Loading...
The URL can be used to link to this page
Your browser does not support the video tag.
Item A
GUIDANCE CLINIC OF THE MIDDLE KEYS, INC. 300041 ST STREET, OCEAN MARATHON, FL 33050 (v) 305/289 -6150 / (f) 305/289 -6158 deb.barsell @gcmk.org April 17, 2002 Monroe County Board of County Commissioners ^ ti A jECjE1* RE: FY03 REQUEST FOR BAKER ACT SERVICES Dear Commissioners: Enclosed are seven copies of the Guidance Clinic of the Middle Keys, Inc. (GCMK), request to the Board of County Commissioners (BOCC) for match dollars for Baker Act funding for mental health crisis stabilization. Emergency Baker Act services are legislatively mandated. They are provided in our crisis stabilization unit located in Marathon for all of Monroe County. The request also includes Baker /Marchman Act transportation services. Baker Act transportation is strictly the responsibility of the county by legislative mandate. Monroe County is the only funding source for these transportation services. The FY03 request to the BOCC is $33,282 higher this year as described on the attached, Breakdown of Increase by Program. A full narrative explanation of the requested increase is included on in the Narrative Overview of Requested Funding, Section 5, of the application. If you have questions concerning this submission, please contact David Rice. Thank you for your continued support of GCMK and its Baker Act services. Sincerely, Debbie Barsell, MSW, CAP Associate Director for David P. Rice, PhD Chief Executive Officer R &F A MILIES D[YwNTMENT of strit 11 I BOARD OF COUNTY COMMISSIONERS FY 2002 -03 Budget Application Guidance Clinic of the Middle Keys, Inc. Breakdown of increases by Program Baker Act Inpatient Baker Act Vehicles* subtotal FY 02 -03 FY 01 _02 $335,390 $319,419 $15,971 5.0% 9 4,307 76.996 17.311 22.5% 429,697 396,415 33,282 8.4% * Two vehicles BOARD OF COUNTY COMMISSIONERS ORIGIX4L Application for Funding Fiscal Year 2003 TABLE OF CONTENTS CRITERIA FOR ELIGIBILITY AND ATTACHMENT LIST ..................................... ............................... 1 -2 AGENCY PROFILE & CERTIFICATION ................................................................... ............................... 3 SUMMARY OF SIGNIFICANT CHANGE ................................................................ ............................... 4 -5 NARRATIVE OVERVIEW OF REQUESTED FUNDING ........................................... ............................6 -7 BOARD OF DIRECTORS .......................................... .............................:. VOLUNTEERS.......................................................................................................... ............................... 8 AGENCYOPERATIONS ........................................................................................ ............................... 8 -9 FINANCIAL INFORMATION .............................. DETAILS OF SPECIFIC PROGRAM .................................................................... ............................... 9 -11 PROGRAMUNIT COST ........................................................................................... ............................... 12 Attachment A - Board Information Form ...................................................................... ............................... Attachment B - Agency Salary Detail ........................................................................... ............................... Attachment C - Profile of Clients Served.. erved .................................. ....... ...... ...... ................... Attachments D & E - Program Budget Information .. ...... (Expense /Reven.... .. ....... ........ue) ..................... ............................... Attachments F & G - Agency Budget Information ( Expense/ Revenue) ....................... ............................... BOCCapM.doc CRITERIA FOR ELIGIBILITY AND ATTACHMENT CHECKLIST AGENCY NAME: (Baker Act Services) G CLIN OF THE MIDDLE K EYS, INC. (GCMK) YES NO COMMENTS G A REA TO BE FILLED IN BY H.S.A.B. AND STAFF ONLY. 1) 501(C)(3) since 1973 II 2) Annual unqualified audit yearly; GCMK has never had a qualified audit since its inception. 3) GCMK delivers countywide services that are not provided by any other agency in the Keys, including publicly funded (Baker Act) crisis stabilization; Baker /Marchman Act transportation services. GCMK is also the only provider of publicly funded substance use detoxification; residential psychiatric treatment; adult day treatment for those with serious mental illness (SMI); drop -in services for SMI; long -term residential substance abuse treatment; supported housing for homeless SMI; community transportation coordination for transportation disadvantaged and for Medicaid clients; substance abuse prevention services in every middle school from Key West to Key Largo. GCMK delivers outpatient services to residents of the Middle Keys and coordinates with other agencies to provide children's psychiatric services to any county resident in need, as GCMK employs the only full -time child psychiatrist in the county. 4) Baker Act funding requires a 25 percent match by the county. Department of Children and Families (DCF), Projects for Assistance in Transition from Homelessness (PATH), Department of Corrections (DOC), Prevention Partnership, HUD, all require varying amounts of match (most require 25 percent). 5) GCMK is licensed by the Agency for Health Care Administration (ACHA) for mental health crisis stabilization and residential psychiatric treatment and by the DCF for its substance abuse services. 6) Baker Act dollars from DCF have a legislatively mandated county match. GCMK provides basic "core" service historically supported by Monroe County. 7) Mental health and substance abuse services require recurring local funds in addition to state, federal, and private funding. 8) Behavioral healthcare services are established services that are medically necessary. 9) GCMK does not maintain a waiting list, as it is unethical to have a person wait who is in immediate need of behavioral healthcare unless the person can wait in a safe environment. Therefore, GCMK refers to other agencies for stabilization services and long -term residential when no beds are available. The need for our services is demonstrated by the information contained herein. LABEL AND ATTACH THE FOLLOWING IN THE ORDER SHOWN, AFTER THE LAST PAGE OF THE APPLICATION I F NOT APPLICABLE, PLEAS SO INDICATE AND EXPLAIN A. Board Information Form B. Agency Salary Detail C. Profile of Clients Served D — G. Budget Information H. Copy of most recent CPA Audit Report or financial statement ATTACHED? YES N/A COMMENTS X X X X X I. Copy of most recent IRS Form 990 X J. Copy of current fee schedule X K. Copy of IRS Tax Exempt 501©(3) Certificate X L. Copy of Current Monroe County and City Occupational Licenses X M. Copy of Florida Dept. of Children And Families License or Certification X N. Copy of any other Federal or State Licenses X O. Copy of Florida Dept. of Health Licenses /Permits X P. Copy of Florida Consumer's Certificate of Exemption X Q. Florida Dept. of Agriculture & Consumer Services Reg. No. X R. Copy of front page of Agency's EEO Policy /Plan X S. Copy of front page of Agency's ADA Transition Plan X T. Copy of Summary Report of most current Evaluation /Monitoring X APPLICATION FOR FUNDING MONROE COUNTY Board of County Commissioners October 1, 2002 - Septe 30, 2003 NCY PROFILE Name: GUIDANC CLINIC OF THE MIDDLE KEYS, INC (GCMK) Operating Since 197 Location(s) Marathon, FL (serving the behavioral healthcare needs of Monroe County residents throughout the Keys) Address: 3000 41 sc Stree - Ocean, Marathon, FL 33050 David P. Rice, Ph.D., Chief Executive Officer Phone: 305 - 289 -6150 305 - 289 -6158 -m david.riceagcmk org lave you ever applied to Monroe County HSAB for Funding Assistance? X Yes No Will County funds be used as match for a grant? If yes, what is the ratio of match to Federal and /or State X Yes No dollars? TOTAL NUMBER OF EMPLOYEE 25.5% Baker Act transportation is legislatively prescribed as a :FULL county responsibility; thus, it is not included in the match ME 65 PART 38 percentage calculation. TIME Is funding for a AMOUNT REQUESTED AMT RECD new, or an COUNTY FISCAL YEAR ENDING CURRENT FISCAL YEAR PRIOR AMT RECID FISCAL YEAR X existing, 9/30/03 program? ENDING 9 / 30/ 02 ENDING 9 / 30/ 01 $429,697 $396,415 $394,021 CERTIFICATION To the best of our knowledge and belief, the information contained in this application and attachments is true and correct. This certifies that this request for funding is consistent with our organization's Articles of Incorporation and Bylaws and has been approved by a majority of the Board of Directors. We affirm that the Agency will use Monroe County funds for the purposes as submitted in this Application for Funding. Any change will require written approval from the Monroe County Board of County Commissioners. We understand that the agency must substantially meet the eligibility criteria to be considered for Monroe County funding and that any applicable attachments not included disqualify the agency's application. We further understand that meeting the Eligibility Criteria in no way ensures that the agency will be recommended for funding by the Human Services Advisory Board. These recommendations are determined by service needs of the community, availability of funds, etc. Approval of HSAB funding recommendations is granted by the Monroe County Board of County Commissioners. Signature Debbie Barsell, MSW, CAP, Associate Director for Typed Name of Executive Director 84M Date rd .� Signature Typed Name of Board President/Chairman Date 3 unnM AKY OF SIGNIFICANT CHANGE questions in irns section pertain to major changes that have occurred within the organization's past fiscal year. If there has i a change, answer the question with a brief summary. If there has been no change, check "NO" to that question and eed to the next. Significant change in staffing and /or management YES NO (including the Executive Director)? X In FY02, GCMK planned to add a compliance coordinator to handle ever - increasing regulatory demands. This position was not filled due to budgetary considerations. It was also planned to hire a general office assistant, which did not materialize. Instead we expanded the human resources department from one to two persons to better manage recruitment and retention, staff development, insurance, benefits, and associated regulations. A third full -time psychiatrist was added to the GCMK staff in July 2001. In January 2002, GCMK worked with the Care Center of Mental Health to effect the hire of one of our psychiatrists. This cooperative arrangement brought the number of psychiatrists at GCMK pack to two full time. The substance abuse counselor hired to work with the Drug Court was not funded in FY 02; :herefore, the position was picked up by the Drug Court. A treatment director was added to the inpatient unit in FY02. 