The URL can be used to link to this page

Home My WebLink AboutComposite Exhibit B-SUBTHIS DOCUMENT IS A SUBSTITUTION TO ORIGINAL. BACKUP ORIGINAL CAN BE SEEN AT END OF THIS DOCUMENT. LIBERTY CITY TRUST LIBERTY CIanCOMNUAnTY RE VTy► A` oli TRUST "Setting the Pace for Growth" LIBERTY CITY TRUST ORGANIZATIONAL STRATEGIC PLAN 2025-2026 EXHIBIT B 117989 Composite Exhibit B-SUB I THIS DOCUMENT IS A SUBSTITUTION TO ORIGINAL. BACKUP ORIGINAL CAN BE SEEN AT END OF THIS DOCUMENT. LIBERTY CITY TRUST ORGANIZATIONAL STRATEGIC PLAN (2025-2026) STRATEGIC PLAN PURPOSE AND OBJECTIVES The City Trust conducts a strategic planning session that includes staff, management, board members, and community stakeholders to develop a framework that directs the organization's priorities. The Strategic Plan offers a clear roadrnap for achieving its goals, aligning resources, and informing decision -making. The objectives of the Strategic Plan are to: 1. Engage Community: Foster active participation among Liberty City residents and other stakeholders in decision -making processes to ensure initiatives reflect the needs and aspirations of the community 2, Stimulate Economic Development: Stimulate local economic growth by supporting small businesses, attracting investments, and creating job opportunities for residents. 3. Improve Infrastructure: Enhance transportation, housing, and public amenities to create a safe, accessible, and vibrant environment for all residents. 4. Promote Social Equity: Advocate for equitable access to resources and opportunities, addressing disparities within the community. 5. Environmental Sustainability: Implement practices and initiatives that protect and preserve the natural environment while promoting resilience against climate change. 6. Cultural Preservation: Celebrate and preserve the rich cultural heritage of Liberty City, fostering community pride and ensuring that history is acknowledged and respected. 7. Build Capacity: Strengthen the organizational capacity of the Liberty City Trust through training, resource development, and fostering partnerships for long-term sustainability. - Page Iof9 THIS DOCUMENT IS A SUBSTITUTION TO ORIGINAL. BACKUP ORIGINAL CAN BE SEEN AT END OF THIS DOCUMENT. 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. HISTORY The City of Miami City Commission approved Ordinance No. 12859 that created and established the Liberty City Community 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. -4* 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. - Page2of9 THIS DOCUMENT IS A SUBSTITUTION TO ORIGINAL. BACKUP ORIGINAL CAN BE SEEN AT END OF THIS DOCUMENT. LIBERTY CITY TRUST ORGANIZATIONAL STRATEGIC PLAN (2025-2026) ORGANIZATIONAL GOALS The Liberty City Trust in cooperation with the City of Miami and our strategic partners will: 1. Facilitate the development of affordable housing -- homeownership, rental and supportive 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 homeowners and rental property owners to upgrade and maintain the appearance and value of properties in the community. 7. Ensure that senior citizens have access to supportive programs designed for them. 8. Improve safety and security in the target area. PARTNERSHIPS Strategic partnerships have been established with various developers, businesses and organizations in the community, and in close association with City of Miami and Miami Dade County to ensure that the quality of life, services and safety for our residents, businesses, and institutions is commensurate with that of other well attended areas throughout the city and county. The Liberty City Trust will measure its goals by collecting quantitative data that will detail: 1. The number of commercial and residential properties built / rehabilitated. 2. The level of increased participation by residents in community -based activities. 3. The reduction of litter and illegal dumping in the area. 4. Our effectiveness in addressing crisis situations in the community. 5. Main legacy of persons who have lived in the area. Page 3 of 9 THIS DOCUMENT IS A SUBSTITUTION TO ORIGINAL. BACKUP ORIGINAL CAN BE SEEN AT END OF THIS DOCUMENT. LIBERTY CITY TRUST 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 — 9. Transportation Area Parks Parcels Schools �• is l Ise 4.1o1a1- City Boundary Liberty City Trust N Feet O 750 1,500A C�h.