HomeMy WebLinkAboutR-95-0179J-95-189
2/28/95
RESOLUTION NO.
95-- 1'79
A RESOLUTION, WITH ATTACHMENT, AUTHORIZING
THE SUBMITTAL OF THE CITY OF MIAMI'S FY 1995-
1996 PROPOSED CONSOLIDATED PLAN, INCLUDING A
FY 1995 PLAN WITH PROJECTED USES OF FUNDS FOR
THE CITY'S COMMUNITY DEVELOPMENT BLOCK GRANT,
HOME INVESTMENT PARTNERSHIPS, EMERGENCY
SHELTER GRANT AND HOUSING OPPORTUNITIES FOR
PERSONS WITH AIDS PROGRAMS TO THE UNITED
STATES DEPARTMENT OF HOUSING AND URBAN
DEVELOPMENT (USHUD); FURTHER AUTHORIZING THE
CITY MANAGER, UPON APPROVAL OF SAID PLAN AND
GRANTS BY USHUD, TO ACCEPT THE SAME AND
EXECUTE THE NECESSARY IMPLEMENTING
AGREEMENTS, IN A FORM ACCEPTABLE TO THE CITY
ATTORNEY, AND SUBJECT TO APPLICABLE CITY CODE
PROVISIONS
BE IT RESOLVED BY THE COMMISSION OF THE CITY OF MIAMI,
FLORIDA:
Section 1. The City Manager is hereby authorized to submit
the City of Miami's Proposed FY 1995-1996 Proposed Consolidated
Plan, including a FY 1995 Plan with projected uses of funds for
the City's Community Development Block Grant, HOME Investment
Partnerships, Emergency Shelter Grant and Housing Opportunities
for Persons with Aid Programs to the United States Department of
Housing and Urban Development (USHUD).
Section 2. The City Manager, as Chief Administrative
Officer of the City of Miami, upon approval of the above
CITY CO•VMSSIOU
MEETING OF
MAR 0 9 1995
Resolution No.
95- 179
'4 A
Consolidate Plan and Grants by USHUD, is hereby authorizedI/ to
accept same and execute the necessary implementing agreements, in
a form acceptable to the City Attorney, to carry out the FY
1995-1996 Community Development Block Grant, HOME Investment
Partnerships, Emergency Shelter Grant, and Housing Opportunities
for Persons with Aids Programs, subject to applicable City Code
provisions.
Section 3. This Resolution shall become effective
immediately upon its adoption.
PASSED AND ADOPTED this 9th
ATTE. fi
MAT HIRAI, CITY CLERK
REVIEWED AS TO ACCOUNTING
AND TREASURY REQUIREMENTS:
CARLOS GAAWDIRECT
DEPARTMENT FINANCE
_ day of March , 1995.
ST PHEN P. C ARK, MAYOR
COMMUNITY DEVELOPMENT
REVIEW A - PPROV L
i
FR CAOAkEDA, DIRECTOR
DEPT. COMMUNITY DEVELOPMENT
The herein authorization is further subject to compliance
with all requirements that may be imposed by the City
Attorney, including but not limited to those prescribed by
applicable City Charter and Code provisions.
95- 179
-2-
BUDGETARY REVIEW AND APPROVAL:
bA
MANOHAR SURANA, I TANT CITY MANAGER
DEPARTMENT OF B
PREPARED AND APPROVED BY:
ALBERTINE B. SMITH
CHIEF ASSISTANT CITY ATTORNEY
APPROVED AS TO FORM AND CORRECTNESS:
Af QUI N*TI
CITY ATT
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95— 1'79
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{1 l I
COMMUNITY DEVELOPMENT
CONSOLIDATED PLAN
1995-1996
�r
CITY OF MIAMI. FLORIDA
INTER -OFFICE MEMORANDUM
To: Honorable Mayor and Members
of the City Commission
i
FROM
_1 Cesar H. odic,
City Manager
DATE. February 9, 1995 FILE:
SUBJECT: FY 1995-96 HUD
Consolidated Plan and
Funding Recommendation
REFERENCES:
City Commission Meeting
ENCLOSURES: March 9, 1995
RECOMMENDATION
It is recommended that the City Commission approve the attached
resolution and ordinance for the City of Miami's FY 1995-96
Consolidated Plan which includes a FY 1995 Action Plan with
funding recommendations for the Community Development Block Grant
(CDBG) $13,709,000, HOME Investment Partnerships (HOME)
$4,038,000, Emergency Shelter Grant (ESG) $494,000, and the
Housing Opportunities for Persons with Aids (HOPWA) $7,906,000
formula programs, authorizing the City Manager to submit a single
grant application for the four (4) formula programs to the U.S.
Department of Housing and Urban Development (HUD), and further
authorizing the City Manager, upon approval of said Consolidated
Plan and grants by HUD, to accept the same and execute CDBG
program income of $2,700,000 received from housing, economic
development, and building demolition programs.
BACKGROUND
The Department of Community Development has prepared the
appropriate legislation for a public hearing on the 1995-96 HUD
Consolidated Plan scheduled for this date.
i
In addition, staff has anticipated that $2,700,000 in program
income will be received during the coming year in terms of
revenues from various ongoing housing, building demolition, and
economic development revolving loan funds funded with CDBG
monies. As per HUD guidelines, program income generated by
i revolving loan funds have to be recycled into the same activity.
Miami Capital Development, Inc. and the City's Housing
Rehabilitation Loan Programs (Multifamily and Single Family) are
the two revolving loan funds that recycle the program income they
generate every year.
1 This supplement to the City's grant amount brings the total CDBG
funding to $16,409,000 approximately.
-� 95- 179
Honorable Mayor and Members
of the City Commission
Page -2-
4 The basic goals of the Consolidated Plan are to provide decent
housing, a suitable living environment and expand economic
opportunities. It assesses the City's housing needs, including
public housing and homeless needs, barriers to affordable housing
and community development needs, identifies resources to address
these needs and establishes the structure to implement the plan.
Essentially the new Consolidated Plan process combines the
planning and application aspects of the CDBG, HOME, ESG and
Housing Opportunities for Persons with Aids (HOPWA) formula
programs into a single submission. Funds for the HOPWA formula
program are awarded by HUD to the City of Miami instead of Dade
County. The HOPWA program will therefore, be a part of the
City's submission to HUD. A three to five year plan, with a one
year funded Action Plan, must be developed with the involvement
of the citizens of the jurisdiction, all local governments,
entitlement cities, private sector, for -profit and non-profit
community based organizations and city departments. The
submission of the Consolidated Plan is a prerequisite for receipt
of funds from the four (4) HUD formula programs referred to
above.
Through an extensive citizen participation process and with the
involvement of the public and private sectors, the Department of
Community Development has developed a City of Miami Consolidated
Plan for submission to HUD by April 15, 1995 for the fiscal year
beginning June 1, 1995. This plan reflects the input gathered
from twenty-two (22) neighborhood meetings including those held
with the Citywide Advisory Board.
j Funding for the activities proposed in the FY 1995 Plan will come
from the following sources: CDBG, HOME, ESG and HOPWA, each of
which is described below according to project category.
Y1 EY 1995 COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM
The FY 1995 CDBG Entitlement is $13,709,000. An advertisement
requesting applications for CDBG funding for FY 1995 was placed
in the October 13, 1994 edition of "The Miami Herald". Similar
advertisements were placed in "The Miami Times" and in "Diario De
Las Americas". The deadline for submitting applications was
December 19, 1994. Funding requests (180) in response to these
advertisements and community meetings in eight (8) low income
areas totaled over $43 million.
95- 179
Honorable Mayor and Members
of the City Commission
Page -3-
I. HS�II.�.I.I3Sa
r
Since 1978, a major portion of the City's annual CDBG allocation
has been earmarked for the provision of low -interest loans and
direct grants to low and moderate income homeowners for the
purpose of financing needed home repairs. Loan repayments are
rolled over into the program and used to provide additional loans
and grants to the City's low and moderate income homeowners.
In addition, the CDBG funded Multifamily Rehabilitation Loan
Program provides rehabilitation financing for needed repairs to
rental housing projects located in the City's Community
Development Target Areas, at interest rates and terms which would
not require rent increase burdens to be passed on to the low
income tenants.
The Department of Development and Housing Conservation applied
for 21st Year Community Development Block Grant Program funding
for the Single Family and Multifamily Rehabilitation Loan
Programs at the level of $1,500,000 and $2,000,000, respectively.
Staff recommends an allocation of $750,000 for the Single Family
Rehabilitation Loan program and $1,500,00 for the Multifamily
Rehabilitation Loan Program. The Citywide Community Development
Advisory Board recommended $2,250,000 in total for both City
housing programs. This request represents a decrease of
$1,110,000 from the previous year's allocation of $3,360,00.
Currently, eleven (11) Community Development Corporations (CDC's)
are receiving administrative funding through the CDBG Program for
undertaking housing related activities in the City. Eight (8) of
the CDC's are presently receiving administrative funding at a
level of $50,000 each , which include the Allapattah Business
Development Authority, CODEC, Inc., East Little Havana CDC,
Tacolcy Economic Development Corporation, Florida Housing
Cooperative, Inc., Little Haiti Housing Association, Coconut
Grove Local Development Corporation and Rafael Hernandez Housing
and Economic Development Corporation. Greater Miami
Neighborhoods, Inc. and the Edgewater Economic Development
Corporation were awarded $100,000 each, while St. John Community
Development Corporation was awarded $90,000.
95-- 179
Honorable Mayor and Members
of the City Commission
Page -4-
Both the staff and the Advisory Board agreed on the
recommendation to provide continued CDBG funding to ten (10) of
the twelve (12) community development corporations presently
receiving administrative funding for undertaking housing related
activities in the City. Florida Housing Cooperative, Inc. and the
Coconut Grove Local Development Corporation were not recommended
for funding by the Advisory Board.
The Advisory Board recommended CDBG funding to the
organizations as follows:
1. Allapattah Business Development Authority
2. BAME Development Corporation of South Florida
3. Carrefour Housing Corporation
4. CODEC, Inc.
5. Downtown Miami Community Development Coalition
6. Edgewater Economic Development Corporation
7. East Little Havana CDC
8. Greater Miami Neighborhoods, Inc.
9. Little Haiti Housing Association, Inc.
10. Habitat For Humanity
(Land Acquisition -Little Haiti)
11. Rafael Hernandez Housing & Economic Development
12. St. John Community Development Corporation
13. Tacolcy Economic Development Corporation
14. Urban League of Greater Miami, Inc.
following
$ 67,000
$100,000
$100,000
$ 50,000
$ 18,000
$ 75,000
$ 50,000
$100,000
$ 80,000
$100,000
$ 50,000
$ 50,000
$ 50,000
$ 50,000
The HOME Program is a federal housing block grant which affords
state and local governments the flexibility to fund a wide range
of low-income housing activities through creative and unique
housing partnerships among states and localities, the private
housing industry and not -for -profit community based
organizations. Moreover, the HOME Program is targeted and
designed to provide affordable housing opportunities to those
most in need.
In February of 1995, the City of Miami was notified by U.S. HUD
that the City would be eligible to receive $4,038,000 in HOME
Program funding for Fiscal Year 1995-96. As a result, the housing
programs which are being recommended for implementation with HOME
Program funds are as follows:
95- 179
Honorable Mayor and Members
of the City Commission
Page -5-
The HOME Multifamily New Construction Program is designed to
j provide financial assistance to Community Development
i Corporations and for -profit developers in connection with the
production of new rental housing projects having 5 or more units
through a loan, grant, or combination thereof, for all or part of
the project cost.
The financing terms will allow the rents necessary to support the
operations and debt service of the project to be affordable to
very -low and low-income tenants. Approximately $500,000 in HOME
funds are being recommended for the construction of new
multifamily units in the City.
The HOME Multifamily Housing Rehabilitation Loan Program is
designed to provided owners of substandard rental housing with
deferred payment loans to finance the cost of rehabilitation. The
deferred payment loan financing vehicle would further allow the
after rehabilitation rents to be maintained at levels affordable
to low and moderate income tenants. Approximately $500,000 in
HOME funds are being recommended for the rehabilitation of
substandard multifamily housing located throughout the City.
HOME Assisted Community Hgusing Development
Organization Development Program
The HOME assisted Community Housing Development Organization
(CHDO's) Development Program is designed to provide financial
assistance to assist, in part, in financing the production of new
housing or acquisition/rehabilitation of the City's existing
housing stock, to be sponsored or owned by Community Housing
Developmental Organizations (CHDO's).
' CHDO's are special types of nonprofit housing developers that
have emerged over the past decade to be among the most active
developer of low-income housing. The HOME Program attempt to
promote and expand the capacity of these nonprofit housing
l developers by mandating that a minimum of fifteen (15%) percent
of each participating jurisdiction's HOME allocation be set -aside
for investment in housing owned, sponsored, or developed by
CHDO's.
95- 179
Honorable Mayor and Members
of the City Commission
Page -6-
This program would allow the City to provide affordable housing
opportunities to low and moderate income households through the
neighborhood stabilization efforts of such organizations as the
East Little Havana CDC, Tacolcy Economic Development Corporation,
St. John CDC, Florida Housing Cooperative, Inc., Urban League of
Greater Miami and other community based housing corporations.
Approximately $2,134,200 in HOME funds are being recommended for
this activity.
HOME Assisted First -Time Homebuyer's Financing Program
The HOME assisted Homebuyer's Financing Program is designed to
enable low and very low income first-time homebuyers to purchase
a newly constructed or existing home utilizing HOME funds would
be provided in the form of a permanent first or second mortgage
financing to assist very low and low-income families in
purchasing affordable housing units developed under the City's
Scattered Site Affordable Homeownership Development Program or by
CDCs/Developers. Approximately $500,000 in HOME funds are being
recommended for this activity.
The U.S. Department of Housing and Urban Development allows up to
ten percent (10%) of the City of Miami's HOME Program allocation
for administrative expenses which include general programmatic
and financial administration, planning, reporting and overall
program compliance activities. Approximately $403,800 in HOME
Program funds are being recommended for this purpose.
In February of 1995, the City of Miami was officially notified by
the U.S. Department of Housing and Urban Development of the
availability of $7,906,000 in HOPWA Program funding for FY '1995-
96. As a result, the City of Miami, acting through'the Department
of Development and Housing Conservation will be applying for the
fiscal year 1995 HOPWA Program funding on behalf of the cities of
Hialeah, Miami, Miami Beach and Dade County. To date, the City
Administration has obtained input from the representatives of the
three (3) aforementioned jurisdictions, various Ryan White
Comprehensive AIDS Resources Emergency funding recipients, local
area AIDS service providers and persons living with AIDS.
95- 179
Honorable Mayor and Members
of the City Commission
Page -7-
Based on the input and recommendations of the 1995 HOPWA Advisory
Board and City staff, it is recommended that the 1995 HOPWA
Program allocation of $7,906,000 be allocated in the following
eligible program activities:
Funding Category
Project Activity Funding
Amount
1.
Short -Term Mortgage
Short-term emergency housing
$790,060
Rental Assistance
assistance (rent, mortgage)
2.
Long -Term Rental
Provides rent subsidies to
$3,162,400
Assistance
eligible households during a
52 week period
3.
Permanent Housing
Provides funding for the
$1,976,500
acquisition, rehabilitation,
new construction and operation
of a multifamily structure for
persons with HIV/AIDS
4.
Moving Expenses
Provides funding to assist
$ 30,000
Assistance
person with HIV/AIDS for
moving expenses
5.
Resource Identifi-
Develop capacity to identify
$ 150,000
cation and Develop-
and meet local housing related
ment/Planning and
needs of HIV/AIDS
Coordination
6.
Utilities
Provides payment for initial
$ 425,000
Assistance
installation/reconnection fee,
arrearage to prevent disconnec-
tion of electricity, water, gas,
etc.
7.
Fair Housing
Provides legal representation
$ 40,000
Counseling
in eviction and housing
discrimination proceeding
95- 179
Honorable Mayor and Members
of the City Commission
Page -8-
8. Special Needs Grant Provides for nonrecurring $ 90,000
needs such as shoes, eye
glasses, stove, refrigerator,
etc. for persons with HIV/AIDS
9. Housing Information Assists HIV/AIDS clients in $ 130,000
& Referral Services locating affordable and
decent housing
10. Emergency Housing
Assistance
11. Program
Administration
(3% of Grant)
Ii . PUBLIC SERVICES
Provides funding for $ 874,320
addressing emergency housing or
shelter needs up to 30 days
for single parent families
with children and single women
with HIV/AIDS
Provides for the adminis- $ 237,180
tration of the Program
Support services which complement the physical and economic
development thrust of the Community Development Program are
essential to assist residents and improve the quality of life in
neighborhoods. The public services programs recommended for
funding are tailored to meet the needs of the particular
neighborhoods and include: meals, elderly services, child care,
primary health care and special needs.
Federal regulations limit available C.D. funding for public
services to a fifteen per cent (15%) cap of the total C.D. grant.
In accordance with the public services cap, a total of $2,056,350
is available to allocate for public services in the 21st Year.
In the 21st Year, the administration recommends that the City
Commission allocate the allowable 15% cap of its C.D. allocation
for public services. While the Citywide Advisory Board reached
an impasse as to allocations of public services monies to
specific service providers during its deliberations, it was
apparent that the Advisory Board supported the administration's
recommendation to allocate the maximum 15% to support public
service programs.
95- 179
Honorable Mayor and Members
of the City Commission
Page -9-
I
The Board also alluded to the importance of lobbying federal
legislators to either increase or eliminate the 15% public
services cap.
In the 20th Year, the City Commission allocated a total of
$2,290,609. This amount included the maximum available under the
public services cap as well as an additional $238,459 from
indirect costs from the grant.
In the 21st C.D. Year, staff received funding requests for
public service projects in the amount of $9,087,852. The
original staff recommendation would have maintained existing
programs at the 20th Year funding levels. To accomplish this
7 objective, it was recommended that several existing projects be
transferred to alternative funding sources as follows:
1. Two (2) currently funded C. D. public service projects
providing services to the homeless would be transferred
to the City's Emergency Shelter Grant (ESG). Under this
scenario, Better Way would receive $20,000 and the
Miami Coalition for the Homeless $22,610 from the ESG.
2. Cure Aids Now would be transferred to HOPWA funding
($29,281) for its feeding program to persons with AIDS.
3. Five (5) currently funded C. D. public service projects
providing crime prevention related services would be
transferred to the Police Department's Law Enforcement
Trust Fund. The Alternative Programs would have been
allocated $50,000, Aspira of Florida $45,000, the
Centro Mater Teen Outreach Project $20,000, the Haitian
American Civic Association $76,000 and the Overtown
Optimist Club $40,000. A total of $231,000 would have
been needed from the Law Enforcement Trust Fund.
However, the Chief of Police could not commit to funding the
aforementioned crime prevention projects from the Law Enforcement
( Trust Fund and the HOPWA Board did not include food programs for
-J persons with AIDS among its funding priorities. Therefore,
staff revised its original recommendation for the allocation of
the allowable $2,056,350 available for public services as
follows:
95- 1'79
!A,
Honorable Mayor and Members
of the City Commission
Page -10-
1. Existing projects are recommended to be reduced across
the board by 6.9%.
2. The aforementioned projects providing services to the
homeless would be transferred to the City's Emergency
Shelter Grant (ESG) as outlined above (Better Way's
recommended allocation is $20,000 and the Miami
Coalition for the Homeless recommended allocation is
$22,610 from the ESG).
3. Despite the recommendation of the HOPWA Board, it is
still recommended that Cure Aids Now be maintained at
its current level of funding ($29,281) with HOPWA funds
for its feeding program to persons with AIDS. In
addition, it is recommended that the Center for Haitian
Studies be allocated HOPWA funds for the first time to
operate a health screening project at a level of
$92,556.
It should be noted that if other new projects are funded or
allocations to existing projects are increased, then such
funding must be taken from existing public service agencies.
As previously mentioned, after lengthy debate, the Citywide
Advisory Board reached an impasse during its deliberations
regarding the allocation of public services funds to specific
service providers. At the beginning of the discussion, eleven
(11) Board members were present and each was given the
opportunity to prioritize public service projects. At the
conclusion of this initial step, projects totalling $3,324,867
were identified. During the next step of the process to reduce
funding to the level of $2,056,350 available, intense and heated
debate led to frustrations within the Advisory Board, resulting
in the eventual departure of four (4) members and reducing the
number of active Board members to seven (7). The downsized Board
reached a consensus to reduce funding to $2,652,867, still
$596,517 above the 15% cap.
95- 1'79
Honorable Mayor and Members
of the City Commission
Page -11-
The remaining Board members then agreed to revisit each
identified project and either accept the previously proposed
allocations or completely reject each proposal on an individual
basis. The objective of this action was to reduce the committed
allocation for public services to an amount under the cap. As a
result of this process, the Advisory Board had committed only
$1,102,5681 leaving $953,782. After continued discussion
without resolve, another Board member left and the remaining six
(6) members could not agree upon a formula to allocate the
remaining funds. An impasse was reached and the Advisory Board
did not make a final recommendation.
It is the Administration's perception that the downsized Board
resulting from the departure of a significant number of its
members was not representative of the public service interests of
the community as a whole. Therefore, the column for Board
Recommendations under the Public Services attachment has been
left blank. However, in fairness to all projects under
consideration for funding, it should be noted that the following
five (5) new projects received continued support throughout the
entire process:
PS-22
Delphi Institute
PS-23
Dominican American
PS-30
Grace Pre -School
PS-60
Regis House
PS-74
World of Children
National Foundation
Day Care
During the initial identification stage of the deliberations
process, these other new projects also received Board support:
PS-05 Ann Marie Adker Health Clinic
PS-12 Centre Communitaire D'Education
PS-13 Center for Haitian Studies
PS-20 Cultural Arts Advisory Council of Overtown
PS-26 Federation of Art and Culture in America
PS-29 Just a Good Samaritan
PS-43 Little Haiti Youth Development Center
PS-50 Miami Mega Special Olympics
PS-52 Model City Net
PS-56 Operation Save Eyes
PS-59 Overtown United Recreation Center
PS-61 Southern Christian Leadership Conference of Miami
PS-62 Shoot for the Stars
PS-63 SHARE 9 5- 179
Honorable Mayor and Members
of the City Commission
Page -12-
It should also be noted that the following currently funded
projects received no Board support at any stage of the
deliberations:
PS-01 Action Community Center
PS-07 Association for the Development of the Exceptional
PS-27 First United Methodist Church
PS-32 HACAD
PS-37 Hispanic Coalition
PS-41 Lions Home for the Blind
PS-42 Little Haiti Housing Association
PS-45 Little Havana Activities and Nutrition Centers of Dade
County - Pro Salud
PS-49 Miami Jewish Home and Hospital for the Aged
PS-68 Southwest Social Services
PS-73 Los Viejos Utiles (Useful Aged)
For the first time, the $494,000 available under the Emergency
Shelter Grant (ESG) is also included in the Consolidated Plan and
funding from this source was considered by the Citywide Advisory
Board. The emergency shelter grant is based on the same formula
used to award Community Development Block Grant Funds to eligible
jurisdictions.
The Citywide Advisory concurred with the following staff
recommendation:
1. As previously discussed, currently funded C.D. projects
providing services to the homeless were transferred to
the ESG. Under this recommendation, Better Way's
allocation would be $20,000 and the Miami Coalition for
the Homeless allocation $22,610.
1 2. The New Life Family Shelter
Community Service Agency for
continued at a funding level
i for City staff providing
Beckham Hall Shelter for
$80,000.
i
_i
operated by the Christian
homeless families would be
of $100,000 and funding
essential services at the
homeless males would be
95- 179
t*:
Honorable Mayor and Members'
of the City Commission
Page -13-
3. The City of Miami Homeless project operated by Ms. Livia
Garcia would be funded at a level of $271,390.
It should be noted that the aforementioned recommendation does
not include funding to Metropolitan Dade County for operating
costs at the Beckham Hall Shelter. City support at this facility
would be exclusively in the form of City staff providing direct
services at the facility.
III.
Staff is recommending funding of eight (8) projects totalling
$2,080,000. This figure includes $lrl50,000 in CDBG monies
recommended for improvements to facilities in low income
neighborhood parks.
Staff also recommends allocating $70,000 for landscaping and
street improvements in the West Grove area, $100,000 for
construction of a new daycare facility at the San Juan Daycare
and Neighborhood Center, $85,000 for the Greater Miami Services
Corp. Inc., to involve 12 young adults (18-23) in community
projects, $300,000 for the Little Haiti Housing Association to
carry out street improvements and beautification in the
Edison/Little Haiti area; $25,000 to the Downtown Development
Authority for an environmental and public art improvement
project; $250,000 for the renovation of the Tower Theatre; and
$100,000 for street improvements and landscaping along Biscayne
Boulevard in the Edison area.
The Board's recommendations for physical improvements projects
concur with staff's recommendations except that the Board
recommends a reduced allocation of $100,000 for the Little Haiti
Housing Association; and increased allocation of $170,000 for
Greater Miami Services Corp.; a reduced allocation of $1,000,000
for improvements of neighborhood parks;
$10,000 for the Tower Theatre
Boulevard Street Improvements
area. The Board is also
additional physical improvement
and no funding for Biscayne
and Landscaping in the Edison
recommending the following
s projects:
95` 179
Honorable Mayor and Members
of the City Commission
Page -14-
$100,000 to Concerned African Women New Dimension for
acquisition of a building for a youth intervention and crime
prevention program in Model City.
$100,000 to the Miami Mental Health Care for renovation of a
building used for drug rehabilitation.
$100,000 to HOPE Center Inc. for extensive renovation of a
building used for retarded clients.
$25,000 for Litter Containers to improve and beautify
neighborhood streets.
$100,000 for. Borinquen Health Care Center, Inc. for the
acquisition of built-in fixtures for mamography test.
$100,000 to the Black Archives Foundation to continue
restoration of the Lyric Theatre in Overtown.
$80,000 for Better Way of Miami to complete the renovation
of a building used for a drug rehab program.
City staff as well as the Board recommended that Miami Capital
Development, Inc. (MCDI) receive a $250,000 allocation for
administration of the Working Capital Revolving Loan Program, and
$500,000 to continue funding its Revolving Loan Fund.
In addition, $60,000 was also recommended to establish a new and
limited revolving loan fund for businesses requiring small
working capital and fixed assets loans from between $500 to
$5,000.
j Staff recommends to fund the Commercial Facade Paint Program for
$200,000 while the Board recommends $250,000; $230,000 for Miami
Neighborhood Jobs Development Program, $100,000 for Tacolcy
Economic Development Corporation, to assist in the construction
=' of its Edison Marketplace project and set aside $713,750 for an
economic development reserve fund to fund the Community Based
1 Organizations for the 1995-96 fiscal year, based on incentives.
_.; However the Board did not recommend funding for the Coconut Grove
LDC.
95- 179
Honorable Mayor and Members
of the City Commission
Page -15-
The major difference between staff and Board recommendations is
that the Board supports funding of $125,207 to the Better Way of
Miami, Inc. for the start-up of a for -profit meal catering
service and funding of the Haitian Organizations of Women (HOW)
in the amount of $166,893 for establishment of a revolving loan
fund for small Haitian business. The proposed project will
unnecessarily duplicate services provided by MCDI. The financing
needs identified by H.O.W. can be met through the combination of
MCDI's existing RLF fund and the new Micro -enterprise Citywide
RLF program. In addition, the Board also recommends $200,000 to
Miami Dade Community College to set up a landscaping training
program for Overtown residents.
Staff recommends funding for the Department of Development in the
amount of $150,000 to manage the Southeast Overtown/Parkwest
project, and $202,100 for a new Code Compliance Assistance
Program, to provide a financial source from which businesses can
draw, to bring buildings up to City code standards. Also, it is
recommended that $150,000 be allocated to the Latin Chamber of
Commerce Hemispheric Congress and $50,000 for business assistance
to the Miami -Dade Chamber of Commerce.
MEN .. :4 W
Staff recommends that the level for administration be maintained
at 20% ($2,741,800) which is what HUD's federal guidelines allows
for general programmatic and financial administration, planning,
reporting, compliance, indirect costs and overall monitoring of
the various HUD federal programs. This allocation also includes
$50,000 in funding for HOPE (Housing Opportunities Project for
Excellence), a non-profit agency which promotes fair housing
loans and investigates housing discrimination complaints. Both
staff and Board agreed on funding this program.
95- 1'79
u�r:,
RESOLUTION NO.
RESOLUTION WITH ATTACHMENT AUTHORIZING
THE SUBMITTAL OF THE CITY OF MIAMI'S
FY 1995-1996 PROPOSED CONSOLIDATED
PLAN, INCLUDING A FY 1995 PLAN WITH
PROJECTED USES OF FUNDS FOR THE CITY'S
COMMUNITY DEVELOPMENT BLOCK GRANT,
HOME INVESTMENT PARTNERSHIPS,
EMERGENCY SHELTER GRANT AND HOUSING
FOR PERSONS WITH AIDS PROGRAMS;
FURTHER AUTHORIZING THE CITY MANAGER,
UPON APPROVAL OF SAID PLAN AND GRANTS
BY HUD, TO ACCEPT THE SAME AND EXECUTE
THE NECESSARY IMPLEMENTING AGREEMENTS,
IN A FORM ACCEPTABLE TO THE CITY
ATTORNEY, AND SUBJECT TO APPLICABLE
CITY CODE PROVISIONS.
BE IT RESOLVED BY THE COMMISSION OF THE CITY OF MIAHI,
FLORIDA:
SECTION
1. The
City Mana6er
is hereby
authorized to
subrait
the City of
Miami's
Proposed FY
1995-1996
Consolidated
Plan,
including a FY 19y5 Pian with projeCLea uses of funds for the
City's Community Development Block Grant, HOME Investment
Partnerships, Emer6ency Shelter Grant and Housing Opportunities
for Persons with Aids Programs with the United States Department
of Housing and Urban Developmen-c, (HUi));
95-- 179
SECTION 2. The Cicy Manager, as Chief Administrative
Officer of the City of Miami, upon approval of the above
Consolidated Plan and Grants by HUD, is hereby authorized to
accept them and, upon receipt of same, execute the necessary
implementing agreements, in a form acceptable to the City
Attorney, to carry out the FY 1995-96 Community Development Block
Grant, HOME Investment Partnerships, Emergency Shelter Grant and
Housing Opportunities for Persons with Aids Pro6rams, subject to
applicable City CodQ provisions.
