Loading...
HomeMy WebLinkAboutCRA-R-13-0054 Submittal-Overtown Community Development Foundation Synopsis: o m M N t. T y! f ► ,; T ' /3 -0o9er- 'ubnv7 a/_ _OYer10Wn Comniuvufy Development Foundatioh Synopsis PUTTING THE PIECES TOGETHER OVERTOWN COMMUNITY DEVELOPMENT FOUNDATION SYNOPSIS Overtown . Community. Development Foundation (OCDF) is the organized community investment authority for development of Overtown, which focuses on both business and human development. OCDF is a self-perpetuating development authority designed to build and maintain a greater future for Overtown. GOVERNANCE A fifteen -member Board of Trustees will govern the OCDF. Ten members will be appointed by HOFDIA, The International Longshoreman Association Local 1416, The Overtown Business Association, The Overtown Tenant Association, Coalition for Children and Youth, St. John Institutional Missionary Baptist Church, The Historic Saint Agnes' Episcopal Church, Greater Bethel A.M.E. Church, Historic Mt. Zion Missionary Baptist Church and the Overtown Connection church association. These ten appointed members would elect five members with business backgrounds. STRATEGIC INITIATIVES The Foundation is focusing on the following f critical areas of community need; Business Initiatives, Close The Education Achievement Gap, Increasing Workforce Housing, Ending The Cycle Of Poverty, Heritage, Arts And Culture, Environment, Improving Community Health, Equity In Legal Protection, Social Justice And Interfaith Understanding, Youth Initiatives and Successful Aging. BUSINESS INITIATIVES The Business Initiative is a strategic plan to assist existing business and proposed business to secure funding for sustainability, expansion and start-ups. The business Initiative will facilitate: a One -Stop Business Center to provide a wide range of employment and training services; a Rapid Response initiative to provide strategies designed to make a connection with employers who are growing; and Labor Market Data to provide research on economic and demographic data. CLOSE THE EDUCATION ACHIEVEMENT GAP The goal of this Strategic Initiative is to close the achievement gap. The foundation will focus on strategies to: Increase the number of low-income children who are academically prepared; Increase access for low-income students to post -secondary education; and Improve educational outcomes of low-income students. INCREASING WORKFORCE HOUSING The goal of this Strategic Initiative is to increase the availability of workforce housing. The foundation will focus on strategies to; Make investments in workforce housing; and. Help people at risk of homelessness to remain housed. ENDING THE CYCLE OF POVERTY The goal of this Strategic Initiative is to end the cycle of poverty experienced by poor and low-income individuals and families. The foundation will focus on strategies Submitted into the public record in connection with Item 2 on 09 12 13 Todd B. Hannon Clerk of the Board OCDF page jj to; Increase the income of low wage earners; and Build community infrastructure to support income and asset development. YOUTH INITIATIVES A focus on developing the young people of Overtown from cradle to graduation permeates through the entire structure of the foundation. COMMNITY GRANTS Through its strategic planning process, OCDF identified eight community issues it will support via Community Grants. Heritage The goal of this Community Grarit, area is to preserve heritage of Overtown. The foundation will focus on strategies to: Develop an emphasis on the maintenance of historic properties and sites; Develop official Design Guidelines and Standards; Map historical assets and defining strategies for adaptive reuse; and Solicit conferences, and other activities to highlight the glorious history of Overtown. Arts And Culture The goal of this Community Grant area is to help residents participate in, and learn from high -quality, relevant arts and cultural programs, which will enriches the lives of individuals, promotes interaction, and provides opportunities to deepen learning. Environment The Foundation will prioritize projects that exemplify the understanding that environmental problems do not exist in isolation from other community concerns, and that solutions must be relevant to the needs and values of those who will implement or be impacted by them. Improving Community Health The goal of this Community Grant area is to promote health equity in Overtown County. OCDF is committed to addressing health inequities by ensuring access to health services and supportingefforts to change environments that impact health. Equity In Legal Protection The goal of this Community Grant area is to ensure low-income residents of Overtown have equal opportunities for legal representation and advocacy services. Affordable, quality legal and advocacy assistance can help individuals gain or maintain economic security; preserve safe housing, prevent domestic violence, and maintain other basic needs. Social justice And Interfaith Understanding The goal of this Community Grant area is to promote social justice and interfaith understanding in Overtown. This includes a strong focus on ensuring greater social justice and stronger understanding among different faith. traditions throughout the community. Submitted into the public record in connection with Item 2 on 09/12/13 Todd B. Hannon Clerk of the Board OCDF page 111 Successful Aging The goal of this Community Grant area is to make Overtown a positive and viable place in which to age. The foundation will focus on strategies to develop a coordinated system of health and social services for older adults. OCDF FUNDING Overtown Community Development' Foundation seeks to be the required. foundation for developers building in Overtown to contribute to the holisticgood neighbor program idea. Local governing bodies should establish a required contribution formula for developers building on city/public own property. As well, developers building on private property should be encouraged to contribute to the Foundation as a mechanism of furthering indigenousness business.and social growth. OCDF will solicit charitable gifts with the approach that giving reflects the donor's values, interests, and concerns; as they benefit from our extensive