>ks R. Or�w 1,. K-a CRrrt.r Kelsey L.. Pharr L"ramentary NW 54TH ST lor-AI E•nra stray NW<71STysT Nimml Na.t arastaTa Sanwa, School Spark NW ®TTH sT 5 m NW 62ND ST Orchard Villa ErBm4Nrra NW 58TH ST Nw BOTH ST Nw 46TN ST NW 4 9T.T NW 4IST ST NW 64TH ST waisr;sr. c1 • rt. norm.: earrr.rrr. NW 6TTHB 5 lama 1mb NW 74TH Sr Tirana CYo»<t,,.r Eloracirriary 6 1NR NW SZND ST Tea Dark NW 50TH 8T 4 __ NWj 54TH ST I NW 50TH 5T ir t • r_:.1-anEr.marrtarar.$.smrrl y fiL.orgN NW 45TH ST i A .s MM a rs LA4icialal.,E C i NW 4181 sT ■1a113111•I1•Ia1alalaaaISI• - thu .. range Park Page 4 of 9 THIS DOCUMENT IS A SUBSTITUTION TO ORIGINAL. BACKUP ORIGINAL CAN BE SEEN AT END OF THIS DOCUMENT. GOAL STRATEGIES GOAL STRATEGIES LIBERTY CITY TRUST ORGANIZATIONAL STRATEGIC PLAN (2025-2026) STRATEGIC PILLAR 1 COMMERCIAL DEVELOPMENT Foster sustainable economic growth and revitalization in Liberty City by attracting diverse businesses, enhancing infrastructure, and creating job opportunities that empower the local community. 1. Implement a Commercial Facade Program to revitalize commercial building exteriors, enhancing visual appeal, supporting economic development, preserving local character, and improving neighborhood safety (NW 15th Avenue between 54-62nd Street). 2. Support the redevelopment of Masjid Al-Ansar to enhance its facilities and communit im. act (5245 NW 7th Avenue). STRATEGIC PILLAR 2 ENVIRONMENTAL JUSTICE Advocate for equitable access to a healthy environment in Liberty City by addressing environmental disparities, promoting sustainable practices, and empowering marginalized communities to participate in decision -making that affects their surroundings. 1. Collaborate with the City of Miami Police Department and Commissioner Office to coordinate services, gather, and present input from residents and stakeholders on public safety service levels, policies, procedures, and priorities. 2. Collaborate with the City of Miami, local officials, and business owners to address environmental factors such as parking, graffiti removal, abandoned buildings, and lack of maintenance that impact the customer experience. 3. Reduce vandalism, property damage, and other intentional acts of mischief in the community by promoting awareness, implementing prevention strategies, and ensuring swift intervention. - Page 5 of 9 THIS DOCUMENT IS A SUBSTITUTION TO ORIGINAL. BACKUP ORIGINAL CAN BE SEEN AT END OF THIS DOCUMENT. GOAL STRATEGIES GOAL STRATEGIES STRATEGIC PILLAR 3 HOUSING Ensure affordable, safe, and accessible housing for all residents of Liberty City by promoting inclusive development, revitalizing existing housing stock and increasing access to homeownership pro :rams. 1. Assist income -eligible homeowners in accessing funding for property rehabilitation to ensure their homes meet decent, safe, and sanitary conditions through the City of Miami/Miami-Dade County Rehab Pro:ram. 2. Construct 14 new homes and identi and • ualif • otential bu ers. 3. Identify and establish qualification criteria to ensure Liberty City residents can access affordable housin• . 4. Establish a program to protect heirship properties and support the successful transfer of .ro.ert between :enerations within families. STRATEGIC PILLAR 4 LEGACY Honor and preserve the history of Liberty City by documenting the stories and accomplishments of the community that have shaped its enduring le : acy. 1. Identify and designate historic sites in Liberty City to preserve and highlight their cultural and historical significance a. Liberty Square Housing Development b. Railroad Sho • Colored Edition 2. Identify and celebrate individuals in Liberty City who have made significant contributions to its history and culture, ensuring their legacy is reco:nized and remembered. - Page6of9 THIS DOCUMENT IS A SUBSTITUTION TO ORIGINAL. BACKUP I ORIGINAL CAN BE SEEN AT END OF THIS DOCUMENT. GOAL STRATEGIES GOAL STRATEGIES STRATEGIC PILLAR 5 MARKETING & OUTREACH Increase membership and organizational awareness and visibility. 1. Maintain marketing content for website and social media. 2. Enhance communication with residents, churches, institutions, and apartment buildings through social media, flyers, and collaboration with community groups. 