The URL can be used to link to this page

Home My WebLink AboutComposite Exhibit A-SUBTHIS DOCUMENT IS A SUBSTITUTION TO ORIGINAL. BACKUP ORIGINAL CAN BE SEEN AT END OF THIS DOCUMENT. RESOLUTION NO. 25-007 A RESOLUTION OF THE BOARD OF DIRECTORS OF THE LIBERTY CITY COMMUNITY REVITALIZATION TRUST ("LIBERTY CITY TRUST") APPROVING AND ADOPTING THE FY2025-2026 MASTER PLAN AND ANNUAL BUDGET OF THE LIBERTY CITY COMMUNITY REVITALIZATION TRUST ("TRUST"), IN THE AMOUNT OF $1,252,000 FOR THE FISCAL YEAR COMMENCING OCTOBER 1, 2025 AND ENDING SEPTEMBER 30, 2026. Approved by the Board of Directors of the Liberty City Community Revitalization Trust at its meeting of July 11, 2025. STATE OF FLORIDA COUNTY OF MIAMI-DADE LAC PRESIDENT/ CEO } Subscribed and sworn to before me by ELAINE H. BLACK, President/Chief Executive Officer, as the official recordkeeper for the Liberty City Trust, who is j.Dersoijacnuit_ID____L-n_e or who produced as identification, on the i ' ``---day of My Commission expires: .iY'Pii1, IRIS HUDSON `F Notary Public - State of Florida • <= Commission H Hii 444466 ovv+°4My Comm. Expires Sep 14, 2027 Bonded through National Notary Assn. N • tary Public, State of Florida EXHIBIT A 17989 Composite Exhibit A -SUB Liberty City Trust Budget Template FY 2025-26 Proposed Budget THIS DOCUMENT IS A SUBSTITUTION TO ORIGINAL. BACKUP ORIGINAL CAN BE SEEN AT END OF THIS DOCUMENT. FY2022-23Actual. I FY2023-24Actual l FY2024-25Amended ] FY2024-25Projection FY 2025-26 Pre esed -I Difference Notes Number of Full -Time Positions 6 6 6 6 6 0 Are any positions funded in other budgets? No No No No No If so, how much is in this budget? n/a n/a n/a n/a n/a If so, how much is in the other budget? Na n/a n/a n/a n/a - Revenues General Fund $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 800,000 $ 300,000 An ask of $300K to fulfill insurance, COLA, and operating costs Fund Balance $ 181,092 $ 291,883 $ 286,698 $ 286,698 $ 139,956 $ (146,740) Interest $ - $ 3,109 $ - $ - $ - $ - Off -Street Parking _ $ 17,000 $ 17,000 $ 17,000 $ 17,000 $ 17,000 $ - Parrot Jungle $ 64,109 $ - $ 35,000 $ 35,000 $ 35,000 $ - CRA - $ 60,000 $ 57,760 $ - $ - $ - $ - Donations _ $ - $ - $ 75,000 $ 75,000 $ - $ (75,000) CRA Donation $75K Venture $ - $ - $ - $ - $ $ Miami For Everyone (2024) $ 314,883 $ 385,440 $ - $ _ $ - $ _ Miami for Everyone R/O $ 55,891 $ 10,353 $ - $ _ $ - $ - WynwoodHousingR/O $ - $ - $ - $ - $ $ Miami forEveryone(2025) $ - $ - $ 150,000 $ 150,000 $ - $ (150,000) For Summer Youth Emp. Program Anti -Poverty (2025) $ - $ - $ 250,000 $ 250,006 $ - $ (250,000) For Summer Youth Emp. Program Miami For Everyone (2026) $ _ $ - $ - $ -` $ - $ Revenue Grand Total - $ 1,192,975 $ 1,265,545 $ 1,313,698 $ 1,313,698 $ 991,958 $ (321,740) Expenditures Regular Salary and Wages $ 730,634 $ 773,998 $ 500,000 $ 504,988 $ 613,130 $ 113,130 2.7W COLA and 5% annual salary increases Other Salaries /SYEP $ - $ - $ 408,215 $ 433,434 $ - $ (408,215) Summer Youth Program removed Fringe Benefits _ $ 2,600 $ 2,600 $ 3,500 $ 2,600 $ 3,500 $ - FICA Taxes $ - 49,210 $ 51,982 _ $ 67,995 $ 60,578 $ 47,360 $ (20,635) Retirement Contributions $ 10,936 $ 22,161 $ 39,678 $ 40,426 $ 60,396 $ 20,718 Increases are due to the salary increases Life and Health Insurance $ 12,605 $ 24,195- $ 65,000 $ 33,370 $ 65,000 $ - Projection based unInsurance Providers Workers' Compensation $ - $ - $ - $ - $ 5,000 $ 5,000 Certain projects may involve exposures that require workers' compensation insurance, which are not addressed under standard general liability policies.. Unemployment $ 876 $ 808 $ 5,000 $ 738 $ 5,006 $ - Professional Services $ 18,063 $ 18,417 $ 17,000 $ 17,600 $ 17,000 _ $ Accounting and Auditing $ 