrar•s and S1,701,484 in new proposals). Following is a sun•mary of proposals received: I. Existina Programs rcency Action Corr -unity Center Allapattah Community Action Aspira of cicrida 6elafonte Tacolcy Sports Development II 6elafonte Tacolcy 'youth Vocational CCS/Miami Eridee CCSiC.vertown Day Care Centro Cariheno de Estudios Postcraduaocs Coconut Grove P3mily Clinic First United "^etnodist Church H. Z. .C.A.D. Industrial Nome for the 31ind J.E. S. C. Li�t'e Havana Astivit'es and Nutrition Centers cf Jade Ccunty, Inc.: Peter's Plaza Safe House St. Dominic's Los `liejos Utiles Miami Jewish home -Douglas Gardens St. Alban's Dav Care enter Received Requested 1982-,33 1983-84 S 60,970 22,0 74,594 18,962 36.270 13,719 �C,887 14,308 32,92 1� ,'12 9 r v H 35,5aI 79 3:C11 2610 10465 58,204 Sub -Total S 65,970 27 ,3_25 74,594 18,962 36,270 13,719 58,887 3a .653 3a,222 Doe 1 1',-41 ;,3.�CCc3 4,OiC i02 ,465 C4 oc._ S : ,069 , 320 � `] Howard V. Gary Page two November 8, 1983 II. New Protects Requested Agency 1983-84 Archdiocese of Miami Haitian Catholic Center: After School Child Care Program 5 54,958 Vocational Training Program 59,984 Notre Dame d'Haiti English School 29,084 Casa Integra 65,000 Centro Mater 20,000 Haitian Refugee Center 168,885 Legal Services of Greater Miami 100,270 Martin Technical College 335,921 Miami Technical Institute 240,000 Performing Artist Guild Ensemble 15,419 Puerto Rican Charities 175,000 SER - Jobs for Progress 61,875 South Florida Theater Co. 15,000 Southwest Services 64,378 Tri-City Community Association 193,890 United Family and Children's Services 22,820 Sports Development Club 50,000 Youth Co -Op 30,000 Sub -Total $1,702,434 TOTAL REQUESTS 52,771,804 Staff has met with each agency and prepared an analysis of each proposal and budget. The following areas were considered in developing our recommendations: City Com- mission priorities and policies, level of need, feasibility of the proposal, per- formance, agency budget and sources of funds, and the cost per participant for ser- vices provided. CITY COMMISSION PRIORITIES: The City Commission established the following priorities on the types of social services that would be funded with FRS funds and Community Development funds: feed the hungry, house the poor, heal the sick, and create jobs. EXISTING PROGRAMS: Although several new projects have been funded in the last two years, FRS allocations to individual social service providers have not increased since fiscal year 1979-80. In fact, most of the projects experienced a reduction in funding during FY'82-83 due to an increase in the allocation to Aspira of Florida. Therefore, it is recommended that existing FRS agencies receive an 8 increase over the 1982-83 FRS allocation -83-1154 . -I Howard V. Gary Page three November 8, 1983 EXISTING PROGRAMS: (cont'd) with several exceptions: Action Community Center, Allapattah Community Action, Asoira of Florida, Centro Caribeno de Estudios Postgraduados, and Little Havana Activities and Nutrition Centers of Dade County, Inc. ADMINISTRATION: During FY'82-83, City administrative costs represented eight percent of the total allocation to social programs. It is recommended that the FY'83-84 allocation for City administration remain at eight percent of the total allocated to social programs. INDIRECT COSTS: Historically, the City has not paid for indirect cost items with Federal Revenue Sharing funds. Indirect costs are those items not significant enough to be charged directly to a project, although these items are part of operating the pro- ject. It is difficult to allocate specific amounts to these items. Therefore, an estimate is derived usually based on percentages of time spent providing sup- port to a project. Generally, indirect costs are based on salaries and include charges for overhead support. It is an acceptable method of budgeting in large institutions that have departments, i.e., Finance and Personnel. The agencies that receive FRS funds should not require this budgeting method. Therefore, it is recommended that the City continue the policy of not funding indirect costs. FRS resources are scarce and should continue to support direct services. FEDERAL REVENUE SHARING LEGISLATION: To date, Congress has not appropriated FY 1983-84 Federal Revenue Sharing funds. The proposed legislation is currently under discussion in the Senate. Therefore, the recommendations presented in this memorandum are conditioned on the City re- ceiving its appropriation. Each project is discussed on the following pages. /rjf Enclosures 4 0 CITY OF MIAMI F Y 1983m84 FEDERAL REVENUE SHARING RECOMMENDATIONS OCTOBER 28, 1983 DEPARTMENT OF COMMUNITY DEVELOPMENT TABLE OF CONTENTS Paae I. Previously Funded Projects Allaoattah Elderly Project 5 Allaoattah Community Action Armonia Project 7 Aspira of Florida, Inc. Association for the Useful Aged, Inc. 9 (Los Viejos Utiles) Coconut Grove Family Clinic 11 Coconut Grove Family Clinic, Inc. Coconut Grove Family Day Care Program 13 St. Alban's Day Nursery, Inc. Douglas Gardens City of Miami Senior Adult Day Care Center 15 Miami Jewish Home and Hospital for the Aqed, Inc. First United Methodist Church of Miami 17 Methodist Community Center Haitian Social Service Program 19 Haitian -American Communitv Association of Dade County J.E.S.C.A. Multi -Purpose Centers for the Elderly 21 James E. Scott Community Association, Inc. Peter's Plaza/Industrial Home for the Blind 23 Geriatric Nutrition Program Little Havana Activities and Nutrition Centers of Dade County, Inc. Safe House 25 Little Havana Activities and Nutrition Centers of Dade County, Inc. St. Dominic's/Los Viejos Utiles 27 Little Havana Activities and Nutrition Centers of Dade County, Inc. Miami Bridge 30 Catholic Community Services, Inc. Overtown Day Care and Neighborhood Center 32 Catholic Community Services, Inc. Rehabilitation, Education and Recreation for the Blind 34 Industrial Home for the Blind Im 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 51 53 55 57 59 61 63 65 67 69 New Projects (cont'd) Performing Artist Guild Ensemble, inc. Puerto Rican Charities SER/City of Miami Entrant Training SER. - Jobs for Progress, Inc. Shakespeare Festival at Viscava Education Outreach Program South Florida Theater Co., Inc. South West Social Service III. Summary of FY 1983-84 Recommendations IV. Budget Summaries L f I I&M V IVVvb=■ ■ v■Is mar amnow FEDERAL REVENUE SHARING APPLICATIONS i II. 100*1� / "N ALLA.PATTAH ELDERLY PROJECT Agency: Allapattah Community Action, 1897 N.W. 20 St. Agency Director: Orlando Urra Chairman: Isidoro Rodriguez Target Area: Allapattah Existina FRS Funding: S22,652 Requested FRS Funding: S27,825 PROJECT DESCRIPTION: Recommended FRS Funding: Existing $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. I1I. 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. -5- 4 IV. BUDGET ANALYSIS: A.11aeattah Community Action's total operating budoet is $292,276, of which $187,452 (64°,) is comprised of City funds. C.D. funds represent S154,3;10 of the budget and F.R.S. funds total S22,652. In addition, S74,233 in ^eats 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 aqency 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 reauest 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 - S58,525 (an increase of $48,525) 7th Year - S89,800 (an increase of S31,275) 8th Year-S139,800 (an increase of S50,000) 9th Year-S164,800 (an increase of S25,000) Cost per client per day, based on an average daily attendance of 253, is S4.62. V . RECOMMENDATION: Allaoattah Community Action has performed well and has met the basic needs of the area's elderly population. The agency is providing a service which has been given top priority by the City Commission. Continued funding is recommended at the reauested level of $27,825. s II. D APt-IONIA PROJECT Agency: Aspira of Florida, Inc., 12902 N.A. 2nd ,avenue Director: Marisela Latimer Board Chairperson: Luis A. '•lartinez-Perez Target Area: Citywide Existing FRS Fundina: $74,594 Reauested FRS Fundina: $74,594 PROJECT DESCRIPTION: Existina Recommended FRS Funding: S 0 The Armonia Project provides educational/vocational counseling and leadership training to youth ages 7-19 residing in '-liami. 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 Piddle, Citrus Grove, and Buena Vista Elementary. Specific services provided by Aspira include: education counseling, admis- sions counseling, financial aid counseling, vocational/career guidance, recreation and social activities. The project operates Monday throua_h Friday, from 9:00 a.m.