4fter 6 months the position was abolished as financial gains projected though the efforts of this position were not realized. A housekeeping vendor was replaced in March by a part-time staff housekeeper. The street - intervention team in Key Nest was increased from two to four staff with increased DCF funding. On 12/17/01, GCMK assumed the operation of he clinical program at Safeport, a long -term substance abuse treatment program in Key West. GCMK at Safeport 'eceives 75 percent of full funding from a CSAT grant. Clare Shaw, MA, was hired as Safeport Director with a staff of herapists, substance abuse techs, and others to deliver long -term treatment services. There was no attrition in key )rogram or management staff this year. No major changes in current staffing are expected in FY03. 3oardNolunteer Governance and /or Structure? X Sources (Loss o r Addition of Revenue)? FY02 Losses. DCF reduced GCMK funding by approximately $1 OK in the following areas in FY02: contingency funds for the chronically mentally ill, indigent drug program, children's mental health, children's medical services. DOC cut the daily , eimbursement rate for Keys to Recovery (KTR) beds by 10 percent and reduced the number of beds funded from 12 to 8 and then to 11. =Y02 Gains. DCF increased the amount of funds for street intervention and supported housing (these are both federal )rograms that are funded through the state). DCF also provided funding in May 2002 for Safeport through a non - recurring - egislative Budget Request that supports substance abuse outreach and residential services. DCF awarded GCMK a 3 -year ' revention Partnership grant (the only Monroe County project) requiring a 25 percent match to extend and expand substance abuse prevention services throughout the county. A Department of Transportation award requiring a 10 percent match was nade to allow the purchase of two vehicles for the Middle Keys Transportation Program that will replace two vehicles with sigh mileage. CSAT awarded GCMK a 3 -year Addiction Treatment for the Homeless grant to operate the treatment program it Safeport. This award is substantial (3 years for $1.7M) but only pays for 75 percent of the cost of operating the program. ks a result of receiving the CSAT award, the unspent remainder of the Byrne Grant awarded to Key West Housing Authority KW HA) was transferred to GCMK for Safeport services in February 2002. )rganization Mission /Strategic Direction? in Programs /Services (Addition or Deletion of Programs)? X at Safeport was added to GCMK programming on 12/17/01. Safeport provides 27 long -term, substance abuse nt slots for families and individuals that are homeless, at risk of becoming homeless, or homeless in the last 12 . Substance abuse prevention services were expanded through the Prevention Partnership grant in March 2002. No is have been deleted. ant Change in Service Delivery, Costs, and /or Effectiveness Measures? X ient Base /Client Demographics? X it base has increased due to increased substance abuse funding, particularly outreach, intervention, and treatment for eless individuals and families. Clients 517 years of age have increased due to the increase in prevention dollars and the g of a child psychiatrist. Efforts /Relationships with other Service Providers? X close, collaborative relationship between GCMK and the KWHA has evolved through the planning and implementation of e new Safeport project. GCMK operates the clinical program at Safeport and leases treatment space from KWHA. Clients ust be eligible for public housing to enter the program. KWHA handles the approval for housing while GCMK clinical staff �termines eligibility for treatment. The relationship among GCMK, Care Center, and Guidance Clinic of the Upper Keys has Nays been strong. However in FY02, GCMK and Care Center worked together to solve a Lower Keys problem; specifically, e shortage of psychiatric services. GCMK loaned its psychiatrist to the Care Center and ultimately worked to ensure a tooth transition of a GCM psychiatrist to the employ of the Care Center. with Parent, National or State Affiliates? X itation, Certification, and /or Licensing? X ificant Change in Equipment and /or Facilities? I X CMK now has its finance department in a satellite office in Marathon. In May 2002, the finance department will move back to the headquarters offices. This move will both increase communication among departments and reduce facility costs. CMK added the satellite operation at Safeport on White Street in Key West specifically focused on and licensed for a full nge of substance abuse services 5 FIVE OVERVIEW OF REQUESTED FUNDING Hrovide your agency's board - approved written mission statement. 'he Guidance Clinic of the Middle Keys, Inc. (GCMK) is a nonprofit, charitable organization dedicated to the provision of high - uality and cost - effective behavioral healthcare services throughout the Florida Keys. GCMK seeks to provide services in a mely and affordable manner for persons with or at risk of mental health and /or substance use disorders. GCMK emonstrates its commitment to the community by embracing growth, expansion, and diversification of its services in a cann that is accountable and responsive to its stakeholders. �. Explain specifically how your agency plans to use the money you are requesting. e.g. rent, salaries, expansion of services or service area, or general agency operations. 3aker Act Services - $335,390. Baker Act services include mental health crisis stabilization and transportation. The crisis Stabilization unit of service is a 24 -hour day. Crisis stabilization services are provided on an 18 -bed, inpatient unit icensed by the Agency for Health Care Administration (AHCA). The 18 -bed unit is a DCF designated Baker Act Receiving Facility. It is the only publicly funded Baker Act Receiving Facility in Monroe County. It serves persons in acute psychiatric crisis throughout the county. When a client is received at the facility, the following services are >rovided: preliminary intake interview, orientation to the unit, nursing assessment, history and physical, diagnostic assessment, medication evaluation, shelter, three meals per day and snacks, medication management, nursing care, educational /life skills groups, treatment and discharge planning. If a client is in need of treatment beyond the initial nvoluntary psychiatric evaluation period of 72 hours and is unwilling or unable to voluntarily agree to continued reatment, GCMK files a petition with the court for an involuntary commitment for an additional 6 months. This additional 6 -month commitment allows the client the opportunity for further treatment and GCMK to develop an appropriate placement beyond the stabilization period. Involuntary commitment court hearings are convened at GCMK ieadquarters, usually by a special master, to mitigate additional client stress that would be created by a transport to he court building. A multidisciplinary team of psychiatrists, nurses, counselors, mental health technicians, and a lischarge planner provide services on the unit. The average crisis stabilization length of stay is 5 -7 days. 3aker /Marchman Act Transportation - $94,307. Transportation to a Baker Act Receiving Facility or a State hospital is the esponsibility of the county according to the Bake Act legislation. Monroe County has historically chosen to contract this - ansportation service out to the mental health care system. This function was expanded last year to include the transport of ersons that are need of substance use detoxification services who fit the Marchman Act criteria. The Marchman Act deals tith criteria for involuntary evaluation of persons with substance use disorders. GCMK's residential detoxification unit accepts lients under the Marchman Act. GCMK has two Baker /Marchman Act vehicles; one is stationed in Marathon at headquarters nd one is located in Key West. The vehicle stationed in Key West is operated by Jessicra Corporation and is dispatched by 'CMK's crisis stabilization unit. This arrangement ensures driver and escort availability in Key West 24 hours a day, 365 ays per year. The crisis stabilization unit operates and dispatches the Marathon vehicle, which again ensures driver and scort availability 24 hours a day, 365 per year. GCMK completes each Baker /Marchman Act transport with a driver and an scort for the safety of the client, driver, and escort. The availability of the vehicle in Key West reduces the response time ignificantly; previously, when a Baker /Marchman Act transport was required from Key West to Marathon, the vehicle was ispatched from Marathon to the pickup site in Key West to return to Marathon with the client. The Marathon vehicle is vailable to assist the Key West vehicle when more than one transport is required at the same time. The Marathon vehicle is so dispatched routinely for pickups in the Middle and Upper Keys. The unit of service for Baker /Marchman Act ansportation is a roundtrip. The number of Baker /Marchman Act trips has increased in the past year by more than 30 arcent. IT you are requesting funding for more than one program, be sure to specifically include what is being purchased for eacl- program. Include specific activities that will be carried out by the program. For example, if funding i or a new position, explain the change in staffing requirements. Specify full or part time, salary, and how many more clients will be served. It funding is for a direct service to clients, include program objectives and how many unduplicated clients will be servers i. Summarize your organization's financial sustainability plan (one -half page max.). 3CMK has been in business since 1973, almost 30 years. It has grown from an agency with two employees to an agency iith over 100 staff. In the past 5 years the operating budget has increased over 50 percent. This increase in revenues is rimarily due to program development and successful marketing of the program. GCMK has added nearly a million dollars i federal grant awards to provide services during the last year. GCMK has attracted an extremely qualified staff, both finical and administrative, that provides and promotes high - quality services. Consumers and other stakeholders seek uality in the services they utilize or otherwise support. GCMK has an active program development agenda and attends to erformance improvement issues, allowing for growth and the enhancement of quality care. The financial health of the gency is managed by a chief financial officer and is guided by an experienced management team. An active board of irectors has fiduciary responsibility. GCMK continues to trim operating expenses whenever possible. For example, this year ie finance department is moving from a satellite office back to GCMK main headquarters. Staff is encouraged to bring C ooward development ideas and cost - saving strategies. Partnerships with other agencies is critical to continued financial stability and growth. GCMK has partnered with Rural Network of Monroe County (RHNMC) on several federal proposals and is actively involved in the continuum of care for the homeless that is developed and managed by the Southernmost Homeless Assistance League, Inc. (SHAL). 