knowledge of community needs in Overtown Scholarship Funds Scholarship funds allow gifts of education. Using an objective set of criteria, a committee selects individuals who receive scholarship support. Donors with an interest in providing scholarships can choose to support the general scholarship programs or a selected individual.or group. Organization Funds A group may establish an organization fund with OCDF, donors can make contributions to them. Doing so provides both short- and long-term support to a cause in need. Designated Beneficiary Funds. Donors can help any charitable group of their choosing with a designated beneficiary fund. Field of Interest Funds Donors can decide which area(s) they want to support; and, should they need help, OCDF's philanthropic advisors will recommend suitable grant recipients. Unrestricted Funds Donors can address ever -changing community needs with an unrestricted fund. Giving Through Your Estate Donors via their estate plans can make charitable gifts while enjoying tax benefits. and preserving economic security for themself and their loved ones. Bequests Naming OCDF in your will, living trust and or life insurance policy is a popular way to support the community. Submitted into the public record in connection with Item 2 on 09/12/13 Todd B. Hannon Clerk of the Board CONTENT PAGE Our mission Our Vision. 1.GOVERNANCE Board of Trustees Leadership Team Staff 2. STRATEGIC INITIATIVES Business Initiatives One -Stop Business Centers Rapid Response Labor Market Data Close The Education Achievement Gap Increasing Workforce Housing Ending The Cycle Of Poverty 3. COMMUNITY GRANTS Arts And Culture Environment Focus 1: Access to Food. Focus 2: Access to Parks Focus 3: Environmental Literacy Improving Community Health Focus 1: Strengthen the delivery of health services Focus 2: Address the social determinants of health Equity In Legal Protection Social Justice .And .Interfaith Understanding Successful Aging 4. OCDF FUNDING The Benefits Of Partnering With OCDF A Personalized Approach: Donor -Advised Funds Give to the Groups You Care About Most Scholarship Funds Supporting Organizations Organization Funds Designated' Beneficiary Funds Field of Interest Funds Unrestricted Funds Giving Through Your Estate Bequests Submitted into the public record in connection with Item 2 on 09/12/13 Todd B. Hannon Clerk of the Board OCDF page 1 OVERTOWN COMMUNITY DEVELOPMENT FOUNDATION: The Overtown Community Development Foundation (OCDF) is founded with the simple aspiration of making a difference in the lives of the residence of Overtown. Mission To secure and administer resources to foster business and human initiatives for the enhancement of the quality of life in Overtown, now and in the future. • Vision To become a beacon of hope for current and future residents by providing progressive ideas, creative business opportunities, and dynamic human services in the perpetual revitalization of the'Overtown community. 1. GOVERNANCE ... Board of .Trustees Fifteen -member Board of Trustees governs OCDF. Five member will be appointed by the following community organizations; HOFDIA, The International Longshoreman Association Local 1416, The Overtown Business -Association, The Overtown Tenant Association, and the Coalition for Children and Youth. The five faith -based institutions in Overtown will appoint five members. Namely: St. - John Institutional Missionary Baptist Church, The Historic Saint Agnes' Episcopal. Church, Greater Bethel A.M.E. Church, and Historic Mt. Zion Missionary Baptist Church and the Overtown Connection church association. The Ten appointed members will elect five members who have essential professional and business backgrounds. There should be at least one medical professional, accountant, lawyer, construction professional and banker. In addition, these five board members must be avid fundraisers. Leadership Team The Board of Trustees shall employ the following leadership team; President/CEO, Vice President for Philanthropic Services, Chief Financial and Operating Officer, Vice President for Programs, Vice President for Finance, Vice President for Marketing and Communications, and Chief Information Officer Submitted into the public record in connection with Item 2 on 09/12/13 Todd B. Hannon Clerk of the Board OCDF page 2 Staff The leadership team shall employ staff to fulfill the following offices; Office of the President, Office of the Chief Financial and Operating Officer, Philanthropic Services Information Technology, Office of Research & Evaluation, ' Finance and Administration, Marketing and Communications, and office of Programs 2. STRATEGIC INITIATIVES The Foundation is focusing on the following f critical areas of community need; Business Initiatives, Close The Education Achievement Gap, Increasing Workforce Housing, Ending The Cycle Of Poverty, Heritage, Arts And Culture, Environment, Improving Community Health, Equity In Legal Protection, Social Justice And Interfaith Understanding; and Successful Aging. OCDF will address these issues through research, education, advocacy efforts, and bringing people together to collaborate and share ideas. Business Initiatives The Business Initiative is a strategic plan to assist existing business and proposed business to secure funding for sustainability, expansion and start-ups. It is equally important to assist the various businesses to secure professional services to ensure the utilization of best business practices. The business Initiative will provide the following services; One -Stop Business Center A One -Stop Business Center is a location where a wide range of employment, training, and career education program services are available to employers, workers, and job seekers. Employers' need for additional training for employees or a skilled workforce can be addressed by One -Stop Business Centers. These services include, Informational Resource, Labor market information, Information on Americans with Disabilities Act, Information regarding consultations on workplace accommodations for persons with disabilities, Business start-up, retention and expansion services, Sources for developing customized training programs, Career preparation activities, Tax Credits, Fidelity Bonding, Assistance with Recruiting