-5:00 p.m. 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. PROJECT ANALYSIS: 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 Sharina funds. For the two years that the project has been funded, it has not met its pro- grammatic contractual reauirements, 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 followinq chart illustrates clients served for the period addressed: Contract Year 1981-82 1982-83 Projected Clients to be Served 300 500 -7- Actual Clients Served 1R5 62 1719 36 � IOLA NNW WOO sw : ■a IP aAM 4 0 City of Miami staff has *worked closely with the project by providing technical assistance and recommending revisions to the project's 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 inform us that a lack of eligible participants prevented the club from forming. City staff, the e continued difficulty that the project would have in meetina this requirement, withdrew it. Similarly, the protect 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 of these conferences have not been reported and documentation to substantiate these activities has not been submitted. IV. BUDGET ANALYSIS: 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- vices at the existing levels of previous years. Salaries and fringe benefits comprise 84 of the budget ($62,295). 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 S672 will come from private donations. The cost to the City per participant for year 1982-83 is S548.49. If the project is funded at the same level and the project reaches its projected goal of 300 clients for FY 1983-84, the cost per participant to the City would be $248.65. Although the agency has not applied for additional funds for the Armonia Project, it did request S43,580 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. V. RECOMMENDATION: Asoira's Ammonia 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. -3- i RsZ Existing M ASSOCIATION FOR THE USEFUL AGED, INC. (LOS VIEJOS UTILES) I. Agency: Association for the Useful Aged 970 S. W. 1st Street. Director: Dr. Justo Regalado Chairman: Dr. Quiterio Fernandes Taroet Area: Little Havana Existing FRS Funding: S 0 Recommended FRS Funding: $4,010 Requested FRS Funding: $4,010 II. PROJECT DESCRIPTION: Los Viejos Utiles provides community information, education, limited transoortation, 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 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 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. 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 2-5 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, Haroone Ford has donated a van for this purpose. 10 IV. V 4 The agency has only one (1) Revenue Sharing funds would to move heavy items (which through the Food Bank. BUDGET ANALYSIS: L staff member under the age of 60. Federal enable the Agency to hire a younger driver includes crates and boxes) distributed Los Viejos Utiles operates with a total budget of S95,731. 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 S4,010 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 S55, of which $23 would be the City Cost. RECOMMENDATION: During FY'82-83, the City Commission allocated S3,471 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 S2,500 plus an additional SI,510 be allocated to Los Viejos, br -ging the total Federal Revenue Sharing recommendation to S4,010 for the :;ur- pose of hiring a part-time driver. -10- ---..���L•� Existing COCONUT GROVE FAMILY CLINIC 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 =undirc: 535,307 Requested FRS Funding: S3a,422 I1. 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 cn an as -needed basis and assist in educating and instructing clients in methods of birth control. Services are provided by a physician and/or family planning counselor/ nurse. Each client is assessed a service fee based upon his/her ability 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). III. PROJECT ANALYSIS: The agency has been providing services since 1973. It is expected to serve 1,750 unduplicated Dade County residents, with a minimum of 50-� of the total clientele residing in the Coconut Grove target area. During FY'82-83, t-e 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': (S34,422) of the agency's total budget of 5535,C37 The agency also receives funds from Dade County, United ;Jay, 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 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. -11- The agency's cost per client on a yearly basis is S206, of which the City's (F.R.S.) cost is $ 25.81. P,ECOMMENDATION : Coconut Grove Family Clinis is providing essential services in the com- munity and it is recommended that F.R.S. funding continue with an 80,.1 in- crease over the existing funding level to $35,307. -12- 0 COCONUT GROVE FA;IILY DAY CARE PROGRAV I. Agency: St. Alban's Day "nursery, Inc. , 3465 Brooker Street. Director: Sallie M. :talker Board Chairman: Rudy Williams Target Area: Coconut Grove Existino FPS Funding: S68,204 Requested FRS Funding: $68,204 II. PROJECT DESCRIPTION: Existing Recommended FRS Funding: $75,660 Program provides supervised care, meals, recreation and enrich;rent 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 groups of 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 130U 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 S828.343 for FY 1983-84 of which S253,575 is for the Family Day Care Project. The agency receives funds from City FRS, Title XX, United ',Jay, Head Start, and the Foods Program. The aaency is requesting S68,204 in FRS funds for FY 1983-34. The total project's cost per child on a yearly basis is S 2,305.22. The City's cost per client on a yearly basis is S620.04. -13- .. V. RECCMMENDATION: 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. -14- Ll 0 Existina DOUGLAS GARDENS CITY OF MIAMI SENIOR ADULT DAY CARE CENTER Agency: Miami Jewish Home and Hospital for the Aced, Inc., l51 N. E. 52 Street. Director: Fred D. Hirt Board Chairperson: Irving Cypen Target Area: Citywide Existina FRS Fundina: S1C1,465 Requested FRS Funding: 5108,465 II. PROJECT DESCRIPTION: Recommended FRS Fundina: $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 Hiami 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. Information and referral are provided to clients to agencies such as: •!eals on 'Aheels, 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. -15- 6 ill. PROJECT .ANALYSIS: ,I] The 'Aiami Jewish Home and Hosoital 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. 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 'NALYSIS: The Miami Jewish Dome and Hospital for the Aged has a total budget of S24,656,606. The agency receives funds from the following: Greater Miami Jewish Federation, United Way of Dade County, Dade -Monroe County 'Rental 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. 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. The project funding request of S108,465 compromises 61`� of the total project budget of S179,145. Other funds to be used are S60,000 in donations and $10,680 in fees. Based on total clients served, the project's total budget cost per participant on a yearly basis is S1,791;per person per day is S23.30. The City cost per client on a yearly basis is 51,085; per person per day is S14.11. _ V . RECCt, MENDATIO':: Continued fundina is recommended with an 37 increase over the existirg funding level to 5117,142. -16- W II Existing FIRST UNITED METHODIST CHURCH OF MIAMI, INC. Agency: Methodist Community Center - Downtown Hot Meals Program 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 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 th 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. -17- 11 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 17C. 45'0' 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% (S10,312) 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 oroaram days, the total daily cost Der client is S1.21. The City's daily cost per client is SO.24. `J. RECCt-1MENDATICH: For the vast services provided to the clients, this is a very cost/efficient and successful program. Continued funding is recommended for this program at a level of $11,137, which reflects an 8% increase over the existing funding level. -18- 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 'parcel lus Target Area: Edison Little River Existina FRS Funding: 5141,810 Requested FRS Funding: 5141,810 II. PROJECT DESCRIPTION: Recommended FRS Funding: 5153,155 The project provides housing -related legal assistance, and er^ergency food 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. The project provides the following services: 1) Emergency housing - The project provides basic housing costs to Haitian 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. 