4. Summarize your organization's strategic plan (one -half page max.). To add services supporting the agency's mission. To help to fill service gaps by active involvement in community planning rganizations. To further diversity funding sources through focused program development. To increase revenues generated by at least 4 percent per year. To attract and retain professional staff. To continue to work toward national accreditation. To ensure HIPAA compliance by October 2003. To maintain accountability through internal and external review of standards of care. 5. If your request is greater than last year, explain in detail what the increase is expected to fund. If the increase is due to more than one additional item, list the items in order of priority with the amount of each. Do not list your agency's budget by line item here — that information will be requested in the attachments. The request for Baker Act services (inpatient crisis stabilization and Baker /Marchman Act transportation) increased this year by 8.4 percent ($33,282) over last year. A 5 percent overall cost increase in inpatient crisis stabilization is a result of the ollowing factors: nursing personnel costs are up by 20 percent due to nursing shortage and local competition for available supply; food costs are up by 25 percent per client; and the number of clients treated is up significantly. Baker /Marchman Act transportation services costs are up by 22.5 percent as due to the following: trips have increased by 30 percent; driver and escort payments are up due to more trips; fuel cost are steadily on the rise; maintenance and insurance costs are up; trip lengths are longer as more clients are from Lower Keys. BOARD OF DIRECTORS 6. What is the authorized number of Board positions specified in your by -laws? 11 7 [ VOLUNTEERS (Including Board Members) 7. 51 Volunteers contributed a total of 495.5 hours to our agency this past year. Board: 103.5 hours Programs: 342 hours Committees: 50 hours 8. How do you utilize volunteers in the operation of your agency? GCMK was able this year to obtain a jail prisoner to help with facility maintenance and repairs. Our building manager received the required MCSO training for supervising jail prisoners and was the supervisor of the inmate. GCMK board members are a rich source of volunteer contributions to the agency and contribute through their board and committee work. GCMK works with individuals who need to provide community service hours as a condition of probation. Such individuals are utilized in areas that are compatible with their skills, yet they do not have direct client contact. GCMK is privileged to have a master's level CAP that facilitates a weekly group at KTR on a volunteer basis. 9. Briefly describe the training the volunteers receive. All volunteers receive an overview of the agency and specific instruction regarding confidentiality. Those volunteers that have direct contact with clients (e.g., the master's level CAP mentioned above and student interns) are interviewed, screened (background and drug), and oriented through the Human Resources Department as are staff persons. New board members receive board orientation and education regarding the operations of the organization is consistently presented at board meetings. AGENCY OPERATIONS 10. Does agency have a formal grievance procedure for clients? If yes, briefly describe. How are clients made aware of the procedure? YES. Clients of all GCMK services have the option to seek informal redress of grievances through agency supervisors and senior managers or to initiate formal internal grievance procedure in accordance with written agency policies and procedures. Additionally, clients may initiate a grievance or complaint through the relevant licensing agency. They may file complaints with the Human Rights Advocacy Committee (HRAC). Clients of all services are notified of their right to file grievances at admission and posters with information and telephone numbers are placed at all program locations. Persons receiving CSU or detoxification services have direct access to HRAC phone and need not inform staff or ask staff permission to make such a call. 11. What other organizations do you network with to prevent a duplication of services? Describe any sharing of costs, referrals of clients, etc. We are looking for more detail than your membership in Interagency Council. An example of an appropriate answer is "one of XYZ's employees works out of our branch" or "we jointly fund X positions with ABC Agency." GCMK provides crisis stabilization services in the only publicly funded Baker Act Receiving Facility in Monroe County. It is the only provider of Baker /Marchman Act transportation services in the Keys. GCMK operates the only publicly funded substance use residential detoxification services in Monroe County. Staff works closely with the Care Center for Mental Health in Key West and the Guidance Center of the Upper Keys to ensure continuity of care for shared clients. We work closely with the three hospitals throughout the county. GCMK provides the only adult day treatment and drop -in services for the chronically mentally ill in the GCMK county. is the only provider of long -term, residential, substance abuse treatment in the county with KTR in Marathon and Safeport in Key West. GCMK is the only community mental health center in the Middle Keys area; its outpatient services are not duplicated by any other public sector funded agency in this area. We coordinate with other agencies to provide outpatient children's psychiatric services to any county resident in need, as GCMK employs the only full -time child psychiatrist in the county. GCMK has the only Projects for Assistance in Transition from Homelessness (PATH) grant in Monroe County under which it provides supported housing services. This program is designed to help homeless persons with mental health disorders to secure or retain transitional or permanent housing. GCMK coordinates with a number of other agencies to implement the PATH program including Samuel's House, USFF, and other programs offering shelter /housing to this target population. GCMK stations two Life Skills Counselors in Marathon schools, enabling interventions in a familiar setting to school -aged children. Funding for these positions is shared with the Monroe County School District space is provided by the two schools. and office GCMK provides a Prevention Coordinator to implement a science - based, substance abuse, prevention curriculum (Project Alert) in the middle schools from Key West to Key Largo. Prevention programs are also offered at Stanlev Switlick elementary �,rhnni Wno - r'l RA,..a A I- ..,, —r T_ _ 1 0111), aL Oareport t6trengtrhening Families Program /SFP), and at GCMK headquarters in Marathon (SFP). GCMK was awarded the only Prevention Partnership grant (3/02 -6/04) by DCF to provide prevention programs throughout the Keys. Keys to Recovery (KTR) and outpatient substance abuse services work closely with local law enforcement and the judiciary to provide an appropriate mix of supervision and treatment to persons whose substance abuse has led to legal problems. GCMK works closely with Prison Health Services, the contractor who provides health care to inmates in Monroe County Detention Center at Stock Island. We have a psychiatrist who sees inmates each week in the jail. DCFand MCSO share the cost of the Forensic Coordinator who has an office in the jail and is supervised by GCMK. The Forensic Coordinator works closely to move appropriate inmates out of the jail into KTR, Safeport, and other appropriate treatment or living situations. GCMK partners with KWHA to offer Safeport long -term substance abuse treatment. GCMK rents treatment space from KWHA and operates the clinical program while KWHA handles the housing eligibility for appropriate clients. US Fellowhship of Florida provided office space to GCMK intervention team in Key West until last month when the team moved into space at Safeport. GCMK is state - designated Community Transportation Coordinator for the transportation disadvantaged of Monroe County and for Medicaid Transportation Coordinator. GCMK is on the Board of Directors of SHAL, a Monroe County community coalition dedicated to serving the needs of the homeless, as well as several other planning and health - related organization such as Rural Health Network of Monroe County, AHEC, Marathon Economic Development Council. 12. Is your agency monitored by an outside agency? If yes, by whom and how often? If not, how does your agency docu The State of Florida licenses and /or certifies individual clinicians by professional discipline. The CSU and the two - bed residential facility are licensed by the AHCA and monitored each year. Substance abuse detoxification, residential, outpatient, intervention, aftercare, and prevention programs are monitored and licensed annually by DCF. DCF also designates GCMK's stabilization unit as a Baker Act Receiving Facility. This designation is renewed every 3 ears. DOC monitors KTR semiannually. F FINANCIAL INFORMATION 13. Is your agency receiving any in -kind services e.g. free rent, utilities, maintenance, etc. from the County or any other organization? If so, what is the fair market value? KWHA provides a lease to GCMK treatment space at Safeport for one dollar per year. The building is a converted 4 -unit apartment building. It is estimated that the public housing units would rent for approximately $16,800/ year ($350 /month x 12months x 4 units). GCMK pays for all utilities and other associated fees. Office space at Stanley Switlick and Marathon Middle /High Schools for Life Skills Counselors has an estimated value of $4,000 /year. Office space at MC Detention Center for the Forensic Coordinator has an estimated value of $600 /year. 14. What is the percentage of total agency revenue that goes to the following: Fundraising Expenses? 