SECTION 3. This Resolution Shull become effective
immediately upon its adoption.
PASSED AND ADOPTED this day of 1995.
The herein authorization is further subject to compliance
with all requirements that may be imposed by the City
Attorney, including but not limited to those prescribed by
applicable City Charter and Code provisions.
95- 179
STEPHEN P. CLARK, MAYOR
ATTEST:
MATTY HIRAI, CITY CLERK
BUDGETARY REVIEW: COMMUNITY DEVELOP 4T IEW
f
MAN SURANA FRAN C ANE DIRECTOR+
ASSNT CITY MANAGER DEPARTMENT OF COMMUNITY
DEPENT OF BUDGET DEVELOPMENT
REVIEWED, AS TO ACCOUNTING:
AND TREASURY REQUIREMENTS.
CARL E. GARCIA, DIRECTOR
DEPARTMENT OF FINANCE
PREPARED AND APPROVED BY: APPROVED AS TO FORM AND
CORRECTNESS:
ALBERTINE B. SMITH
CHIEF ASSISTANT CITY ATTORNEY CITY ATTORNEY
95- 179
ORDINANCE NO.
AN ORDINANCE ESTABLISHING FOUR (4)' NEW
SPECIAL REVENUE FUNDS UNDER THE FOUR
TITLES LISTED BELOW AND APPROPRIATING
FUNDS FOR THE OPERATION OF EACH OF THE
FOUR (4) NEW SPECIAL REVENUE FUNDS IN
1 THE AMOUNTS SPECIFIED AS FOLLOWS:
COMMUNITY DEVELOPMENT BLOCK GRANT
(TWENTY—FIRST YEAR) — $13,7099000;
HOME INVESTMENT PARTNERSHIP (HOME) —
�� $4,038,000; EMERGENCY SHELTER GRANT
(ESG) — $494,000; AND HOUSING
OPPORTUNITIES FOR PERSONS WITH AIDS
(HOPWA) — $7,906,000; FURTHER
i APPROPRIATING THE SUM OF $2:700,000
FROM TWENTIETH YEAR. COMMUNITY
DEVELOPMENT BLOCK GRANT (CDBG) PROGRAM
j INCOME AS APPROVED BY THE DEPARTMENT
OF HOUSING AND URBAN DEVELOPMENT (HUD)
} FOR A TOTAL CDBG APPROPRIATION OF
$16,409,000; CONTAINING A REPEALER
PROVISION AND A SEVERABILITY CLAUSE.
WHEREAS, it is anticipated that the Department of Housing
and Urban Development will award to the City of Miami a grant of
$13,709,000 entitled "Community Development Block Grant (Twenty —
First Year)" to provide community development activities for the
period commencing June 1, 1995, and ending May 31, 1996; any
WHEREAS, uhe City Department of Comillunity Development
projected that income amounting to $2,700,000 will be generated
during the period commencing June 1, 1y9:, and ending May 31,
1996; and
j WHEREAS, the De,iarLment of Hous.Lng and Urban- Development
i approved the programming of said anticipated income of $2,700,000
7
to provide: com►nuuicy devElaptncriL, activities for the period
commencing June 1, 1995, and ending May 31, 1'996, as set forth in
t
Housing. and Urban Development Rules anu Regulations Subpart J,
Section 570-506, paragraph (c); and
95- 179
G
WHEREAS, Lhe herein Ordinance is a proper vehicle to
appropriate the aforesaid grants;
NOW, THEREFuHiE, BE IT ORDAINED BY THE COII14ISSION OF THE C11X
OF MIAMI, FLORIDA:
Section 1. The: recitals and findings contained in the
1 Preamble to this Ordinance are hereby adopted by reference
i
thereto and incorporated herein as if fully set for in the
Section.
Section 2. The following Special Revenue Funds are hereby
i
established and resources are hereby appropriated as described
i
herein:
i
FUND TITLE: Community Development Block Grant (21st Year)
RESOURCES: Federal Grant — U.S. Department of
Housing and Urban Development $13.709.000
Community Development Block
Grant Program Income (20th
Year) --—�--_----- $2,700,000
APPROPRIATION: Community Development
El-uck Grant (21st Year)
TOTAL: 16L409z000
FUND TITLE: HOME_Investment_Partnership_Program
RESOURCES Federal Grant — U.S._Department
of Housing and_Urban_Development $4.L038,000
APPROPRIATION: Home Investment Partnership Program
TOTAL: 4,038,000
FUND TITLE: Emergency Shelter Grant ,
RESOURCES Federal Grant —_U.S._Department of
Housing and Urban Development *494,000
APPROPRIATION: Emergency Shelter Grant
TOTAL. $494,000
95- 179
FUND TITLE:. Housing Opportunities for Persons
With Aids
RESOURCES Federal Grant — U.S. Department
of Housing and Urban Development
;7,906,000
APPROPRIATION: Housing Opportunities for
Persons aitn Aids
TOTAL: 7, 906LO00
Section 3. The herein total appropriation of $28,847,000
refers to those pubiiciy supported physical development
activities and those related social, housing or economic
development activities being carried out within a reasonable
period of time in accordance with the approved Grants rule and
regulations;
Section 4. All ordina►►ces or pares of oruinances insofar as
they are inconsistent or in conflict with the provisions of the
Ordinance, are hereby repealea.
Section 5. If any section, part of section, paragraph,
clause, phrase or word of this Ordinacne is declared invalid, the
remaining provisions of this Ordinance shall not be affected.
Section 6. This Ordinance shall become effective 30 days
after final reading aii%I udcpLion.
PASSED ON FIRST READING BY TITLE ONLY this
d a y of ---------- 19 9 5.
PASSED AND ADOPTED 01.1 SECuND AND FINAL READING W--Y TITLE ONLY
this _ _— day of 1995.
ATTEST:
MATTY HIRAI, CITY CLERK _
REVIEWED AS TO ACCOUNTING
AND TREASURY REQUIREMENTS:
CARL GARCIA, DIRECTUR
DEPARTMENT OF FINANCE
STEPHEN-P. CLARK,rMAYOR
COMMUNITY DEVELOPMENT
REVIEW _AND VAL:
RAN CAS A DIRECTUR
DEPARTMENT F COMMUNITY
DEVELOPMENT
BUDGETARY REVIEW AND APPROVAL:
MAN AR UR SANA, ASSISTANT+CITY MANAGER
DEP TMENT OF ,BUDGET
PREPARED AND APPROVED BY:
ALBERT�NE B. SMITH
CHIEF ASSISTANT CITY ATTORNEY
APPROVED AS TO FORM AND
CORRECTNESS:
A. QUINN JONES, III
CITY ATTORNEY
95- 179
CITY OF MIAMI
COMMUNITY DEVELOPMENT BLOCK. GRANT
EMERGENCY SHELTER GRANT (ESG)
HOUSING OPPORTUNITIES FOR PERSONS WITH AIDS (HOP WA)
21ST YEAR PROGRAM FUNDING REQUEST
1.:..n. ,
CITY OF MIAMI
21ST YEAR CDBG PROPOSALS
COMMUNITY DEV. DEPT
02-03-95
SOCIAL PROGRAM
u..uru u....
RECOMMENDATIONS
................
PROJECT DESCRITION
..................
CURRENT
PROPOSAL
CITY
C.O.
SP
PROJECT NAME:
ALLOCATION
REQUEST
--------
RIFF.
-----------------
STAFF ESG
--------
HOPWA* BOARD
------- ---------------------------------------------
•.......... .................
1
.......---------------------------------------------
ACTION COMMUNITY CTR INC
330,000
374,000
44,000
307,500
.----------------------------------------------
0
TRANSPORTATION SVCS TO THE ELDERLY & HANDICAPPED/CW
..-.-.-..---------------------------------
2
................ ........................
AFRICAN AMERICAN COUNCIL CLGY (YIP)
..................................................
0
74,500
74,500
0
0
EDUCATION, TUTORING PROGRAM FOR YOUNG YOUTH/MC
_
3
•............................................................................................................................................................................
ALLAPATTAH COMM ACTION INC
298,563
350,000
51.437
277,950
350.000
PROVIDES FOOD TO THE ELDERLY/ALLAP
4
.-..-.-..---•-•-----•----------•-------------•.-•----•--•-•-•-•------------------.-.....--.-•------------------•----------..._..--....------.-...----------------------------------
ALTERNATIVE PROGRAMS
50,000
100,000
50,000
46,550
0
COUNSELING & REFERRAL FOR EX-OFFENDER/CW
5
--------------------•--..----.----------.------------.--...-------..-..------..--------------.---------------------------.------------------------------------....__...............
ANN 14ARIE ADKER HEALTH CENTER PRI HEALTH
0
200,000
200,000
0
200.000
PROVIDE HEALTH AND SOCIAL SVCS. TO RESIDENTS/OV
6
-....--•-•--•-•-•----••--•........................••------.-.-.-.-..-..------..--...----•-•---.-.....----•-•-----------.-.-..._.-...-....------•---•-------------------------------
ASPIRA OF FLORIDA, INC.
45,000
75.000
30,000
41,880
••-----••---------------------------------.--••--------.-......---...--.-...--------------------..-------
0
YOUTH OUTREACH CENTER, EDUCAT. COUNSELING PROGRAM/WYN
7
....----------------------------------------------------------------------
ASSN FOR THE BEV. OF THE EXCEPTIONAL
15,000
31,182
16,182
13,965
0
FUNDING FOR SALARY OF JOB TRAINING/COUNSELING/WYN
8
................ ............. ....................................................•-------•-•---------------------------..._-.--•-•----•---•--•------------------------------.------
BECKHAM HALL HOMELESS SHELTER FOR MEN
0
------------------------------------------------------------------------
91.875
91,875
ESG 0
0
-----------------------------------------------
HOMELESS SHELTER SERVICES/CW
^_--.---------
9
..-•..........................................
BETTER WAY OF MIAMI
-------..........
20,000
85,728
65,728
ESG 20,000
-------------------------------------------------------•----------------------------------------
0
HOMELESS ASSISTANCE/CW
10
........................ -...........
BORIQUEN HEALTH CARE CENTER, INC.
0
-----------------------------
100,000
100,000
O
0
PROVIDE HEALTH CARE SERVICES/CW/WYNWOOD
11
•---•---•--•.---•--•-----•-•--••--•-•------^--------^---------------------------------------^-------------------------------------------_------------------------------------------
CATHOLIC COMMUNITY SVCS (CHONC)
0
-...... -----------------------------------
28,000
28.000
0
-------- ^-----------------------
0
^------------------------••------------------------------...».
CHILDCARE SERVICES/LH
12
------------------------------------------
CENTER COMMUHITAIRE D'EDUCATION (CSS)
0
^-------
51,174
---------------------------------------------------------------------------------------------------------
51,174
0
52,000
EDUCATION, VOCATIONAL AND JOB PLACEMENT/EDISON
............. ...^_----
13
---------------------------------------------
CENTER FOR HAITIAN STUDIES
0
92,556
92,556
HOPWA
92,556* 0
^----^---------•-•--••------------------------------
PROVIDES HEALTH CARE TO RESIDENTS IN EDISON
14
------------------------------------------------------------
CENTRO MATER CHILDCARE
68,311
----------------------------------------------------------
75.142
6,831
63,590
68,311
CHILDCARE PROGRAM/LH
-------------------------------------------
15
-------------------------------------------------
CENTRO MATER/TEEN OUTREACH
^------------------------
2O,000
38,621
18,621
^--------------- ^---------------------------------------------
18,600
20,000
PREVENTION OF GANGS, TEEN DELINQ. & PA14ILY VIOLENCE
16
................................................................................................................................^^------------------------------------------------
CITY OF MIAMI OFFICE OF HOMELESS PROGRAM
0
285,000
285,000
ESG 271.390
O
HOMELESS ASSISTANCE SERVICES/CW
17
------------------------------------------•-•-----------------•-•---....-----••-.---------------------------^----------------------------------------------------------------------
COCONUT GROVE LUC FAMILY & YOUTH INTERV
0
155,000
155,000
0
0
SOCIAL SERVICE NETWORK FOR AT RISK YOUTH/CG
18
•--.--.---•----------------------------------------------------------------------------------------^-------------------------------------•-----------------------------------------
COMM. & PROPETY VALUE ENHCE.(L. HAITI)
---------------------------------------------
0
^---------------------------------------------------------------------------------------------------------------
18,120
18,120
0
0
EDUCAT. VOCAT. COUNSEL. PROG. TO ENHANCE PROP. VALUE
^---------------------
20
CULTURAL ADVISORY COUNCIL OF OVERTOWN
--------------------------------------------------
0
--------------------------------------------------------------------------------------------------------------------------------
325,000
325,000
0
325,000
CULTURAL ARTS PROG. TO PROVIDE DRUG FREE ACTIVI./OT
*NOTE: THE CITYWIDE ADVISORY BOARD RECOMMENDED FUNDING TWO (2) SOCIAL PROGRAM PROJECTS WITH HOPWA MONIES. THE HOPWA ADVISORY BOARD DID NOT CONCUR WITH THE SAID
RECOMMENDATION. IF THESE 2 PROJECTS ARE FUNDED WITH HOPWA, THE HOUSING ACTIVITIES RECOMMENDED FOR HOPWA FUNDING WILL HAVE TO BE REDUCED ACCORDINGLY.
i
SOCIAL PROGRAM
.........,uuo
RECOMMENDATIONS
----------------
PROJECT DESCRIPTION
-------------__-_-.
CURRENT
PROPOSAL
CITY
C.D.
SP
PROJECT NAME:
----------------------------------------------------
ALLOCATION
REQUEST
--------
DIFF.
--------
STAFF ESG
--------- --------
HOPWA* BOARD
------- --------
-----------------------------------------------------
21
CURE AIDS NOW
29.281
105,611
76,330
HOPWA
...... ..^ ._----------------------•----.....------------•---_•--.._---------------._....-..-------
29,281* 0
HOME DELIVERY MEALS FOR INDIGENTS WITH AIDS/CW '
22
...............................................................................
DELPHI INSTITUTE, INC. (FCDPP)
0
_.__
210,000
....___..._----.---...._....._._--------^-^-.------....._....__................_......------------._...---.................___
210,000
0
100,000
FAMILY CRIME/DRUG PREVENTION PROG. CW
23
.......................................^-_.____
DOMINICAN AMERICAN NATIONAL FOUNDATION
0
.-•---------•---•-----------••-------------------------------------^--^--••--•-------••_•-•_-_•---.._---•-------^--------.-
102,717
102,717
0
102,000
EDUCATION, JOB COUNSELING 6 TRAINING/ALLAP
..._-
24
..................................................
DOMINICAN COMMUNITY ASSISTANCE CENTER
0
------•--------------^---------------------^--------------------------•-•-------------------------._-•----._•^_-..--._._.............._
150,847
150.847
0
0
PROV. HEALTHCARE, CHILDCARE, EMPLOY. TO DOMINICAN COMM
25
---_...--•--•---_----•-••_-----•_•-•--------
EUGENIO MARIA DE HOSTOS ADVISORY BOARD
0
40,000
.------------
40,000
^------------------------------------------------------------------
0
0
ORGANIZE SOCIAL CULTURAL AND SPORTS ACTIVITIES
..__-._.----••---------------__.-- .........
26
.....................................................
FEDERATION OF ART AND CULTURE IN AMER.
0
56,056
56.056
-•------------------------------------------------•-_•----------..-_--
D
56.000
PROV. TEACHING YTH. ESSENTIAL TECHNIQ. IN ART B.THEATH'
--------------- ---------------------------
27
..........................•------...---------------------^......
FIRST UNITED METHODIST CHURCH
-...... --------------------
17,100
----------------
17.100
0
----------------------
15,900
--------------------
0
----------------------------------------------------
HOT HEALS PROGRAM/DT
-------------------
28
---------------------
GHC-YOUTH PROGRAMS
-------------------------------
0
146,000
---------------------------------------------
146,000
0
0
^--------^-^--^-----------•---------•-_------.__..-----------------------------^-
PROVIDE EDUCATIONAL, VOCAT. COUNSELING PROG./EDISOH
29
............ ----------
GOOD SAMARITAN COALITION (CYAC)
----------------------------------------------------------
0
287,492
287,492
0
----------------------------------------------------------------------------------------
100,000
YOUTH ACTIVITY PROGRAM - SUBSTANCE ABUSE/CW
30
..............................
GRACE PRESCHOOL AND FAMILY DEVELOPMENT
-------
0
.-------
79,990
.--------------------------
79,990
0
^---------------------
80,000
-------- __-_-^-------_-------------------------------------------------------
CHILDCARE AND FAMILY DEVELOPMENT/EDISON
31
.....................................
HACAD AFTER SCHOOL CHILDCARE
------------------------ ----------------------
0
76,820
76,820
0
-----------------------------------
0
AFTER SCHOOL CHILD CARE PROGRAM/EDISON
^•--------------------^-----_-------------------^-----------^_
32
HACAD SOCIAL SERVICES PROGRAM
^------------------------------------
------------------------------------
70,000
85,400
-----------------------
15.400
65,150
----------------------------------------
0
EMERGENCY FOOD PROGRAM/EDISON
---------------------------------------- ^------------------^-^
33
.................
HAITIAN AMERICAN CIVIC ASS
........................ ....... ^---------------
76,000
----------------
117,891
41,891
^-------- --
70,750
------------ ^--^-^---------------------
76,000
---------------
EDUCATION - CHILD ABUSE, L PARENTING SKILLS/EDISON
---------------------- ^---------------------------
34
HAITIAN AMERICAN CIVIC ASS-YOUTH/SOCCER
.................................... --------------------
0
80,000
-------------------------------------------
80,000
0
0
^-----------------------------------------------------
AFTER SCHOOL SPORTS PROGRAM IN EDISON
•--------------- '---------
35
HAITIAN REFUGEE CENTER
0
182.005
182,005
0
0
PROVIDE EDUCAT., VOCAT. COUNSELING PROG. EOI/MC
36
--------------------------------------^--^_---------^---^----------------------------^---------------------------^----•------------------------------------------^------------------
HAITIAN SUPPORT, INC.
0
-----------
190,000
-------------------------------------------------------------------------
190,000
0
0
EDUCATIONAL, VOCATIONAL COUNSELING PROG./CW.
^------ ^-----------------------
37
-----------------------------------------------
HISPANIC COALITION, INC.
.........................................
25,000
^--------------------------------------------------------------------
80,953
55,953
23,275
0
^----------------------^-------^-------------------------------------
-----------------
JOB PLACEMENT FOR LOW MODERATE INCOME INDIVIDUALS/CW
38
JESCA ELDERLY PROGRAM
-•---------------------
105.785
^^
110,785
-------------------
5,000
^--------------------------^--------------------------------------------------------------------
98,475
105,785
PROVIDES TRANSPORTATION d FOOD FOR THE ELDERLY/CW
39
---------------------------
KIOCO-WYNWOOD DAY CARE
>------ ^---------------------------------------------------------------------------------
88,717
120,000
31,283
82,590
88,717
CHILOCARE PROGRAM WYNWOOD
^-------------------------------
40
----------------------------
KIDS IN DADE SOCIETY, INC. (FYC)
0
137,180
137,180
^---------------^---^----------------------------------------------------------------------------------------------
0
0
^-----------------------------
TRAINING, COUNSEL. TO YTH. TO ASSIST IN PARK IMPRV/CW
col
---------------------------------------------------------------
LIONS HOME FOR THE BLIND
43,620
84.229
40,609
40,600
0
EDUCAT., SOCIAL SVCS S TRANSP. OF BLIND PERSONS/LH/CW
"?
---------------------- --------------- ^---------------------------------------------------------------------------------------------------------------------------------
------------
42
LITTLE HAITI HOUSING ASSOCIATION
-----------^------------•------------^---------^--------^--^----------------------^------^------------^-----------------------^------------^-----^---------------------------------
25,000
35,000
10,000
23,275
0
EDUCATION, CREDIT COUNSELING SERVICES/EDISON
*NOTE: THE CITYWIDE ADVISORY BOARD RECOMMENDED
FUNDING TWO
(2) SOCIAL
PROGRAM PROJECTS WITH HOPWA MONIES. THE
HOPWA ADVISORY BOARD DID NOT CONCUR WITH SAID
RECOMMENDATION. IF THESE 2 PROJECTS ARE FUNDED WITH
HOPWA, THE
HOUSING ACTIVITIES
RECOMMENDED FOR HOPWA
FUNDING WILL HAVE TO BE REDUCED ACCORDINGLY.
A,_:
u
-OCTAL AM
.............••
,.."
----------------
JMMENL„ .onS
PROJECT DESCRIPTION
--------^ ----- ---
CURRENT
PROPOSAL
CITY
C.O.
SP
PROJECT NAME: ALLOCATION
------------------ --------- -........................
REQUEST
------_
DIFF.
-.-.-.__
STAFF ESG HOPWA
.-------- .... .....
BOARD
........ ..................
^___------------- _._....._.............._..
43
LITTLE HAITI YOUTH DEVELOPMENT
0
300,000
300,000
0
80,000
--------------------------------------------------------1-
COUNSELING, EDUCATIONAL, JOB SERVICE ETC./EDISON
---
44
___^...................,..-_._.._._...._-_._.._..,._....,..........._......-----_................__._._...................
LITTLE HAVANA ACT 8 NUTRI CTR
-278,927
.......---.............-.-----......._...._........
335,018
56,091
259,675
.--
278.927
- -----------
PROVIDE MEALS TO THE ELDERLY/LITTLE HAVANA-CITYWIDE
-------------------•------•--_..-------_-------
45
-------------------------------------------
LITTLE HAVANA ACT 8 NUTRI CTR/MEDICAL SV
67,745
._-....
67,745
...................
0
63,070
................................................................
0
MEDICAL SERVICES, SCREENING EDUCATION 8 INFORMATION/LH
----------- .............................
46
--------------...-._----------------------------
LITTLE HAVANA CATHOLIC CHILD CARE
51,718
56,890
------------------------------------------
5,172
48.140
----------------------------------------------
51,718
COMPREHEN. CHILDCARE SVCS.-LOU INCOME FAMILIES/EAST-LH
•_--_--------------------------------
47
.....................................................
METRO-DAOE COMMUNITY ACTION AGENCY
-_-^0--
144,492
-_----------------------------------
144,492
0 --------------O
--------
----------
--PROVIDE EMPLOYMENT SKILLS, JOB TRAINING, REFERRALS/CW
..........,....__........_._....._..............
48
................. ............... .- .-_._..-..
MIAMI COALITION FOR THE HOMELESS
22.610
38,238
----------...._--_....-_---------------_--_-----.------------------------------_.-_--__-.-._------------_--_---__..-_.-..
15.628
ESG 22,610
0
HOMELESS SOCIAL SVCS, HOTLINE, PLACEMENT/INFORMAT./CW
49
------------------------------------------------------------
MIAMI JEWISH HOME
35.000
40,000
5.000
------------------------------------------------------------------------------------------------------
32.575
O
ADULT DAY-CARE CENTER/CW
--------
50
-------------------------------------------------------------------
MIAMI MEGA SPECIAL OLYMPICS
0
-------------------------------
112,000
112,000
0
----------------------------------------
100,000
.--------
EOUCAT. WORKSHOP, SCHOOL SEMINARS, SUMMER CAMPS/YTH/CW
.----_--_-_-__-----__---_.-.----_-----.-.--_----_-.
51
-_^............................................
MIAMI MENTAL HEALTH
............. -.................
27.251
27,251
-................
0
25,370
--------------- ------------ ---------
27,251
------------------------
MENTAL HEALTH PROGRAM/CG
....._..._...-_....._...._..._........
52
-------------------------
MODEL CITY NET/KIDDIE PATROL
0
-----------
8,460
.---------
8,460
-..................
0
.-----.-----------------.----_------_-_-------_-_--_-_---_------_-.------.--------
8,500
AFTER SCHOOL ACTIVITIES/MC
.._-.
53
..................... ...................._----......
MT. ZION FAMILY APPROACH TO CHILD ENRICH
0
.....
492,365
............................
492,365
0
......... .......... ^----------------------
0
CRIME PREVENTION/ADOLESCENTS 8 FAMILY/OVERTOWN
----_---_---_---_-_-_-_-------------------------.----_--
54
--------------------------------------------------
NEW WASHINGTON 14EIGHTS COMM. CONFERENCE
---...... -------------------------------------------------^--------_-
0
50.000
50,000
O
------
0
__....... .-------
SERIES OF EVENTS, FESTIVITIES, HISTORICAL PRESERVAT/OT
........ --_..--_-_-----_.-.--_--._-_.---........
55
-...........................
NOTRE DAME DAY CARE
-.........
20,493
22,542
--------------
2.049
-------------------------------------------------------
19,070
20,493
DAY CARE PROGRAM/EOISON
--------------------. - -------------------------.-----
56
-----------------------------------------
OPERATION SAVE EYES
----------------
0
231,820
.......................
231.820
0
--------------------------
150.000
----------_---__-
HEALTHCARE, HELP CLIENTS COPE WITH EYE DISEASES/CW
_---.-.----------------------- ...-_-_-----_-_-. ---
57
..................... ------------------
OVERALL TENANT ADVISORY COUNCIL
0
100,000
............
100,000
._--------
0
-_-_----^---_-_...__....
0
---------------
HEIGHBORH. BASED SYSTEM WITHIN PUBLIC MSG. FOR EOUC/CW
-........ ................................... ---._----_---_
58
----------------------------------------------------------
OVERTOWN COMMUNITY OPTIMIST CLUB
40,000
50,000
10.000
.------
37.225
-_-._........ ..----------------
0
.__-.-_-..._..._......_._.............---...._...
EDUCATIONAL, RECREATIONAL, YOUTH PROGRAM/OV
........................
59
................ ......^.........................................
OVERTOWN UNITED/RECREATIONAL CENTER
0
50,000
-................
50,000
0
------- ----------------------------------------------------------------------------------------------
50,000
VOCATIONAL AND EDUCATIONAL COUNSELING TO AREA YOUTH/0'
60
............... --------------------------------------------
REGIS HOUSE, INC.
0
75.000
75,000
0
75,000
DELINQUENCY AND SUBSTANCE ABUSE PREVENTION/LH
61
-----------------------------------------------^----------^---------_--.---_-_-_-..-,._-------------------^-^---^----------.----------------------_---_------_----_-_--------__-----
S.C.L.C. YOUTHFUL ENTREPRENEURS
0
100,000
100,000
0
100,000
EOUCAIONAL, VOCATIONAL COUNSELING PROG./CW
----------
62
--------------^---------------------------------------------------------------------------------------------------------------------------------------------------------
SHOOT FOR THE STARS
0
260,000
260,000
0
250,000
EDUCATIONAL, VOCATIONAL COUNSELING PROG./CW
63
-------------------------------------^-------------------------------------------------------------------------------------------^^--_---------------------------------------------
SOCIETY FOR HAITIAN ADV.
0
60,000
60,000
0
60,000
YOUTH DEVELOPMENT 3 SUBSTANCE ABUSE COUNSELING/EDISON
64
-----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
SOCIETY FOR HAITIAN ADVA SHARE, INC.)
0
50,000
50,000
0
50,000
-------------------------------------------
PROVIDE HUMAN SERVICES 6 LEGAL REFERRALS /EDISON
--------- ^------------
------------------------ ^-------- ^--------------------------------------------------------------------------------
I
65
SOUTH FLORIDA FOOD RECOVERY,INC.
-----_--0---
45,000
----------------------
45,000
----0-^-------------------^
---------0.__.-_-_-_--FOOD-DISTRIBUTING-TO
NEEDY PERSONS/CW
----------------------------------
66
------------------------------------------
SOUTH FLA. HOMELESS INTERFAITH COALITION
0
30,000
30,000
ESG 0
0
HOMELESS OUTREACH COUNSELING/CW
---------------------------------------------
--------
-----------------------------------------------------------------------
^--------------------------------------- ^--------------
'lF
w
0
PRO
•.••..........•
RL--.1.-NOATI ... PROALi DESCRIPTION
---------------- ----------.-.-.---.
CURRENT
PROPOSAL
CITY
C.D.
SP
PROJECT NAME:
....................................................
ALLOCATION
REQUEST
........
DIFF.
........
STAFF
.........
ESG
........
HOPWA BOARD
....... .....^------------------
.------------ ........................
67
SOUTH FLORIDA JAIL MINISTRIES, INC.
0
----------------------------------------------------------------
129,977
129,977
0
0
.--------------------------------
SUBSTANCE ABUSE TREATMENT PROG./CW
.------------------------- :............. .
68
............... .------------- ...........
SOUTHWEST SOCIAL SERVICES
76,323
93,091
17,768
...........
70.125
-^__------------------------
0
^.......------------------------------------------
ELDERLY MEALS PROGRAM/CW
.---.-------------^---------.
69
.............................................................
ST. AGNES RAINBOW VILLAGE/SUMMER PROG
25,000
30,000
^----------------------------------------
5,000
23,275
25,000
^------------
RECREATIONAL/SUMMER DAY CARE (AGES 5-1410VCRTOWM
..-•---•.---....-^---•-•----------------------------....-
70
......................... ............................
ST. ALBAN'S DAY CARE
30,376
30.804
428
28.275
^..............
30,376
-------------------------------
CHILD CARE PROGRAM/CG
----.-.-.--.-..-----_-...-..-------------------------^
71
.............................................................................................
SUNSHINE CHILD CARE CENTER
0
95,000
95,000
0
0
PROVIDE CHILD CARE SERVICES/OVERTOWN
........
72
...................•--••----------^--...-------------....-...-•---------------------------------------------------..-..-..---•--.-.....-•-•---------•-----------.---------
TODDLER EDUCATIONAL LEARNING CENTER
0
104,400
104.400
0
0
CHILDCARE SERVICES/ALLAP/DT/ED /MC/OV/WYN
73
....................................»..----------.-.....---------.-.-......---.-.-...-----------.-.-----------------.-......-..._....---.-._...---------.---..------r----..:
USEFUL AGED ASSOCIATION
60,000
100,000
40,000
55,850
0
...
ELDERLY ASST. SOCIAL PROGRAM, FOOD/LH
........