8.700 $ 9,000 $ 12,000 $ 10,000 $ 12,000 $ - Other Contractual Services $ 41,347 $ 45,300 $ 114,620 $ 44,345 $ 82,960 $ (31,660) Vendor Contracts decrease from Summer Youth Emp. Progem(SYEP) Other Contractual Services - Grants $ - �$ $ - $ - $ - $ - $ Travel and Per Diem $ - - $ - $ - $ $ EXHIBIT A THIS DOCUMENT IS A SUBSTITUTION TO ORIGINAL. BACKUP ORIGINAL CAN BE SEEN AT END OF THIS DOCUMENT. Communications and Related Services Postage Rentals and Leases Insurance Insurance - General Liability Repair and Maintenance Services Maintenance -Landscape Printing and Binding Outsource Promotion Expense Adverlisin and Related Costs Other Current Charges & Obligation Office Supplies Operating Supplies Motor Fuel Uniforms/clothing $ Landscape Related Supplies $ Subscriptions, Memberships, and Licenses $ 67 $ 1,109 12,369 $ 3,518 $ $ $ - $ 400 1,109 $ 16,206 $ 525 $ - $ $ - $ 3,000 10,842 52 $ 1,500 $ - $ 865 $ $ 1,269 Equipment & Furniture Improvement other than building Alt other Expenditure 4,186 $ 1,671 $ 1,500 1,782 $ 6,500 6,240 $ $ 210 $ 1,200 11,365 $ 75 $ 420 11,346 $ 5,967 295 $ 1,689 $ 2,066 ; $ 5,500 $ 5,723 $ - $ - $ - $ - $ 9,536 $ $ $ 1,048 $ 735 $ 750 $ 406 30,000 400 $ 3,000 $ 20,000 $ $ 1,500 $ 1,500 $ 9,500 8,462 5,500 750 184 Projecting an rs ri tie media contract $ 9,158 $ $ 3,000 $ (2,884) $ (9,536) $ Budget Reserve $ - $ $ -$ -$ $ $ -$ Expenditure Grand Total $ 901,092 [Revenues Minus Expenditures rs $ $ 978,847 $ 1,313,698 $ 1,173,740 291,883 $ 286,698 $ $ 991,958 139,958 $ $ $ (321,740) Yearly Market increase Costs incurred outside the scope of YEP are supported using supplementary funding. additional supplies to SYEP removed Removed SYEP uniforms SUBSTITUTED RESOLUTION NO. 25-007 A RESOLUTION OF THE BOARD OF DIRECTORS OF THE LIBERTY CITY COMMUNITY REVITALIZATION TRUST ("LIBERTY CITY TRUST") APPROVING AND ADOPTING THE FY2025-202 MASTER PLAN AND ANNUAL BUDGET OF THE LIBERTY C COMMUNITY REVITALIZATION TRUST ("TRUST"), IN E AMOUNT OF $1,252,000 FOR THE FISCAL YEAR COMMEI ING OCTOBER I, 2025 AND ENDING SEPTEMBER 30, 2026. YYI er EMMA LADSON, CHAIR Approved by the Board of Directors of t Liberty City Community Revitalization Trust at its meeting of July 11, 2 5. LACF PRESID T/CEO STATE OF FLORIDA COUNTY OF MIAMI-DADE Subscribed and - ' orn to before me by ELAINE H. BLACK, President/Chief Exec ' ve Officer, as the official recordkeeper for the Liberty City Trust, who is personall to me or who produced �-' , 2025. My ' ommission expires: .=oit '' pi%' IRIS HUDSON r , 1r.Notary Public - State of Florida 6 Commission # NH 444466 ' apF6°?. My Comm. Expires Sep 14, 2027 ..,,. Bonded through National Notary Assn. as identification, on the Il ``--day of Notary Public, State of Florida EXHIBIT A I SUBSTITUTED LIBERTY CITY TRUST LEBERTY commuirrY "Setting the Pace LI BERTY ORG ST TION TRUST or Growth" ITYTRUST NIZATIONAL ATEGIC PLAN 2025-2026 SUBSTITUTED LIBERTY CITY TRUST ORGANIZATIONAL STRATEGIC PLAN (2025-2026) STRATEGIC PLAN PURPOSE AND OBJECTIVES The City Trust conducts a strategic planning session that includes staff, anagernent, board members, and community stakeholders to develop a framework that dir- is the organization's priorities. The Strategic Plan offers a clear roadmap for achieving its goals, align g resources, and informing decision -making. The objectives of the Strategic Plan are to: 1. 2. 3. 4. 5. 6. 