HomeMy WebLinkAboutSubstitution Memo from Liberty City TrustLIBERTY CITY
TRUST
To: Arthur Noriega V
City Manager
From: Elaine H. Black
President/CEO
Liberty City Trust
Subject: Substitution BH.8
Budget Hearing September 25, 2025
FY2025-2026 Budget
BH.8 File No. 17989
Date: October 6, 2025
The purpose of this Substitution Memorandum is to provide updated legislation and
exhibits to accurately reflect the intended language. The previously submitted
Resolution and Exhibits inadvertently omitted reference to the Master Plan of Liberty
City Trust and the corresponding exhibit. This substitution corrects those omissions and
ensures that all relevant materials are properly included.
Accordingly, the updated legislation and exhibits are attached.
Attachments:
Legislation
Exhibit A — FY25-26 Budget
Exhibit B — Master Plan
17989 Substitution Memo from Liberty City Trust
RESOLUTION NO.
A RESOLUTION OF THE MIAMI CITY COMMISSION,
WITH ATTACHMENT(S), APPROVING AND ADOPTING
THE ANNUAL BUDGET OF THE LIBERTY CITY
COMMUNITY REVITALIZATION TRUST IN THE
AMOUNT OF $991,958.00 FOR THE FISCAL YEAR
COMMENCING OCTOBER 1, 2025, AND ENDING
SEPTEMBER 30, 2026, ATTACHED AND
INCORPORATED IN COMPOSITE EXHIBIT "A", AND
THE FY2025-2026 MASTERPLAN, ATTACHED AND
INCORPORATED IN COMPOSITE EXHIBIT "B",
WHEREAS, the City of Miami ("City") created and established the Liberty
City Community Revitalization Trust ("Trust")
12859 adopted October 12, 2006, as subsequently amended;
and Ordinance to No.
WHEREAS, the Trust is responsible for the oversight and facilitation of
the City's revitalization and redevelopment activities in the Liberty City area as
well as for the District 5 neighborhoods owner -occupied affordable housing
improvements grant program for low income homeowners; and
WHEREAS, Section 12.5-36 of the Code of the City of Miami, Florida, as
amended, provides that the Trust shall submit a budget to the City
Commission for approval in a form acceptable to the City Manager; and
WHEREAS, the governing body of the Trust reviewed and approved the
Trust's budget in the amount of $991,958.00 Resolution 2025-007, attached
and incorporated as part of Composite Exhibit "A"; and
WHEREAS, the Trust is requesting an additional $300,000 for cost
allocation to cover insurance, retirement, COLA percentage of 2.7% and annual
increases of 5%, and other operating cost; and
WHEREAS, the Trust requests the approval of the Fiscal Year 2025-2026
Trust Budget commencing October 1, 2025 and ending September 30, 2026 in
the total amount of $991,958.00, attached and incorporated as Composite
Exhibit "A", and the Fiscal Year 2025-2026 Masterplan, attached and
incorporated as Composite Exhibit "B"; and
NOW, THEREFORE, BE IT RESOLVED BY THE COMMISSION OF THE
CITY OF MIAMI, FLORIDA:
Section 1. The recitals and findings contained in the Preamble to this
Resolution are incorporated as if fully set forth in this Section.
Section 2. The Fiscal Year 2025-2026 Trust Budget in the amount of
$991,958.00, attached and incorporated as Composite Exhibit "A,"
commencing October 1, 2025 and ending September 30, 2026 is approved and
adopted.
Section 3. The Fiscal Year 2025-2026 Masterplan, attached and
incorporated as Composite Exhibit "B," is approved and adopted.
Section 4. This Resolution shall be effective immediately upon its
adoption and signature of the Mayor.l
PASSED AND ADOPTED this day of 2025.
FRANCIS SUAREZ, MAYOR
ATTEST:
TODD B. HANNON
CITY CLERK
APPROVED AS TO FORM AND
CORRECTNESS:
CITY ATTORNEY
1 If the Mayor does not sign this Resolution, it shall become effective at the end of ten (10) calendar days
from the date it was passed and adopted. If the Mayor vetoes this Resolution, it shall become effective
immediately upon override of the veto by the City Commission.