74
--.----------------------------------------------------------^---^--------------------.------....---.----------.-----------.._...----------........-.-----..---------------
WORLD OF CHILDREN DAYCARE, INC.
0
225,000
225,000
0
^---------------------------------------------------.-......._-_-..-...-......--------------.-----------
25,000
PROVIDE DAYCARE SERV./CW
75
__.__._....-----------------------------
WYNWOOD AFTER SCHOOL DAYCARE (SAN JUAN)
^----------------------------------
24.394
26,833
2,439
22,700
...............
_•--_•-------------------------------
24,394
AFTER SCHOOL DAY CARE 6 SUMMER PROG./WYN.
.-------------------- .-------.----------.--.-------.
76
............................................^---...............
WYNWOOD ELDERLY SVCS. (DE HOSTOS)
194,395
215,812
.---.----.-...--..--.-...-...--•--•----------------•-•------•--••-----------.-......-.-.-......-.--------------.-.----.-.
21,417
180,950
194.395
ELDERLY TRANSPORTATION, SOCIAL SVCS, d HOTMEALS/WYN
77
------------------------------------- ^--------------------
YOUTH 8 FAMILY ACADEMY
0
143,140
143,140
0
0
COUNSELING SERVICES FOR REPEAT OFFENDERS/EDISON
78
----------------------------------------------------------^----------.-.----------------------------------------------.-----•----•-----------------......-----.----.---.--------.-.
PUBLIC SERVICE RESERVE
0
0
0
0
0
SOCIAL PROGRAMS RESERVE
-------------------- ........ .-----------
79
--------------------------------------------------------------^---------------------------------------------------------------------------
CHRISTIAN COMM. SERV. AGENCY
--------------------------------------------------------------------------------^--^--------------------------------------------------------•----------.
0
100,000
100,000
ESG
100,000
0
REFERRAL SERVICES TO NEW HOMELESS INDIVIDUALS
80
--------------------------
CITY OF MIAMI BECKHAM HALL
----------------•-------.-.--------------------------------------------^---------•-•-------------------------------------.._.
0
0
0
ESG
80,000
0
PROVIDES EMERGENCY SHELTER TO HOMELESS PERSONS
_.---------------------- ............ ................ .
81
------------------ .------------------------------------------------------------------------------------
SUBTOTAL
--^--------------------- •------------------------------------------
2,280,609
9,1)87,852
6,807.243
------------------------------------------------------
2,056,350
494,000
---------------------------------------------
121.837 3,324.867
^--------- .-------..-.-..---.-.
-----•--------------------------------------- ------------
w
I
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/
Project Title / Activity Code /
Proposed
Local Code
Description Title / Citation
Funding Sources
Accomplishments
9
ACTION COMMUNITY CENTER INC. 05A
CDBG $
307,500
0 Elderly
HOME $
0
799101
To provide free transportation for the Elderly and Senior Services /
ESG $
0
Day Care programs within the City of Miami target 570.201(e)
HOPWA $
0
area.
SUBTOTAL: $
307,500
PHA funding $
0
Assisted Hsg $
0
TOTAL: $
307,500
Prior Year Money:
NO
Help prevent homelessness? NO
Help the homeless? NO
Help those with HIV or AIDS? NO
CDBG National Objective Citation: 570.208(a)(2) - LOW/MOD LIMITED CLIENTELE BENEFIT
Subrecipient: None
Location(s): CITY WIDE
to
CJ�
I
F—*
V
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/
Local Code
Project Title /
Description
Activity Code /
Title /Citation
Funding Sources
Proposed
Accomplishments
10
ALLAPATTAH COMMUNITY ACTION INC.
05A
CDBG $
277,950
0 Elderly
HOME $
0
703101
This program provides meals, recreation
and Senior Services /
ESG $
0
instruction for the elderly residents of the Aliapttah 570.201(e)
HOPWA $
0
area.
SUBTOTAL: $
277,950
PHA funding $
0
Assisted Hsg $
0
TOTAL: $
277,950
Prior Year Money:
NO
Help prevent homelessness? NO
Help the homeless? NO
Help those with HIV or AIDS? NO
CDBG National Objective Citation: 570.208(a)(2) - LOW/MOD LIMITED CLIENTELE BENEFIT
Subrecipient: None
Location(s): ADDRESS
2257 N.W. North River Drive, Miami, FL
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/ Project Title /
Activity Code /
Proposed
Local Code Description
Title / Citation
Funding Sources
Accomplishments
37 ALTERNATIVE PROGRAMS.INC.
05H
CDBG $
46,550 0 People (General)
HOME $
0
799631 This acitivity provides the necessary funding
for Employment
ESG $
0
housing asnd job placement referral services
to Training /
HOPWA $
0
non-violent offenders.
570.201(e)
SUBTOTAL: $
46,550
PHA funding $
0
Assisted Hsg $
0
TOTAL: $
46,550
Prior Year Money:
NO
Help prevent homelessness? NO
Help the homeless? NO
Help those with HIV or AIDS? NO
CDBG National Objective Citation: 570.208(a)(2) - LOW/MOD LIMITED CLIENTELE BENEFIT
Subrecipient: None
Location(s): CITY WIDE
P:
ki
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/
Project Title /
Activity Code /
Proposed
Local Code
Description
Title / Citation
Funding Sources
Accomplishments
78
ASPIRA OF FLORIDA, INC.
05D
CDBG $
41,880 0 Youth
HOME $
0
00034
This project provides youth leadership
training, Youth Services /
ESG $
0
counseling and education to "high risk" youth 570.201(e)
HOPWA $
0
between the ages of 12 to 19.
SUBTOTAL: $
41,880
PHA funding $
0
Assisted Hsg $
0
TOTAL: $
41,880
Prior Year Money:
NO
Help prevent homelessness? NO
Help the homeless? NO
Help those with HIV or AIDS? NO
CDBG National Objective Citation: 570.208(a)(2) - LOW/MOD LIMITED CLIENTELE BENEFIT
Subrecipient: None
Location(s): ADDRESS
3650 N Miami Avenue, Miami, FL
I
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/
Project Title / Activity Code /
Proposed
Local Code
Description Title / Citation
Funding Sources
Accomplishments
11
ASSOCIATION FOR THE DEVELOPMENT OF 05H
CDBG $
13,965 0 People (General)
THE EXCEPTIONAL
HOME $
0
00009
Employment
ESG $
0
To provide funding for salary of a training/counseling Training /
HOPWA $
0
position. 570.201(e)
SUBTOTAL: $
13,965
PHA funding $
0
Assisted Hsg $
0
TOTAL: $
13,965
Prior Year Money:
NO
Help prevent homelessness? NO
Help the homeless? NO
Help those with HIV or AE DS? NO
CDBG National Objective Citation: 570.208(a)(1) - LOW/MOD AREA BENEFIT
Subrecipient: None
Location(s): ADDRESS
2801 North Miami Avenue, Miami, FL
■
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/ Project Title /
Activity Code /
Proposed
Local Code Description
Title / Citation
Funding Sources
Accomplishments
12 BETTER WAY OF MIAMI
05
CDBG
$
0
0 People (General)
HOME
$
0
799118 To provide emergency shelter to homeless persons
in Public Services
ESG
$
20,000
the City of Miami.
(General)
HOPWA
$
0
SUBTOTAL:
$
20,000
PHA funding
$
0
Assisted Hsg
$
0
TOTAL:
$
20,000
Prior Year Money:
NO
Help prevent homelessness?
YES
Help the homeless?
YES
Help those with HIV or AIDS?
NO
CDBG National Objective Citation:
Subrecipient:
None
Location(s):
ADDRESS
800 N.W. 28th Street, Miami, FL
13
CENTER FOR HATIAN STUDIES 05M
CDBG $
0 0 People (General)
HOME $
0
00010
To provide health care to Edison/Little River Health Services
ESG $
0
residents with Aids and to assists the Center's with
HOPWA $
92,556
medical supplies where these services will be
SUBTOTAL: $
92,556
1
provided.
PHA funding $
0
Assisted Hsg $
0
TOTAL: $
92,556
Prior Year Money:
NO
Help prevent homelessness? NO
113
i
jU.S.
Department of Housing and Urban Development
CPD Consolidated Plan
4
Listing of Proposed Projects
Project ID/ Project Title / Activity Code /
Proposed
Local Code Description Title / Citation Funding Sources
Accomplishments
Help the homeless? NO
Help those with HIV or AIDS? NO
CDBG National Objective Citation:
Subrecipient: None
Location(s): ADDRESS
8325 N.E. 2nd Avenue, Miami, FL
14
CENTRO MATER CHILD CARE AND 05L CDBG $
63,590 0 Youth
NEIGHBORHOOD CENTER HOME $
0
707103
Child Care ESG $
0
To provide comprehensive child care and summer Services / HOPWA $
0
camps for children 6 to 14 years old, and a social 570.201(e) SUBTOTAL: $
63,590
!
development program for teenagers. PHA funding $
0
4
Assisted Hsg $
0
TOTAL: $
63,590
(i
j
Prior Year Money:
NO
Help prevent homelessness? NO
Help the homeless? NO
I
Help those with HIV or AIDS? NO
CDBG National Objective Citation: 570.208(a)(2) - LOW/MOD LIMITED CLIENTELE BENEFIT
co
Subrecipient: None
C:T[
1
Location(s): ADDRESS
418 S.W. 4th Avenue, Miami, FL
ti
I
Project ID/
Local Code
79
00035
to
CJt
I
F;
CCU
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project Title /
Activity Code /
Description
Title / Citation
Funding Sources
CENTEO MATER CHILD CARE
AND 05D
CDBG
$
18,600
NEIGHBORHOOD CENTER
HOME
$
0
Youth Services /
ESG
$
0
This project will address specifically the problems of 570.201(e)
HOPWA
$
0
gang membership, substance abuse, and
teen
SUBTOTAL:
$
18,600
pregnancy.
PHA funding
$
0
Assisted Hsg
$
0
TOTAL:
$
18,600
Prior Year Money: NO
Help prevent homelessness? NO
Help the homeless? NO
Help those with HIV or AIDS? NO
CDBG National Objective Citation: 570.208(a)(2) - LOW/MOD LIMITED CLIENTELE BENEFIT
Subrecipient: None
Location(s): ADDRESS
418 S.W. 4th Avenue, Miami, FL
Proposed
Accomplishments
0 Youth
N.
U.S. Department of Dousing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project AD/
Project Title J
Activity Code /
Proposed
Local Code
Description
Title / Citation
Funding Sources
Accomplishments
15
CITY OF
MIAMI OFFICE OF
HOMELESS 05
CDBG
$
0
0 People (General)
PROGRAM
HOME
$
0
00011
Public Services
ESG
$
275,390
To provide
emergency shelter to
the homeless (General)
HOPWA
$
0
citywide.
SUBTOTAL:
$
275,390
PHA funding
$
0
Assisted Hsg
$
0
TOTAL:
$
275,390
Help prevent homelessness? YES
Help the homeless? YES
Help those with HIV or AIDS? NO
CDBG National Objective Citation:
Subrecipient: None
Location(s): CITY WIDE
111t w. 1 t
799115 To provide funds for a hot meals program for the Operating Costs
homeless with Aids. o f
lit Homeless/AIDS
I patients programs
Help prevent homelessness? NO
Prior Year Money: NO
CDBG
$
0
HOME
$
0
ESG
$
0
HOPWA
$
29,281
SUBTOTAL:
$
29,281
PHA funding
$
0
Assisted Hsg
$
0
TOTAL:
$
29,281
Prior Year Money: NO
0 People (General)
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/ Project Title / Activity Code /
Proposed
Local Code Description Title / Citation
Funding Sources
Accomplishments
Help the homeless? NO
Help those with HIV or AIDS? YES
CDBG National Objective Citation:
Subrecipient: None
Location(s): ADDRESS
III S.W. 3rd Street, 2nd Floor, Miami, FL
17
FIRST UNITED METHODIST CHURCH, INC. 05A
CDBG $
15,900
0 Elderly
HOME $
0
799107
To provide hot meals to elderly persons in the Miami Senior Services /
ESG $
0
Downtown area. 570.201(e)
HOPWA $
0
SUBTOTAL: $
15,900
PHA funding $
0
Assisted Hsg $
0
TOTAL: $
15,900
Prior Year Money:
NO
Help prevent homelessness? NO
Help the homeless? NO
Help those with HIV or AIDS? NO
CDBG National Objective Citation: 570.208(a)(2) - LOW/MOD LIMITED CLIENTELE BENEFIT
Subrecipient: None
C�
Location(s): ADDRESS
Cit
1
400 Biscayne Boulevard, Miami, FL
t�
CL�
.
V
U.S. Department of housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/
Project Title / Activity Code /
Proposed
Local Code
Description Title / Citation
Funding Sources
Accomplishments
18
HAITIAN SOCIAL SERVICES PROGRAM 05H
CDBG $
65,150
0 People (General)
(HACAD)
HOME $
0
701102
Employment
ESG $
0
This program will provided comprehensive social Training /
HOPWA $
0
services to local Haitian residents entailing 570.201(e)
SUBTOTAL: $
65,150
information/referral, emergency food housing related
PHA funding $
0
legal assistance.
Assisted Hsg $
0
TOTAL: $
65,150
Prior Year Money:
NO
Help prevent homelessness? NO
Help the homeless? NO
Help those with HIV or AIDS? NO
CDBG National Objective Citation: 570.208(a)(2) - LOW/MOD LIMITED CLIENTELE BENEFIT
Subrecipient: None
Location(s): ADDRESS
7321 N.E. 2nd Avenue, Miami, FL
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/
Project Title / Activity Code /
Proposed
Local Code
Description Title / Citation
Funding Sources
Accomplishments
80
HAITIAN AMERICAN CIVIC ASSOCIATION 05D
CDBG $
70,750 0 Youth
HOME $
0
701105
This program will provide comprehensive after Youth Services /
ESG $
0
school child care services to children of low income 570.201(e)
HOPWA $
0
working parents.
SUBTOTAL: $
70,750
PHA funding $
0
Assisted Hsg $
0
TOTAL: $
70,756
Prior Year Money:
NO
Help prevent homelessness? NO
Help the homeless? NO
Help those with HIV or AIDS? NO
CDBG National Objective Citation: 570.208(a)(2) - LOW/MOD LIMITED CLIENTELE BENEFIT
Subrecipient: None
Location(s): ADDRESS
7321 N.E. 2nd Avenue, Miami, FL
Project ID/
Local Code
19
00012
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project Title / Activity Code /
Description Title / Citation Funding Sources
HISPANIC COALITION, INC. 05H CDBG $
23,275
HOME $
0
To assist those persons in our immigrant community Employment ESG $
0
with their immigration needs and to assist displaced Training I HOPWA $
0
workers within the City of Miami. 570.201(e) SUBTOTAL: $
23,275
PHA funding $
0
Assisted Hsg $
0
TOTAL: $
23,275
Prior Year Money:
NO
Help prevent homelessness? NO
Help the homeless? NO
Help those with HIV or AIDS? NO
CDBG National Objective Citation: 570.208(a)(2) - LOW/MOD LIMITED CLIENTELE BENEFIT
Subrecipient: None
Location(s): ADDRESS
5659 West Flagler Street, Miami, FL
Proposed
Accomplishments
0 People (General)
U.S. Department of dousing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/ Project Title / Activity Code / Proposed
Local Code Description Title / Citation Funding Sources Accomplishments
20 DAMES E. SCOTT COMMUNITY ASSOCIATION 05A CDBG $ 98,475 0 People (General)
(JESCA) HOME $ 0
799103 Senior Services ! ESG $ 0
To provide meals to the low moderate income elderly 570.201(e) HOPWA $ 0
residents of the City of Miami. SUBTOTAL: $ 98,475
PHA funding $ 0
Assisted Hsg $ 0
TOTAL: $ 98,475
Prior Year Money: NO
Help prevent homelessness? NO
Help the homeless? NO
Help those with HIV or AIDS? NO
CDBG National Objective Citation: 570.208(a)(2) - LOWIMOD LIMITED CLIENTELE BENEFIT
Subrecipient: None
Location(s): ADDRESS
2350 N.W. 54th Street, Miami, FL
V
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/ Project Title / Activity Code / Proposed
Local Code Description Title / Citation Funding Sources Accomplishments
21 WYNWOOD CHILD CARE PROGRAM (KIDCO)
05L
CDBG
$
82,590 0 Youth
HOME
$
0
704102 To provide Day Care services for children two (2) to
Child Care
ESG
$
0
five (5) years of age in the Wynwood area.
Services /
HOPWA
$_
0
570.201(e)
SUBTOTAL:
$
82,590
PHA funding
$
0
Assisted Hsg
$
0
TOTAL:
$
82,590
Prior Year Money:
NO
Help prevent homelessness?
NO
Help the homeless?
NO
Help those with HIV or AIDS?
NO
CDBG National Objective Citation:
570.208(a)(2) -
LOW/MOD LIMITED CLIENTELE BENEFIT
Subrecipient:
None
Location(s):
ADDRESS
221 N.E. 36th Street, Miami, FL
22
LIONS HOME FOR THE BLIND
05B
CDBG $
40,600 0 People (General)
HOME $
0
707104
To provide social services and recreational training to
Handicapped
ESG $
0
visually handicapped residents of the City of Miami.
Services /
HOPWA $
0
570.201(e)
SUBTOTAL: $
40,600
t9
PHA funding $
0
Assisted Hsg $
0
TOTAL: $
40,600
Prior Year Money:
NO
Help prevent homelessness? NO
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/ Project Title /
Activity Code /
Proposed
Local Code Description
Title / Citation
Funding Sources
Accomplishments
Help the homeless? NO
Help those with HIV or AIDS? NO
CDBG National Objective Citation: 570,208(a)(2) - LOW/MOD LIMITED CLIENTELE BENEFIT
Subrecipient: None
Location(s): ADDRESS
970 S.W. 1st Street, Miami, FL
23 LITTLE HAITI HOUSING ASSOCIATION
05K
CDBG $
23,275
0 People (General)
HOME $
0
00013 To create a forum for tenants to address
Tenant/Landlord
ESG $
0
neighborhood problems such as drugs, lack of
Counseling /
HOPWA $
0
security, or neighborhood cleaniness. To act as a
570.201(e)
SUBTOTAL: $
23,275
link to providers. Also, be available to address
PHA funding $
0
and educate tenants in life parent/child
Assisted Hsg $
0
communication, english classes, Citizenship
TOTAL: $
23,275
classes.
Prior Year Money:
NO
Help prevent homelessness? NO
Help the homeless? NO
Help those with HIV or AIDS? NO
CDBG National Objective Citation: 570.208(a)(2) - LOW/MOD LIMITED CLIENTELE BENEFIT
CD Subrecipient: None
CJt Location(s): ADDRESS
I
181 N.E. 82nd Street, 2nd Floor, Miami, FL
F-+
C8
k.:
I
I
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/
Project Title /
Activity Code /
Proposed
Local Code
Description
Title / Citation
Funding Sources
Accomplishments
24
LITTLE HAVANA ACTIVITIES
AND 05A
CDBG $
259,675
0 Elderly
NUTRITION CENTER
HOME $
0
799102
Senior Services /
ESG $
0
To provide hot meal services to the low moderate 570.201(e)
HOPWA $
0
income elderly residents of the City.
SUBTOTAL: $
259,675
PHA funding $
0
Assisted Hsg $
0
TOTAL: $
259,675
Prior Year Money:
NO
Help prevent homelessness? NO
Help the homeless? NO
Help those with HIV or AIDS? NO
CDBG National Objective Citation: 570.208(a)(2) - LOW/MOD LIMITED CLIENTELE BENEFIT
Subrecipient: None
Location(s): ADDRESS
700 S.W. 8th Street, Miami, FL
25
LITTLE HAVANA ACTIVITES AND NUTRITION 05A
CDBG
$
63,070 0 Elderly
CENTER -MEDICAL SERVICE
HOME
$
0
00014
Senior Services /
ESG
$
0
To provide medical screening and education to a 570.201(e)
HOPWA
$
0
cc
minumum of 980 unduplicated elderly City of Miami
SUBTOTAL:
$
63,070
residents.
PHA funding
$
0
Assisted Hsg
$
0
TOTAL:
$
63,070
Prior Year Money:
NO
Help prevent homelessness? NO
U
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/ Project Title /
Activity Code /
Proposed
Local Code Description
Title / Citation Funding Sources
Accomplishments
Help the homeless?
NO
Help those with HIV or AIDS?
NO
CDBG National Objective Citation:
570.208(a)(2) - LOW/MOD LIMITED CLIENTELE BENEFIT
Subrecipient:
None
Location(s):
ADDRESS
700 S.W. 8th Street, Miami, FL
26
LITTLE HAVANA COMMUNITY CATHOLIC 05L CDBG $
48,140 0 Youth
SERVICES, INC.
HOME $
0
707105
Child Care ESG $
0
To provide at the community
center child Services / HOPWA $
0
development and day care services to children 570.201(e) SUBTOTAL: $
48,140
residing in the City of Miami.
PHA funding $
0
Assisted Hsg $
0
TOTAL: $
48,140
Prior Year Money:
NO
Help prevent homelessness?
NO
Help the homeless?
NO
Help those with HIV or AIDS?
NO
CDBG National Objective Citation:
570.208(a)(2) - LOW/MOD LIMITED CLIENTELE BENEFIT
Subrecipient:
None
I
Location(s):
ADDRESS
970 S.W. 1st Street, Suite 205, Miami, FL
C,O
I
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/ Project Title / Activity Code /
Proposed
Local Code Description Title / Citation
Funding Sources
Accomplishments
27
MIAMI COALITION FOR THE HOMELESS 05C
CDBG
$
0
0 People (General)
HOME
$
0
799116
This program will provide coordination of feeding Legal Services
ESG
$
22,610
site for homeless persons. Information and referral
HOPWA
$
0
services for Hotline.
SUBTOTAL:
$
22,610
PHA funding
$
0
Assisted Hsg
$
0
TOTAL:
$
22,610
Prior Year Money:
NO
Help prevent homelessness? YES
Help the homeless? YES
Help those with HIV or AIDS? NO
CDBG National Objective Citation:
Subrecipient: None
Location(s): ADDRESS
227 N.E. 17th Street, Miami, FL
28
MIAMI. JEWISH HOME AND HOSIPTAL FOR 05A
CDBG
$
32,575
0 Elderly
THE AGED -
HOME
$
0
701104
Senior Services /
ESG
$
0
This project provides funds to operate Senior Adult 570.201(e)
HOPWA
$
0
Day Care Center.
SUBTOTAL:
$
32,575
PHA funding
$
0
Assisted Hsg
$
0
�.
TOTAL:
$
32,575
�.p
Prior Year Money:
NO
Help prevent homelessness? NO
9
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/ Project Title f Activity Code /
Proposed
Local Code Description Title / Citation
Funding Sources
Accomplishments
Help the homeless? NO
Help those with HIV or AIDS? NO
CDBG National Objective Citation: 570.208(a)(2) - LOW/MOD LIMITED CLIENTELE BENEFIT
Subrecipient: None
Location(s): ADDRESS
6447 N.E. 7th Avenue, MIAMI, FL
29 MIAMI MENTAL HEALTH 05M
CDBG $
25,370 0 People (General)
HOME $
0
708102 This program provides mental health care services for Health Services /
ESG $
0
low and moderate income patients in the Coconut 570.201(e)
HOPWA $
0
Grove target area.
SUBTOTAL: $
25,370
PHA funding $
0
Assisted Hsg $
0
TOTAL: $
25,370
Prior Year Money:
NO
Help prevent homelessness? NO
Help the homeless? NO
Help those with HIV or AIDS? NO
CDBG National Objective Citation: 570.208(a)(2) - LOW/MOD LIMITED CLIENTELE BENEFIT
to Subrecipient: None
CR Location(s): ADDRESS
i
3750 South Dixie Highway, Miami, FL
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/
Local Code
Project Title / Activity Code /
Description Title / Citation
Funding Sources
Proposed
Accomplishments
30
CATHOLIC COMMUNITY SERVICES, INC. 05L
CDBG $
19,070 0 Youth
(NOTRE DAME DAY CARE)
HOME $
0
799108
Child Care
ESG $
0
This program provides day care services for children Services /
HOPWA $
0
two (2) to five (5) years of age in the Edison/Little 570.201(e)
SUBTOTAL: $
19,070
River target area.
PHA funding $
0
Assisted Hsg $
0
TOTAL: $
19,070
Prior Year Money:
NO
Help prevent homelessness? NO
Help the homeless? NO
Help those with HIV or AIDS? NO
CDBG National Objective Citation: 570.208(a)(2) - LOW/MOD LIMITED CLIENTELE BENEFIT
Subrecipient: None
Location(s): ADDRESS
130 N.E. 62nd Street, Miami; FL
9
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/
Project Title !
Activity Code /
Proposed
Local Code
Description
Title / Citation
Funding Sources
Accomplishments
81
OVERTOWN COMMUNITY OPTIMIST CLUB
05D
CDBG $
37,225 0 Youth
HOME $
0
00034
To provide various athletic and cultural acitivies for Youth Services I
ESG $
0
youth in Overtown.
570.201(e)
HOPWA $
0
SUBTOTAL: $
37,225
PHA funding $
0
Assisted Hsg $
0
TOTAL: $
37,225
Prior Year Money:
NO
Help prevent homelessness? NO
Help the homeless? NO
Help those with H1V or AIDS? NO
CDBG National Objective Citation: 570.208(a)(1) - LOW/MOD AREA BENEFIT
Subrecipient: None
Location(s): ADDRESS
P.O. BOX 016063, Miami, FL
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/
Project Title / Activity Code /
Proposed
Local Code
Description Title / Citation
Funding Sources
Accomplishments
31
SOUTHWEST SOCIAL SERVICES 05A
CDBG $
70,125
0 Elderly
HOME $
0
799109
This program provides multiple services to elderly Senior Services /
ESG $
0
residents of the Flagami area. Services provided 570.201(e)
HOPWA $
0
include hot meals, recreational, educational, and
SUBTOTAL: $
70,125
cultural activities.
PHA fiuiding $
0
Assisted Hsg $
0
TOTAL: $
70,125
Prior Year Money:
NO
Help prevent homelessness? NO
Help the homeless? NO
Help those with HIV or AIDS? NO
CDBG National Objective Citation: 570.208(a)(2) - LOW/MOD LIMITED CLIENTELE BENEFIT
Subrecipient: None
Location(s): ADDRESS
25 Tamiami Boulevard, Miami, FL
U.S. Department of Housing and Urban Development .
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/
Project Title / Activity Code /
Proposed
Local Code Description Title / Citation
Funding Sources
Accomplishments
32
ST. AGNES RAINBOW VIALLAGE/SUMMER 05L
CDBG $
23,275 0 Youth
PROGRAM
HOME $
0
705103
Child Care
ESG $
0
This project provides funding for child day care Services /
HOPWA $
0
services in the Public Housing site of St. Agnes 570.201(e)
SUBTOTAL: $
23,275
Rainbow Village.
PHA funding $
0
Assisted Hsg $
0
TOTAL: $
23,275
Prior Year Money:
NO
Help prevent homelessness? NO
Help the homeless? NO
Help those with H1V or AIDS? NO
CDBG National Objective Citation: 570.208(a)(2) - LOW/MOD LIMITED CLIENTELE BENEFIT
Subrecipient: None
Location(s): ADDRESS
2140 N.W. 3rd Avenue, Miami, FL
W1
1—a
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/
Project Title / Activity Code /
Proposed
Local Code
Description Title / Citation
Funding Sources
Accomplishments
33
ST. ALBAN'S DAY NURSERY, INC. 05L
CDBG
$
28,275 0 Youth
HOME
$
0
708104
To provide child care, meals, and enrichment Child Care
ESG
$
0
oppportunities to children, 6 weeks to 3 years of age, Services /
HOPWA
$
0
from primarily low and moderate income families in 570.201(e)
SUBTOTAL:
$
28,275
the Coconut Grove target area.
PHA funding
$
0
Assisted Hsg
$
0
TOTAL:
$
28,275
34
707102
C&�
Cit
CL9
Prior Year Money: NO
Help prevent homelessness? NO
Help the homeless? NO
Help those with HYV or AIDS? NO
CDBG National Objective Citation: 570.208(a)(2) - LOW/MOD LIMITED CLIENTELE BENEFIT
Subrecipient: None
Location(s): ADDRESS
34091 Williams Avenue, Coconut Grove (Miami), FL
ASSOCIATION FOR THE USEFUL AGED, INC. 05A
To provide community information, education and Senior Services /
casework services to the elderly and/or handicapped 570.201(e)
in the Little Havana target area.
Help prevent homelessness?
Rut
CDBG
$
55,850
HOME
$
0
ESG
$
0
HOPWA
$
0
SUBTOTAL:
$
55,850
PHA funding
$
0
Assisted Hsg
$
0
TOTAL:
$
55,850
Prior Year Money: NO
0 Elderly
13
U.S. Department of Dousing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/ Project Title / Activity Code / Proposed
Local Code Description Title / Citation Funding Sources Accomplishments
Help the homeless? NO
Help those with HIV or AIDS? NO
CDBG National Objective Citation: 570.208(a)(2) - LOW/MOD LIMITED CLIENTELE BENEFIT
Subrecipient: None
Location(s): ADDRESS
982 West Flagler Street, Miami, FL
35 WYNWOOD AFTER SCHOOL DAYCARE - SAN 05D
CDBG
$
22,700 0 Youth
JUAN DAYCARE
HOME
$
0
704105 Youth Services /
ESG
$
0
This program provides after school care to youth 570.201(e)
HOPWA
$
0
from the Wynwood target area.
SUBTOTAL:
$
22,700
PHA funding
$
0
Assisted Hsg
$
0
TOTAL:
$
22,700
Prior Year Money:
NO
Help prevent homelessness?
Help the homeless?
Help those with HIV or AIDS?
CDBG National Objective Citation:
Subrecipient:
Location(s):
CiT
144 N.W. 25th Street, Miami, FL
F-�
CG '
NO
NO
NO
570.208(a)(2) - LOW/MOD LIMITED CLIENTELE BENEFIT
None
ADDRESS
V
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/
Local Code
Project Title /
Description
Activity Code /
Title / Citation
Funding Sources
Proposed
Accomplishments
36
WYNWOOD ELDERLY CENTER, INC.