7. Engage Community: Foster active participation among L stakeholders in decision -making processes to ensure in aspirations of the community Stimulate Economic Development: Stimulate local businesses, attracting investments, and creating Improve Infrastructure: Enhance transportati accessible, and vibrant environment for all Promote Social Equity: Advocate for equ addressing disparities within the com Environmental Sustainability: Imple natural environment while promo Cultural Preservation: Celebrate fostering community pride a Build Capacity: Strengthen training, resource develo erty City residents and other atives reflect the needs and conornic growth by supporting small opportunities for residents. , housing, and public amenities to create a safe, sidents. le access to resources and opportunities, ity. ent practices and initiatives that protect and preserve the g resilience against climate change. nd preserve the rich cultural heritage of Liberty City, ensuring that history is acknowledged and respected. e organizational capacity of the Liberty City Trust through ent, and fostering partnerships for long-term sustainability. - Page 1 of 9 SUBSTITUTED LIBERTY CITY TRUST ORGANIZATIONAL STRATEGIC PLAN (2025-2026) VISION The vision of the Liberty City Community Revitalization Trust is to empower those who live, learn, work, and play in Liberty City by reclaiming, transforming and rebuilding our community. ORGANIZATIONAL OVERVI STORY Th: ity of Miami City Com sion approved Ordinance o. 12859 that created and established the Liberty City ommunity Revitalization Trust (Liberty City Trust) on October 12, in 2006. The Liberty City Trust is responsible for the oversight and facilitation of the revitalizations and redevelopment efforts in the Liberty City/Model City jurisdictional boundaries, which 1- 95 west to the City of Miami boundary and SR 112 north to the City of Miami boundary. MISION To facilitate the development of affordable housing, commercial businesses, quality education, and ensure full-time employment for students at a livable wage by working together. - Page 2 of 9 SUBSTITUTED LIBERTY CITY TRUST ORGANIZATIONAL STRATEGIC PLAN (2025-2026) ORGANIZATIONAL GOALS The Liberty City Trust in cooperation with the City of Miami and our strategic p 1. Facilitate the development of affordable housing -- homeownership, renta services. 2. Ensure full employment for residents at a living wage or greater. 3. Facilitate residential and commercial development in the area. 4. Facilitate technical and financial assistance for businesses. 5. Attract new businesses to the area. 6. Facilitate area beautification programs involving homeowne upgrade and maintain the appearance and value of proper 7. Ensure that senior citizens have access to supportive pro 8. Improve safety and security in the target area. PARTNERSHIPS Strategic partnerships have been established organizations in the community, and in cl County to ensure that the quality of life institutions is commensurate with th county. The Liberty City Trust wil detail: tners will: nd supportive and rental property owners to s in the community. ams designed for them, ith various developers, businesses and e association with City of Miami and Miami Dade ervices and safety for our residents, businesses, and of other well attended areas throughout the city and easure its goals by collecting quantitative data that will 1. The number of commercial d residential properties built / rehabilitated. 2. The level of increased pa cipation by residents in community -based activities. 3. The reduction of litter . d illegal dumping in the area. 4. Our effectiveness in . ' dressing crisis situations in the community. 