Process, Assisting in finding qualified workers for businesses, Connecting to Labor exchange resources and systems, Providing interview facilities„ Conducting position analysis and develop work skill set, Assessing job applicants based on business developed criteria, Recruiting and screening applicants, Hosting and planning job fairs and recruiting events, Posting job openings in the One -Stop and amongst partner agencies, Offering assessments for job candidates, Assistance with Addressing Training Needs, Providing inventory of education and training providers, Facilitating the referral and/or registration of employers or their employees into training programs, Coordinating On -The -Job training opportunities, and Offering incumbent worker/customized training Submitted into the public record in connection with Item 2 on 09/12/13 Todd B. Hannon Clerk of the Board OCDF page 3 Rapid Response The Rapid Response Program is a pro -active, business -focused program that uses customized and flexible strategies designed for two major purposes: 1. To make a connection with employers who are growing and may need to access an available pool of skilled workers from other companies that are downsizing. Many of these workers have been trained in skills your company may need to be competitive. 2. To respond to layoffs by quickly coordinating services and providing immediate aid to companies and their impacted workers. Rapid Response Teams work with companies and their representatives to quickly maximize public and private resources to minimize the disruptions on the company, affected workers and communities that are associated with job loss. Labor Market Data Research labor market, economic and demographic data and compare information over time and other areas of Miami. Labor Market Data will include, Labor Force Data, Industry Data, Occupation Data, Demographic Data, Local Employment - Dynamics, Labor Market Analysis, Community Profiles, Economic Indicators, and Economic Assumptions. Close The Education Achievement Gap The goal of this Strategic Initiative is to close the achievement gap between high - achieving students and those who are falling behind. Student achievement for low-income students falls far below the achievement of more advantaged students in Miami. The gap in achievement begins at an early age and increases over time. Less than 50% of students living in Overtown graduates complete the coursework required to be ready for college or other post -secondary education options. While the Miami -Dade County Public Schools system is applying selected strategies to address the achievement gap, the general lack of resources combined with the severity of State budget cuts are significant barriers to providing an equitable education to students in Overtown. The Overtown Community Development Foundation is designed to take the necessary action to address the achievement 'gap in Overtown. OCDF will help low-income studentsenter kindergarten by: o Developmentally and socially ready to learn o Gain proficiency in core subjects - English/Language Arts and Mathematics in the early elementary grades o Attend high -quality schools with excellent principals and teachers o Graduate from high school prepared to apply to, .enroll in, and complete college or other post -secondary education options Submitted into the public record in connection with Item 2 on 09/12/13 Todd B. Hannon Clerk of the Board OCDF page 4 Strategy 1: Increase the number of low-income children who are prepared for academic success in school through an investment in early learning experiences, parent involvement, and extended time spent learning. There is a growing body of evidence that makes the case for an aligned, coordinated pre -kindergarten through third grade (PreK-3) system for children's learning and development. Children participating in PreK-3 leave each grade with the appropriate social, emotional, and academic skills they need to succeed in the next grade. Parents are a child's first teachers. They can encourage student performance and lay the foundations for future success. Low-income parents or newcomer parents may require additional resources or.knowledge to support their child's education. Time is of the essence for children who start with weaker learning foundations, especially for children learning English. Early research from schools and districts that incorporate more academic learning opportunities into afterschool time finds educational benefits for students. Strategy 2: Increase the number of low-income students who access post- secondary education ready to succeed through an investment in student preparation, college access, and coordination of providers The Foundation's goal under this strategy is, to increase college readiness for low- income students from Overtown. We aim to do this through project grants to organizations providing academic and personal support to middle and high school students, as well as to those that provide college navigation and scholarship support. We recognize that no one organization, whether because of limited capacity/scope can provide all the required services and support for the Foundation's target student population. And. we .know that .there is a gap in service provision and support for a significant number of these students. For this reason, the Foundation's methodology is to develop a grants portfolio that includes effective stand-alone programs, collaborative and innovative partnerships, and networking and referral activities aimed at filling in that gap. Strategy 3: Improve educational outcomes of low-income students through an investment in the quality of low -performing public schools. Low-income students generally attend lower performing schools. There are several proven, cost-effective models that find transformation of such schools to ones that are either very high achieving or rapidly improving Strong principal leadership, well -supported teachers, involved parents, and a school culture of high expectations that all students will achieve are elements found in quality schools. These elements lead to systems for teacher collaboration, formative assessments, data analysis, and targeted interventions focused on student success. Submitted into the public