(DE 05A
CDBG $
180,950
0 Elderly
HOSTOS)
HOME $
0
704101
Senior Services /
ESG $
0
Transportation, cultural and social services
for 570.201(e)
HOPWA $
0
elderly residents of the Wynwood area.
SUBTOTAL: $
180,950
PHA funding $
0
Assisted Hsg $
0
TOTAL: $
180,950
I
Prior Year Money:
NO
Help prevent homelessness? NO
Help the homeless? NO
Help those with HIV or AIDS? NO
CDBG National Objective Citation: 570.208(a)(2) - LOW/MOD LIMITED CLIENTELE BENEFIT
Subrecipient: None
Location(s): ADDRESS
2902 N.W. 2nd Avenue, Miami, FL
F
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/
Local Code
Project Title / Activity Code /
Description Title / Citation
Funding Sources
Proposed
Accomplishments
38
CHRISTIAN COMMUNITY SERVICE AGENCY 05
CDBG $
0 0 Elderly
HOME $
0
00015
This program provides receiving, assessment and Public Services
ESG $
100,000
referral services to new homeless individuals in the (General)
HOPWA $
0
City of Miami.
SUBTOTAL: $
100,000
PHA funding $
0
Assisted Hsg $
0
TOTAL: $
100,000
Prior Year Money:
NO
Help prevent homelessness? YES
Help the homeless? YES
Help those with HIV or AIDS? NO
CDBG National Objective Citation:
Subrecipient: None
Location(s): ADDRESS
3620 N.W. 1st Avenue, Miami, FL
W
I
CL�
W
Project ID/
Local Code
39
00016
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project Title J Activity Code /
Description Title / Citation Funding Sources
CITY OF MIAMI BECKHAM HALL 05 CDBG
$
0
HOME
$
0
This program provides emergency shelter to hornless Public Services ESG
$
80,000
person in the City of Miami. (General) HOPWA
$
0
SUBTOTAL:
$
80,000
PHA funding
$
0
Assisted Hsg
$
0
TOTAL:
$
80,000
Help prevent homelessness?
YES
Help the homeless?
YES
Help those with HIV or AIDS?
NO
CDBG National Objective Citation:
Subrecipient:
None
Location(s):
ADDRESS
800 N.W. 28th Street, Miami, FL
Prior Year Money: NO
Proposed
Accomplishments
0 People (General)
R-a
CITY OF MIAMI
COMMUNITY DEVELOPMENT BLOCK GRANT
21ST YEAR PROGRAM FUNDING REQUEST
w
I
02-09-95
CITY OF MIAMI
21ST YEAR CDBG PROPOSALS
COMMUNITY DEV. DEPT
ECONOMIC DEVELOPMENT
....................
RECOMMENDATIONS
...............
PROJECT DESCRIPTION
---- ---------------
CURRENT
PROPOSAL
CITY
C.D.
.........................................................................................................
PROJECT NAME: ALLOCATION
REQUEST
RIFF.
STAFF
BOARD
........................
2
ALLAPATTAH BUSINESS DEV. AUTHORITY
78,500
123,275
44,775
**
**
TECHNICAL ASSISTANCETO BUSINESSES/ALLAP
.............................:..........................................................................
3
BETTER WAY OF MIAMI INC. (CATERING SVC.
0
125,207
126,207
0
125,207
START UP AND FIRST YEAR OPERATING COSTS
.....................................................................................................
4a
COCONUT GROVE LUC
53,000
50,000
3.000
0
0
PROVIDE TECHNICAL ASSISTANCE TO SMALL BUSINESSES/CG
............................................................................................................................................................
4
COCONUT GROVE LOC(GOOMBAY PLAZA)
235,000
450.000
215,000
**
"
.
LAND ACQUISITION AND PREDEVELOPMENT/CG
.......................................................................................................
5
COCONUT GROVE LOC(SMALL BUSI. INCUBATOR)
0
135,000
135,000
0
0
PROVIDE TECHNICAL ASSISTANCE TO SMALL BUSINESSES/CG
..............................................................................................................................................................................
6
COCONUT GROVE LOC COMMERCIAL FACADE
75.000
250,000
175.000
0
0
COMMERCIAL FACADE PROGRAM/CG
.............................................................................................................................................................................
7
COMMERCIAL CODE COMPLIANCE ASST. (NETS)
0
650,000
650,000
202.100
0
CODE COMPLIANCE ASSISTANCE FOR BUSINESSES/CW
...............................
..............................................................................................................................................
8
COMMERCIAL FACADE PAINT PROGRAM
150,000
350,000
200,000
200,000
250.000
COMMERCIAL FACADE & PAINTING OF BUSINESSES/CW
...................................................................................................................•-----------...--------------------------..--..------------
9
DEPARTMENT OF DEVELOPMENT (S.E.O.P.W)
250,000
250,000
0
150,000
0
4----------------------..--.--.-.------.-----------------------.----.---------
TO CLOSE FUNDING GAP FOR SEOPW/OVERTOWN-DEPT. OF DEVELOPMENT
................................................................................................
10
DOWNTOWN ENHANCEMENT TEAM (ODA)
0
100,000 100,000
0 0
PROVIDE TRAINING & JOBS FOR TWENTY FORMER HOMELESS/DT
..............................................................................................................................................................................
11
DOWNTOWN MIAMI BUSI. PARTNERSHIP, INC.
53,500
50,000
-3,500
**
*"
TECHNICAL ASSISTANCE TO BUSINESSES/DT
...............................................................................................................................................•-----..........------....-----
12
EDGEWATER ECONOMIC DEV. CORP.
56,250
50.000
-6,250
'*
**
TECHNICAL ASSISTANCE TO BUSINESSES/WYN
..............................................................................................................................................................................
13
GRAFFITI REMOVAL (NET)
10,000
25,000
15,000
15,000
25,000
REMOVAL OF GRAFFITI/CW
..............................................................................................................................................................................
14
GREATER BISCAYNE BLVD CHAMBER OF COMM.
80,000
95,878
15,878
"'
'*
TECHNICAL ASSISTANCE TO BUSINESSES/EDISON
------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
15
HAITIAN ORGANIZATION OF WOMEN
0
471.375
471,375
0
166,893
ESTABLISH AND MANAGE A REVOLVING LOAN FUND FOR MICRO-ENTREP.
..............................................................................................................................................................................
16
HUMAN SERVICE PIERRE TOUSSAINT
50,000
50,000
0
**
'*
TECHNICAL ASSISTANCE TO BUSINESSES IN EDISON
..............................................................................................................................................................................
17
LITTLE HAVANA DEV. AUTHORITY/COMM(LQEO)
103,500
100,000
-3,500
**
**
TECHNICAL ASSISTANCE TO BUSINESSES/LH
--------------------------------
17a
---------------------------------------------------------------------------------------------------------------------------------------------
MARTIN LUTHER KING ECONOMIC DEVELP. CORP
59,000
59,000
0
**
**
TECHNICAL ASSISTANCETO BUSINESSES IN MODEL CITY
......................................................
.......................................................................................................................
18
MIAMI CAPITAL DEV INC (REV. LOAN FUND)
200,000
1.000,000
800,000
500,000
500,000
REVOLVING LOAN FUND RETENTION, DEV. & EXPANSION OF BUSI./CW
..................................
19
1...........................................................................................................................................
MIAMI CAPITAL DEV INC /ADM
250,000
250,000
0
250,000
250,000
ADMINISTRATION SUPPORT OF REVOLVING LOAN FUND/CW
..............................................................................................................................................................................
20 MIA14I CAPITAL DEV CORP. MICRO -ENTERPRISE 0
.................................... j
60,000
60,000
60,000
60,000
MICRO-ENTERPISE REVOLVING LOAN/CW
179
dot.
ECONOMIC DEVELOPMENT
RECOMMENDATIONS
PROJECT DESCRIPTION
....................
CURRENT
PROPOSAL
CITY
C.D.
..............................................................................................................................................................................
PROJECT NAME:
ALLOCATION
REQUEST
RIFF.
STAFF
BOARD
21
MIAMI BADE COMMUNITY COLLEGE (ONP)
d...............................................................................................................................................................
0
200,000
200,000
0
200,000
DEVELOPING BUSINESS IN OVERTOWN AREA/TRAING PROG.OT
..............
22
MIAMI NEIGHBORHOOD JOBS DEV PROD
225.000
230.000
5,000
230,000
230,000
JOB REFERRAL 6 PLACEMENT TO CITY RESIDENTS/CV
..............................................................................................................................................................................
23
NEW WASHINGTON HEIGHTS COMM DEV CORP
0
200,000
200,000
0
0
CONSTRUCTION OF DOWNTOWN HOTEL (ST. PLAZA HOTEL)/OT
...........................^..
24
__.................................
NEW WOMEN ENTREPREN. (SKILL DEV. PROJ.)
0
.-.
75,000
^-------------------------------------
...-r-................................................................................................
75.000
0
0
^--^------^^----^--------------------•-•----------------------------------
TECHNICAL ASSISTANCE TO SMALL BUSINESS/L HAVANA
...............
25
........ .-------------------------------------
NEW WOMEN ENTREPRENEUR (START UP PROG.)
0
35,000
35,000
0
0
PROVIDE OFFICE EQUIPMENT TO HOME BASE BUSI./L. HAVANA
........................
26
.....................................................................................................................................................
NEW WOMEN ENTREPREN. EMPOWERMENT CONSULT
0
75.000
75,000
0
0
ECONOMIC DEVELOPMENT TO L/M WOMEN TO BE SELF-SUPPORTING/L NAVA
-------------
-^......................................................................^-----------....--^.---........_......_...........--^......._...........................
27
NEW WOMEN ENTREPRENA EX. INCUBATOR OFF.)
.._^----------------------------------------
0
40,000
40.000
-__
0
..----^----------------------•----------^..__^--_---------------------------------------
0
EXECUTIVE INCUBATORS BOTH SEMIPERMANENT TO ONE YEAR TEMP./LH
......................
27e
^-------------
RAFAEL HERNANDEZ HOUSING 8 ECONO. BEVEL.
--------
0
...............
50,000
.------
50,000
^---^-----^ ---------------
**
**
----------------------------------------------------------------------------
TECHNICAL ASSISTANCE TO BUSINESS
..................................
28
............
SMALL BUSINESS OPPORTUNITY CTR INC(LHED)
80,000
-----------------------
50,000
-30.000
-----------------------------
**
**
TECHNICAL ASSISTANCE TO BUSINESSES/LH
^-------• ------------------------- ----------------------------------
..................
29
..-.-----^----------^...................
ST. JOHN COMMUNITY DEVELOPMENT CORP. INC
50,000
50.000
--------------------------------
0
**
**
^------ ^_-_--^-------
TECHNICAL ASSISTANCE TO BUSINESSES/OV
^--^-------^--------................ ---------- ---
---------------
30
^------------------ ........ ^-----------....----------^^
TACOLCY ECON. DEV. CORP. (ED-MARKET PL)
0
300,000
--------------^^--^--_-
300.000
100,000
---------------------------
100,000
CONSTRUCT ADDITIONAL RETAIL SPACE FOR MECHANTS/MC
^----------- ^--^---^-----.. ----------------------------
................
31
................. .................................
URBAN LEAGUE OF GREATER MIAMI (BTB)
0
50,000
50,000
0
0
REDESIGN AND REDEVELOP THE NW 15TH AVE. CORRIDOR/MC
...............
32
..... ^_ ^------------------------------------------------------^-------^---------------------------------------------_--------------------------------------
WYNWOOD COMMUNITY ECONO. DEV. CORP.
^..................................................
0
100,000
100,000
0
..----------------" ------------------------
0
COMMERICAL FACADE PROGRAM/WYN
------------------------------------------------------------
---------------^-..------^---.
33
.
ECONOMIC DEV. COO'S INCENTIVE FUND
^------------------------------------------------
900,000
713,750
186,250
^--------------------------------------------------------------------------------
713,750
713,750 ***
RESERVE FUND FOR CBO'S/CW
.....................
.......................
34
LATIN CHAMBER OF COMMERCE HISPANIC CONGRESS
0
150,000
150,000
150,000
0
LATIN CHAMBER OF COMMERCE HISPANIC CONGRESS
----------------------------
35
----------------------------------
MAIMI DADE CHAMBER OF COMMERCE
^---------------
0
^----------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------------
50,000
50,000
50,00D
0
ASSISTANCE TO SMALL BUSINESSES
^--------------------------------------------
-----------------------------------------
36
------------------------------------------------------------------
SUBTOTAL
2,958,750
7,063,485
^------------------^----------------------------------------------------------------------------------------
4,483.235 2,620,850
2,620,850
* BOARD IS OPPOSED TO ANY FUNDING FOR COCONUT GROVE LOCAL DEVELOPMENT
** FUNDING FOR CBO'S TO BE DETERMINED BY STAFF ACCORDING TO PERFORMANCE WITH THE EXCEPTION OF RAFAEL HERNANDEZ HOUSING AND ECONOMIC DEVELOPMENT(CBO) WHICH MAY
RECEIVE $50,000 SINCE IT IS AS NEW CBO
*** REWVE FOR ABOVE MENTIONED PURPOSE
v�
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID! Project Title / Activity Code /
Local Code Description Title / Citation
Funding Sources
Proposed
Accomplishments
40 COMMERCIAL CODE COMPLIANCE 15
CDBG
$
202,100 0 Businesses
ASSISTANCE (NET)
HOME
$
0
00017 C o d e
ESG
$
0
This program provide asssistance to small blighted Enforcement /
HOPWA
$
0
commercial buildings located only in the commercial 570.202(c)
SUBTOTAL:
$
202,100
corridors of the eight Community Development target
PHA funding
$
0
area.
Assisted Hsg
$
0
TOTAL:
$
202,100
Prior Year Money:
NO
Help prevent homelessness? NO
Help the homeless? NO
Help those with HIV or AIDS? NO
CDBG National Objective Citation: 570.208(a)(1) - LOW/MOD AREA
BENEFIT
Subrecipient: None
Location(s): CITY WIDE
9
C�
1
Project ID/
Local Code
41
799209
U.S. Department of Dousing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project Title / Activity Code /
Proposed
Description Title / Citation Funding Sources
Accomplishments
CITYWIDE COMMERCIAL FACADE PAINT 14A CDBG $
200,000
0 Housing Units
PROGRAM HOME $
0
R e h a b ESG $
0
This activity provide funds to improve facades of Single -Unit HOPWA $
0
residential structures to enhance the overall Residential / SUBTOTAL: $
200,000
appearance of the City. 570.202 PHA funding $
0
Assisted Hsg $
0
TOTAL: $
200,000
Prior Year Money:
NO
Help prevent homelessness? NO
Help the homeless? NO
Help those with Iiid or AIDS? NO
CDBG National Objective Citation: 570.208(a)(3) - LOW/MOD HOUSING BENEFIT
Subrecipient: None
Location(s): CITY WIDE
V
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/
Project Title / Activity Code /
Proposed
Local Code
Description Title / Citation
Funding Sources
Accomplishments
42
DEPARTMENT OF DEVELOPMENT (S.E.O.P.W)
14E
CDBG
$
150,000 0 People (General)
HOME
$
0
00018
To provide supervision and implementation of the
Rehab; Publicly
ESG
$
0
Southeast Overtown Park West Redevelopment
o r
HOPWA
$
0
Project, located adjacent to Downtown Miami.
Privately -Owned
SUBTOTAL:
$
150,000
The
Commercial/Indu
PHA funding
$
0
project calls for the removal of slum and blight,
strial / 570.202
Assisted Hsg
$
0
and redevelopment of 240 acres of area with
TOTAL:
$
150,000
residential and commercial projects.
Help prevent homelessness?
Help the homeless?
Help those with HIV or AIDS?
CDBG National Objective Citation:
Subrecipient:
Location(s):
Prior'Year Money: NO
NO
NO
NO
570.208(b)(1) - SLUMS/BLIGHT AREA BENEFIT
None
CITY WIDE
43 CITYWIDE GRAFFITTI REMOVAL (NET)
17D
CDBG
$
15,000 0 Businesses
"
HOME
$
0
This project will provide funds for painting supplies
O t h e r
ESG
$
0
for graffitti removal to 50 to 100 estimated affected
Commercial/Indu
HOPWA
$
0
W property owners and businesses on a target area wide
s t r i a 1
SUBTOTAL:
$
15,000
basis.
Improvements /
PHA funding
$
0
570.203(a)
Assisted Hsg
$
0
TOTAL:
$
15,000
Help prevent homelessness?
NO
Prior Year Money: NO
r
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/ Project Title /
Activity Code /
Proposed
Local Code Description
Title / Citation
Funding
Sources
Accomplishments
Help the homeless?
NO
Help those with HIV or AIDS?
NO
CDBG National Objective Citation:
570.208(a)(1) - LOW/MOD AREA BENEFIT
Subrecipient:
None
Location(s):
CITY WIDE
44
MIAMI CAPITAL DEVELOPMENT, INC. 18A
CDBG
$
500,000 0 Businesses
(REVOLVING LOAN FUND)
HOME
$
0
799601
ED Direct
ESG
$
0
This program provides a revolving loan fund to assist F i n a n c i a l
HOPWA
$
0
businesses attain working capital.
Assistance to
SUBTOTAL:
$
500,000
For -Profits /
PHA funding
$
0
570.203(b)
Assisted Hsg
$
0
TOTAL:
$
500,000
Prior Year Money:
NO
Help prevent homelessness?
NO
Help the homeless?
NO
Help those with HIV or AIDS?
NO
CDBG National Objective Citation:
570.208(a)(1) - LOW/MOD AREA BENEFIT
GD
Subrecipient:
None
Location(s):
CITY WIDE
I
CO
V
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/
Project Title / Activity Code /
Proposed
Local Code
Description Title / Citation
Funding Sources
Accomplishments
45
MIAMI CAPITAL DEVELOPMENT, INC. 18A
CDBG
$
250,000
0 Organizations
1
(ADMINISTRATION)
HOME
$
0
799603
ED Direct
ESG
$
0
A citywide L.D.C. works with the City of Miami to F i n a n c i a l
HOPWA
$
0
provide financial, technical and managerial assistance Assistance to
SUBTOTAL:
$
250,000
for economic and commercial revitalization. For -Profits /
PHA funding
$
0
570.203(b)
Assisted Hsg
$
0
TOTAL:
$
250,000
Prior Year Money:
NO
Help prevent homelessness? NO
Help the homeless? NO
Help those with HIV or AIDS? NO
CDBG National Objective Citation: 570.208(a)(1) - LOW/MOD AREA BENEFIT
Subrecipient: None
Location(s): ADDRESS
300 Bisc. Blvd. Way, Suite 614, Miami, FL
a
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project.ID/
Project Title i Activity Code /
Proposed
Local Code
Description Title / Citation
Funding Sources
Accomplishments
82
MIAMI CAPITAL - DEVELOPMENT 18C
CDBG $
60,000 0 Organizations
CORPORATION/MICRO-ENTERPRISE
HOME $
0
00036
Micro -Enterprise
ESG $
0
This project will provide funding for the creation of Assistance /
HOPWA $
0
the City of Miami CDBG target area
SUBTOTAL: $
60,000
Microenterprises Revolving Loan Fund, which will
PHA funding $
0
be administered by Miami Capital Development, Inc.
Assisted Hsg $
0
Small working capital and fixed -assets loan,
TOTAL: $
60,000
Prior Year Money:
NO
Help prevent homelessness? NO
Help the homeless? NO
Help those with HIV or AIDS? NO
CDBG National Objective Citation: 570.208(a)(1) - LOW/MOD AREA BENEFIT
Subrecipient: None
Location(s): CITY WIDE
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/
Project Title /
Activity Code /
Proposed
Local Code
Description
Title / Citation
Funding Sources
Accomplishments
46
NEIGHBORHOOD JOBS PROGRAM
05H
CDBG $
230,000 0 People (General)
HOME $
0
799626
This program provides job development, placement
Employment
ESG $
0
and recruitment for local area business.
Training /
HOPWA $
0
570.201(e)
SUBTOTAL: $
235,000
PHA funding $
0
•
Assisted Hsg $
0
TOTAL: $
230,000
Prior Year Money:
NO
Help prevent homelessness? NO
Help the homeless? NO
Help those with HIV or AIDS? NO
CDBG National Objective Citation: 570.208(a)(1) - LOW/MOD AREA BENEFIT
Subrecipient: None
Location(s): ADDRESS
300 Biscayne Blvd., Way, Suite 101\, Miami, FL
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/
Project Title l Activity Code /
Proposed
Local Code
Description Title / Citation
Funding Sources
Accomplishments
47
TACOLCY ECONOMIC DEVELOPMENT 17D
CDBG $
100,000 0 Businesses
CORPORATION (EDISON/MARKET PLAC
HOME $
0
00019
O t h e r
ESG $
0
This project will entail the construction of an addition Commercial/Indu
HOPWA $
0
onto the west side of the existing Edison Marketplace s t r i a 1
SUBTOTAL: $
100,000
building. Improvements /
PHA funding $
0
570.203(a)
Assisted Hsg $
0
TOTAL: $
100,000
Prior Year Money:
NO
Help prevent homelessness? NO
Help the homeless? NO
Help those with HIV or AIDS? NO
CDBG National Objective Citation: 570.208(a)(1) - LOW/MOD AREA BENEFIT
Subrecipient: None
Location(s): ADDRESS
6200 N.W. 7th Avenue, Miami, FL
R..
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/
Project Title /
Activity Code /
Proposed
Local Code
Description
Title / Citation
Funding Sources
Accomplishments
48
ECONOMIC DEVELOPMENT
CBO'S 21B
CDBG $
713,750
0 Organizations
INCENTIVE FUND
HOME $
0
00020
Indirect Costs /
ESG $
0
Reserve Fund for Community Based Organizations 570.206
HOPWA $
0
Citywide.
SUBTOTAL: $
713,750
PHA funding $
0
Assisted Hsg $
0
TOTAL: $
713,750
Prior Year Money:
NO
Help prevent homelessness? NO
Help the homeless? NO
Help those with HIV or AIDS? NO
CDBG National Objective Citation: 570.208(a)(1) - LOW/MOD AREA BENEFIT
Subrecipient: None
Location(s): CITY WIDE
C�
CJ�
f
C.D ,
I
N
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/ Project Title !
Activity Code /
Proposed
Local Code
Description
Title / Citation
Funding
Sources
Accomplishments
96
LATIN CHAMBER OF COMMERCE HISPANIC 18B
CDBG
$
150,000
0 Organizations
CONGRESS
HOME
$
0
00050
ED Technical
ESG
$
0
Provide assistance for -profit businesses.
Assistance /
HOPWA
$
0
570.203(b)
SUBTOTAL:
$
150,000
PHA funding
$
0
Assisted Hsg
$
0
TOTAL:
$
150,000
Prior Year Money:
NO
Help prevent homelessness? NO
Help the homeless? NO
Help those with HIV or AIDS? NO
CDBG National Objective Citation: 570.208(a)(1)
- LOW/MOD AREA
BENEFIT
Subrecipient: None
Location(s): ADDRESS
1417 West Flagler Street, Miami, FL
97
MIAMI DADE CHAMBER OF COMMERCE
18B
CDBG
$
50,000
0 Businesses
HOME
$
0
00051
Provide assistance for -profit businesses.
ED Technical
ESG
$
0
Assistance /
HOPWA
$
0
CD
570.203(b)
SUBTOTAL:
$
50,000
PHA funding
$
0
l
Assisted Hsg
$
0
TOTAL:
$
50,000
Prior Year Money:
NO
Help prevent homelessness? NO
r
0
Help the homeless? NO
Help those with HIV or AIDS? NO
CDBG National Objective Citation: 570.208(a)(1) - LOW/MOD AREA BENEFIT
Subrecipient: None
Location(s): ADDRESS
9190 Bisc. Blvd. Suite 201, Miami, FL
a
CITY OF MIA MI
COMMUNITY DEVELOPMENT BLOCK GRANT
HOME IN VESTMENT PARTNERSHIP (HOME)
HOUSING OPPORTUNITIESFOR PERSONS WITH AIDS (HOP WA)
21ST YEAR PROGRAM FUNDING REQUEST
w
r
~ L11Y OF MIAMI
21ST YEAR CDBG PROPOSALS
COMMUNITY DEV. DEPARTMENT
HOUSING
-------- RECOMMENDATIONS
CURRENT PROPOSAL CITY C.D.
H PROJECT NAME: ALLOCATION REQUEST DIFF. STAFF HOME HOPWA BOARD
.............................................................. ------- -------- ...... ^ -^- ------------------------
PROJECT DESCRIPTION
------ -^--
lA
ALLAPATTAH BUSINESS SHOPPING CENTER
25,000
100,000
.......
75,000
^--^^-----------------
0
-...... ^----------
17,000
^---------------------
CONCEPTUALLY DEVELOP HOUSING PROJECT
^---------------------------------------------
.........................
1
-------------------------------------------
ABDA
50,000
123,275
----------------------
73,275
50,000
^----------- ^--------------------------------
50,000
CDC -ASSIST. L/M FAMILIES IN MSG. 8 PROPTY. ACQ./AL
^------------------------ ^----------^---------
.. --------------------------------
2
.--------- .^------^---..^--.-..-.-^
BANE DEV CORP OF S FLORIDA
0
50,788
50,788
50,000
100.000
^-'--------^-----------------
TO PROVIDE HOUSING FOR THE HOMELESS 6 ELDERLY/OT
........................
3
........... ^.....-----^-----._.-..
CARREFOUR HOUSING CORP.
-----------------
0
150,000
^---------------------------------------
150,000
.------
50,000
------------------ ^-------------------------------------------
100,000
CDC ASSIST FOR THE DEVELOPMENT OF 72 EFFICIENCIES
------- ^----------------- ^--------
-----------------------------------
4
--------------------------------------------
CITYWIDE CODE ENFORCEMENT (NET)
300,000
450,000
•------
150.000
^----------
450,000
....---- ^---------- ^----------
450.000
.----------
OVERALL CITYWIDE ENFORCEMENT CODE/CW
^---------- ^-----------------
...................................
5
.--------------------------------
CITYWIDE LOT CLEARANCE -NETS
125,000
175,000
50,000
150,000
^----------------- ^---------------------
150,000
CITYWIDE LOT CLEARING/OVERGROWN LOTS/CW
^---------- -------------------- -
-----------------------------------
6
.--------------------------------------------------
CITYWIDE PREV. SUBST. BLOGS/DEMOLITION
100,000
300,000
^----------
200,000
200,000
^-------------- -----------------------------------------------------------------
200,000
DEMOLITION OF UNSAFE STRUCTURES AS PER CODE/CW
^--------------------
.................
7
............................. •------------------------
CITYWIDE MULTIFAMILY HOUSING REHAB.
2,000,000
2,000,000
0
.----------
1,500,000 500,000
------------------ ^------
1,500,000
^---------- -----------
CITYWIDE HOUSING REHABILITATION/MULTIFAMILY/CW
^-----------------^----------------------------^--
..........---------------------
8
^-------------- ^-----------------
CITYWIDE SINGLEFAMILY HOUSING REHAB.
1,360,000
•----------
1,500,000
140.000
750.000
^---------- ^-----------------
750,000
^--------------
CITYWIDE HOUSING REHABILITATION/SINGLE FAMILY/CW
------- ^---------- ------- ^--------------------- ----------
..................^,.-^-----•----------------------------------
9
COCONUT GROVE LOCAL DEV CORP/HOUSING
0
-----------------
500,000
500,000
50,000
^^----------------
0
^--------------
ACQUIRE 8 REHAB. 60 MULTIFAMILY UNITS/CG
---------- ^---^--------------------- ^------ ^----------^--
-•........----------
10
........................... .----------
COCONUT GROVE LOCAL DEV.
-------
0
^----------
100,000
^---^--^
100,000
----------
0
^---------- ^---------- -------
0
---------- ^----------
GRAND AVENUE RENOVAT. COMM. 6 RESIDENTIAL UNITS/CG
^----------------- ----------------------------- ^--
.....................................................
11
CODEC
^-----------------
50,000
^--^^------
65,000
15,000
50,000
------ .--------------------------------------------------
50,000
COC-ASSIST. L/M FAMILIES IN HSG. d PROPERTY ACQ./AL
^---------------------------- ---
....................
12
.................................
DOWNTOWN MIAMI COMM. DEV. COALITION
^----------
0
^----------••------------.-....
18,000
18,000
0
18,000
INVENTORY OF ALL POTENTIAL AFFORDABLE HSG. SITES/DT
-
--------------------•
13
--•---..-.--------------------••----------^------^----------^----^-^----------^----------------------------^----------^-----------------^---------------------^
DOWNTOWN MIA14I COM. DEV. PRE-DEV. LOAN
0
25,000
25,000
0
0
PREDEVELOP.LOAN TO DETERMINE FEASIBILITY OF HSG./DT
....----•
14
--------------------------••-------------------------------------------------------------------------^-----------------^----------^----------------------------^------^.^-^--
EDGEWATER ECONOMIC DEVELOPMENT/HOUSING
100.000
100,000
0
50,000
^-----------------------------------
75,000
-----------
CDC -ASSIST. L/M FAMILIES IN HSG. & PROPTY. ACQ./CW
----------- ^---------- ------- ^---------- ^---------- ^--
--------------------
15
---------------------------------
ELHCDC-HOUSING DEVELOP
^----------------------------
50,000
100,DOO
50,000
50,000
^----------
50.000
^------ ^---^------
CDC -ASSIST. L/M FAMILIES IN HSG. 6 PROPTY. ACQ./LH
--------------------- ------------------------- ^------
------------------------------------------
16
^----------
FLORIDA HOUSING COOP-AMERICAN DREAM
^----------
50,000
------------------------------------
60,000
10,000
50,000
-----------
0
----------------------------------------------------------
CDC -NEW AFFORD. MSG. 6 CONSTRUC. PROJ. 18 CONDO'S/
^-------------
--------------------
17
^-^-^------ ^---------- ^---------------------------------------------------------
GREATER MIAMI NEIGHBORHOODS INC.