5. Main legacy of pe .. ns who have lived in the area. Page 3 of 9 LIBERTY CITY TRUST I SUBSTITUTED ORGANIZATIONAL STRATEGIC PLAN (2025-2026) SERVICE BOUNDARIES The service boundaries for the Liberty City Trust are as follow: Liberty City Trust Boundary - Bay Vista - 15th Ave Corridor - 17th Ave Corridor Transportation Area Parks Parcels Schools +iriiig qhri.i.! City Boundary NMI Liberty City Trust �J• Feet A 0 750 1,500 Chrism 1L Draw(' K-R Canter Ketrey L. Pharr ElemarrrnvyJ ■mil s'i r i gal SMInIM 1=1,101- Kf NW SaTH ST NW SOTN. aTH ST NW 441ST 5T IQr- A H Eraman rrican Sdea?r"pSTk NW SETS ST NW OTTH ST Orchard Vffla Elam raty , NW SATH ST NW EOTS SIT Belattene- Toe`iSfr g,Firk xthalia Range Park NW EIINo ST NW SETH ST NV NW 54TH ST NW SOTS ST Nw 415T ST NW 50TH Page 4 of 9 GOAL STRATEGIES GOAL STRATEGIES LIBERTY CITY TRUST I SUBSTITUTED ORGANIZATIONAL STRATEGIC PLAN (2025-2026) STRATEGIC PILLAR 1 COMMERCIAL DEVELOPMENT Foster sustainable economic growth and revitalizatio by attracting diverse businesses, enhancing infrastr creating job opportunities that empower the loca 1. lmplement a Commercial Facade Program to rev building exteriors, enhancing visual appeal, su development, preserving local character, an. safety (NW 15'h Avenue between 54-62nd St 2. Support the redevelopment of Masjid and communit im pact (5245 NW 7th n Liberty City cture, and ommunity. alize commercial orting economic mproving neighborhood et). Ansar to enhance its facilities enue). STRATEGIC PILLAR 2 ENVIRONMENTAL. JUSTICE Advocate for equitable access o a healthy environment in Liberty City by addressing environ ental disparities, promoting sustainable practices, and empoweri marginalized communities to participate in decision -making thaffects their surroundings. 1. Collaborate with the ity of Miami Police Department and Commissioner Office to coordin. - services, gather, and present input from residents and stakeholders o .ublic safety service levels, policies, procedures, and priorities. 2. Callaborat- with the City of Miami, local officials, and business owners to address vironmental factors such as parking, graffiti removal, aband ed buildings, and lack of maintenance that impact the customer exp:, fence. 3. R- iuce vandalism, property damage, and other intentional acts of ischief in the community by promoting awareness, implementing prevention strategies, and ensuring swift intervention. Page 5of9 SUBSTITUTED GOAL STRATEGIES GOAL STRATEGIES STRATEGIC PILLAR 3 HOUSING Ensure affordable, safe, and accessible housing for all reside s of Liberty City by promoting inclusive development, revitali ng existing housing stock and increasing access to homeow rship programs. 1. Assist income -eligible homeowners in accessing fundi. ; for property rehabilitation to ensure their homes meet decent, saf-, and sanitary conditions through the City of Miami/Miami-Dad - aunty Rehab Program. 2. Construct 14 new homes and identi and u, ify potential buyers. 3. Identify and establish qualification criteria '. ensure Liberty City residents can access affordable housin-. • 4. Establish a program to protect heirshi .. roperties and support the successful transfer of •ro . er betw • n • enerations within families. STRATEGIC PILLAR 4 LEGACY Honor and preserve the hist ' y of Liberty City by documenting the stories and accomplishme s of the community that have shaped its enduring legacy. 1. Identify and design. - historic sites in Liberty City to preserve and highlight their cul ral and historical significance a. Liberty S are Housing Development b. Railro . Shop Colored Edition 2. Identify an, celebrate individuals in Liberty City who have made significa contributions to its history and culture, ensuring their legacy is recogn. _ ed and remembered. Page 6of9 SUBSTITUTED GOAL STRATEGIES GOAL STRATEGIES STRATEGIC PILLAR 5 MARKETING & OUTREACH Increase membership and organizational awareness and visibi 1. Maintain marketing content for website and social media. 