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- vide meals to eligible clients at half the regular price. c) Voucher System - Eligible clients are given a voucher which may be redeemed at the approved grocery store for food purchases limited to items identified by the agency. 3) Legal services - Two full-time attorneys provide housing -related legal services. The agency maintains linkages with the following agencies: 1) Project reports housing code violations to Dade County HUD. 2) Information and referral services are provided to the Food Stamp offices. 3) Landlord/tenant disputes are sometimes settled by the Dade County Courts (Civil Division) as a result of action taken by the agency. -19- _843a ► .1% II1. PROJECT ANALYSIS: The Haitian -American Community Association of program offering diversified social services in Dade County. The agency was incorporated ing has been granted to the agency to operate gram since fiscal year 1981-82. 4 Dade County, Inc. operates a to Haitian immigrants residing in 1975. City of Miami FRS fund - the Haitian Social Service pro - 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 S1,031,183. 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, 14% to emergency shelter, and 38`a to legal services. Based on the total number of clients served, the City cost per client is S97.67. V. RECOVMENDATION: Continued funding is recommended with an 8'S increase over the existing funding level to S153,155. -20- A "i Existina J.E.S.C.A. - MULTi-PUP,PUSE CENCERS FOR THE ELDERLY I. Ao�: James E. Scott Community Association, Inc. (JESCA), 2400 N.W. 5a St. Executive Uirector: Archie Hardwick Board Chairperson: Glenda C. Harris Target area: Citywide Existing FRS Funding: 535,b41 Recuested FRS Funding: $39,541 il. PROJECT DESCRIPTION: Recommended FRS Fundina: S39,5a1 J.E.S.C.A. provides recreation, meals, education, transportation and/or other supportive services to a combined minimum of 750 unduplicatea 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 Sh2oning Center - A minimum of 65 persons are served on an average daily basis. 4) Mildred and Claude Pepper Towers in 'Model City - A minimum of 150 persons are served on an average daily basis. A nutritionally -sound luncheon meal is provided to an eligible person at the congregate meal site or deiiverea to their home. 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 multip!e services. In fiscal year 1y82-83, 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 /50 elderly persons and provide 115,325 meals. During FY 1982-83,1U8,1bl meals were provided to 1,064 unduplicated clients. While this reflects 94'S 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 535,54i. -21- saa—vn . 1 f IV. BUDGET ANALYSIS: City FRS funds represent 6z' of the agency's total budget for elderly services, which is S335,340. The total agency budget is S5,345,102. The City also allocates S25,000 of Community Development funds for the project. Both City sources of funding are used as a local match to attract Title III-C funds for the specific provision 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 averace of 433 clients served on a daily basis, the total daily cost per participant is S3.09. J.E.S.C.A. has traditionally requested City funds for the Durchase of raw food. However, for FY 1983-84, the agency has requested a one-time alloca`_4on of $4,000 to purchase a 1981 ten -passenger mini -bus under Florida's Depart: :rlt of Transportation (DOT) 16 (b) (2) program. The S4,000 represents a 20'"', 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 Commission. It is recommended that FRS funding for this project continue at the existing 535,541, and that an additional allocation of S4,000 be made on a one-time basis to purchase the mini -bus, to bring the total allocation to S39,541. -22- 0 J Existing LITTLE HAVANA ACTIVITIES AND NUTRITION CENTERS OF DADE COUNTY, INC. PETER'S PLAZA/INDUSTP,IAL HOME FOR TPE 3LIND GERIATRIC NU-RITION PROGRAM ;. Acencv: 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 Existina FRS Fundina: $99,812 Recommended FRS Funding: S107,797 P.eauested FRS Fundina: $109,974 II. PROJECT DESCRIPTION: The Little Havana Activities Center of Dade County's Peter's Plaza Program orovides 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. IMonday - Friday. I11. 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) 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 F.R.S. funds on a daily basis at both the Peter's Plaza site and the Industrial Hcr:e for the Blind. 91 of the participants served at the Peter's Plaza site are City of -Miami residents. The project has consistently met the needs of the elderly and successfully met its contractual requirements. IV. EUCGET ANALYSIS: The agency as a whole has a total operating budget of S3,907,486. Funding sources include: Title III, Community Care for the Elderly, City C.D., City C.D. Jobs Program, C.E.T.A., U.S. Department of Agriculture (USDA) and New Orleans Resettlement. The agency has requested F.R.S. funds for three projects. The chart on page 29 summarizes previous City allocations to these projects. -23- 11 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 7a" of the total project budget'of S147,618. The remainder consists of S22,64a from the U.S. Department of Agriculture (USDA) and S15.000 from donations. Included in the request is S23,569 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 S147,6i8 and an average daily attendance of 127. V . RECOMMENDATION: The Peter's Plaza/Industrial Nome for the Blind Geriatric Nutrition project has performed well and is recommended for continued funding at a level of 5107,797, which is an 8% increase over the 1982-83 allocation. -24- Wit Existing LITTLE HAVANA ACTIVITIES AND NUTRITION CENTERS OF DADE COUNTY, INC. - SAFEHOUSE I. Agency: Little Havana Activities and Nutrition Centers of Dade County, Inc. Director: J osefina Carbonell 600 N.E. 1st Avenue Board Chairperson: Wilfredo Gort Target Area: Citywide Existing FRS Funding: S79,301 Recommended FRS Fundino: S69,818 Requested FRS Funding: $83,083 II. PROJECT DESCRIPTION: The Safe House, 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. 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 for homeless refugees. The facility maintains the capacity to house 20 resi- dents on a daily basis. However, monitoring visits determined that an average of 9 persons resided at the site on a daily basis. This low resident rate is primarily because the facility required extensive repairs to meet building and zoning requirements. Renovations at the site were not completed 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. This project was originally funded on a one-time basis. However, the agency did not receive anticipated federal funding and the City provided additional funds to maintain the project. -25- 0 IV. BUDGET ANALYSIS: t The agency as a whole has a total budget of nearly a million dollars. The City of Miami provides funds for two multiple elderly service projects, a vocational training project and the Safe House. The agency has requested F.R.S. funds for three projects. The chart on page 29 summarizes previous City allocations 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 S13,26, is requested to cover indirect costs. The City is the only funding source for this oroject. 