100,000
100,000
0
100,000
----------------------------------------------------------------------------
100,000
PROVIDE TECHNICAL SERVS. TO NON-PROFIT/CW
^------
-------------------------------
18
^--------------------------------
GREATER MIAMI NEIGHBORHOODS CITYWIDE
0
------------------------------------
50,000
50,000
0
0
---------------------
PROGRAM TO DEVELOP MULTI -FAMILY HOUSING/CW
^----------------- ^---------- ^---------- ^------ ^------
..---^---------.----------^
19
-------------------------
LITTLE HAITI HOUSING ASSOC. INC.
-----------------------------
50,000
80,000
30,000
^------------------------
50,000
^-------------------
80,000
^--------------------------
HOUSING REHAB., 6 ASSISTANCE TO HOMEOWNERS/ED
^---------- ^-----------------------------------
--..-..--^---------------------
20
..--•----....---^
---------------------
HABITAT FOR HUMANITY LAND ACQ. L. HAITI
-------------- ^---------- ^---------------------------------------------------------------------------------------------
------------------
0
^-----------------
120,000
120,000
100,000
100,000
DEVELOPMENT OF SINGLE FAMILY HOMES/EDISON
^----------^-----------------------------------
95- 179
__._ 911
hdUSING
RECOMMENDATIONS
PROJECT DESCRIPTION
CURRENT
PROPOSAL
CITY
C.D.
H
....................................................
PROJECT NAME:
ALLOCATION
....... ..............•.--•------.^-.._•---..-.^------•.----..-..-------------....-.-_....----....__---------^----------------------
REQUEST
DIFF.
STAFF
HOME
HOPWA
BOARD
21
HABITAT FOR HUMANITY LAND ACQ. OVERTOWN
0
110,000
110,000
100,000
0
DEVELOPMENT OF SINGLE FAMILY HOMES/OVERTOWN
.................................................................................................................^_•------•_-_----......--_...-.._.-.-..._-----------.._..-------------
22
MIAMI SUPPORTIVE HSG. CORP.
....................
0
.-------------------------------------------------------------------------------------------------------------
50,000
50,000
0
0
DEVELOP IMPROVE AND PRESERVE AFFORDABLE HOUSING/CW
---------- ---------
................................
23
MODEL HOUSING COOPERATIVE
0
45,000
45,000
0
-^---_-..-----------------------......---...-..------..-_•---------------_-------._..----
0
PROVIDE HOMEOWNERSHIP TENANT OWNER/CW
....................
24
------------------------------------------------------------------------
RAFAEL HERNANDEZ HOUSING 6 ECON. DEV.
50,000
._..............................................................................................................................
100,000
50,000
50,000
50,000
TECHNICAL ASSISTANCE
...................
25
....................................
RESIDENTIAL PAINT PROGRAM
35,000
75,000
.................................^-^^-
40,000
60,000
..............................................................................
1
60.000
FACADE -PAINTING OF HOUSES CITYWIDE/CW
.................................................................
26
SENIOR CRIME PREVENTION 6 VICTIM'S ASSIS
60,000
85.300
25,300
60,000
60,000
IMPROVE HOME SECURITY L/M INCOME ELDERLY/CW
................
27
..................._....................^--------•_--..^....-----------•-•--•-----------.------.----.-.-...-_---._....................................................
ST. JOHN DEV. CORP.
-------------------
90,000
............
90,000
......... .--------------------------------------------------------
0
50,000
50,000
ASSIST L/M FAMILIES IN HOUSING 6 PROPERTPTY. ACQ.
..................... .................................
..............................
28
TACOLCY ECO DEV CORP
50,000
.............................
50,000
0
50,000
...•--•------^.^.-.-.--.-
50,000
_^..-..-...-..-^._--_...-......_•_--•_•--._....------.-^.-..._..-------
CDC ASSIST. L/M FAMILY HOUSING 6 PROPTY. ACQ./MC
.........................................................
29
TRI-CITY COMMUNITY ASSOCIATION
...---------------------------------------------
90,000
191,232
101,232
.............^--• -----------------------
90,000
--------------------------------------------------------------------------------
100,000
HOME IMPROVEMENT PROG. LOW INCOME PERSONS/CW
..........................
30
URBAN LEAGUE OF GREATER MIAMI (BTB)
0
50,000
50.000
50,000
--------------------------------------------------
50.000
ACQ., NEW HSG. REHAB. SINGLE 8 MULTIFAMILY HSG/CW
^---------- ..._..................................
.....................
31
.........^.---------•----------------------------------------
WYNWOOD COMMUNITY ECON. OEV.CORP.
0
.._•_^_•----^---------•--------------^----------------------^---------•-_---.-....---•--^..---------------^-------.-.-.-----
75,000
75,000
0
D
CDC -AFFORDABLE HSG. FOR LOW INCOME PERSONS/WYN
..................
32
.----------------------------------------
MULTIFAMILY RENTAL NEW CONSTRUCTION
.-----------------
0
•-------------------------------------------
0
0
O
500,000
------------------
-----.-...-.-^^
TO PROVIDE NEW HOUSING CONSTRUCTION FOR RENTAL/CW
..... .-.-...._._.....-•------^ --^-----------------^ ---
...........
33
.---------- .....------
HOME9UYER ASSISTANCE
.-----------------------------------------------------------------
0
0
0
0
500,000
---_.._•-•-.-.--------------------•_•-.•_.-•-•-----------------------^-------
ASST. NEW HOMEBUYERS WITH THE HOME DOWN PAYMENT
.......................
34
................
COMM. HSG. DEVELOPMENT ORGANIZATION (CHOO'S) 0
-------------------
0
.-----------------------------------
0
0
2,134,200
^.------^...........................................................................
APPV. NONPROFIT HSG. ORGANIZ. IN THE PROOUCT.OF HSG
.................
35
...._-----------_.-.-....._-.
PROGRAM ADMINISTRATION
0
------- .-----------------------------------------
0
0
0
403,800
^--------------
..........................-^^-......._..._..........._............_.
HOUSING DELIVERY COST
..................................................
36
SHORT-TERM MORTGAGE RENTAL ASSISTANCE
.......................................
0
•-___----------------------------------^---------------------^----------•---•-•----------•-•----.------------------------------
0
0
0
0
790,060
SHORT-TERM EMERGENCY HSG. ASSISTANCE/CW
..................
37
LONG-TERM RENTAL ASSISTANCE
0
0
0
0
0
3,162,400
PROVIDES RENT SUBSIDIES TO ELIGIBLE HOUSEHOLDS/CW
-....-•-----------------^-...--..--•.--•---------------------------------------------------------------------------------------------------------^----------------^--------------------
38
PERMANENT HOUSING
----------------------------------------------------------------------------------------------------------------------------------------------
0
0
0
0
0
1,976,500
FUNDING FOR THE ACQ. REHAB. FOR PERSONS WITH AIDS
-----------------------------------
39
---------•------------------------------------------------------------------^^--------------------------------------------------------------------------------------------------^------
MOVING EXPENSES ASSISTANCE
0
0
0
0
0
30,000
FUNDING TO ASSIST PERSON WITH HIV/AIDS
w
___
____
___~
__~-
.~—~
^=-, ^=~~.
.�~�= ,°=, *�*�. mme��
--�
---7 ---�
'
HOUSING
m:omexDAr/mm
----'---'
PROJECT msmIroox
--'—'~--'---
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momom
o/rY
C.O.
PROJECT MAKE:
................... ......................................................
«uomrIox
REQUEST
o/n'.
omrF
---------------------------
ume
xomx
BOARD
...............
--------------------- ------------------ --------
,m
RESOURCE msNTI. 6 OEVEL.IPLANNING &
COORD o
o
v
o
.....................'..............
o
�
ao.000
DEVELOP. IoENrI. oMEET LOCAL MSG. ^aEos orxIwxm
-----------'............ ------'-------------------'-----
..................'.....
*1
...'.....................................................
mzLirzcs mswrxNCE
»
»
y
o
o
425,000
muv. rxmcxr FOR IosmumIm*/sooxw. ps'mom/m
~~~~-~~~--~—^~~-
vu
~~------^--~-------~-~'~—^~~---'-------'--------------------------'—~----'--^-------~--------~----------
FAIR xooSIwn woxeuxu
«
»
»
o
o
^o,000
pxov. aoxL xEmom. IN mzor. a oxu. omoxIwInm.
—~-~--'—~~-^-^-~~—^--^-------'--''—'-~~-----^--------------------------~----------------------''''------'--------'
oa
spmIm Heos oxxnT
«
«
o
o
`----------------------------
o
90,000
---------------------
mov. FOR NONRECURRING wenx SUCH AS oxoss^ Er:.
............................... ----`
...................
44
--^..........................
xe. Iwmnmxrmx u REFERRAL Smvom
`------------------------------------
o
«
o
o
o
130.000
xmIors xiv/xmo CLIENTS IN muxrIno xm.
...................
xo
'.-....... -___--_____-'_._—~____—_____'________—_'-_—_—_--__'--_-____--___---__'_'^____—_'___-_-
EwsxoEn:Y Voosmu kssomwoE » »
o
o
o 874,320 mov. Foxomo FOR xooReomo sxmn. MSG. FOR AIDS
- - ____-.__-___—'--___'—_—_~____________'________�
' -
/. ^r`�
-.._'...-~_.__-.^------
*o
...................................
~-------^----''--'''---------------
rnhnmm xnx1oIsrxxrwo
------------------------------------------------------------------
«
o
o
o
u
m,,mo
------------------------------
movms FOR THE xoomI. mor OF THE pxoumw
----'—'-------------------
r
...,.......
...............................
. m .......................... ----------_,--_,^--,------------------------------_-----------------
mommL
'---------- .............
«,/o,000
^---------------------------------
/.000.m»
2,353,595
4,210.000
o.000^000
—'-------------------^---------------------------
.......
,,000,^oo
-_--------------------_----------------_--------------------------
^`om,000
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/
Project Title i
Activity Code /
Proposed
Local Code
Description
Title / Citation
Funding Sources
Accomplishments
49
ALLAPATTAH BUSINESS DEVELOPMENT 18B
CDBG $
50,000
0 Organizations
AUTHORITY
HOME $
0
703608
ED Technical
ESG $
0
This subrecipient is an non-profit low income
Assistance I
HOPWA $
0
570.203(b)
SUBTOTAL: $
50,000
PHA funding $
0
housing developer operating in the Allapattah
Assisted Hsg $
0
TOTAL: $
50,000
target area.
Prior Year Money:
NO
This project involves the use of an administrative
grant to defray the organization's cost in
connection with the CDC's efforts to promote and
expand housing opportunities affordable to low and
moderate income families and individuals.
CR
Help prevent homelessness? NO
F-� Help the homeless? NO
"'2 Help those with HIV or AIDS? NO
CO
CDBG National Objective Citation: 570.208(a)(1) - LOW/MOD AREA BENEFIT
VJ
0
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/ Project Title /
Activity Code /
Proposed
Local Code Description
Title / Citation
Funding Sources
Accomplishments
Subrecipient: None
Location(s): ADDRESS
3723 N.W. 17th Avenue, Miami, FL
50 BAME DEVELOPMENT CORPORATION OF 12
CDBG $
50,000
40 Organizations
SOUTH FLORIDA, INC.
HOME $
0
00021
Construction of
ESG $
0
This program will provide housing for the elderly and Housing /
HOPWA $
0
housing for the homeless families.
570.201(m)
SUBTOTAL: $
50,000
PHA funding $
0
Assisted Hsg $
0
TOTAL: $
50,000
Prior Year Money:
NO
Help prevent homelessness? YES
Help the homeless? YES
Help those with HIV or ANDS? NO
CDBG National Objective Citation: 570.208(a)(3) - LOW/MOD HOUSING BENEFIT
Subrecipient: None
Location(s): ADDRESS
245 N.W. 8th Street, Miami, FL
CD
CTT
I
�I
M
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/
Project Title /
Activity Code /
Proposed
Local Code
Description
Title / Citation
Funding Sources
Accomplishments
51
CARREFOUR HOUSING CORPORATION
18B
CDBG $
50,000 0 Housing Units
HOME $
0
00022
Carrefour Housing Corporation is a non-profit
ED Technical
ESG $
0
corporation, constituted as as partnership between
Assistance /
HOPWA $
0
the business sector, represented by the Greater
570.203(b)
SUBTOTAL: $
50,000
Miami Chamber or Commerce, government and
PHA funding $
0
non-profit social service organizations, to
Assisted Hsg $
0
provide affordable housing linked with services
TOTAL: $
50,000
and job opportunities.
Prior Year Money:
NO
Help prevent homelessness? NO
Help the homeless? NO
Help those with HIV or AIDS? NO
CDBG National Objective Citation: 570.208(a)(3) - LOW/MOD HOUSING BENEFIT
Subrecipient: None
Location(s): ADDRESS
789 N.W. 13th Avenue, Miami, FL
52
CITYWIDE CODE ENFORCEMENT (NET)
15
CDBG
$
450,000 0 People (General)
HOME
$
0
799211
This project will be designed to upgrade or eliminate
C o d e
ESG
$
0
substandard structures through the active enforcement
Enforcement /
HOPWA
$
0
C8
of code violations througout the City's neighborhood
570.202(c)
SUBTOTAL:
$
450,000
target area.
PHA funding
$
0
Assisted Hsg
$
0
TOTAL:
$
450,000
Prior Year Money:
NO
Help prevent homelessness? NO
VM
tom►
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/ Project Title / Activity Code /
Local Code Description Title / Citation Funding Sources
Help the homeless? NO
Help those with HIV or AIDS? NO
CDBG National Objective Citation: 570.208(a)(1) - LOW/MOD AREA BENEFIT
Subrecipient: None
Location(s): CITY WIDE
Proposed
Accomplishments
53 CITYWIDE LOT CLEARANCE
04
CDBG
$
150,000 0 People (General)
HOME
$
0
799229 This project will provide funds for enforcing lot
Clearance and
ESG
$
0
clearing of overgrown lots in neglected properties on
Demolition /
HOPWA
$
0
a target areawide basis.
570.201(d)
SUBTOTAL:
$
150,000
PHA funding
$
0
Assisted Hsg
$
0
TOTAL:
$
150,000
Prior Year Money: NO
Help prevent homelessness? NO
Help the homeless? NO
Help those with HIV or AIDS? NO
CDBG National Objective Citation: 570.208(a)(1) - LOW/MOD AREA BENEFIT
Subrecipient: None
Location(s): CITY WIDE
n
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/
Project Title / Activity Code /
Proposed
Local Code
Description Title / Citation
Funding Sources
Accomplishments
54
CITYWIDE PREVENTION OF SUBSTANDARD 04
CDBG
$
200,000 0 People (General)
BUILDING DEMOLITION
HOME
$
0
799206
Clearance and
ESG
$
0
This project will provide funds for the demolition Demolition /
HOPWA
$
0
procedures in the Code for the elimination of unsafe 570.201(d)
SUBTOTAL:
$
200,000
and substandard structures, in blighted areas on a
PHA funding
$
0
target area wide basis.
Assisted Hsg
$
0
TOTAL:
$
200,000
Help prevent homelessness?
Help the homeless?
Help those with HIV or AIDS?
CDBG National Objective Citation:
Subrecipient:
Location(s):
Prior Year Money: NO
NO
NO
NO
570.208(a)(1) - LOW/MOD AREA BENEFIT
None
CITY WIDE
55
CITYWIDE MULTIFAMILY HOUSING
14B
CDBG
$
1,500,000 0 Housing Units
REHABILITATION PROGRAM
HOME
$
500,000,
799201
R e h a b
ESG
$
0
Financial assistance in the form of low interest loans
M u 1 t i - U n i t
HOPWA
$
0
is offered to owners of rental property containing 5 or
Residential /
SUBTOTAL:
$
2,000,000
U1
more resdiential units.
570,202
PHA funding
$
0
l
Assisted Hsg
$
0
TOTAL:
$
2,000,000
Prior Year Money:
NO
Help prevent homelessness? NO
i
I
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/ Project Title / Activity Code /
Local Code Description Title / Citation Fundine Sources
Help the homeless?
Help those with H1V or AIDS?
CDBG National Objective Citation:
Subrecipient:
Location(s):
NO
NO
570.208(a)(3) - LOW/MOD HOUSING BENEFIT
None
CITY WIDE
Proposed
Accomplishments
56 CITYWIDE SINGLEFAMILY HOUSING
14A
CDBG
$
750,000 0 Housing Units
REHABILITATION PROGRAM
HOME
$
0
799203
R e h a b
ESG
$
0
This activity will provide funds for the rehabilitation
S i n g l e- U n i t
HOPWA
$
0
of low moderate income single family housing
Residential /
SUBTOTAL:
$
750,000
structures.
570.202
PHA funding
$
0
Assisted Hsg
$
0
TOTAL:
$
750,000
Help prevent homelessness?
Help the homeless?
Help those with IRV or AIDS?
CDBG National Objective Citation:
Subrecipient:
Location(s):
Prior Year Money: NO
NO
NO
NO
570.208(a)(3) - LOW/MOD HOUSING BENEFIT
None
CITY WIDE
W
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/
Project Title / Activity Code /
Proposed
Local Code
Description Title / Citation
Funding Sources
Accomplishments
57
COCONUT GROVE LOCAL DEVELOPMENT 14B
CDBG $
50,000
60 Housing Units
CORPORATION/HOUSING
HOME $
0
00023
R e h a b
ESG $
0
This subrecipient is a non-profit low income M u l t i- U n i t
HOPWA $
0
Residential /
SUBTOTAL: $
50,000
570.202
PHA funding $
0
housing developer operating in the Coconut
Assisted Hsg $
0
Grove
TOTAL: $
50,000
Prior Year Money:
NO
target area. This project involves the use of an
administrative grant to defray the
organizations's
cost in connection with the CDC's efforts to
promote and expand housing opportunities
affordable to low and moderate income families
and
W
individuals.
..1-7 Help prevent homelessness? NO
W Help the homeless? NO
Help those with HIV or AIDS? NO
w
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/
Project Title / Activity Code /
Proposed
Local Code
Description Title / Citation
Funding Sources
Accomplishments
58
CODEC, INC. 12
CDBG
$
50,000 0 Housing Units
HOME
$
0
799212
The subrecipient is a non-profit low income Construction of
ESG
$
0
housing developer operating in the Commounity Housing /
HOPWA
$
0
Development target area. The project involve the 570.201(m)
SUBTOTAL:
$
50,000
use of grant monies to defray the cost of
PHA funding
$
0
administration in connection with the CDC's
Assisted Hsg
$
0
efforts to promote and expand the development of
TOTAL:
$
50,000
housing opportunities affordable to low and
moderate income families and individuals. Prior Year Money: NO
Help prevent homelessness?
Help the homeless?
Help those with HIV or AIDS?
CDBG National Objective Citation:
Subrecipient:
Location(s):
NO
NO
NO
570.208(a)(3) - LOW/MOD HOUSING BENEFIT
None
ADDRESS
2575 N.W. 27th Avenue, Miami, FL
I
0
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/
Project Title /
Activity Code /
Proposed
Local Code
Description
Title / Citation
Funding Sources
Accomplishments
59
E D G E W A T E R ECONOMIC 12
CDBG
$
50,000 0 Organizations
DEVELOPMENT/HOUSING
HOME
$
0
704204
Construction of
ESG
$
0
This subrecipient is a non-profit low income
Housing /
HOPWA
$
0
housing developer operating in the Edgewater
570.201(m)
SUBTOTAL:
$
50,000
target area. This project involves the use of an
PHA funding
$
0
administrative grant to defray the organization's
Assisted Hsg
$
0
cost in connection with the CDC's efforts to
TOTAL:
$
50,000
promote and expand housing opportunities
affordable to low and moderate income families and
Prior Year Money:
NO
individuals.
Help prevent homelessness?
Help the homeless?
Help those with HIV or AIDS?
CDBG National Objective Citation:
Subrecipient:
Location(s):
NO
NO
NO
570.208(a)(3) - LOW/MOD HOUSING BENEFIT
None
CITY WIDE
V
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/
Project Title /
Activity Code /
Proposed
Local Code
Description
Title / Citation Funding Sources
Accomplishments
60 EAST LITTLE HAVANA CD CORPORATION 12
707107 This subrecipient is a non-profit low income Construction of
housing developer operating in the East Little Housing /
Havana target area. This project involves the use 570.201(m)
of an administrative grant to defray the
organization's cost in connection with the CDC's
efforts to promote and expand housing
opportunities affordable to low and moderate
income families and individuals.
61
707212
C.TI
I
Help prevent homelessness?
Help the homeless?
Help those with HIV or AIDS?
CDBG National Objective Citation:
Subrecipient:
Location(s):
NO
NO
NO
CDBG
$
50,000 0 Organizations
HOME
$
0
ESG
$
0
HOPWA
$
0
SUBTOTAL:
$
50,000
PHA funding
$
0
Assisted Hsg
$
0
TOTAL:
$
50,000
Prior Year Money: NO
570.208(a)(3) - LOW/MOD HOUSING BENEFIT
None
ADDRESS
1699 Coral Way, Suite 302, Miami, FL
FLORIDA HOUSING COOPERATIVE 12
This subrecipient will act as developer of a 18 unit Construction of
condominium apartment complex. Also, will provide Housing /
assistance in satisfy outstanding real estate taxes and 570.201(m)
a purchase money mortgage on vacant land.
CDBG
$
50,000 0 Organizations
HOME
$
0
ESG
$
0
HOPWA
$
0
SUBTOTAL:
$
50,000
PHA funding
$
0
Assisted Hsg
$
0
TOTAL:
$
50,000
Prior Year Money: NO
I
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/ Project Title / Activity Code /
Proposed
Local Code Description Title / Citation
Funding
Sources
Accomplishments
Help prevent homelessness? NO
Help the homeless? NO
Help those with HIV or AIDS? NO
CDBG National Objective Citation: 570.208(a)(3) - LOW/MOD HOUSING BENEFIT
Subrecipient:
Location(s): ADDRESS
1025 West Flagler Street, Miami, FL
62
GREATER MIAMI NEIGBORHOOD, INC. 12
CDBG
$
100,000 0 Organizations
HOME
$
0
799305
This project will provide housing development Construction of
ESG
$
0
services to non-profit CBO's developing Housing /
HOPWA
$
0
affordable 570.201(m)
SUBTOTAL:
$
100,000
housing in the City of Miami target areas.
PHA funding
$
0
Assisted Hsg
$
0
The project will also provide real estate
TOTAL:
$
100,000
development services and support to Overtown
Neighborhood Partnerships and CBO's working
Prior Year Money:
NO
to
transform Overtown.
Help prevent homelessness? NO
C3 t
Help the homeless? NO
1
Help those with H1V or AIDS? NO
!-�
CDBG National Objective Citation: 570.208(a)(3) - LOW/MOD HOUSING
BENEFIT
Subrecipient: None
Location(s): N/A
OR
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/ Project Title / Activity Code / Proposed
Local Code Description Title / Citation Funding Sources Accomplishments
Subrecipient: None
Location(s): N/A
63 LITTLE HAITI HOUSING ASSOCIATION, INC.
14D
CDBG
$
50,000 0 Organizations
HOME
$
0
00024 This project involves the acquisition, rehabilitation
Rehab; Other
ESG
$
0
and marketing of vacant, slum and blighted singel
Publicly -Owned
HOPWA
$
0
family homes to low and moderate income families in
Res i d e n t i a 1
SUBTOTAL:
$
50,000
the Edison/Little River target area.
Buildings 1
PHA funding
$
0
570.202
Assisted Hsg
$
0
TOTAL:
$
50,000
Prior Year Money: NO
Help prevent homelessness? NO
Help the homeless? NO
Help those with HIV or AIDS? NO
l CDBG National Objective Citation: 570.208(a)(3) - LOW/MOD HOUSING BENEFIT
I Subrecipient: None
ffff Location(s). ADDRESS
181 N.E. 82nd Street, Miami, FL
CD
I
f�
i
I
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/ Project Title / Activity Code I
Proposed
Local Code Description Title / Citation
Funding Sources
Accomplishments
64
HABITAT FOR HUMANITY LAND
14G
CDBG
$
100,000
0 Organizations
ACQUISITION - LITTLE HAITI
HOME
$
0
00023
Acquisition - For
ESG
$
0
To purchase lots that will be develop for single
Rehabilitation /
HOPWA
$
0
family homes by low and very low moderate income
570.202
SUBTOTAL:
$
100,000
families.
PHA funding
$
0
Assisted Hsg
$
0
TOTAL:
$
100,000
Prior Year Money:
NO
Help prevent homelessness? NO
Help the homeless? NO
Help those with HW or AIDS? NO
CDBG National Objective Citation: 570.208(a)(3) -
LOW/MOD HOUSING
BENEFIT
Subrecipient: None
Location(s): ADDRESS
Edison Little River Target Area, Miami, FL
65
HABITAT FOR HUMANITY LAND
14G
CDBG
$
100,000
0 Organizations
ACQUISITION - OVERTOWN
HOME
$
0
00026
Acquisition - For
ESG
$
0
To purchase lots to develop single family homes for
Rehabilitation /
HOPWA
$
0
low and very low moderate income families in
570.202
SUBTOTAL:
$
100,000
Overtown.
PHA funding
$
0
Assisted Hsg
$
0
TOTAL:
$
100,000
Prior Year Money:
NO
CA
Help prevent homelessness? NO
V
Q
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/ Project Title / Activity Code I Proposed
Local Code Description Title / Citation Funding Sources Accomplishments
Help the homeless? NO
Help those with HIV or AEDS? NO
CDBG National Objective Citation: 570.208(a)(3) - LOW/MOD HOUSING BENEFIT
Subrecipient: None
Location(s): N/A
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/
Project Title / Activity Code /
Proposed
Local Code
Description Title / Citation Funding Sources
Accomplishments
66
RAFAEL HERNANDEZ HOUSING AND 14E CDBG $
50,000
0 Organizations
ECONOMIC DEVELOPMENT HOME $
0
00027
Rehab; Publicly ESG $
0
This subrecipient is an non-profit low income o r HOPWA $
0
Privately -Owned SUBTOTAL: $
50,000
Commercial/Indu PHA funding $
0
housing developer operating strial / 570.202 Assisted Hsg $
0
in the Wynwood target TOTAL: $
50,000
Prior Year Money:
NO
area. This project involves
the use of an
administrative grant to defray
the organization's
cost in connection with the
CDC's efforts to
promote and expand housing
opportunities -
affordable to low and
CR moderate income families and
H individuals.
CL�
Help prevent homelessness? NO
I
a
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/ Project Title /
Activity Code /
Proposed
Local Code Description
Title / Citation Funding
Sources
Accomplishments
Help the homeless?
NO
Help those with HIV or AIDS?
NO
CDBG National Objective Citation:
570.208(a)(3) - LOW/MOD HOUSING BENEFIT
Subrecipient:
None
Location(s):
ADDRESS
2902 N.W. 2nd Avneue, Miami, FL
67 RESIDENTIAL PAINT PROGRAM
14A CDBG
$
60,000 0 Households (General)
HOME
$
0
00028 To provide paint, paint supplies,
and pressure R e h a b ESG
$
0
cleaning services to eligible homeowners within the S i n g l e- U n i t HOPWA
$
0
City of Miami.
Residential / SUBTOTAL:
$
60,000
570.202 PHA funding
$
0
Assisted Hsg
$
0
TOTAL:
$
60,000
Prior Year Money:
NO
Help prevent homelessness? NO
Help the homeless? NO
Help those with HIV or AIDS? NO
CDBG National Objective Citation: 570.208(a)(3) - LOW/MOD HOUSING BENEFIT
Subrecipient: None
C® Location(s): CITY WIDE
CR
f�
oI
Cp
j
x..
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/
Project Title / Activity Code /
Proposed
Local Code
Description Title / Citation
Funding Sources
Accomplishments
68
SENIOR CRIME PREVENTION AND VICTIM'S 14A
CDBG $
60,000
0 Households (General)
ASSISTANCE
HOME $
0
799204
R e h a b
ESG $
0
This project will provide home security Single -Unit
HOPWA $
0
improvements to the low income elderly residents of Residential !
SUBTOTAL: $
60,000
the City of Miami. 570.202
PHA funding $
0
Assisted Hsg $
0
TOTAL: $
60,000
Prior Year Money:
NO
Help prevent homelessness? NO
Help the homeless? NO
Help those with HIV or AIDS? NO
CDBG National Objective Citation: 570.208(a)(3) - LOW/MOD HOUSING BENEFIT
Subrecipient: None
Location(s): ADDRESS
1790 S.W. 27th Avenue, Miami, FL
LL..
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/
Project Title /
Activity Code /
Proposed
Local Code
Description
Title / Citation
Funding Sources
Accomplishments
69
ST. JOHN DEVELOPMENT CORPORATION 12
CDBG $
50,000 0 Organizations
HOME $
0
705603
This subrecipient is a non-profit low income
Construction of
ESG $
0
Housing /
HOPWA $
0
housing 570.201(m)
SUBTOTAL: $
50,000
developer operating in the Overtown target
PHA funding $
0
Assisted Hsg $
0
area.
TOTAL: $
50,000
This project involves the use of an
Prior Year Money:
NO
administrative grant to defray the organization's
cost in
connection with the CDC's efforts to
promote
and expand housing opportunities
affordable
to low and moderate income families and
individuals. -
C32
I
F—►
Help prevent homelessness?
NO
-12
Help the homeless?
NO
Help those with HIV or AIDS?
NO
CDBG National Objective Citation:
570.208(a)(3) - LOW/MOD HOUSING BENEFIT
Subrecipient:
None
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/ Project Title / Activity Code /
Local Code Description Title / Citation Funding Sources
70 TACOLCY ECONOMIC DEVELOPMENT
12
CDBG
$
50,000
CORPORATION/HOUSING
HOME
$
0
702207
Construction of
ESG
$
0
This subrecipient is a non-profit low income
Housing /
HOPWA
$
0
housing developer operating in the Model City
570.201(m)
SUBTOTAL:
$
50,000
target area. This project involves the use of an
PHA funding
$
0
administrative grant to defray the organizations
Assisted Hsg
$
0
cost in connection with the CDC's effort to
TOTAL:
$
50,000
promote and expand housing opportunities
affordable to low and moderate income families
Prior Year Money:
NO
and
individuals.