2. Enhance communication with residents, churches, institutions d apartment buildings through social media, flyers, and colla..ration with community groups. 3. Continue strengthening community outreach through t- t messages, social media, and other personalized communication ethods. 4. Launch a Youth Internship Program aimed at dev. •ping targeted marketing and outreach strategies to attract and , gage potential members, increasing overall membership and • stering a sense of communit STRATEGIC PILLAR 6 RESILENCE Build a resilient community in Lib y City by strengthening infrastructure, fostering adaptiv trategies to climate change, and promoting social cohesion to e ance the ability to withstand and recover from disasters. 1. Collaborative with Miam i ade County to address resilience challenges, including heat and oth climate -related factors, impacting residents. 2 Collaborate with Dis..ter Response organizations to activate Hadley Park as a Point of Distil, Lion (POD) Site to enhance community resilience, providing indivi als and families impacted by natural disasters or emergencies h swift and equitable access to essential resources and supplies ne ssary for survival and recovery. - Page 7 of 9 SUBSTITUTED GOAL STRATEGIES GOAL STRATEGIES STRATEGIC PILLAR 7 SENIORS Address the issues affecting the growing number of older adul living in Liberty City to ensure older adults can stay active, e gaged and age in place with dignity. 1. Continue advocating for safe, reliable, and accessible transp station options including the Trolley for older adults, enabling s iors to maintain independence, stay socially connected, and a - ss essential resources. 2. Provide outreach services to ensure older adults i iberty City are informed about and able to access the programs, ctivities, and resources they need and desire. 3. Increase awareness of and access to progra. , activities, and resources for the older adult population in Liberty City rough a Senior Agency Network tailored to meet their diverse , eds. 4. Develop and implement educational d awareness programs aimed at reventin crime and fraud amon, eniors. . STRATEGIC PILLAR 8 TRANSPORTATION ITFRASTRUCTURE Enhance connectivity and ► ability in Liberty City by advocating for the development and m. ' tenance of equitable, sustainable transportation system hat meet the needs of all residents. 1. Collaborate with T . nsportation Authorities and local government to create a safer, m. e accessible, and efficient transportation system that meets the nee.. of Liberty City residents including: a. Involve immunity members, local businesses, and government agenci• in discussions to identify transportation needs, priorities arefor improvement. b. P '.ritize safety enhancements, such as the installation of crosswalks, affic calming measures, and improved lighting, to protect edestrians and c clists. - Page 8 of 9 GOAL STRATEGIES SUBSTITUTED STRATEGIC PILLAR 9 YOUTH Engage young people, ages 14-19 through community -based education, employment readiness, and enrichment progra ming to help them develop life readiness skills and strengthe ► ties to family and community. 1. Maintain a Youth Empowerment Program (YEP) for you ages 14-19 that focuses on enabling young individuals to develop the ills, confidence, and opportunities they need to become responsible, • -1f-reliant, and active members of their communities. 2. Implement a Youth Summer Employment Prog . m (Summer 2025) to connect young individuals with meaningful j • • opportunities and valuable paid work experience. 3. Facilitate access to Human Services by co necting young people with vital resources and support systems to addrs their needs in mental health, housing, education, employment, a social services. - Page 9 of 9