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 S83,083 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 - S 22,000 (a portion of the $91,000 allocation) Federal Revenue Sharing - 79,301 (separate allocations of S69,250 and $10,051) Total $101,301 The original General Fund allocation of $22,000 was to provide funding for minor renovations and basic expenses of the Safe House until federal funds would be available to continue the project. However, the facility required extensive repairs to meet building and zoning requirements. The City Commission allocated an additional S69,250 to cover these costs and also continue the project. When federal funds were not allocated for the project, the agency requested an additional S150,000 from the City which it indicated would provide sufficient 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 S150,000 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 S10,051 allocated to the Safe House) and S113,339 was com- mitted to 1983-84 F.R.S. funds. V. RECOMMENDATION: 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 rode. It is recommended that funding for 1983-84 be continued at a level of 569,318. It is further recommended that the agency aggressively seek alternate funding sources to replace City funding at the conclusion of this contract period. -26- 0 Existing LITTLE HAVANA ACTIVITIES AND NUTRITION CENITERS OF DADE COUNTY, i11C. 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 7araet Area: Citywide Existing FRS_ Funding: Reauested FRS Fundina: II. PROJECT DESCRIPTION: and Little Havana S26,610 Recommended FRS Fundina: S92,585 $114,614 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- ina: hot meals, education, recreation, counseling, nutrition education, shcoping assistance, escort, health support, information/referral, outreach and transportation. In addition to meeting the basic needs of the elderly population of the area, the project is designed to improve self esteem by encouraging social interaction among the elderly. Operating hours are from 3:00 a.m. - 5:00 p.m., Monday through Friday. III. PROJECT ANALYSIS: The Little Havana Activities Center operates a number of varied social ser- 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 residential shelter. The Agency operates 11 activity centers for the elderly throughout Dade County. Among the geriatric projects funded by the Agency is the St. Dominic's pro- ject. The City first became involved at this site when 8th Year Community 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 the St. Dominic's site and Los Viejos Utiles. Rased on staff monitoring activities through July 31, 139 meals have been provided on a daily basis and 222 unduplicated clients have received services. It is anticipated that the project will meet or surpass its service requirements by the end of the contract period. -27- r, IV. BUDGET ANALYSIS: 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, 5114,614 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 S114,614 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 would be S3.23). The balance of funds for this project are from donations and U.S. Department of Agriculture cash credits. During FY 1982-83, the St. Dominic's project received the following City allocations: General Funds - S 69,000 (a portion of the $91,000 General Funds allocation) Federal Revenue Sharing - 26,610 (for the period Julv 1 - September 30, 1983) Community Development - 25,000 S120,610 the original $69,000 allocation from General Funds was a portion of the S91,000 allocation which included partial funding for the Safe House. The City Commission also approved an allocation of S150,000 to provide continued funding for both the St. Dominic's site and the Safe House for the period July 1, 1983 - June 30, 1984. FY 1982-83 FRS funds were identified to cover the oeriod 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, 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 service priority is hot meals. The St. Dominic's/Los Viejos Utiles project —meets this need and has performed successfully in the past. Continued FRS funding is recom- mended at a level of S92,585. am f Ei Existing LITTLE HAVANA ACTIVITIES AND NUTRITION OF DADE COUNTY, INC. SUMMARY OF ALLOCATIONS (THROUGH 9/30/83) Project Title St. Dominic's/ Peters Plaza/ Funds Allocated Los VieJos Utiles Safehouse Industrial Home Totals Federal Revenue Sharing 1011182 - 9/30/83 $ 99,812 S 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/l/83 - 6/30/84 25,000 25,000 General Fund 6/30/83 69,000 22,000 91,000 Totals $120,610 $101,301 $99,812 $321,723 -29- - _m f MIAMI BRIDGE Existing I. Acenc : Catholic Community Services, Inc., 11145 N. W. llth Street Director: Dick Moran Board Chairman: Archbishop Edward A. McCarthy Target Area: Citywide Existina FRS Fundino: $13,719 ?ecor-r-ended FRS -Funding: $14,817 Requested FRS Funding: $13,719 II. PROJECT DESCRIPTION: The Miami Bridge provides temporary residential shelter, counseling, 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. 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. III. PROJE" ANALYSIS: ;he 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 aa_ency 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 proqram for FY 1983-84 is $389,018. The agency is requesting $13,719 from City FRS funds. Miami Bridge also receives funds from Catholic Community Services, United .day, 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 S50.75, based on the average daily attendance of 21. -30- . f f V. RECDIMENDA,'ON: The Miami Bridge has proven itself to be an outstanding service provider. Continued funding is recommended with an 8 increase over the existing funding level to 514,817. -31- �1 Existing OVERTOWN DAY CARE AND NEIGHBORHOOD CENTER I. Agency: Catholic Community Services, Inc., 1401 t�. Miami Avenue Director: Andre Bony Board Chairperson: Archbishop Edward A. McCarthy Target Area: Citywide Existing FRS Funding: S58,887 Recommended FRS Funding: S63,598 Reauested FRS Funding: S58,887 II. PROJECT DESCRIPTION: The program provides supervised care, meals, recreation and enrichment oppor- tunities to at least 75 children between the ages of 2z - 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. IY. BUDGET ANALYSIS: For FY 1932-83, the agency has a total budget of S266,831 for this project, of which $58,887 (2201) 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 S3,924, of which $866 is the City's cost. -32- U Additional funds for FY 1983-84 are being sought from United ;Jay and Head Start. At present, the agency is receiving funds from Food Service, Title XX, Title V, Archdiocese of Miami 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 2'; increase over the existina funding level to $63,598. -33- 9 REHABILITATION, EDUCATION AND RECREATION FOR THE BLIND I. Agency: Industrial Home for the Blind , 970 S. 'J. 1st Street. Director: Dr. Oscar D. Vidal 3oard Chairman: Alberto Quirantes Target Area: Citywide Existing F.R.S. Funding: $9,654 Requested F.R.S. Funding: $24,000 II. PROJECT DESCRIPTION: Existing Recommended FRS Funding: S10,426 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. I`!. BUDGET ANALYSIS: The total agency budget for FY'82-83 is $146,728, of which the City pro- vides S54,154 (37';). Other sources of funding include the Lion's Club, donations/contributions, and proceeds from sales. -34- 4P W The F.R.S. funding reouest for 1983-84 has increased to S24,C00. 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 S23,500 from this item for 1983-84, a reduction of $15,502. 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 agencv performance of serving 70 unduolicated clients in FY122-83, t-ne cost oer client per year is 52,043. City cost for this project is S773. 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 S10,426. This figure does not meet the agency's funding request, but it does re- present an K 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. -35- :`. . E SPORTS DEVELOPMENT I 0 I. Agency: Belafonte Tacolcy Center, Inc. , 6161 N. W. 9th Avenue. Director: John Bennett Project Coordinator: Andrew Lee Board Chairman: Sheba Martin Target Area: Citywide Existing FRS Funding: $18,962 Reauested FRS Funding: $18,962 Ii. PROJECT DESCRIPTION: Existing Recommended FRS Fundina: S20,479 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. Belafonte Tacolcy plans, coordinates and documents participation in the project's activities. However, a cadre of volunteers supervise the acti- vities at the community schools. Activities are coordinated with other activities at the community school, and do not duplicate the activities offered at community parks. III. PROJECT ANALYSIS: 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 S18,962. 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 S18,962 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 reauest of S18,962 (to serve 300) will decrease the cost to the City to $63.21 per child for the year. 