Help prevent homelessness? NO
Help the homeless? NO
Help those with HIV or AIDS? NO
CDBG National Objective Citation: 570.208(a)(3) - LOW/MOD HOUSING BENEFIT
Subrecipient: None
Location(s): ADDRESS
645 N.W.-62nd Street, Miami, FL
Proposed
Accomplishments
0 Organizations
I
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/ Project Title / Activity Code / Proposed
Local Code Description Title / Citation Funding Sources Accomplishments
Help prevent homelessness? NO
Help the homeless? NO
Help those with HIV or AIDS? NO
D G N al Ob' ' C't t' S70 208 3 LOW/MH OD OUSING BENEFIT
C B anon Jective i a ion.
Subrecipient: None
Location(s): ADDRESS
645 N.W. 62nd Street, Miami, FL
71 TRI-CITY COMMUNITY ASSOCIATION
14A
CDBG
$
90,000 0 Organizations
HOME
$
0
799221 This activity will provide funds for the rehabilitation
R e h a b
ESG
$
0
of low and moderate income single family housing
S i n g l e- U n i t
HOPWA
$
0
structures.
Residential i
SUBTOTAL:
$
90,000
570.202
PHA funding
$
0
Assisted Hsg
$
0
TOTAL:
$
90,000
Prior Year Money:
NO
Help prevent homelessness? NO
Help the homeless? NO
Help those witli HIV or AIDS? NO
CDBG National Objective Citation: 570.208(a)(3) - LOW/MOD HOUSING BENEFIT
Subrecipient: None
Location(s): ADDRESS
1313 N.W. 36th Street, Suite 102, Miami, FL
CD
ti
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/
Project Title /
Activity Code /
Proposed
Local Code
Description
Title / Citation
Funding Sources
Accomplishments
72
URBAN LEAGUE OF GREATER MIAMI (BTB)
14A
CDBG $
50,000 0 Organizations
HOME $
0
00029
This activity will provide funds for the rehabilitation R e h a b
ESG $
0
of low and moderate income single family housing Single -Unit
HOPWA $
0
structures in the Model City area.
Residential !
SUBTOTAL: $
.50,000
570.202
PHA funding $
0
Assisted Hsg $
0
TOTAL: $
50,000
Prior Year Money:
NO
Help prevent homelessness? NO
Help the homeless? NO
Help those with HIV or AIDS? NO
CDBG National Objective Citation: 570.208(a)(3) - LOW/MOD HOUSING BENEFIT
Subrecipient: None
Location(s): ADDRESS
8500 N.W. 25th Avenue, Miami, FL
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/
Project Title /
Activity Code /
Local Code
Description
Title / Citation Funding Sources
73
MULTIFAMILY RENTAL HOUSING
NEW 12 CDBG $
0
CONSTRUCTION
HOME $
500,000
00030
Construction of ESG $
0
To provide funding for new
rental
housing Housing HOPWA $
0
construction.
SUBTOTAL: $
500,000
PHA funding $
0
Assisted Hsg $
0
TOTAL: $
500,000
Prior Year Money:
NO
Help prevent homelessness?
NO
Help the homeless?
NO
Help those with HIV or AIDS?
NO
CDBG National Objective Citation:
Subrecipient:
None
Location(s):
CITY WIDE
C�
W1
1
M+
Proposed
Accomplishments
0 Housing Units
I
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/
Local Code
Project Title /
Description
Activity Code /
Title / Citation
Funding Sources
Proposed
Accomplishments
75
HOMEBUYER ASSISTANCE
13
CDBG $
0 0 Households (General)
HOME $
500,000
00031
Assists new homebuyers with the purchase of a home D i r e c t
ESG $
0
downpayment, mortgage assistance.
Homeownership
HOPWA $
0
Assistance
SUBTOTAL: $
500,000
PHA funding $
0
Assisted Hsg $
0
TOTAL: $
500,000
Prior Year Money:
NO
76
Help prevent homelessness? NO
Help the homeless? NO
Help those with HIV or AIDS? NO
CDBG National Objective Citation:
Subrecipient: None
Location(s): CITY WIDE
COMMUNITY HOUSING DEVELOPMENT 14G
ORGANIZATION (CHDO'S)
Acquisition - For
To certified and approved non-profit housing Rehabilitation
organizations in the production of housing, including
new construction, rehabilitation, acquisition.
Help prevent homelessness?
NO
CDBG
$
0
HOME
$
2,134,200
ESG
$
0
HOPWA
$
0
SUBTOTAL:
$
2,134,200
PHA funding
$
0
Assisted Hsg
$
0
TOTAL:
$
2,134,200
Prior Year Money: NO
0 Organizations
V
a
U.S. Department of Mousing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/ Project Title / Activity Code / Proposed
Local Code Description Title / Citation Funding Sources Accomplishments
Help the homeless? NO
Help those with HIV or AIDS? NO
CDBG National Objective Citation:
Subrecipient: None
Location(s): CITY WIDE
77 PROGRAM ADMINISTRATION/HOME 19B
CDBG
$
0 0 Organizations
HOME
$
403,800
00033 Home Delivery Cost HOME CHDO
ESG
$
0
Operating Costs
HOPWA
$
0
(not part of 5 %
SUBTOTAL:
$
403,800
Admin.cap)
PHA funding
$
0
Assisted Hsg
$
0
TOTAL:
$
403,800
Prior Year Money: NO
Help prevent homelessness?
NO
Help the homeless?
NO
Help those with HIV or AIDS?
NO
CDBG National Objective Citation:
C,®
Subrecipient:
None
W
I
Location(s):
CITY WIDE
N►
CG
M
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
]Listing of Proposed Projects
Project ID/
Project Title i
Activity Code /
Proposed
Local Code
Description
Title / Citation
Funding Sources
Accomplishments
83
SHORT-TERM MORTGAGE
RENTAL 05S
CDBG $
0
0 Housing Units
ASSISTANCE
HOME $
0
00037
Rental Housing
ESG $
0
Short term emergency housing assistance
for persons Subsidies (if
HOPWA $
790,060
with Aids citywide.
HOME, not part
SUBTOTAL: $
790,060
of 5 % Admin
PHA funding $
0
cap)
Assisted Hsg $
0
TOTAL: $
790,060
Prior Year Money:
NO
Help prevent homelessness? YES
Help the homeless? YES
Help those with HIV or AIDS? YES
CDBG National Objective Citation:
Subrecipient: None
Location(s): CITY WIDE
9
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/ Project Title /
Activity Code /
Proposed
Local Code Description
Title / Citation
Funding Sources
Accomplishments
84 LONG-TERM RENTAL ASSISTANCE
05S
CDBG
$
0
0 Households (General)
HOME
$
0
00038 Provides rent subsidies to eligible households Rental Housing
ESG
$
0
citywide.
Subsidies (if
HOPWA
$
3,162,400
HOME, not part
SUBTOTAL:
$
3,162,400
of 5 % Admin
PHA funding
$
0
cap)
Assisted Hsg
$
0
TOTAL:
$
3,162,400
Prior Year Money:
NO
Help prevent homelessness?
NO
Help the homeless?
NO
Help those with HIV or AIDS?
YES
CDBG National Objective Citation:
Subrecipient:
None
Location(s):
CITY WIDE
85
PERMANENT HOUSING 14G
CDBG $
0 0 People (General)
HOME $
0
00039
Funding for the acquisition, rehabilitation for persons Acquisition - For
ESG $
0
with HIV/AIDS. Rehabilitation
HOPWA $
1,976,500
SUBTOTAL: $
1,976,500
gp
PHA funding $
0
CFt
Assisted Hsg $
0
TOTAL: $
1,976,500
Prior Year Money:
NO
Help prevent homelessness? NO
V
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/ Project Title / Activity Code /
Local Code Description Title / Citation Funding Sources
Help the homeless? NO
Help those with HIV or AIDS? YES
CDBG National Objective Citation:
Subrecipient: None
Location(s): CITY WIDE
Proposed
Accomplishments
86 MOVING EXPENSES ASSISTANCE 08 CDBG
$
0 0 People (General)
HOME
$
0
00040 Funding to assist persons with HIV/AIDS. Relocation ESG
$
0
HOPWA
$
30,000
SUBTOTAL:
$
30,000
PHA funding
$
0
Assisted Hsg
$
0
TOTAL:
$
30,000
Prior Year Money: NO
Help prevent homelessness?
NO
Help the homeless?
NO
Help those with HIV or AIDS?
YES
CDBG National Objective Citation:
Subrecipient:
None
�.p
Location(s):
CITY WIDE
CJt
9
U.S. Department of Mousing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/ Project Title / Activity Code / Proposed
Local Code Description Title / Citation Funding Sources Accomplishments
87 RESOURCE IDENTIFICATION AND 20 CDBG $ 0 0 People (General)
DEVELOPMENT/PLANNING & COORDINAT HOME $ 0
00041 Planning ESG $ 0
To develop, identify and meel local housing needs of HOPWA $ 150,000
HIV/AIDS persons. SUBTOTAL: $ 150,000
PHA funding $ 0
Assisted Hsg $ 0
TOTAL: $ 150,000
Prior Year Money: NO
Help prevent homelessness? NO
Help the homeless? NO
Help those with HIV or AIDS? YES
CDBG National Objective Citation:
Subrecipient: None
Location(s): CITY WIDE
88
UTILITIES ASSISTANCE 11 CDBG $
0 0 People (General)
HOME $
0
00042
Provide payment for installation/reconnection fees for Privately Owned ESG $
0
gas, water, lights, etc. Utilities HOPWA $
425,000
cc
SUBTOTAL: $
425,000
PHA funding $
0
Assisted Hsg $
0
TOTAL: $
425,000
Prior Year Money:
NO
Cia
Help prevent homelessness? NO
9
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/ Project Title / Activity Code /
Local Code Description Title / Citation Funding Sources
Help the homeless? NO
Help those with HIV or AIDS? YES
CDBG National Objective Citation:
Subrecipient: None
Location(s): CITY WIDE
89
FAIR HOUSING COUNSELING
05J
CDBG
$
0
HOME
$
0
00043
Provide legal representation in eviction and housing
Fair Housing
ESG
$
0
discrimination against persons with Aids citywide.
Activities (if
HOPWA
$
40,000
CDBG, then
SUBTOTAL:
$
40,000
subject to 15%
PHA funding
$
0
cap)
Assisted Hsg
$
0
TOTAL:
$
40,000
Prior Year Money:
NO
Help prevent homelessness? NO
Help the homeless? NO
Help those with HIV or AIDS? YES
CDBG National Objective Citation:
Subrecipient: None
I
Location(s): CITY WIDE
Proposed
Accomplishments
0 Housing Units
ML
t ,:
a
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/ Project Title /
Activity Code /
Proposed
Local Code Description
Title / Citation Funding Sources
Accomplishments
90 SPECIAL NEEDS GRANT
05 CDBG $
0
0 People (General)
HOME $
0
00044 Provide for nonrecurring needs
such as
shoes, Public Services ESG $
0
clothes, etc., for persons with Aids
citywide.
(General) HOPWA $
90,000
SUBTOTAL: $
90,000
PHA funding $
0
Assisted Hsg $
0
TOTAL: $
90,000
Prior Year Money:
NO
Help prevent homelessness?
NO
Help the homeless?
NO
Help those with HIV or AIDS?
YES
CDBG National Objective Citation:
Subrecipient:
None
Location(s):
CITY WIDE
91
HOUSING INFORMATION AND REFERRAL 06
CDBG $
0 0 People (General)
SERVICES
HOME $
0
00045
I n t e r i m
ESG $
0
Assists HIV/AIDS clients in locating housing Assistance
HOPWA $
130,000
citywide.
SUBTOTAL: $
130,000
C3Z
PHA funding $
0
Assisted Hsg $
0
TOTAL: $
130,000
CC
Prior Year Money:
NO
Help prevent homelessness? NO
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/ Project Title / Activity Code /
Local Code Description Title / Citation Funding Sources
Help the homeless? NO
Help those with HIV or AIDS? YES
CDBG National Objective Citation:
Subrecipient: None
Location(s): CITY WIDE
Proposed
Accomplishments
92 EMERGENCY HOUSING ASSISTANCE
21D
CDBG
$
0 0 People (General)
HOME
$
0
00046 Provide funding for addressing emergency housing
Pair Housing
ESG
$
0
for HIV/AIDS persons within the City of Miami.
Activities (subject
HOPWA
$
874,320
to 20% Admin.
SUBTOTAL:
$
874,320
cap)
PHA funding
$
0
Assisted Hsg
$
0
TOTAL:
$
874,320
Prior Year Money: NO
Help prevent homelessness? NO
Help the homeless? NO
Help those with HIV or AIDS? YES
CDBG National Objective Citation:
Subrecipient: None
Location(s): CITY WIDE
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/ Project Title /
Activity Code /
Proposed
Local Code Description
Title / Citation
Funding Sources
Accomplishments
93 PROGRAM ADMINISTRATION
21A
CDBG $
0
0 People (General)
HOME $
0
00047 Provides for the administration cost of the program. General Program
ESG $
0
Administration
HOPWA $
237,180
SUBTOTAL: $
237,180
PHA funding $
0
Assisted Hsg $
0
TOTAL: $
237,180
Prior Year Money:
NO
Help prevent homelessness?
NO
Help the homeless?
NO
Help those with HIV or AIDS?
YES
CDBG National Objective Citation:
Subrecipient:
None
Location(s):
CITY WIDE
CITY OF MIAMI
COMMUNITY DEVELOPMENT BLOCK GRANT
21ST YEAR PROGRAM FUNDING REQUEST
m
02-09-95
PUBLIC FACILITIES 5 IMPROVEMENTS
................................
CITY OF MIAMI
21ST YEAR COBB PROPOSAL
COMMUNITY DEVE. DEPT.
RECOMMENDATIONS
PROJECT DESCRIPTION
--------------------
CURRENT
PROPOSAL
CITY
C.D.
PF
PROJECT NAME: -^ALLOCATION+-
REQUEST
OIFF.
STAFF
BOARD
-----------------------------------^-----------
1
ALLAPATTAH CD STREET IMPROVEMENTS
0
785,000
785,000
0
0
STREET IMPROVEMENTS, LANDSCAPING BEAUTIFICATION/ALLAP
-----------
2
---------------- '-----------------------------------------------------------------------------------^--------------------------------------------------------------------
ALLAPATTAH NET BLDG.
0
300,000
300,000
0
0
CONSTRUCTION OF PUBLIC FACILITY FOR NET OFFICE/ALLAP
-----------------
3
------------------- ----------------------------------------------^------_-------------------------------------------------------------------------------------------
ALLAPATTAH NET STREET IMPROVEMENTS
0
2,655.000
2,655.000
0
0
DESIGN AND CONSTRUCTION OF STREET PAVEMENT, CURBS,ETC./ALLAP
-----------------------------------------------------^---------------------'___------------------------------------------------------------------------^-----------------------------
4
ALTERNATIVE PROGRAMS, INC.
0
1,000,000
1,000,000
0
0
RENOVATION AND REHAB. OF A FACILITY TO HSG. AOMNI. OFFICES/CW
---------------------------^--------------------------------------------------------^--------------------------^---------------------------------------------------------------------
5
ASSN FOR THE DEV. OF THE EXCEPTIONAL.
92,180
125.000
32.820
0
-----------------------------------------------------------------------------------------
0
CLASSROOM EXPANSION PROJECT/WYN
------------------------------------------
6
'-------------------------------------------------
BETTER WAY OF MIAMI
0
79,970
79,970
0
80,000
COMPLETION OF RENOVATION OF CITY OWNED BUILDING/CW
------------------------------------------------------
7
BISCAYNE BLVD.STR. A LANDSCAPING IMP.
------------------------------------------------------------------------------------------------------------------------------
0
400,000
400,000
100.000
0
TO ENHANCE THE AESTHETIC APPEARANCE OF BISCAYNE BLYD./EDISON
--------------------------------------------------------^---------------------------^----------------------------------------------------------------------------------^-------------
8
BLACK ARCHIVES FOUNDATION (LYRIC THEATER
0
400,000
400,000
0
100.000
CONTINUE RESTORATION OF LANDMARK LYRIC THEATRE/OVERTOWN
------------------------------------------^-------------------------------------------------------------------------------------^------------------^---------------------------------
9
BONINGUEN HEALTH CARE CENTER, INC.
0
500,000
500,000
0
100,000
CAPITAL FIXTURE EQUIPMENT FOR 14AMOGPAPHY EXAMINATION/CW
_.
10
---------------------------------------------------------------------------------------------------------------------------------------------------------------------------
CHRISTIAN COMMUNITY SERVICE AGENCY
0
576,800
576,800
0
0
PROPERTY ACQUSI. 6 REHAB. BLDG. TO SUPPORT YOUTH AT RISK/CW
------------------------------------------------------------------------------^----------------------------'-------------------------------------------------------------------------
11
CITY OF MIAMI DEPT. OF DEV. 6 HSG.
0
292,000
292,000
0
0
STREET IMPROVEMENTS S BEAUTIFICATION/L HAVANA
-------------------------------^--------------------------------------------------------------------------------------^----------------------------------------------'---------------
12
CITY OF MIAMI DEPT. OF DEV. TOWER THEATE
0
600.000
500,000
250,000
10,000
RENOVATION 3 REHAB. OF NEIGHBORHOOD FACILITY/CW
--------------------^---------------------------------------------------------^-----------------------------------'-------------------------------------------------------------^---
13
CITY OF MIAMI NET (LITTER CONTAINERS)
0
30.000
30.000
0
25,000
STREET IMPROVEMENTS 6 BEAUTIFICATION/CW
--------------------^---------------------------------------------------------^-------------------------------------------------------------------------------------------------^----
14
CITY OF MIAMI NET (LANDSCAPING)
0
100,000
100,000
0
0
PURCHASE OF TREES OR OTHER LANDSCAPING 3 BEAUTI. MATERIALS/CW
-------------------------------------------------------------------^---------------------------------------^-------------------------------------------------------------------------
15
CITY OF MIAMI PARKS DEPT. (TAPI)
a
0
3.160,000
3,160,000
1,150,000
1,000,000
TARGET AREA PARK IMPROVEMENTS/CW
-----------------------------
16
-------------------------------------------------------------
CITY OF MIAMI PARKS DEPT. COMSTOCK PK BL
0
200,000
200,000
^------------------------------------------------------------------------------------^----
0
0
CONSTRUCTION OF NEIGHBORHOOD FACILITY/ALLAP
-------------------------------^---------------------------------------------------------------------------^-----------------^------_------------------------------------------------
17
D.D.A. DOWNTOWN ENVIR. 5 PUB. ART IMPROV
0
25,000
25,000
25,000
25,000
DESIGN LAB. CONCERNES WITH ANT PROJECT/DOWNTOWN
-------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
18
O.D.A. FLAGLER MARKET PLACE
0
1,000,000
1,000,000
0
0
CONTINUATION OF FLAGLER STREET CORRIDOR LANDSCAPING/DOWNTOWN
---------------------------
19
^------ •------------------------
DOWNTOWN MIAMI SIGNAGE GATEWAYS
-------------------------------------------------------------------------------------------^------^---------------------
250�000
500,000
250,000
0
FUNDING FOR LANDSCAPING E DIRECTIONAL SIGNAGE/DT
-'---^----------------------------------------
----__-
------------------------^
^-_-^---^-0---^^-^---
-----^
-_----PROVIDE
-----------------------------------------------------
20
EMERGENCY GENERATOR, (FIRE DEPT.)
0
100,000
100,000
0
0
FUNDING FOR A GENERATOR/MODEL CITY
'�
------------------------
----------------------------------------------------------^-----------------^-----------------------------------------------------------------------------
PUBLIC FACILITIES 8 IMPROVEMENTS RECOMMENDATIONS
---------------
...............................e
PROJECT DESCRIPTION
--------------------
CURRENT
PROPOSAL
CITY
C.D.
--------------------------
PROJECT NAME:
ALLOCATION
REQUEST
-------
RIFF.
--------
STAFF
---------
BOARD
-------- ---------------
--------------------------------------------
21
FIRE PREVENT. EDUC. 3 FIRE MUS. FACILITY
0
439,175
439.175
0
0
RESTORAT. OF OLD FIRE STATION TO A FIRE MUSEUM/CW
----------------------------------------------------------^
22
GREATER MIAMI SERV. CORP (GMSC CHILDCARE
-----^------------------------------------------------------------^
0
53,750
53,750
0
0
YOUNG ADULTS AGES 18-23 IN ADORES. THE PPHYSI. 6 SOCIAL NEEDS
--------------------------------------------^^---------------^------^-------------------------------------------------------
23
GREATER MIAMI SERV. CORP (YTH. SERV.)
85,000
170.000
85.000
85,000
170,000
INVOLVE YOUNG ADULTS 18-23 IN REPAIRS 8 VOULUNTEER COMM. SRVC
---------------------------------------------------------------------,----^------:----------------------------------------
24
HISTORIC MT. ZION BAPTIST CHHURCH
0
106,000
106,000
0
0
----CONTINUATION OF PHASE 1 6 4 RESTORATION OF CHURCH/OVERTOWN
----------------------
-------------------
25
--------^---------------^------------------------------------------------------------------------
HOPE CENTER INC. DORM FACILI. RENOVA.
,
0
147,500
147,500
-- 0
-----------�------^-----
100,000
COMPL_ EXTENS. RENOVAT. OF THE MAIN BLDG. FOR RETARDED CI' ',,
----------------------------
26
^------------------------------
LANDSCAPED ENTR. TO CHARLES HADLEY PARK
--------------------^----------^
0
100,000
100,000
0
0
STREET IMPROVEMENTS AND PARK IMPROVEMENT/MC/EDISON
---------------------------------------------------------^^
27
LITTLE HAITI HOUSING ASSOCIATION (NET)
-------------------------------------------------------------------
0
540,000
540,000
300,000
100,000
STREET-IMPPROVEMENTS^ LANDSCAPING 8 BEAUTIFICATION/EDISON+--
---------------------------------------------------^----------------------^-------------------^-----------^^-------^----
28
MIAMI DESIGN VILLAGE BEAUTIFICATION
0
2,293.200
2,293,200
0
0
STREET BEAUTIFICATION 6 IMPROVEMENTS/EDISON
_
-------------------^----^---^----------------^----^^------------^------------------------------^-------^-----------------^-------^---------------^----------^
29
MIAMI MENTAL HEALTH CARE
0
203,550
203,550
0
100,000
PHYSICAL IMPROVEMENT OF A DRUG REHAB. PROJ./LH/MC
--------------------------------
30
----------------------------------------------------------------------------------------------------------------------------------------------------
MIAMI RIVER NEIGHBORHOOD RESTORATION
0
400,000
400,000
0
0
LAND ACQ. THAT WOULD EXPAND JOSE MARTI PARK/LITTLE HAVANA
-----
------------------------------------^-----------------^------^-----^-^--------^----^-----^------^-----------^----------^---------------------^--------^------
31
MODEL CITY C.D. STREET IMPROVEMENTS
0
680,000
680.000
0
0
STREET IMPROVEMENTS, LANDSCAPING BEAUTIFICATION/ALLAP
-------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
32
SAN JUAN DAY CARE 6 NEIGHBORHOOD CENTER
0
330,000
330,000
100.000
100,000
CONSTRUCTION OF A NEW FACILITY FOR DAYCARE SERVICES/WYNWOOD
-----------------------
33
--------------^------------------^--------------------^------------------------------^------^-^-----------------------------------^--------------------^----^
TOWN PARK VILLAGE INC. SECURITY FENCING
60,000
35,000
-25,000
0
0
PROVIDE A SECURITY FENCE MADE OF IRON FOR RESIDENTS/OVERTOWN
------------------------------------^------------------------------------^-----------------------------^---------------------------^---------------------------^---------------------
34
WEST GROVE LANDSCAPING
70.000
85.000
15,000
70,000
70,000
LANDSCAPING AND STREET IMPROVEMENTS/CG
-------------------------------------^------------^----^---^-^----^--------^----------------------^--------^---------------------------^------------------------^-----------------^--
35
-----------------------^-----^-----^----------^--------^-----------------------^--------------------------------^------------^-^---------^---------------------------^
CONCERNED AFRICAN WOMEN NEW DIMENSION
0
521,000
521,000
0
100,000
BLDG. ACQUISITION, YOUTH INTERVENTION 6 CRIME PREVENTION/MC
--
--------------------------^----^-----------------^----------------------
36
SUBTOTAL
557,180
18,832,945
-^--------
17,754,765
----------
2,080,000
----------------------------------------^--------------------------------------
2,080,000
,
9
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/
Project Title / Activity Code /
Proposed
Local Code
Description Title / Citation
Funding Sources
Accomplishments
1
BISCAYNE BOULEVARD STREET AND
03
CDBG
$
100,000 0 Public Facilities
LANDSCAPING IMPROVEMENT
HOME
$
0
00001
Public Facilities
ESG
$
0
To provide and enhance the functional and aesthetic
a n d
HOPWA
$
0
appearance of this corridor to increase safety and
Improvements
SUBTOTAL:
$
100,000
visual quality by providing streetscape improvements
(General) /
PHA funding
$
0
that will create favorable conditions for
570.201(c)
Assisted Hsg
$
0
redevelopment and growth in this corridor.
TOTAL:
$
100,000
Prior Year Money:
NO
Help prevent homelessness? NO
Help the homeless? NO
Help those with HIV or AIDS? NO
CDBG National Objective Citation: 570.208(a)(1) - LOW/MOD AREA BENEFIT
Subrecipient: None
Location(s): ADDRESS
Bisc. Blvd./38th thru NE 59th Street, Miami, FL
s
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/ Project Title / Activity Code /
Proposed
Local Code Description Title / Citation
Funding
Sources
Accomplishments
2 CITY OF MIAMI DEPARTMENT OF 16B
CDBG
$
250,000 0 Public Facilities
DEVELOPMENT TOWER THEATER
HOME
$
0
00002 Non -Residential
ESG
$
0
The Tower Theater Rehabilitation project is a H i s t o r i c
HOPWA
$
0
vital component of the revitalization plans for Preservation /
SUBTOTAL:
$
250,000
the Little Havana neighborhood and the Latin 570.202(d)
PHA funding
$
0
Quater District. It will satisfy the recreational
Assisted Hsg
$
0
and cultural needs of the low/moderate income
TOTAL:
$
250,000
residents of the neighborhood and the general
public of the City of Miami. The Theater has
Prior Year Money:
NO
been
nominated by the Florida National Register of
Historic Places to the National Register of
Historic Places. The rehabilitation of a
publicly -owned historic structure will benefit the
area by increasing tourism, providing jobs,
economic growth and removing a
blighted/decayed
building from the neighborhood.
Help prevent homelessness?
Help the homeless?
Help those with'MV or AIDS?
CDBG National Objective Citation:
Subrecipient:
Location(s):
.� 1508 S.W. 8th Street, Miami, FL
C,O
NO
NO
NO
570.208(a)(1) - LOW/MOD AREA BENEFIT
None
ADDRESS
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/
Project Title / Activity Code /
Proposed
Local Code
Description Title / Citation
Funding Sources
Accomplishments
3
CITY OF MIAMI PARKS DEPARTMENT (TAPI) 03F
CDBG $
1,150,000 0 People (General)
HOME $
0
00003
To provide renovations to the recreation building P a r k s
ESG $
0
Recreational
HOPWA $
0
Facilities /
SUBTOTAL: $
1,150,000
and its immediate ezteior areas, including 570.201(c)
PHA funding $
0
Assisted Hsg $
0
TOTAL: $
1,150,000
walkways, handicap ramps, and site furnishings in
Prior Year Money:
NO
City Parks. In addition, a portion of the wall
around the ballfield will be demolished and mural
painted on the remaining portion.
Help prevent homelessness?
Help the homeless?
Help those with HIV or AIDS?
CDBG National Objective Citation:
CD Subrecipient:
Location(s):
I
h.►
•ai
Cd
NO
NO
NO
570.208(a)(1) - LOW/MOD AREA BENEFIT
None
CITY WIDE
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/ Project Title / Activity Code /
Proposed
Local Code Description Title / Citation
Funding Sources
Accomplishments
4 DOWNTOWN DEVELOPMENT
03
CDBG
$
25,000 0 Public Facilities
AUTHORITY -DOWNTOWN ENVIRONMENTAL
HOME
$
0
00004 AND PU
Public Facilities
ESG
$
0
a n d
HOPWA
$
0
The project entails the establishment of an
Improvements
SUBTOTAL:
$
25,000
experimental design laboratory concerned with
(General) /
PHA funding
$
0
environmental and public art projects to function
570.201(c)
Assisted Hsg
$
0
as an incubator for student artists to execute
TOTAL:
$
25,000
their work throughout the downtown target area.
Multiple public works of art will be created by
Prior Year Money:
NO
students of the New World School of the Arts
College and installed at site specific locations,
transforming delapidated structures, blank facades
and vacant lot into visual tributes to the
historic aspects of our community.
Help prevent homelessness? NO
Help the homeless? NO
Help those with HIV or AIDS? NO t
CDBG National Objective Citation: 570.208(a)(1) - LOW/MOD AREA BENEFIT
Subrecipient: None
Location(s): ADDRESS
CO
I
330 N. Biscayne Boulevard, Miam i, FL
CC
0
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/
Project Title / Activity Code /
Proposed
Local Code
Description Title / Citation
Funding Sources
Accomplishments
5
GREATER MIAMI SERVICE CORPORATION 03D
CDBG
$
85,000 0 Youth
(Youth Service)
HOME
$
0
00003
Youth Centers /
ESG
$
0
To provide Greater Miami Service Corps (GMSC) is 570.201(c)
HOPWA
$
0
to involve young adults, ages 18-23, with
SUBTOTAL:
$
85,000
experiences in addressing the physical land social
PHA funding
$
0
needs of
Assisted Hsg
$
0
their community through volunteerism and
TOTAL:
$
85,000
community
service, while providing them with structures,
Prior Year Money:
NO
meaningful work experiences and comprehensive
educational opportunities.
Help prevent homelessness?
Help the homeless?
Help those with HIV or AIDS?