0 % Administrative Expenses 18.96 %* *Administrative expenses include the following costs: executive management, human resources, billing /collections, front office, finance, data processing, clerical, and facilities management staff. DETAILS OF SPECIFIC PROGRAM FOR WHICH FUNDING IS REQUESTED 15. Please give a paragraph description of each program for which you are requesting funding. Baker Act services include mental health crisis stabilization in a DCF designated Baker Act Receiving Facility and transportation. A solid description of both services was provided in Narrative Overview, Section 2, above. Crisis stabilization services are provided on an 18 -bed, inpatient unit licensed by the AHCA for persons in acute psychiatric distress. A multidisciplinary team of psychiatrists, nurses, counselors, mental health technicians, and a discharge planner provide services on the unit. Pharmacotherapy and milieu -based approaches are used to achieve rapid psychiatric stabilization. GCMK provides the only publicly funded crisis stabilization in the county. (Average crisis stay = 5 -7 days) Baker /Marchman Act transportation services provide a conduit for accessing crisis stabilization services. Baker Act is legislation that provides criteria for involuntary mental health care, while the Marchman Act is legislation that provides criteria for involuntary substance abuse care. See Narrative Overview, Section 2, for details. 16. What need or problem in this community does each program address? Include your target population. Needs Addressed According to the Center for Mental Health Services (CMHS), Substance Abuse and Mental Health Administration (SAMHSA), in 1997 there were a total of 12.2 million people in the US who have a serious mental illness (SMI). The prevalence of SMI in Monroe County is estimated as 5.1 percent of the adult population, or approximately 3,365 adults. [Note: Based on the 2 000 US Census, 65,984 of the 79,589 people in Monroe County are >_ 18 years.] Adults with a SMI are defined as persons ages 18 and over who had a diagnosable mental, behavioral, or emotional disorder that met DSM -IV criteria and "that has resulted in functional impairment which substantially interferes with or limits one or more major life activities" (SAMHSA, 1993). The definition also elaborated the terms "life activities" by noting that these include "basic daily living skills (e.g., eating, bathing, dressing); instrumental living skills (e.g., maintaining a household, managing money, getting around the community, taking prescribed medication); and functioning in social, family, and vocational /education contexts." The National Alliance for the Mentally III (NAMI) reports the following "Facts and Figures about Mental Illness:" • Despite media focus on the exceptions, individuals receiving treatment for schizophrenia are no more prone to violence than the general public. Unfortunately, almost one -third of all US jails incarcerate people with SMI who have no charges against them, but are merely waiting for psychiatric evaluation or the availability of a psychiatric hospital bed. Today roughly 150,000 people with SMI are incarcerated in jails and prisons, mostly for crimes they committed because they were not being treated for their illness. • On any given day, approximately 150,000 people with SMI are homeless, living on the streets or in public shelters. [Note: The Southernmost Homeless Assistance League, Inc. (SHAL), estimates that 621 people with SMI are homeless and living on the streets in Monroe County.] • Roughly 80 to 90 percent of people with SMI are unemployed. [2,692 -3,029 of the 3,365 adults with SMI in Monroe County.] • Approximately 9 -13 percent of children ages 9 -17 have a serious emotional disturbance with functional impairment (approximately 342 -494 Monroe County children), and 5 -9 percent have a serious emotional disturbance with extreme functional impairment and a mental illness (approximately 190 -342 Monroe County children). • Not all mental disorders identified in childhood and adolescence persist into adulthood even though the prevalence of mental disorders is almost the same percentage. A substantial number of children and adolescents recover from mental illness. • Four of the ten leading causes of disability in the US and other developed countries are mental disorders, which include major depression, bipolar disorder, schizophrenia, and obsessive - compulsive disorder. • The treatment success rate for a first episode of schizophrenia is 60 percent, 65 -70 percent for major depression, and 80 percent for bipolar disorder. • Of the total 1998 hospital admissions in the US, 26 percent were psychiatric admissions. NAMI's legal affairs director, Ron Honberg, states that only about 70,000 people now live in public mental hospitals, but more than 200,000 people in jails and prisons have SMI. The Justice Department's Bureau of Justice Statistics released a report on 7/11/99 stating that an estimated 283,800 mentally ill offenders were held in the nation's state and federal prisons and local jails at midyear 1998. An additional 547,800 mentally ill people were on probation in community. [Note: These figures are higher than those reported by NAMI as these include SMI and other mental disorders.] • The highest rate of mental illness was among white females in state prisons — 29 percent. • Almost 40 percent of white female state prisoners age 24 or younger were identified as mentally ill. • 20 percent of the black females and 22 percent of the Hispanic females in state prison were mentally ill. • Nearly 1 in 5 violent offenders in prison or jail or on probation were identified as mentally ill. • 41 percent of the local jail inmates said they had received treatment for a mental condition in the form of counseling, medication, or other mental health services. • 56 percent of mentally ill probationers had received treatment since beginning their sentences. The Florida Commission on Mental Health and Substance Abuse published its Final Report in January 2001. The Executive Summary of this report states the following (pages i -ii): 10 • The state of the science in both mental health and substance abuse has improved dramatically during the last 20 years. We now have proven techniques to successfully treat most mental and addictive disorders. With appropriate care, most people — even with the most sever disorders — can recover and become productive members of their community. • We have compelling reasons to better address these issues. Mental and addictive disorders are significant public health problems. According to the US Surgeon general, mental illness is the second leading cause of disability and premature deal in the United States, following only cardiovascular disease. • Due to the failures in emergency care, local law enforcement systems are experiencing significant problems with persons with mental illnesses being arrested and jailed for minor offenses. The majority of persons in juvenile justice and corrections facilities have mental or addictive disorders. Our jails and prisons are now our largest mental hospitals. • Financial and bureaucratic barriers, as well as continuing problems with stigma, all contribute to persons not receiving the care they need in order to avoid poor outcomes. Our communities suffer substantial expense and losses in human capital because of the shortcomings in our system. GCMK has 18 licensed mental health crisis stabilization slots in its Baker Act Receiving Facility at this point in time. DCF funding provides 4,674 days of crisis treatment, which funds 12.26 crisis beds for 12 months. In the 8 -month period 07/01- 02/02, GCMK has provided 4,244 days of crisis treatment or 91 percent of the DCF allocation. The 8- month benchmark is 67 percent utilization. It is clear that need outstrips funding for crisis services. Target Population GCMK Baker Act Receiving Facility receives a person with a valid Baker Act regardless of age. If a child ( <_17 years) is received at GCMK with a valid Baker Act, our staff makes_ arrangements for the child to be admitted to a receiving facility in Miami -Dade that is age appropriate. GCMK provides Baker Act transportation to ensure the child is safely admitted to the facility on the mainland. If an adult ( > -18 years) is received at GCMK with a valid Baker Act and a bed is available, our staff admits the client to our crisis stabilization unit CSU. A broad description of the CSU - eligible client male or female that is > -18 years and a danger to himself or others as a result of a mental health disorder(s). The client will be in acute mental distress and likely need pharmacotherapy and milieu -based treatment approaches to achieve rapid psychiatric stabilization. See Attachment C for a profile of the clients and services for which GCMK is requesting funding. 17. What data support these needs? Attach copies of any relevant documents. See citations in #16 above. 18. Where and when are these programs being offered? List all sites and hours of operation. GCMK services discussed herein are offered at its headquarters — 3000 41 Street - Ocean, Marathon, FL. Baker Act crisis stabilization and Baker /Marchman Act transportation services are available 24 hours /day, 365 day /year. Services are available to residents throughout Monroe County 19. What measurable goals do you plan to accomplish in this next funding year? Overall: GCMK continues its efforts to achieve accreditation and HIPAA compliance and continue to move forward in the process. HIPAA compliance will be a major push in FY 03 with accreditation shifting to FY04 goal. GCMK has in place an integrated performance measurement system, which allows for quarterly adjustments in procedures when found appropriate and necessary. Program Specific: DCF establishes goals for service provision within each yearly contract. These goals relate to the number and type of services provided. Each year GCMK exceeds DCF requirements. GCMK maintains on file at headquarters copies of all performance measurement reports performed internally or externally. 