record in connection with Item 2 on 09/12/13 Todd B. Hannon Clerk of the Board OCDF page 5 Increasing Workforce Housing The goal of this Strategic Initiative is to increase the availability of workforce housing for individuals and families and ensure that residents receive the services they need to remain affordably housed. It is widely recognized that Overtown is changing and that housing and commercial development has begun. The median rental costs in Miami are on the rise. Mid and low wage earners face considerable challenges finding housing that's affordable,and located close to work, school, and transportation. The high cost of housing leaves many families with less to spend on food, childcare, and healthcare, and less to invest in savings. Seniors are priced out of the neighborhoods in which they have spent their lives, especially when new development comes to the area. Healthcare workers, police, firefighters, office workers, bank tellers, and teachers cannot afford to live in the community where they work. Overtown Community Development Foundation is dedicated to ensuring that housing opportunities are accessible to workforce individuals and families. To support this goal, OCDF will make targeted investments in three strategic areas: housing policy, workforce housing development; and homelessness prevention. Strategy 1: Increase public support for workforce housing and influence zoning changes that support workforce housing. By removing barriers to development, the city of Miami can create a range of housing choices at different levels of affordability that preserve the environment. OCDF will seek to partner with nonprofit organizations that foster inclusive housing policies at the local level and advocate for changes in public policies that have impeded development. This work will also.focuson.identifying innovative financing mechanisms to accelerate new workforce housing development. Strategy 2: Make investments in workforce housing, both rental properties and owned housing that take advantage of specific market opportunities. Overtown Community Development Foundation will seek partnerships with workforce housing developers, homeless service providers, and local jurisdictions to increase workforce -housing options in Overtown. Funding in this area will balance new housing production with emerging market opportunities to increase the supply of homes that are workforce. Strategy 3: Help people at risk of homelessness to remain housed. Housing trends reported in Overtown reveal an increase in the number of families and individuals that are precariously housed, including those facing eviction, paying over half of household income on rent, or living in substandard housing. Targeted interventions can include emergency assistance, mediation, and re -housing. Submitted into the public record in connection with Item 2 on 09/12/13 Todd B. Hannon Clerk of the Board OCDF page 6 Investments in this area will help families and individuals at the lowest income levels to become or remain affordably housed. Ending The Cycle Of Poverty The goal of this Strategic Initiative is to end the cycle of poverty experienced by poor and low-income individuals and families. Many families in Overtown do not have enough income to meet their basic needs, such as housing, food, and health care. It is particularly difficult for the working poor, who have fewer resources to meet their basic needs and to move out of poverty. While a parent with two children needs an annual income 'of $48,000 to be self- sufficient, a minimum wage job pays only $16,640. The endresult is that if you are poor in Overtown, you must work three low -wage full-time jobs; or live in substandard housing and be underinsured. The Overtown Community Development Foundation believes that low -wage earners can escape the cycle of poverty if they have the tools and resources traditionally available only to middle- and high -income earners. This initiative shifts the focus of the Foundation's investment from providing short-term services to people in poverty to creating lasting solutions to poverty and engages individuals and families, institutions, and the community in efforts to build assets. Strategy 1: Increase the income of low wage earners. Increasing the income of low -wage earners is a key component of breaking the cycle of poverty. By reducing employment barriers, low -wage earners can move out of low -wage jobs and compete 'for jobs that support self-sufficiency. Higher -wage earners are more likely to access better educational opportunities, health care, and housing. As well, families with income sufficient to meet daily expenses can begin to save and invest, creating the conditions for economic mobility. Strategy 2: Build assets of low-income families and individuals. Building assets creates long-term economic stability and self-sufficiency. Assisting low-income families to save for and invest in assets (education, housing, and micro - enterprise activities) has been a proven means of achieving economic self- sufficiency and helps to permanently break the cycle of poverty. Strategy 3: Build community_ infrastructure to support income and asset development. Strong community and financial institutions are needed to support income and asset building efforts of Overtown families. Products and services designed specifically for low -wage earners help ensure that affordable credit, capital, and financial services Submitted into the public record in connection with Item 2 on 09/12/13, Todd B. Hannon Clerk of the Board OCDF page 7 are available to start a micro -enterprise, purchase a home, or invest in education and training. 