3. Continue strengthening community outreach through text messages, social media, and other personalized communication. methods. 4. Launch a Youth Internship Program aimed at developing targeted marketing and outreach strategies to attract and engage potential members, increasing overall membership and fostering a sense of 11 II I . STRATEGIC PILLAR 6 RESILENCE Build a resilient community in Liberty City by strengthening infrastructure, fostering adaptive strategies to climate change, and promoting social cohesion to enhance the ability to withstand and recover from disasters. 1. Collaborative with Miami -Dade County to address resilience challenges, including heat and other climate -related factors, impacting residents. 2. Collaborate with Disaster Response organizations to activate Hadley Park as a Point of Distribution (POD) Site to enhance community resilience, providing individuals and families impacted by natural disasters or emergencies with swift and equitable access to essential resources and supplies necessary for survival and recovery. - Page 7 of 9 THIS DOCUMENT IS A SUBSTITUTION TO ORIGINAL. BACKUP ORIGINAL CAN BE SEEN AT END OF THIS DOCUMENT. GOAL STRATEGIES GOAL STRATEGIES STRATEGIC PILLAR 7 SENIORS Address the issues affecting the growing number of older adults living in Liberty City to ensure older adults can stay active, engaged and a:e in .lace with di: it . 1. Continue advocating for safe, reliable, and accessible transportation options including the Trolley for older adults, enabling seniors to maintain independence, stay socially connected, and access essential resources. 2. Provide outreach services to ensure older adults in Liberty City are informed about and able to access the programs, activities, and resources the need and desire. 3. Increase awareness of and access to programs, activities, and resources for the older adult population in Liberty City through a Senior Agency Network tailored to meet their diverse needs. 4. Develop and implement educational and awareness programs aimed at •reventin: crime and fraud amon: seniors. STRATEGIC PILLAR 8 TRANSPORTATION INFRASTRUCTURE Enhance connectivity and mobility in Liberty City by advocating for the development and maintenance of equitable, sustainable trans . ortation s stems that meet the needs of all residents. 1. Collaborate with Transportation Authorities and local government to create a safer, more accessible, and efficient transportation system that meets the needs of Liberty City residents including: a. Involve community members, local businesses, and government agencies in discussions to identify transportation needs, priorities areas for improvement. b. Prioritize safety enhancements, such as the installation of crosswalks, traffic calming measures, and improved lighting, to protect • edestrians and c clists. - Page 8 of 9 THIS DOCUMENT IS A SUBSTITUTION TO ORIGINAL. BACKUP ORIGINAL CAN BE SEEN AT END OF THIS DOCUMENT. GOAL STRATEGIES STRATEGIC PILLAR 9 YOUTH Engage young people, ages 14-19 through community -based education, employment readiness, and enrichment programming to help them develop life readiness skills and strengthen ties to family and community. 1. Maintain a Youth Empowerment Program (YEP) for youth ages 14-19 that focuses on enabling young individuals to develop the skills, confidence, and opportunities they need to become responsible, self-reliant, and active members of their communities. 2. Implement a Youth Summer Employnnent Program (Summer 2025) to connect young individuals with meaningful job opportunities and valuable paid work experience. 