11 PROGRAM UNIT COST 21. Define program unit of service (i.e. 1 unit = 1 hour counseling; 1 unit = 1 night shelter /1 meal, etc) or state why this does not apply to your operation. Baker Act Inpatient Crisis Stabilization = 1 day Baker /Marchman Act = 1 roundtrip a. Indicate the full cost of the unit of service. This cost should include administration, etc. The unit cost should be the same for all funding sources of the program. Explain how you developed the cost per unit (e.g. total cost of program divided by total units; total cost of program divided by total clients, etc.). See spreadsheet — next page b. 3 Year Unit Comparison: Provide the "cost per unit of service" for the past, current and proposed fiscal years. Provide the numbers of units of service for the past, current and the proposed fiscal years. PROPOSED - YEAR- I PROJECTED — CURRENT ACTUAL — PRIOR YEAR UNIT TYPE ENDING 9/30/03 YEAR ENDING 9/30/02 ENDING 9/30/01 COST PER UNIT See spreadsheet — next page TOTAL # UNITS See spreadsheet — next oacae 12 BOARD OF COUNTY COMMISSIONERS Agency Name: Guidance Clinic of the Middle Keys, Inc. Application for FY 2003 (a) Costs based on utilization of Inpatient unit. Proposed CSU units based on 84% occupancy of a 11 bed unit TOTAL COSTS UNIT TYPE PROPOSED-YEAR PROJECTED - CURRENT ACTUAL - PRIOR YEAR COST PER UNIT 198.54 ENDING 09/30/03 YEAR ENDING 09/30102 ENDING 09/30/01 TOTAL COSTS CSU Days (a) $1,499,149 $1,557,036 $1,595,876 COST PER UNIT 446.57 1 433.71 1 545.97 TOTAL # OF UNITS 3,357 3,590 2,923 (a) Costs based on utilization of Inpatient unit. Proposed CSU units based on 84% occupancy of a 11 bed unit TOTAL COSTS Round trips (b) $94,307 $99,287 $67,897 COST PER UNIT 198.54 195.45 191.26 TOTAL # OF UNITS 475 508 355 (b) Costs based on round trip expenses 2 7 , June 14, 2002 James Roberts, County Administrator Monroe County Board of County Commissioners 1100 Simonton Street Key West, FL 33040 Dear Mr. Roberts: JUN 2 1 2002 This letter supports the Art Council's annual request for funds, made April 4, 2002. For the 2002 -2003 fiscal year we are requesting $60,000 to supplement costs of non - tourist related programs. A similar request for $60,000 is being made to the Tourist Development Council to supplement costs of tourist related programs. The total budget for the Arts Council for the upcoming fiscal year year, is $317,735. Of this, between 35% and 50% is directly tourist related and -the remainder is non - tourist related *. As you know, this year the county budget line item was $45,000 in county funds and $20,000 in administrative funds from the TDC. The balance of the budget was funded by generous members, local businesses and well- written grants. Here is a breakdown of the use of the funds requested. As always, we will more than match every dollar with funds from private fundraising, membership, grants and fees for services. TDC Funds Tourist- related Expenditures $60,000 BOCC Funds Non tourism - related Expenditures $60,000 Other Funds $197,735 Use of TDC & BOCC funds Insurance $ 4,000 $ 4,000 Professional fees $ 1,500 $ 1,500 Equipment $ 1,500 $ 1,500 Occupancy $ 4,000 $ 4,000 Staff $40,000 $40,000 Internet $ 2,500 $ 2,500 Promotion $ 2,500 $ 2,000 Printing $ 1,500 $ 1,500 Sources of other funding include: Auction $15,000 Advertising $10,600 Grants $69,955 Contributions $25,000 License tags $8,000 Arts in the Afternoon $4,000 Sheriff $10,000 Membership $33,680 Program fees $1,500 1100 Simonton Street, Key West. FL 33040 TV Program $40,000 305- 295 -4369 / Fax: 305- 295 -4372 email: info @keysarts.com / www.keysarts.com Upper Keys: 305 - 852 -1469 ext.4369 Marathon: 305- 743 -0079 ext.4369 This is a fiscal "Snapshot." For the complete picture, please review the last completed fiscal year audit, and the budget overview for 2002 -2003. Also note that the Arts Council Fiscal Year is July through June, while the BOCC and TDC FY is October through September. In the last five years, we've • made grants totaling $250,000 to teachers, libraries, cultural organizations and individual artists from Key Largo to Key West. • published and distributed more than • 125,000 copies of Who What When & Where (quarterly Cultural Calendar) • 25,000 copies of the Gallery Guide and • 5,000 maps of historic WPA artwork in the Keys, • We've seen an explosion of cultural activity. In addition to-more visible public art in the airports, Gato Building and commissioners offices, eight new cultural organizations have emerged: • Key West Symphony Orchestra • Key West Pops Orchestra • Key West Film Society • Bahama Village Music School • Bahama Village arts & Dance Samba School • Key Largo Community Concert Band • Island Opera • Keys Chamber Orchestra We provide technical assistance and promotional support to all of these, as well as to hundreds of individual artists, galleries and cultural organizations like these: • Founders Society • Florida Keys Art Guild • Heritage House Museum • Impromptu Concerts • Key Players • Key West Art & Historical Society • Key West Literary Seminar • Key West Theatre Festival • Key West Writers' Workshop • Keys Kids /Steel Your Heart Band • Lofton Sands African Bahamian Museum • Marathon Community Theatre • Middle Keys Concert Association • Old Island Restoration Foundation • Pigeon Key Foundation • Purple Isles Art Guild • Red Barn Theatre • South Florida Center for the Arts • Tennessee Williams Fine Arts Center • Waterfront Playhouse • Watercolor Society • And more! In conversation with the commissioners about the upcoming budget year, they have expressed interest in a higher level of funding for the Arts Council from tourist tax funds. This is a typical funding mechanism for other arts councils, such as in Dade and Broward counties. This is NOT money to administer the Cultural Umbrella. We thank you for the opportunity to be part of the County family housed in the beautifully renovated Gato Building. Please don't hesitate to call with any questions you fight have. All the best, Monica Haskell President and CEO Cc : June Girard, Chair FKCA * Some of the projects "cross over" and could be budgeted as either tourist related or non - tourism related. Grant - making and arts education are designed to serve working artists, arts organizations, students, the elderly, delinquent and at -risk youth, and other specific non - tourist audiences. Examples of these programs are ArtReach, Artists in Schools, Arts Access residencies, Renaissance Award, Visual Arts Fellowship and ArtWorks. JOHN GOWANS GENERAL 0 LT. COLONEL DONALD FAULKNER DIVISIONAL COMMANDER RAYMOND COOPER TERRITORIAL COMMANDER CAPTAINS DAVID & DAWN WORTHY CORPS OFFICERS � o 1 IL" �' - 2442 JMAW March 27, 2002 Mr. David P. Owens MC Grants Administration Office 1100 Simonton Street Key West, FL 33040 Dear Mr. Owens, Attached please find one (1) original and six (6) copies of grant application for your consideration. I trust that we :have provided sufficient information to be considered for this year's round of funding. Founded in 1865 by Wiliam Booth Monroe County Administration 1920 Flagler Avenue • P.O. Box 2878 • Key West FL 33045 Telephone (305) 294 -5611 • Fax (305) 294 -0478 Re: Human Services Grant Request Application Thanks kindly for the opportunity to apply! David Worthy The Salvation Army Social Service 320 Flagler Ave. v West, FL 33040 305) 294 -5611 15) 294 -0478 Fax Thrift Store 1924 Flagler Ave. Key West, FL 33040 (305) 294 -5622 Serving All the Florida Keys Thrift Store 10896 Overseas Hwy. Suite 1, Montaldo Bldg. Summerland Key, FL 33042 (305) 745 -3327 Social Service 2845 Overseas Hwy. Marathon, FL 33050 (305) 743 -9410 (305) 743 -8129 Fax Thrift Store 2835 Overseas Hwy. Marathon, FL 33050 (305) 743 -0054 Thrift Store 100109 Overseas Hwy. Key Largo, FL 33037 (305) 451 -2882 MONROE COUNTY HUMAN SERVICES ADVISORY BOARD Members (Vacant), appointed by Mayor George Neugent, District 2 Sylvia Murphy, appointed by Mayor Pro Tem Nora Williams, District 4 Kirk Bondurant, appointed by Commissioner Dixie Spehar, District 1 Alexsandra Leto, appointed by Commissioner Charles McCoy, District 3 Tricia Hynes, appointed by Commissioner Murray Nelson, District 5 TO: Human Service Provider Applicants DATE: March 6, 2002 RE: Fiscal year 2003 (Oct 1, 2002 through Sept 30, 2003) Monroe County Application for Human Service Organization Funding. Attached please find Monroe County's Application for Fiscal Year 2003 funding. Please note the instructions below in addition to those on the application: , • Be sure to read all questions and follow instructions carefully. Failure to do so may result in your application not being considered. • The application must be tvDed or Printed using word processing and must remain in sequence. You may print or type in the space provided, or on additional pages with items numbers that correspond to the item numbers on the application if additional space is required. If you use additional pages, insert them immediately after the page of the application that contains the question to which your are responding. • Please use the attachments for budget information at the end of this application or use reports of your own design that follow the same basic format and include at least the same amount of information in the same order'. You may round all amounts to the nearest dollar. • If you use your own form for any attachment, please indicate the attachment letter in the upper right hand corner of the first page of each attachment. • If you are applying for funding for more than one program, please fill out one of any applicable attachments for each program (program expenses, program budget, etc.). • Insert attachments after the last page of the application in order by attachment letter. • The application and attachments must be secured using a binder clip. Do not staple them together or insert them into a binder or folder, these just make them more difficult to distribute and handle. • Submit seven (7) copies of your application, including all applicable attachments, to David P. Owens, Monroe County Grants Administration Office, 1100 Simonton Street, Key West, FL 33040. Your application must be received prior to the deadline of 5:00 P.M. April 17, 2002. We suggest some form of delivery for which you will receive a proof of mailing and /or receipt. We also recommend that you make sure your application is received by the County well before the deadline, so that any errors or omissions caught by our staff may be reported to you and corrected before the deadline. However, it is not the County's responsibility to find and notify you of errors or omissions or to ensure that they are corrected. Your application will not be considered if any documentation is missing at the time of the deadline. • If any question or required document is not applicable to your organization, please explain - especially those documents listed on the attachment checklist, page one. The Human Services Advisory Board (HSAB) will make its recommendations based on the service needs of Monroe County, availability of funds, prior years' performance (if applicable), the information contained in your application, and so on. These recommendations will be decided upon at a meeting of the HSAB to be held May 22, 2002 at 9:00 A.M. at the Marathon Government Center, 2798 Overseas Highway, Marathon. All meetings of the HSAB are open to the public and are advertised in the legal ad section of The Citizen, The Keynoter, and The Reporter. You may attend any of these meetings and you will have a reasonable opportunity to address the HSAB If you like. The HSAB funding recommendations will be considered for approval by the Monroe County Board of County Commissioners during their budget process, which should be concluded in September 2002. Human Services Advisory Board Application for Funding Fiscal Year 2003 TABLE OF CONTENTS CRITERIA FOR ELIGIBILITY AND ATTACHMENT LIST .............................................. ............................... ' AGENCY PROF=ILE & CERTIFICATION - SUMMARY OF SIGNIFICANT CHANGE - ....................................................................... ............................... : NARRATIVE OVERVIEW OF REQUESTED FUNDING .............................. BOARDOF DIRECTORS ............................................................................. ............................... V O L U N TEERS................................................................................................................. ............................... AGENCY OPERATIONS .. ............................... ................................................................ ............................... . FINANCIALINFORMATION ........................................................................................... ............................... DETAILSOF SPECIFIC PROGRAM .............................................................................. ............................... PROGRAMUNIT COST .................................................................................................. ............................... E Attachment A - Board Information Form .......................................................................... ............................... i Attachment B - Agency Salary Detail ..................................... ............................... F Attachment C - Profile of Clients Served ...................................................................: ..............................9 -1 C Attachments D & E - Program Budget Information (Expense/Revenue) . ............................... ............. Attachments F 8, G - Agency Budget Information (Expense/Revenue) ................... -19 CRIT ERIA FOR ELIGIBILITY ANn ATTA =NT rl- 4l=rul icT AGENCY NAME: The Salvation Army A. Bo ard Information Form X B. Agency Salary Detail X C. Profile of Clients Served X D — G. Budget Information X H. Copy of most recent CPA Audit Report or financial statement X I. Copy of most recent`. IRS Form 990 X J. Copy of current fee schedule X No fees for typical SA services K. Copy of IRS Tax Exempt 501(c)(3) Certificate X L. Copy of Current Monroe County and City Occupational Licenses X M. Copy of Florida Dept. of Children And Families License or Certification X N. Copy of any other f=ederal or State Licenses X No other licenses O. Copy of Florida Dept. of Health Licenses /Permits X P. Copy of Florida Consumer's Certificate of Exemption X Q. Florida Dept. of Agriculture & Consumer Services Reg. No. X R. Copy of front page of Agency's EEO Policy /Plan X S. Copy of front page of Agency's ADA Transition Plan X No written plan, per se — TSA makes accommodation for anyone requiring it T. Copy of Summary Report of most current Evaluation /Monitori ng x APPLICATION FOR FUNDING MONROE COUNTY Human Services Advisory Board vctooer 1, 2UU2 — September 30. 2003 J Agency Name: The Salvation Army 10perating Since 1954 1 gency Location( 19 20 Flagler Avenue, Key West (Summedand, Marathon & Key Largo) IMailing Address: 1920 Flagler Avenue, Key West, FL 33040 I Eontact: Captain Davi Worthy IE -mail: diworthy(d)aol.com To the best of our knowledge and belief, the information contained in this application and attachments is true and correct. This certifies that this request for funding is consistent with our organization's Articles of Incorporation and Bylaws and has been approved by a majority of the Board of Directors. We affirm that the Agency will use Monroe County funds for the purposes as submitted in this Application for Funding. Any change will require written approval from the Monroe County Board of County Commissioners. We understand that the agency must substantially meet the eligibility criteria to be considered for Monroe County funding and that any applicable attachments not included disqualify the agency's application. We further understand that meeting the Eligibility Criteria in no way ensures that the agency will be recommended for funding by the Human Services Advisory Board. These recommendations are determined by service needs of the community, availability of funds, etc. Approval of HSAB funding recommendations is granted by the Monroe County Board of County Commissioners. J W Captain David Worthy (t / Major TomnL Taylor March 21, 2002 March 21, 2002 IlNew Commanding Officer — Captain David Worthy KI XX VIIM MI XX KU XX XX F0 XX NARRR IVE 0VERVIEW © t f I ESTED..FUNI 7tNG 1. Provide your agency's board- approved written mission statement. The Salvation Army, an international movement, is an evangelical part of the universal Christian church. Its message is based on the Bible. Its ministry is motivated by the love of God. Its mission is to preach the gospel of Jesus Christ and to meet human needs in His name without discrimination. 2. Explain specifically how your agency plans to use the money you are requesting. e.g. rent, salaries, expansion of services or service area, or general agency operations. The Salvation Army (TSA) works closely with Monroe County Emergency Management in the on -going planning, preparation and mitigation of disaster- related occurrences. As part of our partnership with the county, TSA serves as the lead agency for Emergency Support Functions (ESF's) 6, 11 & 15 which encompasses the areas of mass care, food & water and volunteers & donations. TSA has also agreed to manage and operate shelters during category 1 & 2 storms, a potentially massive task. Additionally, TSA has two mobile canteens stationed throughout the county (Key West and Marathon) for immediate response when called upon. Disaster Services continues to be a staple, foundational program to which TSA commits itself fully. Currently, we have one part-time employee to administer this viable county -wide program. For these reasons, we are requesting grant funds to assist with our commitment to the county as it relates to disaster - related mass sheltering. TSA has committed to providing personnel to open & set up the shelters and provide for the shelter residents as circumstances warrant. With one part-time employee tasked with coordinating the majority of these duties (training volunteers, ordering and stocking shelter necessities & maintaining shelter - related equipment), it is very difficult to remain fully prepared. Currently, internal Salvation Army funds are used for these purposes. External funding would further enhance our ability to effectively and more fully meet our obligations to shelterees. lfyou.arerequesfng f�nditg for more than arse program, he $i1reW specificattyirtcfude whaf isfaeing purchased far each program. Include specific actrvrties that vvrEi be carried bGt by the prbgr n Floe Ownpte if funding is fora position, explain the change in staffing requirements. SpecKy futE er part ffn7e, salary arfd hs rrra�ny more dfenta mnEE be serves# 3f funding is far a di�e.ct service #a clients, ittcliide program objectives and how .rrianSr dpPhcatedr~Irerisr+ztbsQ[ves# :::: >:::.:::; ; 3. Summarize your organization's financial sustainability plan (one -half page max.). TSA has a 137 year history of service to mankind. Since its founding, the public has wonderfully supported TSA's work throughout the world. Such is certainly the case in Monroe County. Currently, the only government or grant money that TSA in Monroe County receives is $6,000 in FEMA (EFSP) annually. Other than those funds, TSA is completely self - sufficient. The remainder of operational expenditures are funded as a result of: 1. General donations from the public; 2. Seasonal funding appeals (Easter, Thanksgiving & Christmas); and 3. proceeds from thrift store sales. Our budget for fiscal year 2003 is $1.7 million. TSA in Monroe County has for many years served the citizens of our community with a stellar record of fiscal management and accountability. Our intention is to continue managing our funds in a manner worthy of our mission. 4. Summarize your organization's strategic plan (one -half page max.). The Salvation Army recently (June 2001) completed a comprehensive program study to determine the paths that we intend to travel over the course of the next 5 years. The study has determined that TSA needs to obtain a new administrative and social outreach complex. In addition to our current offering of programs and services, the new complex will enable us to offer residential housing and life- furthering programs to homeless individuals AND families. As part of our proposed Center of Hope complex, we also intend to offer a transitional housing program geared at providing homeless persons with a viable opportunity to free themselves from the cyclicity of homelessness by offering a temporary residence teamed with counseling, employment placement and successful "redeposit" back into mainstream society. Such a program would not cater to the individual habitually homeless by choice. Only persons wishing to drastically improve their lives would be considered. Additionally, a program geared to offering affordable child and after - school care is a distinct possibility. Further, because of TSA's commitment to MC's Emergency Management office and comprehensive emergency management plan, we intend to purchase 1 new mobile canteen ($104,000) to station in Key Largo, thereby giving us three throughout the county. Finally, our hope is to open up a social services office in Key Largo in conjunction with our thrift store which will allow us to serve a currently underserved population of needy persons in the upper Keys. 5. If your request is greater than last year, explain in detail what the increase is expected to fund. If the increase is due to more than one additional item, list the items in order of priority with the amount of each. Do not list your agency's budget by line item here — that information will be requested in the attachments. The Salvation Army did not receive Human Services funding last year. ,::...;:..::.,.... ::::: 6. What is the authorized number of Board positions specified in your by -laws? Minimum of 11 — Maximum of 24 WOL UNTEEERS (Irteludtrtq Bty>rd Mem�er�} 7. 