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. -36- 0 V. RECOMMENDATION: 0 It is recommended that the agency closely coordinate the project with the City of 'Miami Parks and Recreation Department; particularly is scheduling events and participating in City -sponsored League activities. Whenever Practical, activities should be held on the City Parks. Continued funding is recommended with an 81; increase over the existing funding level to 520,479. -37- 13 Existing YOUTH VOCATIONAL PROJECT I. Agency: Belafonte Tacolcy Center, Inc., 6161 N. N. 9th Avenue. Director: John Bennett Board Chairperson: Sheba Martin Target Area: Model City and Edison Little River Existina FRS Fundina: $36,270 Recommended FRS Fundir,a: S39,172 Requested FRS Funding: S36,270 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, er-ployment-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 recreational/sports, after -school care, outdoor challenge (delinquency prevention), vocational and employment programs. The agency has received FRS funds since 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 tract term. In addition, it is to place a minimum of 75 youths youths in vocational/educational training. For FY 1982-83, the served 373 unduplicated youths. The project has placed 89 yout 57 youths in vocational/educational settinas. end of the con - in jobs and 75 n,+nie�t hnr 0 In the past, the organization has not met the minimum required number of youths 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: Belafonte 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: 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 contractually. Continued funding is recommended with an 8% increase over the existing funding level to $39,172. Well 0 0 TRANSPORTAtION FOR THE ELDERLY & HANDICAPPED I. Agency: Action Community Center, Inc. , 970 S.W. 1 Street, 3rd Floor. Director: Maria P. Albo Board Chairperson: Anastasio Cuesta Target Area: Citywide Existing FRS Funding: $60,970 Requested FRS Funding: $65,970 II. PROJECT DESCRIPTION: Recommended FRS Funding: S65,970 Existing 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. The project maintains linkages with the various City of Miami elderly centers by providing transportation services to the elderly to and from the centers. III. PROJECT ANALYSIS: The agency as a whole and through its combined sources of funding operates an undifferentiated transportation program for City of Miami residents. City of Miami Federal Revenue Sharing funding has been allocated to the agency since FY 1974-75. In addition,the agency receives City of Miami Community 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'32-33, Action's funding increased from $38,270 to $60,970. The City Commission has also approved a $7,500 supplement to be allocated from 1983- 84 funds. -40- V. RECOMMENDATION: Continued funding is recommended at the level of $65,970, which includes the $7,500 previously approved by the City Commission. Staff will work with the agency to decrease the cost per trip. -41- Existing WYNWOOD PSYCHOLOGICAL SERVICES CENTER I. Agency: 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: S14,308 Recommended FRS Funding: S 0 Reouested 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, development, casework, referral and of the project is to assist clients coping with existing problems. testing, diagnosis, treatment plan follow-up services. The basic goal in alleviating, resolving and/or 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 the main campus which is located in Puerto Rico. The Miami branch, which is accredited, opened in 1980 and offers graduate programs leading to 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. In FY 1982-83, the agency received F.R.S. funds to operate the Wynwood Psychological Services Center. The purpose was twofold: first, the Wynwood Center would provide a base whereby students could meet intern/ student practicum requirements; second, the project provided mental health services to residents of the Wynwood community. The original request for funding to operate the project was $50,000, but the agency staff indicated that with a S15,000 City allocation, the project would be able to commence operations and attract additional sources of funding. The City Commission allocated $14,308, but the agency has been unsuccessful in attracting addi- tional resources. -42- 0 Contractually, the project was required to serve 200 persons and average 111 cases per month. Services of the Center commenced February 1, 1983. During the course of the contract term, the project did not meet its programmatic requirements. A 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 S403,524. Sources of funds include, tuition, clinical fees, liability fees, seminars, and donations. During this period, the Miami campus operated at a deficit of S158,517. 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. Recognizinj that existing funds are insufficient to operate the project, Centro Caribeno has not accepted the two -month continuation allocation approved by the City Com- mission, again pending the outcome of its current funding request and also indicating that unless the requested funds are approved, the project would close permanently. Based on the project's 1982-83 performance, the average City cost per client is S341. The City cost per case handled equals $292. 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. FRS funding is not recommended. -43- P NEW FEDERAL REVENUE SHARING APPLICATIONS ..n.f.�- 0 F. New BRIDGE COUNSELING PROGRAh1 I. Agency: Youth Co -Op, Inc., 1850 S. W. 8 Street, Suite 411. Director: Francisco B. Sitjes Board Chairperson: Mario Hernandez Target Area: Little Havana Existing FR Funding: -0- Recommended FRS Funding: $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 of 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, Fonflicts 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 Collecre to provide training in the fields of medical aides, building maintenance and - English as a Second Language. -45- �timm�= . ... --' 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 intends 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 courselor" 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 $30,000 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 County 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 viable. however. it does not fall within the City priorities for funding and is a program expansion for the agency. Therefore, FRS funding is not recommended. -46- f. New CENTRO M ATER CHILD CAPE I. Agency: Centro Mater., 418 S. W. 4th Avenue. Director: Miriam Roman Board Secretary: Bryan 0. Walsh Target Area: Little Havana Existina FRS Funding: S 0 Recommended FRS Funding: 50 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 V2 - 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 chancing 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. -47- IV. V. V 0 The project currently serves 60 low income children from the Little Havana Target Area. In addition, it has a waiting list of approximately 60 children. The Catholic Community Services Agency also operates a child care center at the Little Havana Community Center. The Community Center site is at its maximum enrollment of 60. Approximately 75% of the children at the Community Center are from Little Havana. In addition, it has a waiting list. Therefore, it does not have the capability of ab- sorbing any slots from Centro Mater. 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 14a 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 S333 based on an enrollment of 60 children. A S20,000 F.R.S. allocation would enable the project to operate on a 12 month basis. RECOMMENDATION: The City Commission has not identified and has even questioned allocations to Therefore, it is not recommended that childcare project. 2-a childcare as a service priority existing childcare projects. F.R.S. funds be allocated to a new 0 0 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: S 0 Recommended FRS Fundina: S 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 S50,000 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. -49- OP 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 5900' ($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 S63.21 per client, 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. -50- 0 L3 CLAUDE PtPPER SHELFER FOR FHE HOMELESS I. Agency: Casa Integra, 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 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 SlU daily shelter fee providing a clean bunk and two daily meals. The project identifies 7 stages of participant development: 1) Personal hygiene and bunk area neatness. 