3. Facilitate access to Human Services by connecting young people with vital resources and support systems to address their needs in mental health, housing, education, employment, and social services. - Page 9 of 9 Liberty City Trust FY26 Annual Budget SUBSTITUTED Revenues General Fund $ 1,200,000 Fund Balance $ 139,958 Off -Street Parking $ 17,000 Parrot Jungle (2025) $ 35,000 Grant Funding $ Revenue Grand Total $ 1,391, 8 Expenditures Regular Salary and Wages $ 723,261 Other Salary and Wages $ 287,000 Fringe Benefits $ 3,500 FICA Taxes $ 66,252 Retirement Contributions $ 47,031 Life and Health Insurance ., 65,000 Workers' Compensation $ 5,000 Unemployment $ 5,000 Insurance - General Liability $ 15,842 Professional Services $ 17,000 Accounting and Auditing $ 12,000 Other Contractual Services $ 82,960 Other Contractual Services - Grants $ - Travel and Per Diem $ - Communications and Related rvices $ 25,000 Postage $ 400 Rentals and Leases $ 3,000 Maintenance-Landsca - - $ - Printing and Bindin; iutsource $ 1,500 Advertising and ' ated Costs $ 1,500 Other Current ' arges & Obligation $ 9,500 Office Sup. es $ 8,462 Operati : Supplies $ 5,500 Unifo s/clothing $ 6,500 La ascape Related Supplies $ - • bscriptions, Memberships, and Licenses $ 750 Grant Funding $ - Equipment & Furniture $ - All other Expenditure $ - Budget Reserve $ - $ - Expenditure Grand Total 1,391,958 $ Exhibit B Liberty City Trust Budget Template FY 2025-26 Proposed Budget I SUBSTITUTED FY 2022-23 Actual FY 2023-24 Actual FY 2024-25 Amended FY 2024-25 Projection FY 2025-26 Proposed Difference Notes Number of Full -Time Positions 6 6 6 6 6 0 Z 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? n/a n/a n/a n/a n/a Revenues ' General Fund $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 1,200,000 700,000 An ask of $300K for cost allocation (insurance, retirement, COLA percentage of 2.7% and annual increases of 5%, and other operating cost); $400K for the Summer Youth Employment Program Fund Balance $ 181,092 $ 291,883 $ 286,698 $ 286,698 $ 139,958 $ (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 $ - $ $ - $ - $0 Donations $ - $ - $ 75,000 $ , 00 $ - $ (75,000) CRA Donation $75K Venture $ - $ - $ - $ - $ - $ - Miami For Everyone (2024) $ 314,883 $ 385,440 $ - $ - $ - $ - Miami for Everyone R/O $ 55,891 $ 10,353 $ - $ - $ - $ - Wynwood Housing R/O $ - $ - $ - - $ - $ - Miami for Everyone (2025) $ - $ - $ 150,00 150,000 $ - $ (150,000) For Summer Youth Emp. Program Anti -Poverty (2025) $ - $ - $ 25 0 $ 250,000 $ - $ (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 $ 1,391,958 $ 78,260 Expenditures Regular Salary and Wages $ 730,634 $ 773,99 500,000 $ 504,988 $ 580,260 $ 80,260 An ask of$3ooKfor cost allocation (insurance, retirement, COLA percentage of 2.7% and annual increases of S%. and other ooeratine cost) Other Salaries/Park $ - $ - $ 408,215 $ 433,434 $ 380,000 $ (28,215) Summer Youth Program Fringe Benefits $ 2,600 $ 2,600 $ 3,500 $ 2,600 $ 3,500 $ FICA Taxes $ 49,210 $ 51,982 $ 67,995 $ 60,578 $ 73,460 $ 5,465 Retirement Contributions $ 10,936 $ 22,161 $ 39,678 $ 40,426 $ 47,031 $ 7,353 Life and Health Insurance $ 12,605 24,195 $ 65,000 $ 33,370 $ 87,635 $ 22,635 Workers' Compensation $ - $ - $ - $ - $ 5,000 $ 5,000 Unemployment $ 876 $ 808 $ 5,000 $ 738 $ 5,000 $ 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) Other Contractual Services -Grants - $ - $ - $ - $ - $ - Travel and Per Diem $ - $ - $ - $ - $ - $ - Communications and Related Servi $ - $ - $ 29,816 $ - $ 25,000 $ (4,816) Postage $ 67 $ - $ 400 $ 210 $ 400 $ Rentals and Leases $ 1,109 $ 1,109 $ 3,000 $ 1,200 $ 3,000 $ - Insurance $ 12,369 $ 16,206 $ - $ - $ - $ - Insurance -Gener bility $ 3,518 $ 525 $ 10,842 $ 11,365 $ 20,000 $ 9,158 Repair and M ' nance Services $ - $ - $ - $ - $ - $ - Maintena - andscape $ - $ - $ - $ - $ - $ - Printi nd Binding Outsource $ - $ 52 $ 1,500 $ 75 $ 6,000 $ 4,500 SUBSTITUTED Promotion Expense $ - $ - $ - $ - $ - $ Advertising and Related Costs $ 865 $ 1,671 $ 1,500 $ 420 $ 1,500 $ - Other Current Charges & Obligation $ 1,269 $ 1,782 $ 6,500 $ 5,967 $ 9,500 $ 3,000 Office Supplies $ 4,186 $ 6,240 $ 11,346 $ 295 $ 8,462 $ (2,884) Operating Supplies $ 1,689 $ 2,066 $ 5,500 $ 5,723 $ 10,500 $ 5,000 Motor Fuel $ - $ - $ - $ - $ - $ - Uniforms/clothing $ - $ - $ 9,536 $ - $ 12,500 $ 2,964 Landscape Related Supplies $ - $ - $ - $ - $ - $ - Subscriptions, Memberships, and Licenses $ 1,048 $ 735 $ 750 $ 406 $ 1,250 $ 500 Equipment & Furniture $ - $ - $ - $ - $ - $ Improvement other than building $ - $ - $ - $ - $ - $ All other Expenditure $ - $ - $ - $ - $ - $ - Budget Reserve $ - $ - $ - $ - $ - $ - $ $ $ Expenditure Grand Total $ 901,092 $ 978,847 $ 1,313,698 $ 1,173,740 $ 1,391,958 $ 78,260 Revenues Minus Expenditures $ 291,883 $ 286,698 $ 139,958 $ $ $ 0