658 Volunteers contributed a total of 5,264 hours to our agency this past year. Board: 864. hours Programs: 1,087 hours Committees: 29 hours 8. How do you utilize volunteers in the operation of your agency? Volunteers are used throughout the year in our thrift stores, during the holiday season ringing bells, distributing toys and gifts and dressing dolls and bears for distribution all year long. 9. Briefly describe the. training the volunteers receive. Generally, first -time volunteers are briefed and informed about volunteering in general during their first visit. Subsequently, the supervisor of the department to which the volunteer wishes to volunteer offers in -depth training as to the specific goings -on of that department. AEC O�tATIL' 10. Does agency have a formal grievance procedure for clients? If yes, briefly describe. How are clients made aware of the procedure? Yes. Clients with grievances may initially speak with the caseworker with whom they are working or receiving aid. The caseworkers are vested with the authority to ensure that potential problems are dealt with respectfully, tactfully and timely. When an official grievance is in order, it is reported in written form and forwarded along with the current disposition to the Commanding Officer who will see that every exhaustible effort has been or will be made to address specific concerns brought forth by the grievance. Although there is no public/common area posting of the policy, when potential problems first arise, clients are issued with a written statement outlining the information outlined here. 11. What other organizations do you network with to prevent a duplication of services? Describe any sharing of costs, referrals of clients, etc. We are looking for more detail than your membership in Interagency Council. An example of an appropriate answer is "one of XYZ's employees works out of our branch" or "we jointly fund X positions with ABC Agency." TSA works hand -in -hand with other human service providers such as St. Mary's Soup Kitchen, Samuel's House, AIDS Help and the Florida Keys Outreach Coalition. In a rather limited way, TSA prevents service duplication by making provisions such as bread, groceries, toys and other commodities available to other agencies, thereby increasing the overall effectiveness of the service community. Additionally, TSA acts as a fiscal conduit for agencies not wishing to physically handle Federal Emergency Food & Shelter Funds distributed annually. In these instances, TSA receives monies from FEMA on behalf of the agency and distributes those funds directly to the agency during a pre - determined timeframe (usually 4 -5 months) (these monies are NOT used by TSA in any way). This enables smaller service providers that may not typically possess the personnel, staffing or time to administer funds in an accountable manner to benefit from grant monies that they otherwise would be unable to receive. In 2001, TSA was a fiscal conduit for two such agencies in Monroe County. Finally, the service provider community in the county has a well-functioning referral network. TSA actively refers clients in need of service that it is unable to provide to other agencies that are better - equipped to meet those client's needs. Quite regularly, TSA is the recipient of clients referred to us from other agencies as well. 12. Is your agency monitored by an outside agency? If yes, by whom and how often? If not, how does your agency document and measure its service performance and success rates? The Salvation Army in Monroe County is audited annually by its supervising state headquarters . We are able to measure outcomes and determine success rates, in part, through the review of recidivism statistics. By keeping track of clients seeking assistance, we can chart their individual calls for aid. Doing so is one way in which to measure success. Our hope is that any one client receiving assistance through a particular program will not have to return to us for assistance with that same challenge. FCN#lL It3IT7i ..: 13. Is your agency receiving any in -kind services e.g. free rent, utilities, maintenance, etc. from the County or any other organization? If so, what is the fair market value? NO 14. What is the percentage of total agency revenue that goes to the following: Fundraising Expenses? 2% Administrative Expenses 10% DET.A1LS F SP ECIFIC PRt GRAM FC R 1 YID[ H FUNDING 1� REQU!ESTED 15. Please give a paragraph description of each program for which you are requesting funding. Because of our county's geographically unique location, it is well - understood that we are prone to be significantly impacted by any number of disaster occurrences. As part of the county's emergency management plan, TSA is tasked, amongst other things, with managing & operating shelters as the county calls for their implementation. TSA has committed to providing personnel to open & set up the shelters and provide for as circumstances warrant the shelter residents. With one part-time employee tasked with coordinating the majority of these duties (training volunteers, ordering and stocking shelter necessities & maintaining shelter - related equipment), it is very difficult to remain fully prepared. Currently, internal Salvation Army funds are used for these purposes. External funding would further enhance our ability to effectively and more fully meet our obligations to shelterees. 16. What need or problem in this community does each program address? Include your target population. The need: well - managed shelter operations Target population: Prospective Monroe County shelter residents 17. What data support these needs? Attach copies of any relevant documents. Monroe County Comprehensive Emergency Management Plan PLEASE SEE ATTACHMENT "U" 18. Where and when are these programs being offered? List all sites and hours of operation. Preparations and planning are year -long and on- going. However, actual shelter management occurs only as a result of the county declaring an emergency & initiating shelter activation. There are eight potential shelters throughout the county. 19. What measurable goals do you plan to accomplish in this next funding year? Our goal is to have four (4) complete teams of 16 trained volunteers to manage and operate the most heavily - populated shelters. The outcome will be measured by the successful formation of these teams and by examining the end result following the disaster response and recovery termination. 21. Define program unit of service O.e. 1 unit = 1 hour counseling; 1 unit = 1 night shelter /1 meal, etc) or state why this does not apply to your operation. 1 unit = 1 hour of training for one shelter management trainee (unit includes training provided by trainer AND training received by trainee) a. Indicate the full cost of the unit of service. This cost should include administration, etc. The unit cost should be the same for all funding sources of the program. Explain how you developed the cost per unit (e.g. total cost of program divided by total units; total cost of program divided by total clients, etc.). The cost of each individual unit of service is $24. b. 3 Year Unit Comparison: Provide the "cost per unit of service" for the past, current and proposed fiscal years. Provide the numbers o units of s ervice for the past, current and the proposed fiscal years. > <> $. ... Training sI $24 24 $ N/A (did not offer training) Tr ' aim n .....:#,.€�I�I�T'.x�`, g $1,536 (24 x 64 $768 24 x 32 N/ ' o o m Cl) Cl) a a v o CD D o CD o o D o °c C= d at 0) �_ :3 cn W 0) to < 0 7 -, 0 0)i 3 K o c O c c m v< 0> co v m c °' m o ° a a o o m 0 3 C o m cn C2 [Z CD O CD O ° 0 0 O = G m D \ Q) QI 0. Q7 v m LU N —� 0 0 — o C O CD D CD m O vi CD T CD T. CD C7 CD ;R7 CD� CD o o m m E G cn c 2 D c cn w N n D C. v m CD cD C m aii w c? CD c o o N N m CD fu Q s (? f? CD O a = co m 3- n 0 0 0 c C - — r cn cD p C7 n CD CD O '^ c C -: cD C7 cn CD CD F) c�' O > cn cn Cal CD C] N CD C c0 CD Cn cT cn y CD Z] CU CD S O cn z O 2 "a CD - CD cn CD ] O CD N n C CD a) 0 :3 CD cn CD _0 Q O fu 0• N N - C7 y CD f0 v " CD `ch 0 CD � O .�. CD 0- CD O C/) N 3' =r CD CD y (Q O O G C2 CD 0 N cn CD �G CD (� �: CD K a CD CD CC O N O CD OD C 7f A tT O W O Cn W A O N O N to W C n s O N W W O W W N N A W O W O O O O Cn O Cp O O O� N A W O O O O N O - cn Cn c n O O N co O O v O J� co CA A O N N 0 0 0 0 -1 0 cn O O O 01 �l O O O O� N p� O A O .4, A O 0 0 0 0 0 0 0 0 0 o O O O O N 0 0 C 0 0 0 C) 0 C) 0 0 C) O O O O O 0 O 0 O O 0 0 0 0 O O O O O O O O O O O O O O O O O O � O J -+ j W N CD W CA P CO O O N cn Cn 11 O 14. Cn W A O N O A L" A O N N N N cn W N W W N N W - � _ m N A CD N CO O cD W Gf O O CD 0 0 0 0 0 0 cn W O C)D 00 O 0) CA C O O V Cn O O O N .4. U1 O Cn Cn V A) O O O O O O O V O O O O O O O --4 _a O N O O N V O O O O M Co - W N W 00 00 O O w O O O O O O O W cn O O O O O N O N O O O O O O O O O O O O O O O O O O O O 0 0 O- co 0 0 0 0 0 0 0 0 0 0 0 0 0 O O O O O O O O O O O O O O 0 0 0 0 0 0 O O O O O O O O O O W W W W W W W N N N N N N N N N N N -+ j 0 0 0 0 0 0 0 0 0 0 0 0 0 0 O O O O O 0 O 0 O CD O O O O O O O O O 6 0 0 0 s 0 O O O O 00 O 0 0 0 0 0 OA A 00 Ci W CA N W Na N N O C>D j N N -Ch. O W O s O W N V co j -' O N A co N -' (D C1 CC C1D -• N A O V A A O N N W cn O co co CD �1 cn O O O N A Cn O m Cif O O O O 0 0 0 Cp co Cn -4 (D (D N q CA) Cn V O O O O O (b 0 0 0 0 0 0 0 0 0 00 m W O p p CO N O N N A co O O W N O O O O O CO Cn OO y O 0 0 0 0 0 0 0 0 0 0 0 O O O O O O O -0 N CD O 0 0 0 0 0 0 0 0 0 0 0 O C) 0 0 O C O 0 O O O O O O O O O O O O O O 0. O O 0 0 0 0 I 0 0 0 O N O W -A � N Cif -+ N t0 N O -► � V N W 01 c0 O � W A � W N V W _ W co W O _a 00 7 co C" Cp w 00 lm -� W CA CA w (0 00 A in OD V N 0o V N OD OD r C W D A OD V :-4 W' Cif -� O W -• N N A W O O 00 V 0) A W to W W A Oo A CD Cif 0o Cif CA CO C co t0 V W N V a�f O C C O O G O O G C G o O O N C 0o C co C N O W G j G V b A of 0 V CO �D A Cif O y 0 0 0 0 0 0 0 0 0 0 0 O 0 0 0 0 0 0 0 0 o 0 0 o C C O C C O e 0 0 0 o O O o 0 W V O O O N A N j O A N <n O O O C)0 O CO W W 00 p p C) W N s 1 v O W V V O e O A V W Cn O O O CA W N W O O CD s v O A O O Of N U) V -4- O CO V ai CD O co N co co N W O to CA CQ CD a (ll C D CD 2 CD MONROE COUNTY SHERIFF'S OFFICE RECRUITMENT COSTS a 2001/2002 Prepared: July 19, 2002 Academy Costs (32 Recruits c@ $23,500 each) $ 751,996 Newspaper Advertisements $ 9,168 Magazine Advertisements $ 3,032 Radio Advertisements $ 12,705 Out of County Travel $ 191 Signing Bonuses $ 7,451 Total Recruitment Costs $ 784,E MONROE COUNTY SHERIFF'S OFFICE COMPARISON OF THE STARTING SALARIES FOR LAW ENFORCEMENT OFFICERS Prepared on June 18, 2002 County DepartmenVOffice Starting Salary Rank Broward Coral Springs Police Department $ 41,515 1 Miami Dade Bal Harbour Village Police Department $ 40,058 2 Palm Beach Palm Beach Police Department $ 40,030 3 Broward Pembroke Pines Police Department $ 39,562 4 Miami Dade Miami Beach Police Department $ 39,154 5 Broward Hallandale Beach Police Department $ 39,124 6 Miami Dade Pinecrest Police Department $ 39,000 7 Palm Beach Greenacres Department of Public Safety $ 39,000 8 Palm Beach Manalapan Public Safety Department $ 38,728 9 Miami Dade South Miami Police Department $ 38,659 10 Miami Dade Key Biscayne Police Department $ 38,594 11 Broward Sunrise Police Department $ 38,153 12 Miami Dade Coral Gables Police Department $ 38,054 13 Broward Hillsboro Beach Police Department $ 38,016 14 Miami Dade Medley Police Department $ 38,000 15 Miami Dade Miami Springs Police Department $ 37,847 16 Broward Fort Lauderdale Police Department $ 37,700 17 Broward Plantation Police Department $ 37,500 18 Monroe Key West Police Department $ 37,500 19 Broward Davie Police Department $ 37,170 20 Broward Cooper City Police Department $ 37,083 21 Broward Lauderhill Police Department $ 