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, 19133. 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, -51- 0 0 Ex 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 Miami ($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 S165,000). 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 420 ($70,000) of the proposed budget and an additional 350 ($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. RECORMENDATION: 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. It is, therefore, recommended that the Casa Integra Claude Pepper Shelter for the Homeless not be considered for funding. -52- 0 New EDUCATIONAL TRAINIi1G/PLACE'4ENT/E.S.O.L. I. Agency: Miami Technical Institute •, 1901 S. W. 1st Street. Agency Director: Roberto Piacenti Chairman: Roberto Piacenti Contact Person: Jenny Martoa Target Area: Citywide Existing FRS Funding: S 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. `?iami Technical Institute would also provide job placement services. There would be no stipends provided to participants of the project. 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 enrolling in these programs, the individuals participating are more motivated. While it may be too early to evaluate, the trainees suc- -53- 0 0 New HAITIAN CATHOLIC CENTER AFTER SCHOOL CHILD CARE PROGRAM I. Agency: Pierre Toussaint Haitian Catholic Center, 110 N.E. 62 Street. Director: Rev. Thomas Wenski Board Chairperson: Archbishop Edward A. McCarthy Target Area: Edison Little River Existing FRS Funding: -0- Recommended FRS Fundino: S 0 Requested FRS Funding: $54,958 II. PROJECT DESCRIPTION: The project would provide supervised after school care and child care ser- 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 the Edison Little River target area. After school care services would be available from 3:30 p.m.-6:30 p.m., five days per week, Monday through Friday, to approximately 150 children on an 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 School English as a Second Language classes. The project proposes to address the following needs: - To help Haitian parents enter the job market. - To provide special tutorial services for Haitian students requiring help with homework assignments. - 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 Summer, 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.• -55- 0 Meals would be catered by Aux Palmistes Restaurant, 6820 N.E. 2nd Avenue. To meet after school care needs in this area, the City of Miami Recreation Department operates two day care centers in the area: 1) Eaton Park, located at 6015 N.E. 4th Court, and 2) Lemon City, 27 N.E. 58th Street. The Eaton Park site currently has 4 slots open in its After School Care program. There are no eligibility requirements. The fee for both sites is S12/week and the age limit is 1st-4th grades. 70 of all their clients are Haitian. The Lemon City site currently has 10 available after school openings, 1000 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 S54.958 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 $581.72, based on the Project's projected funding of S87,258 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. -56- ._, ,,. •c t L• w► 40. New HAITIAN CATHOLIC CENTER: NOTRE-DAME D'HAITI ENGLISH SCHOOL EDUCATION I. Agency: Pierre Toussaint Haitian Catholic Center , 110 N. E. 52 Street. Director: Reverend Thomas Wenski Board Chairperson: Archbishop Edward A. McCarthy Target Area: Edison Little River Existing FRS Funding_: -0- Recommended FPS Funding: SO Requested FRS Funding: $29,084 II. PROJECT DESCRIPTION: This project would provide adult ESOL (English as a Seccnd Language) classes in cooperation with the Dade County School Board to a minimum of 350 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 Enclish. III. PROJECT ANALYSIS: This program was operating during fiscal year 1982-83, with funds from the 41helps-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.."t.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 t5 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. -57- •q - 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 components. The agency has not applied to other sources for funds for this project. The projectes cost/client, based on the projected funding level of $95,434 of 350 persons receiving_ services would be S272.67. V. RECOVMENDATION: Since this project is a duplication of services currently provided, funding is not recommended. -58- New HAITIAN CATHOLIC CENTER VOCATIONAL TRAINING PROGRAM I. Agency: Pierre Toussaint - Haitian Catholic Center , 110 N. E. 62 Street. Director: Rev. Thomas Wenski Board Chairperson: Archbishop Edward A. McCarthy Target Area: Edison Little River Existing FRS Funding: -0- Recommended FRS Funding: $0 Requested FRS Funding: $59,984 II. PROJECT DESCRIPTION: The project would provide vocational training and/or job placement to a minimum 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 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 teachers. Upon completion of the training program, all studentswould be placed in unsubsidized employment. The program identifies the following needs to be addressed: 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 whoviould be in the program for 9 months. Upon completion of the job training program, all clients would be placed in permanent employment. -59- 0 IV. BUDGET ANALYSIS: 0 The amount of $59,984 is being requested for maintenance and utilities. The City's cost per client on a yearly basis would be S300.00 based on 2CO unduplicated persons being served. The agency has also applied to the C.E.'.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 RECOMME'JDATION: While we recognize that there is a need for vocational training programs in the Haitian cormiunity, 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. .= V 0 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 Existina FRS Fundina: -0- Recommended FRS Funding: S 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 21,-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 growth of their children. 3) To help Haitian parents acquire language and vocational skills. 4) To help Haitian children prepare to enter the public school system. 5) To provide nutritional meals to the Haitian children. 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 accommodate 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 -61- 0 U the children served at the Lemon City site are Haitians. The City of Miami Day Care Center staff also indicates that there are many child care centers in the area which offer child care services, including centers with Title XX slots providing subsidized child care for low-income families. In addition, the City also funds the Overtown Child Care Center which provides services to a significant number of Haitian children. IV. BUDGET ANALYSIS: 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 S4,222, 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. V. RECOMMENDATION: The City allocates social service funds to several neighborhood organizations providing child care services. On several occasions, the City has questioned 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. -62- or HOME IMPROVEMENT PROGRAM 0 New I. Agency: Tri-City Community Association, Inc. , 5740 N.'�. 4th Avenue. Agency Director: Jolita Mitchell Chairman: C. Brian Hart Target Area: Citywide Existing FRS Funding: S 0 Recommended FRS Fundira: S 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 family homes have not yet been identified. In order for homeowners to qualify for the rehabilitation services, they must own a home and reside in the City of Miami and meet income 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 S2,000 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 -63- 0 crje.^ .. ... .,�!�"�• "_ 'J _" ]'�.�•, !n0 ^e rr .°__ 2 ^i y ! � � r • ! 3 r f' � ❑ � e � r ^ .. � S ! "•. �, ! J rp J ri � " _ " L .. � a rM "' r J v � r � ,J � r :C3!'�r3� :YP.' ••^: .r'_ !"II �r!e^!'3� _.. �?�C �� "J ..__ .. _i"Qr!. race r. ru .N CU,.. rL9..raS ��! rr v !"e !�!.J., 3: ar CY �•J .^._C _. tjn..: ny rc:;.?S! i S uaS i �a' S3i�r•nS 8t^Cyrr'r`C; .:r`•r.��Y• S! �'n�S :�i �• r ��l1S!r n!• "n ��!