3. COMMUNITY GRANTS Through, its strategic planning process, OCDF identified eight community issues it will support with Community Grants. Heritage The goal of this Community Grant area is to preserve heritage of Overtown via its history in business, entertainment, the arts and culture. Strategy: Develop an emphasis on occupations in the arts, entertainment, tourism and maintenance of historic properties and sites. This component includes integrated wrap -around services that support job placement and follow-up (retention services) particularly for the unemployed and underemployed. Strategy: Develop official Design Guidelines and Standards for the Historic Overtown Folklife Village and District and provide on -going oversight for its implementation. Strategy: Map historical assets and defining strategies for adaptive reuse of historic properties by utilizing the Four Point Main Street Approach, an economic development initiative of the National Trust for Historic Places. Strategy: To solicit annual conferences, conventions, tours, festivals and other. activities to highlight the glorious history of Overtown. Arts And Culture The goal of this Community Grant area is to help Overtown residents access, participate in, and learn from high -quality, relevant arts and cultural programs. We believe that participation in arts and culture enriches the lives of individuals, promotes interaction among residents, provides opportunities to deepen learning, and builds community across groups with diverse ethnic and socioeconomic backgrounds. In addition, OCDF recognizes that many Overtown residents are unable to engage in arts and cultural programs and activities due to isolation. The arts offer a powerful mechanism to make .a difference in the lives of these residents and assist their continued or renewed participation in community activities. Strategy: Reduce disparities in access to . and participation in arts and culture education and programming. Submitted into the public record in connection with Item 2 on 09/12/13 Todd B. Hannon Clerk of the Board OCDF page 8 OCDF will support organizations providing programs or activities that use the arts to enrich and improve the lives of those who are isolated. The Foundation will not generally provide support for individual artists, Special event sponsorship, Stand alone tuition scholarship programs, underwriting support to provide free tickets to performances or events as a stand alone project, Capital projects. OCDF recognize that arts and cultural activities is an important aspect of an individual's personal development and quality of life and is a primary factor in fostering a sense of community, respect,,and understanding of others. Observation 1 Many factors are undermining the effectiveness of the arts in building community: impediments to the public's awareness of arts and cultural opportunities; time constraints on individuals and families; competing sources of recreation; the segregation of audiences; and the continued economic pressure facing arts organizations. Arts and cultural organizations need improved understanding of the economic and cultural marketplace in Overtown and strategies to engage audiences more effectively. Observation 2 Arts education proponents and advocates firmly . believe that understanding, learning, and appreciating the arts are vital components of every young person's education and development. Without meaningful opportunities for progressive skill - building in and through the arts across age and grade levels, Overtown students will not be fully prepared for healthy and productive participationin their adult lives and in their communities with arts and cultural activities. Observation 3 For several decades, however, funding for arts education programs has been progressively reduced or eliminated. OCDF believes that the reversal of decades of marginalization of arts education will require systemic change. This change will only result from informed leadership among multiple stakeholders; professional development opportunities for school administrators and teachers; technical assistance and program evaluation to develop rigorous educational curricula and opportunities for high achievement in each arts discipline; investment of resources to develop and nurture programs where resources are currently lacking; and networking, communications, and advocacy to create and sustain effective arts education. u .L • � 3 Observation 4 0 C .� Public schools across Overtown face enormous challenges in providing arts . t N C education for their students. While most schools face challenges in providing arts • c c i education as part of the core curriculum, some students in Overtown face even d 8 co ai greater disparities in access to high quality arts learning .opportunities. This e Ts N c &, • I Clerk of the Board OCDF page 9 includes students who are. Low-income students; and those who are institutionalized, isolated, or youth involved in the juvenile justice or child welfare systems. OCDF will support the provision of arts education programs and activities. In addition, many students do not have equitable access to out -of -school arts education• opportunities. Support will also be available for out -of -school arts education programs that work with underserved students. Environment Low-income persons often cannot easily access the tangible and intangible resources required to effect positive change in their communities. This makes them more vulnerable to the consequences of inequities, including. limited access toall that a healthy environment provides. In this context, the .environment is a social issue —and, at heart, a social justice issue. The most promising solutions to many of today's complex issues challenge the premise thatenvironmental and human interests are in opposition to each other. The Foundation will prioritize projects that exemplify the understanding that environmental problems do not exist in isolation from other community concerns, and that solutions must be relevant to the needs and values of those who will implement or be impacted by them. The Foundation is asking how it can best direct its resources in support of the most • ;pressing environmental needs of Overtown. Thus: o What types of support would help low-income communities? o How are local environmental organizations engaging with low-income communities? o What lessons can be learned from efforts to date? o What models encourage new partnerships with non -conventional environmental allies? o What environmental policies provide mandates for local action?. o How can low-income communities be better included in these processes? The Foundation will prioritize projects that strengthen existing or build new alliances. For instance, an organization whose focus is environmental may partner with another organization dedicated to health or education, or