CDBG National Objective Citation
Subrecipient:
Location(s):
NO
NO
NO
570.208(a)(1) - LOW/MOD AREA BENEFIT
None
CITY WIDE
V
0
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/ Project Title / Activity Code / Proposed
Local Code Description Title / Citation Funding Sources Accomplishments
6 LITTLE HAITI HOUSING ASSOCIATION (NET) 03K CDBG $ 300,000 0 Public Facilities
HOME $ 0
00006 To provide street improvements, sidewalks, curbs, S t r e e t ESG $ 0
drainage, parking lane, resurfacing and landscaping Improvements / HOPWA $ 0
to Little Haiti. 570.201(c) SUBTOTAL: $ 300,000
PHA funding $ 0
Assisted Hsg $ _ 0
TOTAL: $ 300,000
Prior Year Money: NO
7
UW7
01
F-t
Help prevent homelessness? NO
Help the homeless? NO
Help those with HIV or AIDS? NO
CDBG National Objective Citation: 570.208(a)(1) - LOW/MOD AREA BENEFIT
Subrecipient: None
Location(s): ADDRESS
NE 2nd Ave./N Miami Ave./NE 59th Str., Miami, FL
SAN JUAN DAY CARE AND NEIGHBORHOOD 03M
CENTER
Child
To provide pre-school care and after school care for Centers
71 children between 3 and 13 years of age at the San 570.201(c)
Juan Day Care Center.
CDBG
$
100,000 0 Youth
HOME
$
0
Care ESG
$
0
/ HOPWA
$
0
SUBTOTAL:
$
100,000
PHA funding
$
0
Assisted Hsg
$
0
TOTAL:
$
100,000
Prior Year Money: NO
9
0
U.S. Department of Blousing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/ Project Title / Activity Code / Proposed
Local Code Description Title / Citation Funding Sources Accomplishments
Help prevent homelessness? NO
Help the homeless? NO
Help those with HIV or AIDS? NO
CDBG National Objective Citation: 570.208(a)(1) - LOW/MOD AREA BENEFIT
Subrecipient: None
Location(s): ADDRESS
144 N.W. 26th Street, Miami, FL
8 WEST GROVE LANDSCAPING 03N
CDBG
$
70,000
HOME
$
0
00008 To provide funds for the removal of the remaining Tree Planting /
ESG
$
0
planters and replace them with beautiful trees in the 570.201(c)
HOPWA
$
0
West Grove area.
SUBTOTAL:
$
70,000
PHA funding
$
0
Assisted Hsg
$
0
TOTAL:
$
70,000
Prior Year Money: NO
Help prevent homelessness? NO
Help the homeless? NO
Help those with HIV or AIDS? NO
CDBG National Objective Citation: 570.208(a)(1) - LOW/MOD AREA BENEFIT
Subrecipient: None
Location(s): CITY WIDE
0 Public Facilities
Na
w
CITY OF MIAMI
COMMUNITY DEVELOPMENT BLOCK GRANT
21ST YEAR PROGRAM FUNDING REQUEST
Pul
I
0
ADMINISTRATION
..............
RECOMMENDATIONS
--------------^
PROJECT DESCRIPTION
---------------...--
CURRENT
PROPOSAL
CITY
C.D.
ADM
..............................................................
ALLOCATION
REQUEST
........
DIFF.
....
STAFF
-----
BOARD
.....
------------------ ---------------------------------------
la
C.O. STAFF COMMUNITY OUTREACH
0
0
0
0
269,180
C.D. STAFF TO DEVOTE ADDITIONAL EFFORTS IN COMMUNITY OUTREACH
.....................................................................................^-----....---..............^-..------.---------•.-•----.^-...-----------------------------------
1
GRANT AOMINISTR.-CITY DEPT. OPERATION
2.686,200
2,691,800
5,600
2,691,800
2,422,620
MANAGEMENT MONITORING, BUDGETING/AUDITS 6 HUD REPORTING/CW
----------------------•------•--••---•---•-••---•-••-•---•----------^------•-------^-------------------------------------...---------------^---------^-------------------------------
2
-----------------------------
HOPE -HOME OWNERSHIP PROG FORKELLENCE
.-------------------------------------------------------------
50,000
75,000
25,000
50,000
^----•---^-----...-•---------•--•-------••---------------•-----------------------------.-.
50,000
PROMOTE FAR HOUSING ENFORCEMENT/HOUSING DISCRIMINATION/CW
SUBTOTAL
2,736,200
2,766,800
25.062
■..........
2,741,800
........................
2,741,800
............................................................
.uuuuuu■uau.o..vuu■ou
3
■............uuu...ov
.....................................
GRAND TOTAL
....................................vo.......
13,267,739
44,839,677
31,424,264
...........
13.709.000
........................
11,652,650
...........................................................
* C.O. STAFF TO DEVOTE ADDITIONAL EFFORTS IN COMMUNITY
OUTREACH
O
VJ
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Lasting of Proposed Projects
Project ID/
Project Title / Activity Code /
Proposed
Local Code
Description Title / Citation Funding Sources
Accomplishments
94
GRANT ADMINISTRATION -CITY 21A CDBG $
2,691,800 0 People (General) .
DEPARTMENT OPERATION HOME $
0
00048
General Program ESG $
0
Management monitoring, budgeting, auditing and Administration / HOPWA $
0
HUD reporting citywide. 570.206 SUBTOTAL: $
2,691,800
PHA funding $
0
Assisted Hsg $
0
TOTAL: $
2,691,800
Prior Year Money:
NO
Help prevent homelessness? NO
Help the homeless? NO
Help those with HIV or AIDS? NO
CDBG National Objective Citation: 570.208(a)(1) - LOW/MOD AREA BENEFIT
Subrecipient: None
Location(s): CITY WIDE
ki
U.S. Department of Housing and Urban Development
CPD Consolidated Plan
Listing of Proposed Projects
Project ID/
Project Title / Activity Code /
Local Code
Description Title / Citation Funding Sources
95
HOPE/HOME OWNERSHIP PROGRAM FOR 21D CDBG $
50,000
EXCELLENCE HOME $
0
00049
Fair Housing ESG $
0
Promote fair housing enforcement, housing Activities (subject HOPWA $
0
discrimination citywide. to 20% Admin. SUBTOTAL: $
50,000
cap) 1570.206 PHA funding $
0
Assisted Hsg $
0
TOTAL: $
50,000
Prior Year Money:
NO
Help prevent homelessness?
Help the homeless?
Help those with HIV or AIDS?
CDBG National Objective Citation:
Subrecipient:
Location(s):
NO
NO
NO
570.208(a)(1) - LOW/MOD AREA BENEFIT
None
CITY WIDE
Proposed
Accomplishments
0 People (General)
CITY OF MIAM1, FLORIDA
INTER -OFFICE MEMORANDUM
E�?
TO. Honorable Mayor and Members
of the City Commission
FROM:
Cesalorge
io
City
DATE: February 9, 1995 FILE:
SUBJECT: FY 1995-96 HUD
Consolidated Plan and
Funding Recommendation
REFERENCES:
City Commission Meeting
ENCLOSURES: March 9, 1995
It is recommended that the City Commission approve the attached
resolution and ordinance for the City of Miami's FY 1995-96
Consolidated Plan which includes a FY 1995 Action Plan with
funding recommendations for the Community Development Block Grant
(CDBG) $13,709,000, HOME Investment Partnerships (HOME)
$4,038,000, Emergency Shelter Grant (ESG) $494,000, and the
Housing Opportunities for Persons with Aids (HOPWA) $7,906,000
formula programs, authorizing the City Manager to submit a single
grant application for the four (4) formula programs to the U.S.
Department of Housing and Urban Development (HUD), and further
authorizing the City Manager, upon approval of said Consolidated
Plan and grants by HUD, to accept the same and execute CDBG
program income of $2,700,000 received from housing, economic
development, and building demolition programs.
The Department of Community Development has prepared the
appropriate legislation for a public hearing on the 1995-96 HUD
Consolidated Plan scheduled for this date.
In addition, staff has anticipated that $2,700,000 in program
income will be received during the coming year in terms of
revenues from various ongoing housing, building demolition, and
economic development revolving loan funds funded with CDBG
monies. As per HUD guidelines, program income generated by
revolving loan funds have to be recycled into the same activity.
Miami Capital Development, Inc. and the City's Housing
Rehabilitation Loan Programs (Multifamily and Single Family) are
the two revolving loan funds that recycle the program income they
generate every year.
This supplement to the City's grant amount brings the total CDBG
funding to $16,409,000 approximately.
95-- 1'79
s3—/
Honorable Mayor and Members
of the City Commission
Page -2-
The basic goals of the Consolidated Plan are to provide decent
housing, a suitable living environment and expand economic
opportunities. It assesses the City's housing needs, including
public housing and homeless needs, barriers to affordable housing
and community development needs, identifies resources to address
these needs and establishes the structure to implement the plan.
Essentially the new Consolidated Plan process combines the
planning and application aspects of the CDBG, HOME, ESG and
Housing Opportunities for Persons with Aids (HOPWA) formula
programs into a single submission. Funds for the HOPWA formula
program are awarded by HUD to the City of Miami instead of Dade
County. The HOPWA program will therefore, be a part of the
City's submission to HUD. A three to five year plan, with a one
year funded Action Plan, must be developed with the involvement
of the citizens of the jurisdiction, all local governments,
entitlement cities, private sector, for -profit and non-profit
community based organizations and city departments. The
submission of the Consolidated Plan is a prerequisite for receipt
of funds from the four (4) HUD formula programs referred to
above.
Through an extensive citizen participation process and with the
involvement of the public and private sectors, the Department of
Community Development has developed a City of Miami Consolidated
Plan for submission to HUD by April 15, 1995 for the fiscal year
beginning June 1, 1995. This plan reflects the input gathered
from twenty-two (22) neighborhood meetings including those held
with the Citywide Advisory Board.
Funding for the activities proposed in the FY 1995 Plan will come
from the following sources: CDBG, HOME, ESG and HOPWA, each of
which is described below according to project category.
FY 1995 COMMUNITY DEVELOPMENT BL.nr_x GRANT PROGRAM
The FY 1995 CDBG Entitlement is $13,709,000. An advertisement
requesting applications for CDBG funding for FY 1995 was placed
in the October 13, 1994 edition of "The Miami Herald". Similar
advertisements were placed in "The Miami Times" and in "Diario De
Las Americas". The deadline for submitting applications was
December 19, 1994. Funding requests (180) in response to these
advertisements and community meetings in eight (8) low income
areas totaled over $43 million.
95P- 1'79
210
Honorable Mayor and Members
of the City Commission
Page -3-
I.
Since 1978, a major portion of the City's annual CDBG allocation
has been earmarked for the provision of low -interest loans and
direct grants to low and moderate income homeowners for the
purpose of financing needed home repairs. Loan repayments are
rolled over into the program and used to provide additional loans
and grants to the City's low and moderate income homeowners.
In addition, the CDBG funded Multifamily Rehabilitation Loan
Program provides rehabilitation financing for needed repairs to
rental housing projects located in the City's Community
Development Target Areas, at interest rates and terms which would
not require rent increase burdens to be passed on to the low
income tenants.
The Department of Development and Housing Conservation applied
for 21st Year Community Development Block Grant Program funding
for the Single Family and Multifamily Rehabilitation Loan
Programs at the level of $1,500,000 and $2,000,000, respectively.
Staff recommends an allocation of $750,000 for the Single Family
Rehabilitation Loan program and $1,500,00 for the Multifamily
Rehabilitation Loan Program. The Citywide Community Development
Advisory Board recommended $2,250,000 in total for both City
housing programs. This request represents a decrease of
$1,110,000 from the previous year's allocation of $3,360,00.
Currently, eleven (11) Community Development Corporations (CDC's)
are receiving administrative funding through the CDBG Program for
undertaking housing related activities in the City. Eight (8) of
the CDC's are presently receiving administrative funding at a
level of $50,000 each , which include the Allapattah Business
Development Authority, CODEC, Inc., East Little Havana CDC,
Tacolcy , Economic Development Corporation, Florida Housing
Cooperative, Inc., Little Haiti Housing Association, Coconut
Grove Local Development Corporation and Rafael Hernandez Housing
and Economic Development Corporation. Greater Miami
Neighborhoods, Inc. and the Edgewater Economic Development
Corporation were awarded $100,000 each, while St. John Community
Development Corporation was awarded $90,000.
95- 179
Honorable Mayor and Members
of the City Commission
Page -4-
Both the staff and the Advisory Board agreed on the
recommendation to provide continued CDBG funding to ten (10) of
the twelve. (12) community development corporations presently
receiving administrative funding for undertaking housing related
activities in the City. Florida Housing Cooperative, Inc. and the
Coconut Grove Local Development Corporation were not recommended
for funding by the Advisory Board.
The Advisory Board recommended CDBG funding to the following
organizations as follows:
1.
Allapattah Business Development Authority
$
67,000
2.
BAME Development Corporation of South Florida
$100,000
3.
Carrefour Housing Corporation
$100,000
4.
CODEC, Inc.
$
50,000
5.
Downtown Miami Community Development Coalition
$
18,000
6.
Edgewater Economic Development Corporation
$
75,000
7.
East Little Havana CDC
$
50,000
8.
Greater Miami Neighborhoods, Inc.
$100,000
9.
Little Haiti Housing Association, Inc.
$
80,000
10.
Habitat For Humanity
$100,000
(Land Acquisition -Little Haiti)
11.
Rafael Hernandez Housing & Economic Development
$
50,000
12.
St. John Community Development Corporation
$
50,000
13.
Tacolcy Economic Development Corporation
$
50,000
14.
HOME INVESTMENT
Urban League of Greater Miami, Inc.
PARTNERSHIP PROGRAM (HQME PROGRAM
$
50,000
The HOME Program is a federal housing block grant which affords
state and local governments the flexibility to fund a wide range
of low-income housing activities through creative and unique
housing partnerships among states and localities, the private
housing industry and not -for -profit community based
organizations. Moreover, the HOME Program is targeted and
designed to provide affordable housing opportunities to those
most in need. '
In February of 1995, the City of Miami was notified by U.S. HUD
that the City would be eligible to receive $4,038,000 in HOME
Program funding for Fiscal Year 1995-96. As a result, the housing
programs which are being recommended for implementation with HOME
Program funds are as follows:
14 - ` 95- 179
Honorable Mayor and Members
of the City Commission
Page -5-
The HOME Multifamily New Construction Program is designed to
provide financial assistance to Community Development
Corporations and for -profit developers in connection with the
production of new rental housing projects having 5 or more units
through a loan, grant, or combination thereof, for all or part of
the project cost.
The financing terms will allow the rents necessary to support the
operations and debt service of the project to be affordable to
very -low and low-income tenants. Approximately $500,000 in HOME
funds are being recommended for the construction of new
multifamily units in the City.
The HOME Multifamily Housing Rehabilitation Loan Program is
designed to provided owners of substandard rental housing with
deferred payment loans to finance the cost of rehabilitation. The
deferred payment loan financing vehicle would further allow the
after rehabilitation rents to be maintained at levels affordable
to low and moderate income tenants. Approximately $500,000 in
HOME funds are being recommended for the rehabilitation of
substandard multifamily housing located throughout the City.
The HOME assisted Community Housing Development Organization
(CHDO's) Development Program is designed to provide financial
assistance to assist, in part, in financing the production of new
housing or acquisition/rehabilitation of the City's existing
housing stock, to be sponsored or owned by Community Housing
Developmental Organizations (CHDO's).
CHDO's are special types of nonprofit housing developers that
have emerged over the past decade to be among the` most active
developer of low-income housing. The HOME Program attempt to
promote and expand the capacity of these nonprofit housing
developers by mandating that a minimum of fifteen (15%) percent
of each participating jurisdiction's HOME allocation be set -aside
for investment in housing owned, sponsored, or developed by
CHDO's.
95- 179 5
Honorable Mayor and Members
of the City Commission
Page -6-
This program would allow the City to provide affordable housing
opportunities to low and moderate income households through the
neighborhood stabilization efforts of such organizations as the
East Little Havana CDC, Tacolcy Economic Development Corporation,
St. John CDC, Florida Housing Cooperative, Inc., Urban League of
Greater Miami and other community based housing corporations.
Approximately $2,134,200 in HOME funds are being recommended for
this activity.
r•4__ - -• i •I - - �._ • •• l
The HOME assisted Homebuyer's Financing Program is designed to
enable low and very low income first-time homebuyers to purchase
a newly constructed or existing home utilizing HOME funds would
be provided in the form of a permanent first or second mortgage
financing to assist very low and low-income families in
purchasing. -affordable housing units developed under the City's
Scattered Site Affordable Homeownership Development Program or by
CDCs/Developers. Approximately $500,000 in HOME funds are being
recommended for this activity.
The U.S. Department of Housing and Urban Development allows up to
ten percent (10%) of the City of Miami's HOME Program allocation
for administrative expenses which include general programmatic
and financial administration, planning, reporting and overall
program compliance activities. Approximately $403,800 in HOME
Program funds are being recommended for this purpose.
In February of 1995, the City of Miami was officially notified by
the U.S. Department of Housing and Urban Development of the
availability of $7,906,000 in HOPWA Program funding for FY '1995-
96. As a result, the City of Miami, acting through the Department
of Development and Housing Conservation will be applying for the
fiscal year 1995 HOPWA Program funding on behalf of the cities of
Hialeah, Miami, Miami Beach and Dade County. To date, the City
Administration has obtained input from the representatives of the
three (3) aforementioned jurisdictions, various Ryan White
Comprehensive AIDS Resources Emergency funding recipients, local
area AIDS service providers and persons living with AIDS.
95- 179
Honorable Mayor and Members
of the City Commission
Page -7-
Based on the input and recommendations of the 1995 HOPWA Advisory
Board and City staff, it is recommended that the 1995 HOPWA
Program allocation of $7,906,000 be allocated in the following
eligible program activities:
Funding Category _ Project Activity Funding Amount
1. Short -Term Mortgage Short-term emergency housing $790,060
Rental Assistance assistance (rent, mortgage)
2. Long -Term Rental Provides rent subsidies to $3,162,400
Assistance eligible households during a
52 week period
3. Permanent Housing Provides funding for the $1,976,500
acquisition, rehabilitation,
new construction and operation
of a multifamily structure for
persons with HIV/AIDS
4. Moving Expenses Provides funding to assist $ 30,000
Assistance person with HIV/AIDS for
moving expenses
5. Resource Identifi- Develop capacity to identify $ 150,000
cation and Develop- and meet local housing related
ment/Planning and needs of HIV/AIDS
Coordination
6. Utilities- Provides payment for initial $ 425,000
Assistance installation/reconnection fee,
arrearage to prevent disconnec-
tion of electricity, water, gas,
etc.
7. Fair Housing Provides legal representation $ .40,000
Counseling in eviction and housing
discrimination proceeding
95- 179 1
Honorable Mayor and Members
of the City Commission
Page -8-
8. Special Needs Grant Provides for nonrecurring $ 90,000
needs such as shoes, eye
glasses, stove, refrigerator,
etc. for persons with HIV/AIDS
9..Housing Information Assists HIV/AIDS clients in $ 130,000
& Referral Services locating affordable and
decent housing
10. Emergency Housing Provides funding for $ 874,320
Assistance addressing emergency housing or
shelter needs up to 30 days
for single parent families
with children and single women
with HIV/AIDS
11. Program Provides for the adminis- $ 237,180
Administration tration of the Program
(3% of Grant)
II. PUBLIC SERVICES
Support services which complement the physical and economic
development thrust of the Community Development Program are
essential to assist residents and improve the quality of life in
neighborhoods. The public services programs recommended for
funding are tailored to meet the needs of the particular
neighborhoods and include: meals, elderly services, child care,
primary health care and special needs.
Federal regulations limit available C.D. funding for public
services to a fifteen per cent (15%) cap of the total C.D. grant.
In accordance with the public services cap, a total of $2,056,350
is available to allocate for public services in the 21st Year.
In the 21st Year, the administration recommends that the City
Commission allocate the allowable 15% cap of its C.D. allocation
for public services. While the Citywide Advisory Board reached
an impasse as to allocations of public services monies to
specific service providers during its deliberations, it was
apparent that the Advisory Board supported the administration's
recommendation to allocate the maximum 15% to support public
service programs.
Honorable Mayor and Members
of the City Commission
Page -9-
The Board also alluded to the importance of lobbying federal
legislators to either increase or eliminate the 15% public
services cap.
In the 20th Year, the City Commission allocated a total of
$2,290,609. This amount included the maximum available under the
public services cap as well as an additional $238,459 from
indirect costs from the grant.
In the 21st C.D. Year, staff received funding requests for
public service projects in the amount of $9,087,852. The
original staff recommendation would have maintained existing
programs at the 20th Year funding levels. To accomplish this
objective, it was recommended that several existing projects be
transferred to alternative funding sources as follows:
1. Two (2) currently funded C. D. public service projects
providing services to the homeless would be transferred
to the City's Emergency Shelter Grant (ESG). Under this
scenario, Better Way would receive $20,000 and the
Miami Coalition for the Homeless $22,610 from the ESG.
2. Cure Aids Now would be transferred to HOPWA funding
($29,281) for its feeding program to persons with AIDS.
3. Five (5) currently funded C. D. public service projects
providing crime prevention related services would be
transferred to the Police Department's Law Enforcement
Trust Fund. The Alternative Programs would have been
allocated $50,000, Aspira of Florida $45,000, the
Centro Mater Teen Outreach Project $20,000, the Haitian
American Civic Association $76,000 and the Overtown
Optimist Club $40,000. A total of $231,000 would have
been needed from the Law Enforcement Trust Fund.
However, the Chief of Police could not commit' to funding the
aforementioned crime prevention projects from the Law Enforcement
Trust Fund and the HOPWA Board did not include food programs for
persons with AIDS among its funding priorities. Therefore,
staff revised its original recommendation for the allocation of
the allowable $2,056,350 available for public services as
follows:
95- 179
Honorable Mayor and Members
of the City Commission
Page -10-
1. Existing projects are recommended to be reduced across
the board by 6.9%.
2. The aforementioned projects providing services to the
homeless would be transferred to the City's Emergency
Shelter Grant (ESG) as outlined above (Better Way's
recommended allocation -is $20,000 and the Miami
Coalition for the Homeless recommended allocation is
$22,610 from the ESG).
3. Despite the recommendation of the HOPWA Board, it is
still recommended that Cure Aids Now be maintained at
its current level of funding ($29,281) with HOPWA funds
for its feeding program to persons with AIDS. In
addition, it is recommended that the Center for Haitian
Studies be allocated HOPWA funds for the first time to
operate a health screening project at a level of
$92,556.
It should be noted that if other new projects are funded or
allocations to existing projects are increased, then such
funding must be taken from existing public service agencies.
As previously mentioned, after lengthy debate, the Citywide
Advisory Board reached an impasse during its deliberations
regarding the allocation of public services funds to specific
service providers. At the beginning of the discussion, eleven
(11) Board members were present and each was given the
opportunity to prioritize public service projects. At the
conclusion of this initial step, projects totalling $3,324,867
were identified. During the next step of the process to reduce
funding to the level of $2,056,350 available, intense and heated
debate led to frustrations within the Advisory Board, resulting
in the eventual departure of four (4) members and reducing the
number of active Board members to seven (7). The downsized Board
reached a consensus to reduce
$596,517 above the 15% cap.
funding to $2,652,867, still
I0 95- 179
Honorable Mayor and Members
of the City Commission
Page -11-
The remaining Board members then agreed to revisit each
identified project and either accept the previously proposed
allocations or completely reject each proposal on an individual
basis. The objective of this action was to reduce the committed
allocation for public services to an amount under the cap. As a
result of this process, the Advisory Board had committed only
$1,102,568, leaving $953,782. After continued discussion
without resolve, another Board member left and the remaining six
(6) members could not agree upon a formula to allocate the
remaining funds. An impasse was reached and the Advisory Board
did not make a final recommendation.
It is the Administration's perception that the downsized Board
resulting from the departure of a significant number of its
members was not representative of the public service interests of
the community as a whole. Therefore, the column for Board
Recommendations under the Public Services attachment has been
left blank. However, in fairness to all projects under
consideration for funding, it should be noted that the following
five (5) new projects received continued support throughout the
entire process:
PS-22 Delphi Institute
PS-23 Dominican American National Foundation
PS-30 Grace Pre -School
PS-60 Regis House
PS-74 World of Children Day Care
During the initial identification stage of the deliberations
process, these other new projects also received Board support:
PS-05 Ann Marie Adker Health Clinic
PS-12 Centre Communitaire D'Education
PS-13 Center for Haitian Studies
PS-20 Cultural Arts Advisory Council of Overtown
PS-26 Federation of Art and Culture in America
PS-29 Just a Good Samaritan
PS-43 Little Haiti Youth Development Center
PS-50 Miami Mega Special Olympics
PS-52 Model City Net
PS-56 Operation Save Eyes
PS-59 Overtown United Recreation Center
PS-61 Southern Christian Leadership Conference of Miami
PS-62 Shoot for the Stars
PS-63 SHARE .�
95- 179
Honorable Mayor and Members
of the City Commission
Page -12-
Tt should also be noted that the following currently funded
projects received no Board support at any stage of the
deliberations:
PS-01 Action Community Center
PS-07 Association for the Development of the Exceptional
PS-27 First United Methodist Church
PS-32 HACAD
PS-37 Hispanic Coalition
PS-41 Lions Home for the Blind
PS-42 Little Haiti Housing Association
PS-45 Little Havana Activities and Nutrition Centers of Dade
County - Pro Salud
PS-49 Miami Jewish Home and Hospital for the Aged
PS-68 Southwest Social Services
PS-73 Los Viejos Utiles (Useful Aged)
For the first time, the $494,000 available under the Emergency
Shelter Grant (ESG) is also included in the Consolidated Plan and
funding from this source was considered by the Citywide Advisory
Board. The emergency shelter grant is based on the same formula
used to award Community Development Block Grant Funds to eligible
jurisdictions.
The Citywide Advisory concurred with the following staff
recommendation:
1. As previously discussed, currently funded C.D. projects
providing services to the homeless were transferred to
the ESG. Under this recommendation, Better Way's
allocation would be $20,000 and the Miami Coalition for
the Homeless allocation $22,610. '
2. The New Life Family Shelter
Community Service Agency for
continued at a funding level
for City staff providing
Beckham Hall Shelter for
$80,000.
operated by the Christian
homeless families would be
of $100,000 and funding
essential services at the
homeless males would be
95-- 179
Honorable Mayor and Members
of the City Commission
Page -13-
3. The City of Miami Homeless project operated by Ms. Livia
Garcia would be funded at a level of $271,390.
It should be noted that the aforementioned recommendation does
not include funding to Metropolitan Dade County for operating
costs at the Beckham Hall Shelter. City support at this facility
would be exclusively in the form of City staff providing direct
services at the facility.-
W101" too 4 -44
Staff is recommending funding of eight (8) projects totalling
$2,080,000. This figure includes $1,150,000 in CDBG monies
recommended for improvements to facilities in low income
neighborhood parks.
Staff also recommends allocating $70,000 for landscaping and
street improvements in the West Grove area, $100,000 for
construction of a new daycare facility at the San Juan Daycare
and Neighborhood Center, $85,000 for the Greater Miami Services
Corp. Inc., to involve 12 young adults (18-23) in community
projects, $300,000 for the Little Haiti Housing Association to
carry out street improvements and beautification in the
Edison/Little Haiti area; $25,000 to the Downtown Development
Authority for an environmental and public art improvement
project; $250,000 for the renovation of the Tower Theatre; and
$100,000 for street improvements and landscaping along Biscayne
Boulevard in the Edison area.
The Board's recommendations for physical improvements projects
concur with staff's recommendations except that the Board
recommends a reduced allocation of $100,000 for the Little Haiti
Housing Association; and increased allocation of $170,000 for
Greater Miami Services Corp.; a reduced allocation of $1,000,000
for improvements of neighborhood parks;
$10,000 for the Tower Theatre, and no funding for Biscayne
Boulevard Street Improvements and Landscaping in the Edison
area. I The Board is also recommending the following
additional physical improvements projects:
95- 179 13
Honorable Mayor and Members
of the City Commission
Page -14-
$100,000 to Concerned African Women New Dimension for
acquisition of a building for a youth intervention and crime
prevention program in Model City.
$100,000 to the Miami Mental Health Care for renovation of a
building used for drug rehabilitation.
$100,000 to HOPE Center Inc. for extensive renovation of a
building used for retarded clients.
$25,000 for Litter Containers to improve and beautify
neighborhood streets.
$100,000 for Borinquen Health Care Center, Inc. for the
acquisition of built-in fixtures for mamography test.
$100,000 to the Black Archives Foundation to continue
restoration of the Lyric Theatre in Overtown.
$80,000 for Better Way of Miami to complete the renovation
of a building used for a drug rehab program.
4tow ATA.5 KOW0515
City staff as well as the Board recommended that Miami Capital
Development, Inc. (MCDI) receive a $250,000 allocation for
administration of the Working Capital Revolving Loan Program, and
$500,000 to continue funding its Revolving Loan Fund.
In addition, $60,000 was also recommended to establish a new and
limited revolving loan fund for businesses requiring small
working capital and fixed assets loans from between $500 to
$5,000.
Staff recommends to fund the Commercial Facade Paint Program for
$200,000 while the Board recommends $250,000; $230,000 for Miami
Neighborhood Jobs Development Program, $100,000 for Tacolcy
Economic Development Corporation, to assist in the construction
of its Edison Marketplace project and set aside $713,750 for an
economic development reserve fund to fund the Community Based
Organizations for the 1995-96 fiscal year, based on incentives.
However the Board did not recommend funding for the Coconut Grove
LDC.
14 95- 179
Honorable Mayor and Members
of the City Commission
Page -15-
The major difference between staff and Board recommendations is
that the Board supports funding of $125,207 to the Better Way of
Miami, Inc. for the start-up of a for -profit meal catering
service and funding of the Haitian Organizations of Women (HOW)
in the amount of $166,893 for establishment of a revolving loan
fund for small Haitian business. The proposed project will
unnecessarily duplicate services provided by MCDI. The financing
needs identified by H.O.W. can be met through the combination of
MCDI's existing RLF fund and the new Micro -enterprise Citywide
RLF program. In addition, the Board also recommends $200,000 to
Miami Dade Community College to set up a landscaping training
program for Overtown residents.
Staff recommends funding for the Department of Development in the
amount of $150,000 to manage the Southeast Overtown/Parkwest
project, and $202,100 for a new Code Compliance Assistance
Program, to provide a financial source from which businesses can
draw, to bring buildings up to City code standards. Also, it is
recommended that $150,000 be allocated to the Latin Chamber of
Commerce Hemispheric Congress and $50,000 for business assistance
to the Miami -Dade Chamber of Commerce.