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:
NogiOnefolnudidllmilbollimOSP
1, IRIS HUDSON 1
Notary Public - State of Florida
<= Commission H HN 444466
ovv+°4My Comm. Expires Sep 14, 2027
Bonded through National Notary Assn.
N • tary Public, State of Florida
EXHIBIT A
Liberty City Trust
Budget Template FY 2025-26 Proposed Budget
FY2022-23Actual. I FY2023-24Actual l FY2024-25Amended ] FY2024-25Projection f FY2025-26Pro posed
Difference I 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
$
250,000
$
-
$ (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
$
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
$ -
ProfessionalServices
$
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. Progam(SYEP)
Other Contractual Services - Grants
$
�$
$
-
$
-
$
-
$
-
$
Travel and Per Diem
$
-
-
$
-
$
-
$
$
EXHIBIT A
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 Curtent Charges & Obligation
Office Supplies
$ 29,816
$ 67 $ $ 400
$ 1,109
12,369
$ 3,518
$
$
1,109 $
16,206 $
525 $
- $
$ - $
865 $
$ 1,269
4,186
$
Operating Supplies $ 1,689
Motor Fuel $ - $
Uniforms/clothing $ - $
Landscape Related Supplies $
Subscriptions, Memberships, and Licenses $ 1,048 $
3,000
10,842
52 $ 1,500
- $
1,671 $ 1,500
1,782 $ 6,500
$
$
210 $ 400
$ 1,200
11,365
$ 75
$ 420
$ 5,967
6,240 $ 11,346 $ 295
$ 2,066 ; $ 5,500 $ 5,723
- $
9,536
$ $
735 $ 750
Equipment & Furniture $ - $ $
Improvement other than building $ - $ - $
All other Expenditure $ - $ - $
Budget Reserve $ $ - $
Expenditure Grand Total $ 901,092
[Revenues Minus Expenditures
rs
$
$
$ 406
$ 3,000
$ 20,000
$
$ 1,500
$ 1,500
$ 9,500
$ 8,462
5,500
750
$ 184 Projecting an increase in the media
contract
$ 9,158
$
$ 3,000
$ (2,884)
$ (9,536)
$
$ 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 for SYEP removed
Removed SYEP uniforms
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
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
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
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
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
Transportation Area
Parks
Parcels
Schools
Idnum..1
City Boundary
Liberty City Trust
Feet A
O 750 1,500
Ch rree R. D.
K-I Cents
N W.64TH ST
Ior- *ILK Sionr.nwy
NW,Y1STLST
Nimml Neu.hw.eI.n,
Senior School
NW 6TTH eT
m
SHArtr
ehrk NW salvo ST
NW S/TH 8T
NW 60TH 8T
NW 4OTH eT
1444 418T 8T
■. �. �.�ISl+.mil. �. S.-ItI—
Orchard VIM.
EaritWr[arr
W.TASTaT
c1 ■
ri.
rrorrr..:
Stamen.
` NW 6,TH5
NW 64TH ST
Orrecarie
J re -
Ayers
made. ,
NW 418T 'Sr
5
.=.a■-b
W TOTH sT
Orono Crowder
Element,
l( ,
6 raft NW SONS sT
Tack nark"I'-
777)
NW 64TH 8T
NW SOTH ST
error. B. Smith 1
m
EFeentary J
NW 46TH 6T
NW 418T sT
1
thake
Range
Park
IW
NW BOTH
Page 4 of 9
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
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
GOAL
STRATEGIES
GOAL
STRATEGIES
STRATEGIC PILLAR 5
MARKETING & OUTREACH
Increase membership and organizational awareness and visibility.
" . Maintain marketin content for website and social media.
2. Enhance communication with residents, churches, institutions, and
apartment buildings through social media, flyers, and collaboration with
communi : rou . s.
3. Continue strengthening community outreach through text messages,
social media, and other .ersonalized 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
communi
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,
includin heat and other climate -related factors, im . actin ' 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
su ..lies necessar for survival and recover .
- Page 7 of 9
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
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 aid work ex a erience.
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