with one deeply rooted in low-income communities. Networks that may be emerging or are currently in place in Miami may need support to develop a sustainable infrastructure to realize their full potential.. The Foundation will prioritize three areas that impact residents' lives within low- income . communities and that can serve as gateways to a transformative relationship with the environment. Submitted into the public record in connection with Item 2 on 09/12/13 Todd B. Hannon Clerk of the Board OCDF page 10 Focus 1: Access to Food. Besides the obvious health benefits that fresh food offers, it can also stimulate an immediate connection to the natural world. Community gardens and other efforts to provide direct experience with fresh food production can bring to life an understanding of underlying natural cycles and concepts. In recent years, various assessments about local food access and security issues have been conducted in Overtown. OCDF encourages proposals that are aligned with the agricultural or garden -oriented policy recommendations of these reports, particularly those that address the wider infrastructure or capacity needs of developing sustainable food systems in Overtown. Focus 2: Access to Parks Open space and parks also support good health by providing a venue for movement, fresh air, and social interaction. A full central park must be developed in Overtown. This central park must include both youth activities and access to life-long recreational activities. Overtown needs an aquatic center, tennis courts, athletic track and gymnasium that can serve as both a sport arena and community meeting center. Focus 3: Environmental Literacy Community issues are becoming increasingly complex, especially those that lie at the nexus of people, equity, and the environment. Environmental literacy provides the skills, knowledge, and connections required to address such concerns, and young people who receive such preparation will be better equipped to manage this complexity as they develop into future leaders. If environmental learning occurs consistently over time, and is developmentally appropriate, its impact is magnified. The Foundation will support organizations with strong track records of serving low- income youth to deepen or extend the reach of quality environmental education programs with existing student cohorts. Improving Community Health The goal of this Community Grant area is to promote health equity in Overtown County. . Because of social, economic, and political inequities that exist in Overtown, low- income residents are more likely to struggle with poor health than their higher - income counterparts. OCDF is committed to addressing these inequities by ensuring access to health services and supporting upstream efforts to change environments that impact health outcomes. The Foundation works from the premise that individuals with access to quality, affordable, and. culturally appropriate health services are more likely to lead healthier lives. We also recognize that health starts long before one needs medical care. Health is impacted by . the social and environmental context in which we_ live, work, learn, and play. To that end, we r Submitted into the public record in connection with Item 2 on 09/12/13 Todd B. Hannon Clerk of the Board OCDF page 11 support systemic change efforts that increase opportunities for individuals and families to make choices that allow them to live long, healthy lives. Under this goal, OCDF will support projects that are aligned. with the strategy and approaches described below. Focus 1: Strengthen the delivery of health services OCDF is committed to helping community clinics position themselves to successfully navigate the changes anticipated under t Affordable Care Act. Special consideration will be given to projects that aim to build the capacity of licensed community clinics to identify and adequately address health disparities in Overtown. Focus 2: Address the social determinants of health This approach focuses on improving the broader context in which people live, work, learn, and play so that everyone has an opportunity to make choices that allow them to live a long, healthy life. When social determinants are successfully addressed, health disparities experienced by particular communities are reduced or eliminated, and the opportunity for health is pervasive across the entire population. Improving the health of the entire community often requires public policy change that positively impacts living and working conditions as well as economic and social opportunities and resources. OCDF is interested in supporting the development, advocacy, and implementation of policies and/or practices that impact the health of Overtown residents: Equity In Legal Protection The goal of this Community Grant area is to ensure low-income residents of Overtown have equal opportunities for legal representation and advocacy services. Affordable, quality legal and advocacy assistance can help individuals gain or maintain economic security, preserve safe housing, prevent domestic violence, and maintain other basic needs. Nonprofit legal services providers are vital partners to protect the rights of those without the economic resources, public voice, or skills to defend themselves. OCDF is committed to supporting an accessible, seamless legal services system that provides quality services for low-income Overtown residents so that they are more likely to receive due process under the law. Under this goal, OCDF will support projects that help low-income residents receive affordable, quality legal and advocacy services to better understand and protect their rights through two approaches. Approach 1: Support legal and advocacy services for low-income residents--e.g., eligibility in -takes and referrals, one-on-one legal advice, brief services, negotiations with opposing parties, administrative hearings or trials, or impact/systems change litigation. Submitted into the public record in connection with Item 2 on 09/12/13 Todd B. Hannon Clerk of the Board OCDF page 12 Approach 2: Support outreach and education on legal and civil rights for low- income residents --group presentations, seminars, and workshops. Social justice And Interfaith Understanding