�" . +' r,C L jn: .^.? :a j":e r:.er! n" ex:e-seS. �! ."° rr_rCS?� ri�•r" r'e .ej. !rp rr :eesc�S� re rya C:S! :er `' +0-r _ WQL 7 . to SE,- r . "a r _ � Or.-CR`raC _e".i �i!� !� IOG " j' I�r rar•��i ,!Z:4Cr !r_+n:n.- eClC _,.* ,.=n the l.. r J v yar rr:e ..rrrCSeC C,.S.j are �-ass '__ ? -a'.3n9 nC.:. ''_. ar- ."e _'jca,, N.,rwccd .'tef'vQr C ..it'i er^e S2 ?3`'GC "tS? �eC=J, 7C'Cv Crp;,OSdl tS ex!ra"Gly ex. eft j„ _. 7ri "3S "ert e�jeY! _ -�_-� !rair-;nr orc--OSdli. ty"JS ❑yam "Jr Cer. a ern: ec: CC !"...r ,. r,ere Qre `ter i"n .S not eec!r—,er.^.er.. 0 0 New LEGAL SERVICES OF GREATER MIAMI, INC. I. Agency: 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 Funding: S 0 Reouested FRS Funding: S100,270 II. PROJECT DESCRIPTION: The agency seeks to provide civil legal representation to below poverty level residents of Wynwood and Overtown where no neighborhood 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, lionday-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 viould also conduct outreach, community education, and case representation where appropriate. In addition to meeting with eligible clients referred by the paralegal, the attorney wauld also conduct community education seminars. — II1. 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 from 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 also provided by either the Citizen Response Center or Dade County Housing & Urban Development. Because of this, C.R.C. reportsit currently refers few -65- 0 0 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 S115,156, with a cost per client at S92. With an FRS budget of S100,270, the City cost per client ixould be S30.00. The City would provide 87"a of the project funding, 67� 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% 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 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 by the federal government, which is appropriate because of the nature of the services involved. Therefore, FRS funding is not recommended. MARTIN TECHNICAL COLLEGE - CAREY BRANCH I. Agency: Martin 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 Funding: S335,921 II. PROJECT DESCRIPTION: New Recommended FRS Funding: S175,000 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 employment placement. The agency projects 850 of its students would suc- cessfully complete the program and projects placing 8010 of the graduates. Alpha-Merics, Inc. would provide technical staff support and program design and has tentatively agreed to hire a number of the graduates. During the pilot year, the program would be open free of charge to low -and -moderate in- come City of Miami residents exclusively. Hours of operation would be from 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" of the project funding. The personnel costs at $164,000 would comprise 567, of the project budget. The remaining 44°S 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. ' -67- 0 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. 19 "dew _t OPERATION MAINSTREAM I. Agency: United Family and Children's Services., 2190 N. W. 7th Street Project Director: Nancy Ungaro Executive Administrator: Albert L. Harriett President of the Board: Gregory M. Cesarano Target Area: Downtown Existing FRS Funding - 0 - Recommended FRS Funding: S22,820 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. 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 Income and Medicare, but who are incapacitated and not able to handle their own problems. The Operation Mainstream project is requesting S22,820 to supplement its existing services. Federal Revenue Sharing Funds would be used to hire a Social Worker II. This position was previously funded by United Way, and has been vacant since April. The project is currently operating with one staff person. 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 Develoo- 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. .• 0 IV. BUDGET ANALYSIS: to United Family and Children'S Services total budget is $1,332,000. The projectes current budget is S54,150, with $49,307 (91%) going towards salaries and fringe benefits. the project is currently funded by City of Miami Community Development at $21,700, and United Way at $32,450. Its total budget represents 40 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. -70- 0. P New PERFORMING ARTIST GUILD ENSEMBLE, INC. I. Agency: Performing Artist Guild Ensemble, Inc. (P.A.G.E.)., 1331 N.W. 46 Street. Agency Director: Will Baskins Board Chairman: Clarence Dixon Target Area: Citywide Existing FRS Funding: - 0 - Recommended FRS Funding: S 0 Requested FRS Funding: $15,419 II. 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 black. The program operates from the Allavattah Jr. High Community School, from 9:00 a.m. - 5:00 p.m. Monday through Friday, during the 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 provided to approximately 1,000 youth, and include classroom training in dance, voice, music, modeling, theatrical development, art, math, and gymnastics. Students would also participate in four major and 10 minor events, providing participants an opportunity to display their 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. -71- 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 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 S15.00 per year. The total agency budget is projected to be S87,431; however, besides the F.R.S. request, P.A.G:E. has only applied for $15,000 of this amount from the County Bed Tax. V. RECOMMENDATION: 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. -72- New PUERTO RICAN CHARITIES I. Agency: Puerto Rican Charities , 252 N. W. 29 Street. Director: Roxanne Rexach Board Chairperson: Nelson Flores Target Area: Wynwood Existing FRS Funding: -0- Recommended FRS Fundina: S 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-operatina 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. -73- r New _ ---..,1 PUERTO RICAN CHARITIES I. Agency: Puerto Rican Charities , 252 N. W. 29 Street. Director: Roxanne Rexach Board Chairperson: Nelson Flores Target Area: Wynwood Existina FRS Fundina: -0- Recommended FRS Fundina: 5 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. -73- 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(representina the FRS request). Staff salaries ($134,400) will represent 77% of the total agency budget. The remainder would 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. -74- 5 71 SER/CITY Or 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: Requested F.R.S. Funding: II. PROJECT DESCRIPTION: S 0 Recommended FRS Funding: SO $61,875 New 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 fliami. 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. -75- f IV. BUDGET ANALYSIS: t 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 (S45,499). This figure reflects 15'0' 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 (S4,253), 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 93a 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. V. RECOMMENDATION: While jobs have been identified as a priority service by the City Com- mission, the City is currently addressing the needs of entrants (Cuban and Haitian) through the Entrant Impact Project.. Therefore, F.R.S. fund- ing is not recommended for the project. -76- New SHAKESPEARE FESTIVAL AT VISCAYA EDUCATIONAL OUTREACH PROGRAM I. Agency: South 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: S 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 strenahten 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 of 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 schcol. III. PROJECT ANALYSIS: The South Florida Theatre Co., Inc. was founded in 1919. 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 - 7 7- C t South Florida Theatre Co.'s annual projects include the Shakespeare Festival at Viscaya and the theater outreach in the schools. The FRS request (S15,000) would be used to bring this project to the disadvantaaed 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. The agency has applied for funding from Ryder Systems, Southeast Banks, State of Florida Mini -grant, Biscayne Kennel Club, and General Development Corporation. V. RECOMMENDATION: The South Florida Theatre Co.'s project goals are unique and its services are of major cultural importance to the City and this community as a whole. However, its goals and objectives are not in line with the City Commission's established priorities for allocating City social service funds. The agency has established good support efforts with the Dade County schools 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 would be Dade County Bed Tax revenues. FRS funding is not recommended for the project. -7Q- ­83--t _. � II. r t New SOUTH WEST SOCIAL SERVICE Agency: South West Social Service, 7329 West Flagler St. Agency Director: Angela Vasquez Board Chairman: Eugenio Sanchez Target Area: Flagami Existing FRS Funding: S 0 Requested FRS Funding: $64,378 PROJECT DESCRIPTION: Recommended FRS Funding: S 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 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. 