37,076 22 Broward Lighthouse Point Police Department $ 37,052 23 Broward Wilton Manors Police Department $ 36,836 24 Miami Dade North Bay Village Police Department $ 36,774 25 Miami Dade Surfside Police Department $ 36,317 26 Broward Hollywood Police Department $ 36,137 27 Broward Seminole Department Of Law Enforcement $ 35,993 28 Miami Dade Miami Shores Police Department $ 35,973 29 Miami Dade Sunny Isles Police Department $ 35,700 30 Miami Dade Homestead Police Department $ 34,964 31 Broward Margate Police Department $ 34,962 32 Palm Beach Boca Raton Police Department $ 34,902 33 Broward Miramar Police Department $ 34,684 34 Palm Beach Ocean Ridge Public Safety Department $ 34,513 35 Miami Dade North Miami Police Department $ 34,320 36 Palm Beach Highland Beach Police Department $ 34,098 37 Miami Dade North Miami Beach Police Department $ 34,063 38 Palm Beach Delray Beach Police Department $ 34,000 39 Palm Beach North Palm Beach Public Safety $ 33,948 40 Miami Dade Bay Harbor Island Police Department $ 33,800 41 Broward Coconut Creek Public Safety Department $ 33,490 42 Broward Broward County Sheriffs Office $ 33,475 43 Palm Beach Juno Beach Police Department $ 33,188 44 Palm Beach Tequesta Police Department $ 33,188 45 Miami Dade Hialeah Police Department $ 33,068 46 Palm Beach Royal Palm Beach Police Department $ 33,063 47 Miami Dade Virginia Gardens Police Department $ 33,020 48 Palm Beach Lantana Police Department $ 32,895 49 Palm Beach Jupiter Police Department $ 32,884 50 Palm Beach Gulf Stream Police Department $ 32,600 51 Miami Dade Indian Creek Village Police Department $ 32,511 52 Miami Dade Aventura Police Department $ 32,500 53 Monroe Key Colony Beach Police Department $ 32,500 54 Palm Beach Lake Worth Police Department $ 32,490 55 Palm Beach West Palm Beach Police Department $ 32,282 56 Palm Beach Palm Springs Public Safety Department $ 32,039 57 Palm Beach South Palm Beach Public Safety $ 32,000 58 Palm Beach Boynton Beach Police Department $ 31,815 59 Palm Beach Mangonia Park Public Safety Department $ 31,720 60 Broward Sea Ranch Lakes Police Department $ 31,500 61 Miami Dade Miami Police Department $ 31,498 62 Palm Beach Jupiter Inlet Colony Police Department $ 31,443 63 Miami Dade Golden Beach Police Department $ 31,212 64 Palm Beach Atlantis Police Department $ 31,122 65 Monroe Monroe County Sheriffs Office $ 31,062 66 Palm Beach Palm Beach County Sheriffs Office $ 31,056 67 Palm Beach Belle Glade Police Department $ 30,731 68 Miami Dade West Miami Police Department $ 30,720 69 Miami Dade Sweetwater Police Department $ 30,539 70 Broward Parkland Public Safety Department $ 30,451 71 Miami Dade Miami -Dade Police Department $ 30,342 72 Palm Beach Lake Clarke Shores Police Department $ 30,330 73 Palm Beach Riviera Beach Police Department $ 30,159 74 Miami Dade Miccosukee Police Department $ 30,000 75 Palm Beach Palm Beach Gardens Police Department $ 30,000 76 Miami Dade El Portal Police Department $ 29,522 77 Miami Dade Florida City Police Department $ 29,322 78 Palm Beach Palm Beach Shores Public Safety $ 28,787 79 Palm Beach Pahokee Police Department $ 27,999 80 Miami Dade Biscayne Park Police Department $ 27,500 81 Miami Dade Opa Locka Police Department $ 27,104 82 Palm Beach South Bay Police Department $ 27,079 83 Miami Dade Hialeah Gardens Police Department $ 26,651 84 �J 0 A Y O M a N 7 T r C6 n 6D m o 0 1n m 6 E o n G a w p r �• o i Q a f n �- o w U + N + w A W on N W W X110. fNm 4 D fD S fD 1 m O 1 cm G W V� A + N O) t0 U O) Ol U + N w N A fA A + m s V Q! w A + N • /) r r p y _ tD N N I! W N N O N N + W W bl bl La 04 W = Of 8 0 r T m - i v W 3 0 o m W O C m o N fD bi 0 O V GD V V W A N p o F, t m r m' p D m V fD o. ww yy 5 N y O m a V V 'Z U N IJ G N O) n C m m T g A ID c n o + p N V A m OD fD I m r to - fo o o m fD O p> p to w w 0 ° " c) a. r ` l �• fS �N co g T N m CD O Q. O f A V ` 8 N w Q! '�' O O m � I I I fj I W G N + + O V f U m N m j m � A f0 � O f T A ! O N ! O 4 O N C i L U A W U a V W I ( O W (J i N Uh � c v s I fA W W A + O ( m W V m f0 pO U OD I fL j W O v W i N I W A 8 a W S a S a V f0 N (pWp� m m O N O v OD A N f U o+ o + o 0 o a + I+ o N v 0 } ril f0 O f0 Of V m N U N :4 fD N OD V �fpp co A U N {{pp O , 4 v O U Cf A V p 2e D 2R D 8 2e eR 2R 2R V O O V N A U O v 01 + O + O) v � f0 A. U -4 O N V 0) O + V SO O -+ T 8 W O O O a fo N C, V W Ol l� f m A N S + o a cn p V p A W m O Ol I tOD f N o + ( 0 0 0 O N W N O � ppQO (O� O N N G A m v ' Of O OD N N N N fps W m O U (i O O O O O O U 0 0 0 0 p W O O O S W N !a *! w�p i � + O N i C N V 2R T I 2Q 2� 4 + 0D N U � OOp1 O OD U a1 O A N A { + 01 N fD W + + + N fD IV N W 0 O V GD V V W A N p A fD U ! I V fD W O N + + O V V G N U N IJ O N O) O U O (o N U N A O N + + p N V A OD fD I m r to fo o o V fD O p> p to r ` l fD �N W A V S O O f A V 8 N OD C O O W � I I I I W O N + + O V O U OWi j O � A f0 OD O f O O A ! O N ! O 4 O N C O D ) i L U A I ! U a V W I ( O W (J i N Uh I fA W W A + O ( m W V m f0 pO U OD I fL j W O v W i N I N A f(ODp (pWp� ( m u 0 0 O F m m m n m m T m m N s s_ O m 0 CL m m m � o �c D m � 1 m O F m m O _m am0 m m 0 CL p a c C 5 a m 1 3 � X O n m � m O N � m T < o" � m S m - O p D L a d � O O y � w O C m v T w CL m o 9 6 N ° o N T 'O a O ?l 0 < w O 6 N 0 W O 7 O N m 8� W O m W p Y ma CD a A 0 m o o. n O O a3 °O a O a V g A Ad Valorem Millage Summary Proposed Fiscal Year 2003 Taxes per Increase per Unincorporated, Dist 6 (Mile Marker 95 up US 1 to County line and up 905 to intersection of Card Sound Road) Countywide Services Rollback 4.1878 % over $100,000 of $100,000 of Fire & Ambulance, Dist 6 Millage Millage Rollback taxable value taxable value Unincorporated, Dist 0.0991 0.0722 - 27.14% $7.22 -$2.69 (Unincorporated area from Stock Island to Tavernier from Mile Marker 4 to 95) 0.1658 0.1858 12.06% Countywide Services 3.7369 4.1878 12.07% $418.78 $45.09 Lower & Middle Keys Fire & Ambulance 1.5780 1.9093 20.99% $190.93 $33.13 Planning, Building, Code Enf, Fire Marshal 0.0991 0.0722 - 27.14% $7.22 -$2.69 Parks & Beaches 0.1658 0.1858 12.06% $18.58 $2.00 Local Road Patrol 0.5653 0.5629 -0.42% $56.29 -$0.24 Total 6.1451 6.9180 o Unincorporated, Dist 6 (Mile Marker 95 up US 1 to County line and up 905 to intersection of Card Sound Road) Countywide Services 3.7369 4.1878 12.07% $418.78 $45.09 Fire & Ambulance, Dist 6 0.5800 0.6413 10.57°fo $64.13 $6.13 Planning, Building, Code Enf, Fire Marshal 0.0991 0.0722 - 27.14% $7.22 -$2.69 Parks & Beaches 0.1658 0.1858 12.06% $18.58 $2.00 Local Road Patrol 0.5653 0.5629 -0.42% $56.29 -$0.24 Total 5.1471 5.6500 o o Unincorporated, Dist 7 (From intersection of 905 and Card Sound Road up Card Sound Road to the County line) Countywide Services 3.7369 4.1878 12.07% $418.78 $45.09 Planning, Building, Code Enf, Fire Marshal 0.0991 0.0722 - 27.14% $7.22 -$2.69 Parks & Beaches 0.1658 0.1858 12.06% $18.58 $2.00 Local Road Patrol 0.5653 0.5629 -0.42% $56.29 -$0.24 Total 4.5671 5.0087 o Key West, Key Colony Beach, Islamorada, & Marathon Countywide Services 3.7369 4.1878 12.07% $418.78 $45.09 Layton Countywide Services 3.7369 4.1878 12.07% $418.78 $45.09 Lower & Middle Keys Fire & Ambulance 1.5780 1.9093 20.99% $190.93 $33.13 Total 7/19/02 4- 0/ M To: Re Honorable Mayor McCoy, Board of County Commissioners, Monroe County Issues concerning Florida Keys Coalition of Cities. * Distribution of constitutional and other shared transportation fuel taxes received by Monroe County (on a countywide basis) to the cities. Road and Bridge intergovernmental ( const. gas and shared trans tax) FY 01 revenue $ 3,405, 615 fund balance 13, 616,678 Ensuring that the countywide Fine and Forfeiture fund is not used to supplement or duplicate unincorporated area municipal policing. FY 03 Fine and Forfeeture $44,834,235 ( proposed) Municiapl policing $ 6,160,301 ( proposed ) PI Ensuring that the services provided to the unincorporated areas through the GMSTU taxing authority, and the fire districts are funded solely by those districts. Unincorporated area planning Fund 148: V at 83 4. /0 s-- (�Wse Z -� 12 - u J'O"v- ( i 6 -� 2 , -� g6 Cz�'J�"j (mac W6 S Z Xf n S ST-Z (� I-- I -k-j I a b re " .10 Y,2 ,S &-�- Z- FY 00 $43,840,729 (adopted) ,� 2 , . � 2J2 n J -e. yrT� - -cW J 2 M -�d.1-4-% jj r e -3 ` q,h j t ; L �r .e_J - C16 0 vk/L� 4 7 e ee e LA gey 7 I�Z r I � /� 619 _S- 7 /S' q5�, `) Appropriation Summary by Official/Division Ofcl/Division Name Proposed 03 INC/(DEC) % Change Adopted 02 Actual 01 Adopted 01 CLERK OF COURTS 6,338,374 404,850 6.8% 5,933,524 5,773,958 5,552,869 B.O.C.C. 55,729,158 (7,069,575) -11.3% 62,798,733 22,979,385 54,786,667 COUNTY ADMINISTRATOR 490,028 40,957 9.1% 449,071 328,957 370,454 MANAGEMENT SERVICES 25,407,203 2,851,932 12.6% 22,555,271 16,640,131 20,866,835 PUBLIC SAFETY 9,224,506 531,152 6.1% 8,693,354 8,227,925 8,048,711 PUBLIC WORKS 70,140,151 1,990,601 2.9% 68,149,550 34,738,982 62,085,978 GROWTH MGMT 7,320,727 (447,535) -5.8% 7,768,262 4,246,597 5,742,743 COMMUNITY SERVICES 6,162,194 343,510 5.9% 5,818,684 4,761,013 5,580,572 VETERANS AFFAIRS 576,475 38,935 7.2% 537,540 483,033 503,022 AIRPORTS 5,601,882 26,339 0.5% 5,575,543 3,078,220 4,927,084 COUNTY ATTORNEY 903,063 44,523 5.2% 858,540 798,049 808,291 MEDICAL EXAMINER 552,918 668 0.1% 552,250 315,243 309,891 TRAUMA CARE ADMIN 1,920,039 (93,121) -4.6% 2,013,160 533,351 2,127,761 TDC 21,789,406 734,287 3.5% 21,055,119 10,400,430 17,854,500 SHERIFF'S BUDGET 42,753,857 3,096,892 7.8% 39,656,965 37,127,500 37,792,144 LAW ENF TRUST FND 1,900 0 0.0% 1,900 796,163 1,900 SUPV OF ELECTIONS 1,030,208 45,459 4.6% 984,749 974,382 975,873 TAX COLLECTOR 4,237,564 514,216 13.8% 3,723,348 3,283,886 3,658,027 STATE ATTORNEY 174,208 (19,238) -9.9% 193,446 137,117 151,402 PROPERTY APPRAISER 3,081,874 264,929 9.4% 2,816,945 2,295,671 2,745,080 PUBLIC DEFENDER 270,668 12,767 5.0% 257,901 249,627 246,270 COURT ADMIN 3,417,956 189,105 5.9% 3,228,851 2,520,795 3,120,079 CRIM JUSTICE PROC 76,000 0 0.0% 76,000 73,728 76,000 QUASI - EXTERNAL SERVICES 22,000 0 0.0% 22,000 10,775 22,000 Grand Total: 267,222,359 3,501,653 1.3% 263,720,706 160,774,920 238,354,153 37 The following is a list of the subjects that will be discussed at our July 19 and July 24 Budget Meetings and the corresponding pages in the budget binders. Friday, July 19, 2002 Summary Detail 183 Public Works --147 203 Capital Plan 421 N/A Management Services ✓44 157 TDC x /58 343 Sheriff ,/60 386 Clerk of the Court ✓ 38 1 Property Appraiser ,/65 415 Tax Collector ,/63 407 State Attorney v , 64 414 Public Defender v /A6 420 Judicial ✓67 421 Supervisor of Elections kld2 405 Land Authority /Appendix N/A Veteran's Affairs ✓53 328 Health Department ✓75 N/A Airports V-�4 330 Wednesday, July 24, 2002 Lower & Middle Keys Fire & Ambulance 45 183 Public Safety 45 175 Upper Keys Trauma 57 339 Medical Examiner 56 337 Community Services 52 307 ,/County Attorney ✓55 335 Growth Management 50 285 44