The goal of this Community Grant area is to promote social justice and interfaith understanding in Overtown. Overtown is home to a rich and diverse range of institutions and individuals that have a deep commitment to, improving the quality of life for all residents. This includes a strong focus on ensuring greater social justice and stronger understanding among different faith traditions throughout the community. When a community —supported by religious, faith -based and community -based organizations, as well as concerned and engaged individuals — engages in . activities to promote social justice and interfaith understanding, sustainable change can occur. To this end, OCDF is committed to supporting efforts .that increase awareness, mobilize the community, and catalyze social change to systemically address social inequities in Overtown. In addition, OCDF recognizes and supports the powerful link between interfaith dialogue and understanding and creating positive social change. Social justice is promoting or aspiring to equal access to social, political, and economic opportunities and resources. Interfaith understanding refers to communication between and among faith communities that crosses religious lines with an aim to explore common ground in beliefs and values. Strategy 1: Increase community engagement to identify and address social justice issues The aim . is to improve the quality of life . of Overtown residents, especially individuals from marginalized communities, engage individuals from marginalized communities in the identification and eradication of social inequities. Strategy 2: Increase collaboration and dialogue among religious institutions, faith - based communities, and community members The aim is to deepen interfaith understanding to activities that address specific social justice issues as well as projects that propose innovative strategies to include individuals in interfaith understanding activities. Religious organizations with the purpose of proselytizing will not be included Successful Aging The goal of this Community Grant area is to make Overtown a positive and viable place in which to age. Few older adult residents in Overtown have resources to age well. The vast majority lives on a fixed income and do not meet the elder self-sufficiency standard (Le., $27,000 per year to cover costs of living in Overtown. Submitted into the public record in connection with Item 2 on 09/12/13 Todd B. Hannon Clerk of the Board OCDF page 13 • The Successful Aging community grants area aims to support programs that help keep older adults, especially low-income older adults, healthy and actively engaged in community life. Older adults with access to a coordinated network of health and social services, along with opportunities for both community engagement and employment, are more likely to age in place with maximum health and dignity. A healthy, fully engaged older citizenry ultimately benefits the entire county. Approach A: Develop a coordinated system of health and social services for older adults. Approach B: Strengthen the delivery of core health and social services. OCDF will support the direct provision ofhealth and social services for .low-income older adults (60+) living independently. in Overtown. Priority consideration will be given to direct service projects that provide chronic disease management and/or prevention services and leverage public and private resources. In addition, programs that measure and assess the impact of direct services provided are strongly encouraged. Approach C: Foster volunteerism and community involvement for older adults. OCDF will support programs that recruit and retain older adults in volunteer activities at nonprofit organizations. OCDF will prioritize proposed projects that: o Recruit, retain, and support volunteer activities of older adult populations who are not typically engaged in volunteer activities (i.e., low-income residents, men, and people of color) o Provide orientation, training, and appropriate support for the older adult volunteer o Provide recognition for the older adult volunteers' contributions to the organization and the community o Provide transportation assistance for volunteers o Have a dedicated staff person/volunteer responsible for outreach, volunteer matching, training, and supporting older adult volunteers o Engage older adults in meaningful community services that meet the needs of vulnerable populations in Overtown o Intend to measure the impact of the volunteer experience on the older adult volunteer Priority consideration will be given to volunteer programs that intentionally and meaningfully engage older adults in meeting the ever-increasing critical needs of vulnerable populations in Overtown that match homebound seniors with disadvantaged youth. r Submitted into the public record in connection with Item 2 on 09/12/13 Todd B. Hannon Clerk of the Board OCDF page 14 4. OCDF FUNDING Overtown Community Development Foundation shall be the required foundation for developers building in Overtown to contribute to the holistic good neighbor program idea. The City of Miami shall establish required contribution formula for developers building on city/public own property. As well, the city shall require developers building on private property to contribute to the Foundation as a mechanism of furthering indigenousness business and social growth. Overtown Community Development Foundation will also enhance its corpus via charitable gifts. Charitable giving is.a powerful way to change the world. OCDF will use this financial medium to supplement,resources provided by developers building in Overtown. The Benefits Of Partnering With OCDF OCDF will solicit charitable gifts by highlighting it benefits.. OCDF provides an approach to charitable giving that reflects the donor's personal values, interests, and concerns; as they benefit from our extensive knowledge of community needs and the organizations addressing them in Overtown A Personalized Approach OCDF understands that giving back is a highly personal investment in the issues and organizations that matter, and our philanthropic advisors will provide whatever level of guidance givers seek to achieve their goals. Giving can be achieved via a variety of