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's 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. wa 11 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, 181' 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 S20,400 to $26,000 and Counselor from S15,600 to $20,000; City funds are re- quested for a portion of these salaries). 2) Space rental increases from S9,720 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 S19,800 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. II. f SUMMARY OF FY 1983-84 RECOMMENDATIONS Existing Programs Agency Action Community Center Allapattah Community Action Aspira of Florida 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 New Projects Agency Archdiocese of Miami Haitian Catholic Afterschool Childcare Program Vocational Training Program Notre Dame d'Haiti English School Casa Integra Centro Mater Haitian Refugee Center Legal Services of Greater Miami Martin Technical College Miami Technical Institute Performing Artist Guild Ensemble Puerto Rican Charities SER - Jobs for Progress South Florida Theater Co. Southwest Services Tri-City Community Association United Family and Children's Services Sports Development Club Youth Co -Op Administration 01 Sub -Total Center: Sub -Total TOTAL PROJECTS TOTAL RECOMMENDED S 65,970 27,825 0 20,479 39,172 14,817 63,598 0 35,307 11,137 153,155 10,426 39,541 107.797 69,818 92,585 4,010 117,142 75,660 S 948,379 0 0 0 0 0 0 0 175,000 0 0 0 0 0 0 0 22,820 0 0 ¢ 197,820 $1 ,146,199 91,696 $1,237,895 f BUDGET SUMMARIES F.R.S. Total Total Agency I. Previously Funded Projects Request Project Budget Allapattah Elderly Project $ 27,825 $ 27,825 $292,276 Allapattah Community Action Armonia Project S 74,594 $ 74,594 $ 74,594 Aspira of Florida Association for the Useful Aged S 4,010 $ 99,188 $ 99,188 (Los Viejos Utiles) Coconut Grove Family Clinic $ 34,222 $ 535,887 $535,887 St. Alban's Day Nursery Douglas Gardens City of Miami $ 108,465 $ 179,145 $24,656,606 Senior Adult Day Care Center Miami Jewish Home and Hospital for the Aged First United Methodist Church of $ 10,312 S 94,893 $ 94,893 Miami Methodist Community Center Haitian Social Service Program $ 141,810 $ 141,810 $1,031,183 Haitian Community Association of Dade County JESCA Multi -purpose Centers for $ 39,541 $335,340 $5,345,102 the Elderly James E. Scott Community Association Peters Plaza/Industrial Home for $ 109,974 $ 147,618 $3,907,486 the Blind Little Havana Activities and Nutrition Centers of Ddde County Safe House $ 83,083 $ 83,083 $3,907,486 Little Havana Activities and Nutrition Centers of Dade County St. Dominic's/Los Viejos Utiles $ 114,614 $162,972 $3,907,486 Little Havana Activites and Nutrition Centers of Ddde County Miami Bridge $ 13,719 $360,062 $ 360,062 Catholic Community Services Overtown Day Care and Neighborhood $ 58,887 $266,831 $ 266,831 Center Catholic Community Services Rehabilitation, Education and $ 24,000 $143,352 S 143,352 Recreation for the Blind Industrial Home for the Blind -82- t f F.R.S. Total Total Auency previously Funded Projects Request Project Budaet Sports Development II $ 18,962 $ 18,962 S 993,451 Belafonte Tacolcy Youth Vocational Project $ 36,270 $ 36,270 $ 993,451 Belefonte Tacolcy Center Transportation for the Elderly $ 65,970 S 417,453 $ 417,453 and Handicapped Action Community Center Wynwood Psychological Services $ 34,858 $ 34,858 $ 403,402 Center Centro Caribeno de Estudios Postgraduados NEW PROJECTS Bridge Counseling Program $ 30,000 $ 30,000 $1,349,467 Youth Co Op Centro dater Child Care $ 20,000 Centro Mater Citywide Youth Sports Development $ 50,000 Program Sports Development Club Claude Pepper Shelter for the $ 65,000 Homeless Casa Integra Educational Training/Placement/ $ 240,000 ESOL Miami Technical Institute Haitian Catholic Center/Afterschool $ 54,958 Childcare Program Pierre Toussaint Haitian Catholic Center Haitian Catholic Center/Notre $ 29,084 Dame d' Haiti English School Education Pierre Toussaint Haitian Catholic Center Haitian Catholic Center/Vocational $ 55,984 Training Program Pierre Toussaint Haitian Catholic Center -83- $ 152,055 $ 50,000 $ 165,000 $1,400,000 $ 87,258 $ 95,434 $ 418,954 $ 336,450 $ 50,000 $ 219,000 $1,400,000 Not Avail Not Avai Not Ava _Z_A F.R.S. Total Total Agency NEW PROJECTS Reouest Project Budaet Haitian Refugee Day Care Center $ 168,885 S 168,885 $ 461,286 Haitian Refugee Center Home Imnrovement Program $ 193,890 $ 193,890 $ 417,379 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 6 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. Southwest Social Service $ 64,378 $ 64,378 $ 159,882 * Proposed - Agency has no funds SZE THREE YEAR SOCIAL SERVICE FUNDING HISTORY AND RECOMMENDATIONS FOR EXISTING FEDERAL REVENUE SHARING AGENCIES AGENCY FISCAL YEAR 1981-82 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. Recan. Total Action Community Center $251,600 $ 40,000 $291,600 $288,600 $ 60,970 $349,570 $288,600 $ 65,970 $354,570 Allapattah Community Action 89,800 0 89,800 139,800 22,652 162,452 164,800 27,825 192,625 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 Development II 0 20,000 20,000 82,900* 18,962 101,862 82,900* 20,479 103,379 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 Clinic 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 -85- 40' (Cont'd) AND RECOMMENDATIONS SHARING AGENCIES FISCAL YEAR ioQ9-Aq 1983-84 ,ear F.R.S. Total C.D. 9th Year F.R.S. Recan. Total ,000 $ 35,541 $ 60,541 $ 25,000 $ 39,541 $ 64,541 0 99,812 79,301 22,000** 99,812 0 - -- 107,797 -- 107,797 - 69,818 0 101,301 _0 69 818 '000 26,610 69,000** 120,610 25,000 92,585 117,585 0 108,465 108,465 0 117,142 117,142 0 68,204 68,204 0 75,660 75,660 .R.S. eparate project 4 Y AND RECOMMENDATIONS ARING AGENCIES FISCAL YEAR 1982-83 _ _ _ 1983-84 C.D. F.R.S. ear F.R.S. Total 9th Year Recom. Total $ 0 0 0 $ 0 0 0 $ 0 0 0 $ 0 0 0 $ 0 0 0 0 0 160,000* 0 160,000 ,300** 0 64,300 64,300** 0 — 64,300 0 0 0 0 0 0 0 0 0 175,000 0 175,000 0 0 0 0 0 _ 0 --- 0 -0 0 0 _ 0 0 0 0 0 0 0_ 0 0 0 0_ 0 0 0 0 0^ 0 _ 0 0 L (Contd) THREE YEAR SOCIALSERVICE NEWYFEDERAL REVENUE TSHAR NG AGENCORY AND DATTONS IES FISCAL YEAR _-- ——'—"�--"— AGENCY 1983-84 1982-83 -- 1981-82 _ C.D. F.R.S. C.D. Total C.D. 8th Year F.R.S. Total 9th Year Recom. Total 7th Year F.R.S. 0 b 0 $ 0 $ 0 $ 0 $ _ 0 iouthwl._est Services - 0 _ 0 Sports Development Club 0 20,000 20,000 0 — _— 0 0 0 0 Tri Cit Co munit Assoc. 0 0 0 0 fl 21,700 21,700 0 21,70fl 21,700 0 21,700 21,700 United Family and Children's Services 0 0 p 0 fl 0 11 0 0 Youth CO-OP 0 * C.D. Jobs Bill Allocation ** C.D. funds provided to Agency for different project than proposed for F.R.S. *** Agency contracted with under the Umbrella of Belafonte Tacolcy -87 - j. 11 40 I CITY OF MIAMI. FLORIDA INTER -OFFICE MEMORANDUM -� Howard V. Gary GATE November 28, 1983 TILE City Manager kU141 Dena Spillman, Director Department of Community Development SLB:E:- Allocation of FY'83-84 Federal Revenue Sharing Funds for Social Services Programs City Commission Agenda December 8, 1983 On November 16, 1983, the City Commission allocated FY 1983-84 Federal Revenue Sharing funds for the period December 1-31, 1983, to existing social services programs recommended by staff. In addition, the follow- ing were included: Aspira of Florida Centro Mater Industrial Home for the Blind (increased funding) United Family and Children's Services Carey Branch of Martin Technical College Also, the Carey Branch of Martin Technical College received a commitment for funding of $175,000 through September 30, 1984, The Commission voted to continue discussion of the proposals at the meeting of December 8, 1983. Staff's recommendations remain the same as outlined in our memorandum of November 8, 1983. DS:mb