charitable funds to give now, through your estate, or. both. We will work with donors in charitable giving. We can work with the donor and donor's attorney, accountant, financial planner, or other advisors to ensure charitable activities support the donor's financial goals. Financially smart solutions:.donors will receive the most advantageous tax benefits' available for charitable giving. OCDF provides donors with research on issues and organizations, doing due diligence, and reporting to the IRS. Donors can easily track their gifts, make grant recommendations, and learn more about community needs through OCDF's Giving Center, a secure, online website just for OCDF donors. Donor Advised Funds Donor -advised funds at OCDF are the smart, modern, and flexible way to change the world through giving. OCDF web site will host a donor privileged page by which a donor can learn about the benefits of donor -advised funds, watch a short video that explains them, request a meeting to discuss them and see a list of current donor - advised funds at OCDF. Submitted into the public record in connection with Item 2 on 09/12/13 Todd B. Hannon Clerk of the Board OCDF page 15 Give to the Groups You Care About Most A donor -advised fund at OCDF makes it easy to support the issues and organizations the donor cares about in Overtown. The donor makes gifts to the Foundation and then recommends grants from the gift. Donor -advised funds at OCDF are: o Effective: Donor giving can be more • informed and focused and make a greater impact on the issues that matter to them. And they'll have a personal philanthropic advisor to help them learn more about community needs, effective organizations, and strategic grant making. o Financially smart: They'll receive the most advantageous tax benefits available for charitable giving, and they'll benefit from highly competitive administrative fees. They can invest in a widevariety of committee needs. o Flexible: They can recommend grants whenever they want. Donors can be anonymous in their giving. OCDF will help them involve their family members in your charitable giving. And, donor -advised funds may be named to recognize the donor or donors, a family member, friend, or organization. o Easy: Donors can focus on their giving. OCDF will take care of everything else, including due diligence about organizations they want to support, IRS reporting, and more. Scholarship Funds Scholarship funds allow gifts of education. Using an objective set of criteria, a committee selects individuals. who receive scholarship support. Donors with an interest in providing scholarships can choose to support the general scholarship programs or a selected individual or group. Supporting Organizations A supporting organization is an efficient substitute for private or family foundations. It is a separate nonprofit corporation that operates under OCDF's charitable umbrella. Through its own board, a supporting organization determines its own grant strategy and priorities. As with all our funds, OCDF takes care of all administrative tasks. Individuals, families, or financial institutions can open supporting organizations. Organization Funds Organization Funds are established by nonprofits as part of their overall fundraising strategy. If a group has established an organization fund with OCDF, donors can make contributions to them. Doing so provides both short- and long-term support to a cause in need. For organizations that establish this type of fund with OCDF, there are several benefits. These include: o OCDF can accept donations of almost any asset, including stock and property. Submitted into the public record in connection with Item 2 on 09/12/13 Todd B. Hannon Clerk of the Board OCDF page 16 o The fund may be established as an endowment (ensuring that grants are made in perpetuity) or as an expendable fund (which enables your organization to make grants of any size at any time). o OCDF handles the investment of funds, reporting to the IRS, and all other administrative details. o There is a low annual fee of 0.5%, with a minimum of $500.00 gift or contribution. Designated Beneficiary Funds Donors can help any charitable' group of their choosing with a designated beneficiary fund. This fund can be established to ensure the organization will receive support over a long period of time, or forever. Field of Interest Funds Field -of -interest funds support organizations that address specific issues. Donors can decide which area(s) they want to support, and, should they need help, OCDF's philanthropic advisors will recommend suitable grant recipients for their approval. Or, they can recommend grants to specific groups working in the identified area(s) of interest. Grants from this kind of fund can support organizations in Overtown or elsewhere. Unrestricted Funds Donors can address ever -changing community needs with an unrestricted fund. Donors can support community priorities that have been identified by the Trustees of OCDF and are supported through the OCDF's discretionary grant program. This gives them the opportunity to benefit from our staffs knowledge of emerging community needs and the groups working on them, now and in the future. Giving Through Your Estate Donors have many options to build charitable giving into their estate plans. They are designed to help them make charitable gifts while enjoying tax benefits and preserving economic security for themself and their loved ones. They also make it possible for their generosity to continue making a difference for many generations. Bequests Naming OCDF in your will, living trust and or life insurance policy is a popular way to support the community. Donors may: o Leave a specific dollar amount, a percentage of their estate, or what remains after other bequests have been satisfied. o Arrange for heirs to receive lifetime incomefrom their estate, with the remainder going to the Foundation for charitable purposes. o Use OCDF as tax -efficient asset type to give through their retirement plan accounts, since heirs would be taxed on the income in respect of the decedent. o Bequests to OCDF earn a full charitable deduction on estate taxes. Submitted into the public record in connection with Item 2 on 09/12/13 Todd B. Hannon Clerk of the Board