�v Vot-49 M?��
Staff recommends that the level for administration be maintained
at 20% ($2,741,800) which is what HUD's federal guidelines allows
for general programmatic and financial administration, planning,
reporting, compliance, indirect costs and overall monitoring of
the various HUD federal programs. This allocation also includes
$50,000 in funding for HOPE (Housing Opportunities Project for
Excellence), a non-profit agency which promotes fair housing
loans and investigates housing discrimination complaints. Both
staff and Board agreed on funding this program.
95- 179 IS
Elected Appointed
Member Name Target Area Citpmde
CiTy Cf= M k\lfil
raitenctaltc•�� ii,-��t
p;?fni ll?It's l:l'','"I(�unr?nt (.'d Y' ;1d ' µdv"; }'N Rcari{
Meeting mates Total Total
1112194 _-._... _ 12/El94 1/_1.1/95 _1l18195. 211195__-- .- 2J8/95 __- .. Attendance _.. Absen;.
�.
l•{enry Lowenstein
Downtown
Attended
Aitended
Attended
WILendeci
Attended
Absent
5
1
1 2
Percy Drown
Model City
Attended
Attended
Attended
Attended
Attended
Attended
6
0
3.
Fernando Gonzalez
Little Havana Absent
Attended
Attended
Attended
Attended
Absent
4
2
4.
Frankte Rolle
C, Grove
Absent
Attended
Attended
Attended
Attended
Attended
5
1
5.
Ron M61 ne
p, ; :�
E . » x� >:: t y�
6.
William Ramos
Wynwood
Absent
Attended
Absent
Attended
Atten a
ttended
4
2
i •
Mariano Cruz
Allapattah
Attended
Attended
Attended
Attended
Attended
Attended
6
0
8.
Ron Cordon
Ed. L. River
Attended
Absent
Attended
Attended
Attended
Attended
5
1
9.
Dorothy Quintana
De Yune Attended
Attended
Absent
Attended
Attended
Attended
5
16.
`Willie Chavez
14.
�J
R •Attended sk
"PI
. �.<,
.• , , .i
: ..
. ,_.. r: T }
12.
Mario Pestyo�nu�
Plummer
Attended
Attended
Attended
Attended
Attended
6
0
13.
Valria Screen
Clark Attended
Attended
Attended—,y
14
Rev. FreemenWyche
15.
Josie Portier
Dawkins Attended
Attended
Absent
Absent
Attended
Attended
4
2
16.
Irby McKnight
Dawkins Attended
Attended
Attended
Attended
Attended
Attended
6
0 �>
17.
Sandra Francis,
18.
Xavier Cortada
Gort Absent
Attended
Absent
bsent
Atten e
e
t
K 1
:..
CITY OF M. .I
DEPARTMENT OF COMMUNITY DEVELOPMENT
CITYWIDE COMMUNITY DEVELOPMENT ADVISORY'BOARD MEMBERS
1993
Henry A. Lowenstein
617 W. 46th Street
Miami Beach, Florida
Ph. 531-9428
Percy Brown
5505 N.W. 7th Avenue
Miami, Florida 33127
Ph. 758-6972
Fernando Gonzalez
300 S.W. 4th Avenue #4
Miami, Florida 33130
Ph. 324-7906
Frankie Rolle
3430 William Avenue
Miami, Florida 33133
Ph: 443-7928
OM RE TOWN
Ron Malone
1937 N.W. 3rd Avenue
33140 Miami, Florida 33136
Ph. 576-2913
WYNWOOD
William Ramos
3650 N. Miami Avenue
Miami, Florida 33137
Ph. 576-1512
Ms. Josie Poitier (Dawkins)
900 N.W. 47 Terrace
Miami, Florida 33127
(W) 372-9893
(H) 754-2217
Mr. Irby McKnight (Dawkins)
224 N.W. 12th St. #5
Miami, Florida 33136
Ph. 573-8217
Ms. Sandra Francis (Gort)
8601 Biscayne Blvd.
Miami, Florida 33138
P h .
Mr. Xavier Cortada (Gort)
3621 S.W. 3rd Avenue
Miami, FL 33145
Ph. (305) 858-1323
Rev. Freeman Wyche (Ck'RK" N.W. 67th Street j
Miami, Florida 33147
Ph.. $ „rs55 6 9/- .? ya1y
Ph. 3-763—�r2 836- 41ssS
Mariano Cruz
1227 N.W. 26th Street
Miami, Florida 33142
Ph. 635-4735
Ron Cordon
335 N.W. 54 Street
Miami, Florida 33127
Ph: 759-2446
Ms. Dorothy Quintana
(De Yurre)
263 N.W. 34 Street
Miami, Florida 33127
Ph. 576-3393
Mr. Willie Chavez
(De Yurre)
1699 Coral Way #504
Miami, Florida 33145
Ph. 858-7200
Ms. MartA R. Rodriguez
(Plummer)
411 N.E. 25th Street
Miami, Florida
(H) 573-6649
(W) 643-7213
Mr. Mario Pestonit
(Plummer)
1885 N.W. 4th Street
Miami, Florida 33125
Ph. 643-9492
Ms: Valria Screen
(Clark)
780 N.E. 69 Street #1808
Miami, Florida
Ph. 756-6338
95- 179
City O Miami
C O N S O L I D A T E D
P L A N
1945 1999 _
Preliminary Draft
c, sl
95- 179
City of Miami
CONSOLIDATED PLAN 1995-1999 replacing applications for:
Community Development Block Grant (CDBG) Program
Emergency Shelter Grant (ESG) Program
Comprehensive Housing Affordability
Strategy (CHAS)
Housing Opportunities for Persons with AIDS (HOPWA)
HOME - Investment Partnerships
Sponsored by the Miami City Commission
Mayor Stephen P. Clark
Vice Mayor J.L. Plummer
Commissioner Miller Dawkins
Commissioner Victor De Yurre
Commissioner Wifredo (Willy) Gort
Cesar H. Odio City Manager
Prepared by:
Department of Community Development
Department of Development and
Housing Conservation
Planning, Building and Zoning Department
April 1995
it
95-- 179
- INTRODUCTION
PART I>THE CONSOLIDATED PLANNING PROCESS
SUMMARY OF THE CONSOLIDATED PLANNING PROCESS
COMMENTS AND RESPONSES FROM PUBLIC HEARING
PART H COMMUNITY ASSETS`
ENGINES FOR ECONOMIC GROWTH
COMMUNITY ORGANIZATIONS
PART III NEEDS`` ASSESSMENT
HOUSING NEEDS
DEMOGRAPHICS
HOUSING MARKET AND INVENTORY
HOUSING NEEDS ASSESSMENT
PUBLIC HOUSING NEEDS
HOUSING RESOURCES FOR THE CITY
BARRIERS TO AFFORDABLE HOUSING
COMMUNITY DEVELOPMENT NEEDS
SOCIAL AND PUBLIC FACILITY NEEDS
INFRASTRUCTURE NEEDS
PUBLIC SERVICE NEEDS
ECONOMIC DEVELOPMENT NEEDS
OTHER COMMUNITY DEVELOPMENT NEEDS
PART. 1V STRATEGIC PLAN FOR HOUSING
95~ 179
iii
PART V STRATEGIC PLAN FOR COMMUNITY DEVELOPMENT
ELEMENTS OF THE STRATEGY
STRATEGY DETAILS
PREPARATION FOR WORK: JOBS AND BUSINESS
PREPARATION FOR LIFE: PREPARING FOR OPPORTUNITY
LIVABLE NEIGHBORHOODS: HOME BASE
PART VI ACTION PLAN
HOUSING
PUBLIC SERVICES
EMERGENCY SHELTER GRANT
PUBLIC IMPROVEMENTS
ECONOMIC DEVELOPMENT
ADMINISTRATION
PROPOSED PROJECTS
APPENDICES
APPENDIX A- CITIZEN PARTICIPATION PLAN
APPENDIX B- PROPOSED USE OF HOME FUNDS
APPENDIX C- AFFIRMATIVE MARKETING COMPONENT
APPENDIX D- UTILIZATION OF MINORITY BUSINESS ENTERPRISES (MBE) AND WOMEN
BUSINESS ENTERPRISES (WBE)
APPENDIX E- TABLE 2 -PRIORITY NEEDS SUMMARY TABLE
APPENDIX F- TABLE 3 - PROPOSED PROGRAMS - HOUSING
APPENDIX G- COMMUNITY -BASED ORGANIZATIONS
APPENDIX H- STATE ENTERPRISE ZONE PROGRAM
95- 179
IV
WNUIX114itc-Im
MIAMI SNAPSHOT
Miami stands as the gateway to the Americas. The City of Miami is a geographically compact area of 34.5 square
miles or less than 2 percent of the Greater Miami or Dade County area. Given this physical compactness and over
358,000 residents, it has a very high population density of over 10,000 inhabitants per square mile, that, in fact,
places it within the top ten cities in the nation. Its residents are of an unusually diverse ethnic and racial
background. Over 90 percent of residents come from minority backgrounds, with over 60 percent Hispanic and
almost 30 percent Black. No other American city has a comparable level of diversity.
The international character of the city is evident in regard to its residents, its tourists and its economy. This is seen
in its people - with almost 60 percent foreign born, its tourism - with 55 percent of the 8.5 million tourists from
foreign countries, and its economy - with over 75 percent of the 1.1 million tons of cargo handled at Miami
International Airport from foreign lands, and with over 44 foreign and 15 Edge Act banks conducting international
banking transactions. Economically, the city needs to be understood within the broader context of the Dade
County and regional South Florida economy. It is the center of banking and finance, legal and medical services.
Its importance as a major international banking center is seen by the broad array of international and Edge Act
banks found on Brickell Avenue. Miami's prominence as the center for hemispheric trade was recently highlighted
by the Summit of the Americas. Yet, despite its position as the center for international financial and trade
transactions with Latin America and the Caribbean, it is a city of intense poverty. The glitter of Brickell stands in
sharp contrast to the poverty and substandard living conditions found in Overtown, and too many of its
neighborhoods. How have we gotten here?
Before directly examining the trends that have led to the city to its current situation, a brief snapshot of some of the
existing conditions affecting the poorest city neighborhoods is in order. Miami is the fourth poorest city in the
United States, with a poverty rate of 31.2 percent, which is the percentage of people living below the poverty level,
(See Chart 1.1.) Further, while ranked fourtli poorest by poverty rate, Miami has the lowest median household
income in the nation, just $16,925.
Moreover, Miami has gotten poorer in dramatic fashion. In 1980, the rate of poverty was 24.5 percent. During the
1980s, an additional 26,000 persons were added to those already below the poverty level. Many areas of the city
are considerably poorer than the city as a whole. In the majority of community development target areas, the
poverty rate is above 40 percent with two areas evidencing rates above 50 percent! (See Chart 1.2.) The gravity of
the situation and its implications for the future are seen in the poverty rate for children, which stands at 44 percent
for the City as a whole and, in certain target areas, is above 60 percent. The situation for female -headed
households with young children under 5 is even worse with a poverty rate of almost 71 percent. Further, while
female -headed households with children constituted 12.1 percent of families in 1980, their number increased by
1,500 families during the 1980s so that the rate grew to 14.3 percent of all families. The concentration of female -
headed households in the City, particularly Target Areas, is seen in Map 1.1. Poverty and loss of social structure
are often the breeding ground for crime.
1
95- 179
CHART 1.1 '
US Poverty Ranking for Cities with
Population over 100,000
•w 5 w
4 PP
4e
a
c-e
0
ti`b"
CHART 1.2
Poverty Rate Comparisons (%)
lison Little River
Model City
Allapattah
wynwood
Gvertown
Downtown I
Little Havana
Coconut Grove
City of Miami
Dade County
State of Florida
0
10 20 30
40
50
60
w
PERCENT FEMALE
HEADED
HOUSEHOLDS
WITH CHILDREN
- d:
LEGEND
NO HOUSEHOLDS OF THIS TYPE
0 5%
f
10%
- 2%
100
Nwiilv!
45 w HER,
20 - 30%
Fees
q
30% OR MORE
in -Romig
,—jwAw ---------- i-- it, i
as jp� !I.
MA71 t -�
I;M
- 5ii I
Target Area Boundary
.1p
gill
MAP 1.1
------------- ------ --------- — -------------------------- -------------------
Crime in the City has been a pervasive problem for many years. Although overall crime rates in the City of Miami
have fallen in recent years, there are still over 180 incidents of crime per thousand population. Further, there were
almost 14,000 cases of violent crime in 1992. In some neighborhoods, almost one of every ten persons was a
victim of violent crime. Moreover, in 1991, only Atlanta had a higher crime rate.
Miami is a city of immigrants. Currently, almost 60 percent of the population is foreign born. This is the highest
in the nation for any city above 200,000. Further, over 104,000 foreign born persons entered during the 1980s.
This has resulted in the fact that almost one-half (48.2 percent) of the adult population are not citizens. In Miami,
over 73 percent of the population speaks a language other than English at home - the highest rate in the nation.
This is reflected in the linguistic isolation experienced by many immigrants, with 32 percent reporting that they
speak English "not well" or "not at all." See Map 1.2 for the geographic distribution of recent immigration into the
City.
Heavy immigration flows are one factor associated with the low rate of high school graduation --only 48 percent.
Chart 1.3 reveals that educational attainment is still lower in the Target Areas, with some neighborhoods
j experiencing rates of graduation of less than 40 percent. In fact, of those with no high school diploma, almost 60
percent or 27,800 persons have less than a ninth grade education. At the other end of the educational spectrum,
just 12.8 percent have a 4 year college degree. Only four American cities of over 200,00 people have a lower rate.
The low educational achievement level of city residents substantially limits earning ability and gives rise to the
need for very low cost housing.
Miami is a city with many elderly and many children. The elderly constitute 16.6 percent of the population, only
two American cities with a population over 200,000 have a higher percentage of elderly. Children under 18 years
of age comprise over 25 percent of the population, with children under 5 disproportionately represented. This
latter group of 33,507 youngsters represents 9.4 percent of the population. Collectively, these groups young and
old, outside the working age, amount to 39.7 percent of the population.
In sum, the economic and social challenges the City faces are enormous. It is useful to examine some of the trends
which help to explain how we have gotten here.
95- 179
e
FOREIGN COUNTRY RESIDENCE
IN 1985 AS A PERCENT OF
mw
TOTAL POPULATION 1990 • a, �� tin �lr+�e�;;, „„,,,,,��,,� _'
..... W
LEGEND
NO FOREIGN RESIDENTS IN 1985 Is
0 5%
N
5 10% WI
100
10 25% N 1 -4 MW I W I a W-8 I I
T.1
OR MORE Fit ma +i III
JIt
---------- -II
AW
P3411
NTEROVYAT.
n1h
RE
Target Area Boundary w . I I
iI.F. I ?A V 11. PIT 6I .I Oft
, Pit ii, 'I'll?", 11 1 lollRR
sr z
MAP 1.2 b 4w
0'
BISCAyVE
BAY
TRENDS AND ISSUES
A number of key trends/issues have had significant impacts on shaping the development of the City of Miami in
recent years. Certainly chief among these is immigration, which began with the Cuban influxes in the 1960s.
Suddenly, Miami became ethnically diverse and took on an international flavor in short order. Importantly, many
of the initial Cuban refugees had high educational and skill backgrounds, as well as entrepreneurial energy. Over
- time, this was to significantly change Miami. Miami became the destination of choice for refugees from all over
the Caribbean Basin. During the 1970s, more Cubans, as well as other Hispanic refugees of diverse nationalities
began to make Miami their home. By the early to mid 1970s the growing internationalization of the economy was
becoming apparent.
The year 1980 brought the Mariel boatlift, as well as marry desperate Haitian refugees to Miami. In fact, this wave
of over 50,000 undocumented refugees was acknowledged to reside in the City of Miami by the Federal
Government for funding purposes. Throughout the 1980s, Miami became the home to tens of thousands of
Nicaraguans and later, other Central American refugees escaping from economic and political turmoil. Haitian
and other Caribbean peoples continued to flow into Miami during the 1980s.
This flow of refugees has continued into the 1990s. However, the characteristics of the more recent flows of
refugees are, in general, markedly different from the refugees of the early 1960s. Increasingly, refugees are from
rural regions of their native countries, where often times educational attainment and skill levels tend to be
significantly lower then that of their urban counterparts. This causes their social and economic assimilation into
society, once they reach Miami, to be more difficult both for them and for the community.
At the same time that Miami was receiving massive inflows of primarily Hispanic and later Haitian refugees,
another trend began to emerge. In part, it was a reaction to the perceived rapid "Cubanization" of Miami, but it
was more than that. By the mid 1960s, a growing out migration of middle class residents of Miami began.
Although this out migration initially began as a non -Hispanic White phenomena, by the late 1960s and thereafter
the middle class exodus from the city included an increasing number of Afro-Americans. But it was not only
middle class non -Hispanic Whites and Afro-Americans who left Miami in the 1970s, it was middle class Hispanics
as well. By the late 1970s, a pattern had emerged. An ethnically diverse out migration of middle class residents
was being more than matched by an inflow of Hispanic and Haitian refugees of more limited skill and educational
background.
By the late 1970s, the skill and educational levels of city residents was markedly changing. This was due both to
the changing pattern of immigration, which increasingly brought to Miami refugees with often very limited
educational and skill levels (including limited literacy in their native language) and to the continued flight of
middle class Afro-Americans, Hispanics and non -Hispanic Whites. A rapidly growing segment of the work force
in the City's neighborhoods had very limited skills and hence very limited opportunities for income production.
Further, many refugees did not have legal status so that even under optimal conditions could not be absorbed into
the formal sector of the economy. Estimates vary, but undocumented refugees have in all likelihood represented
! close to 10 percent of the population in the City of Miami since the mid 1970s. Further, in peak years, such as
1980 with the influx of Mariel and Haitian refugees, 20 percent would be a more reasonable figure.
95- 179
Even those immigrants with legal status faced severe difficulties in entering the formal sector of the economy due
to their limited skill level and the fact there was an increasing exodus of businesses from the City, exclusive of
Downtown. This exodus of businesses was attributed to high crime, outdated infrastructure in regard to buildings
and roads, limited sites for expansion, higher tax rates, and importantly, on the effects of the 1980 riots in Miami
and subsequent civil disturbances. Many City neighborhoods with significant acreage zoned for commercial and/or
industrial land uses suffered major losses. For example, the Wynwood area, lost over 10,000 jobs from 1980 to
1990.
Moreover, over 70 percent of this job loss occurred in areas of Wynwood that were suitable for industrial activity.
These jobs, in general, had relatively low minimum skill requirements. Of the jobs that were lost, many were entry
level positions that were well matched to the skill levels of resident population. In total, during the 1980s it is
estimated that the City of Miami lost a staggering 40,000 jobs - a loss of almost 14 percent. This substantial loss of
jobs, many of which were in the commercial and industrial sectors, severely handicapped the earning potential of
City residents. For many, including both undocumented and documented refugees, this meant that income would
be derived from informal sector activity. This translated into very low incomes.
The existence of already high poverty rates, particularly in Afro-American communities, the influx of refugees
with limited earning ability, the out -migration of middle class residents, coupled with a limited code enforcement
policy led to a relatively rapid physical deterioration of too many City neighborhoods. All to often the demand for
low cost housing was met by the market solution of subdividing existing housing units, illegal additions and
extreme overcrowding. In the case of enclaves, such as Little Haiti and East Little Havana, this was frequently
translated into several families living in a one or two room unit. Further, as is generally the case, once this cycle
sets in property maintenance becomes quite lax and the housing stock deteriorates rapidly.
The exodus of business establishments in the retail and service sectors, which was precipitated in part by the loss of
middle class residents and their greater purchasing power, often left communities without, not only the
convenience, but also the need for active local shopping areas with competitive prices. So addition to the job
losses sufferred by Miami communities, goods and service became less available, in terms of choice, and more
expensive, in general. This ofcourse exacerbated an already bad situation for Miami's low income residents.
As a result of the above -mentioned trends affecting the City, the last twenty years have been very tough on the
majority of City residents. Although official population counts increased quite modestly - rising by only 7 percent,
the number living in poverty increased by over 60 percent during this time period. The situation for female headed
households with children rose by dramatic 116 percent. The circumstances for minority groups were much worse
than for the general population. The number of black persons in poverty increased over 80 percent, while the
corresponding figure rose over 120 percent for Hispanics. Nonetheless, poverty rates among Black residents
remained far worse than Hispanics. Blacks in 1990 had a poverty rate of over 45 percent compared to 29 percent
for Hispanics. In particular, the 1980s brought increasing economic distress, a clear indicator of this was the
decrease in median family income. It fell by 14 percent, in inflation adjusted terms, from 1980 to 1990.
The impact of immigration since the mid 1970s, the exodus of the middle class since the mid 1970s, the loss of
businesses citywide leading to a decrease in employment by 13 percent in the 1980s, the physical deterioratiu. of
the housing stock, the massive business exodus from some of the industrial areas, the high rates of office
vacancies in Downtown since 1987 have, in concert, made governance of the City of Miami quite difficult. These
4
95- 179
conditions have led to a decline in the tax base, rendering the delivery of services to its residents more of a
challenge.
5
95- 179
9-�
THE FUTURE
Despite this somewhat gloomy picture, there are bright spots. Although Miami is one of the poorest cities in the
United States, its residents, both legal and illegal, have access to very fine health care. This is evidenced by the
fact that Miami has the fifth lowest infant mortality rate in the country. In fact, the infant mortality rate for Miami
at 7.2 per 1,000 live births is lower than the rate for the country as a whole.
Further, while the City, excepting its downtown area, evidences a declining employment base, it is important to
realize the strengths of Miami's low income or target areas. These areas, exclusive of downtown, still provide over
98,000 jobs and contain a significant amount of land and buildings that are underutilized and are in close
proximity to the Miami International Airport and the Port of Miami - the prime economic generators for the
regional economy. These as well as other assets which comprise the strength of the regional economy will be
discussed in detail in the next chapter.
In addition, each of these target areas contain residents who care about the current conditions and future of their
communities. Active community leaders (the contributions of community based organizations will be discussed in
an upcoming chapter) combined with the City's decentralized approach to governing (the Neighborhood
Enhancement Team (NET) program) has produced positive and encouraging results in each of the neighborhoods.
By having an administrator and staff (including police - Neighborhood Resource Officers) assigned to each of 13
offices located in different City neighborhoods, there has been a marked improvement in the delivery of services
and much stronger advocacy for these communities. This is a strength the City needs to work from in order to
arrest the downward cycle evidenced in too many City neighborhoods.
The Strategic Plan combined with the strengths of the NET program, leveraged financing, and, most importantly,
active community participation through individual residents and community -based organizations will provide the
direction and tools for moving forward to a brighter future.
95- 179
THE CONSOLIDATED PLANNING PROCESS
SUMMARY OF THE CONSOLIDATED PLANNING PROCESS
The basic goals of the Consolidated Plan are to provide decent housing, a suitable living environment and expand
economic opportunities. It assesses the City's housing needs, including public housing and homeless needs,
barriers to affordable housing and community development needs, identifies resources to address these needs and
^} establishes the structure to implement the plan.
._ Essentially the new Consolidated Plan process combines the planning and application aspects of the CDBG,
HOME, ESG and Housing Opportunities for Persons with Aids (HOPWA) formula programs into a single
submission. Funds for the HOPWA formula program are awarded by HUD to the City of Miami instead of Dade
County. The HOPWA program will therefore, be a part of the City's submission to HUD. A three to five year
plan, with a one year funded Action Plan, must be developed with the involvement of the citizens of the
jurisdiction, all local governments, entitlement cities, private sector, for -profit and non-profit community based
organizations and city departments. The submission of the Consolidated Plan is a prerequisite for receipt of funds
from the four (4) HUD formula programs referred to above.
Through an extensive citizen participation process and with the involvement of the public and private sectors, the
Department of Community Development has developed a City of Miami Consolidated Plan for submission to HUD
by April 15, 1995 for the fiscal year beginning June 1, 1995. This plan reflects the input gathered from twenty-two
(22) neighborhood meetings including those held with the Citywide Advisory Board.
In a sense, however, the planning process for the Consolidated Plan began over a year with the Metro -Dade
Empowerment Zone program, which focused heavily on inner city Miami. All segments of the Miami community
came forward to participate in the Empowerment Zone planning process. Community leaders and ordinary
citizens; corporate executive and neighborhood planners; public officials and students and educators. The process
drew together people from all walks of life who have not had occasion to sit across from each other and think about
and plan for the future of their community. Hundreds of neighborhood meetings, public hearings, workshops and
working groups were held. The process engaged the community in an assessment of needs and assets; difficulties
and opportunities. What emerged was a clearer understanding of Miami as a place of contrasts. Poverty in the
midst of business vitality; growing employment in the midst of high unemployment. The Empowerment Zone
planning process created unanimous agreement that the continuation of these conditions at their current and
increasing scale is not acceptable.
The following pages contain a summary of solutions from neighborhood agendas developed during the
Empowerment Zone planning process. This served as a very important input into the planning process for the
Consolidated Plan as it was the culmination of hundreds of hours of community participation into the planning
process and clearly elucidated the needs and proposed solutions by each of the communities. The process for the
Conolidated Plan built upon this strong foundation of community -based planning.
95- 179
SUMMARY OF SOLUTIONS TAKEN FROM THE NEIGHBORHOOD AGENDAS
Neighborhoods:
A- Little Havana/La Pequena Habana D- Allapattah
B- Wynwood/Edgewater E- Overtown
C- Edison/Little River/Little Haiti F- Model City
This summary of Neighborhood Agendas shows the relationship among the communities and the solutions
proposed by each community. Only solutions which appeared in two or more neighborhood agendas were listed.
j Career Education and Job Training
Solutions
A
B
I C
I D:
E
F
1. Establish technical, business, and literacy training facilities that
will stress careers in the future
X
X
X
X
X
2. Link job training and job opportunities to local business and
schools.
X
X
X
3. Expand child care support and funding through scholarships and
ants for those that want to attend school.
X
X
X
4. Expand English classes and bi-lingual programs for technical
. fields as well as improving those that exist.
X
X
X
X
5. Increase job training skill taught in school to improve educational
levels.
X
7. Create programs, to educate the elderly with current technology.
X
6. Provide youth employment program.
O
X
X
8. Provide job readiness program.
X
9. Fund training in high tech fields.
Business Development
Solutions
A
B
C
D'
E
F
1. Technical assistance to small business owners to help "incubate"
X
X
X
X
operations.
2. Provide incentives to business to locate and hire within the
X
X
X
X
community. Actively pursue business with information campaign
& location matching.
3. Facilitate loans; establish loan guarantee program.
X
X
4. Cooperation among police, residents & business owners to
X
X
X
overcome negative perception of high crime and social problems
in area, ands read word of anti -crime initiative.
5. Develop a community based bank to service local business
O
X
X
O
owners.
6. Reduce developers infrastructure costs.
X
7. Subsidize commercial property leases for small or minority
X
owned businesses.
8
95- 179
9:,
a
Starting Out Right
Solutions
A
B
C
D
E
F
1. Daycare, facilities increased. (Afterschool and Preschool)
X
X
X
X
X
X
2. Implementation of parenting education.
X
X
X
X
3. Improvement of support services network. Social services)
X
X
X
Building Basic Skills
Solutions
A
B
C
ID
E;
F.
1. Create afterschool and summer youth programs.
X
X
I
X
X
2. Create and support partnerships between public/private/
community groups that offer hope and incentive to youth.
X
X
X
3. Substance abuse education programs,
X
X
X
X
4, Create program for at -risk youth.
O
X
X
5. Create grass roots peer tutoring program.
X
X
X
6. Support bilingual education and literacy programs.
X
X
X
O
7. Recognition of positive role models through community
newspaper, awards, mentor proEams.
X
O
9. Educational programs aimed at preventing pregnancy and
sexually transmitted diseases.
X
X
9. Parent/Student/Teacher contracts with emphasis on achievement.
O
Back on Track
Solutions
IA.
B
I C
D'>
E
F:
1. More productive youth activities to prevent crime. (Second
offenders, drug abusers, etc.)
I X
IX
IX
O
Housing
Solutions,,:::.:A
B
C
D
E
F
1. Tax exempt bonds for single and multifamily units to encourage
new construction.
X
X
X
2. Prepare a zoning document with guidelines to guide new
development in maintaining neighborhood scale.
X
X
O
3. Partnerships with non-profit such as Habitat for Humanity,
X
X
4. Aggressive code enforcement.
IO
X
5. Stronger signage controls and design review of new construction.
I
X
IX
9
95- 179
Public Safety
Solutions
A
B
C ID
E
F
1. Greater police presence in neighborhood.
X
X
X Ix
X
X
2. Organize neighborhood patrols and crime prevention efforts.
"Push Out the Pusher" POP)
X
X
X
X
3. More police assigned to net office; more officers who are
conununity residents; more cultural sensitivity.
O
X
X
X
4. Activate PAL programs.
X
X
5. Provide drug and alcohol treatment program accessible to
neighborhood.
X
O
6. Better lighting in streets and parks.
X
X
7. Faster police res22nse.
O
Transportation
Solutions
A
B,
C
ID,
E
F
1. Mini buses and vans that ride through the neighborhood.
X
I X
X
2. Provide parking in commercial areas.
X
O
X
3. Provide funds for increased elderly transportation program.
X
X
4. Enhance buses to come into the neighborhood,
X
O
Environment/Cleanup/Sustainable Community Development
Solutions
A
B
C ID
E
F
1. Coordinate activities and communication of information about
community organizations,programs, and services.
X
X
X
X
X
2. Education and enforcement of codes driven!?driven!?y the neighborhood.
X
X
X
O
3. Scheduled trash pickup service.
I
X
4. Improve parks stem.
X
X
5. Improve streets.
X
X
6. Increase support of services to elderly and infirm.
X
O
Cultural Affairs
Solutions,
A
B
C
D
E
'F. <.
1. Create cultural center or community center.
X
X
2. Initiate inter -cultural exchanges and activities.
X
X
O
X
3. Create outdoor art program or museum.
X
O
10 95- 179
COMMENTS AND RESPONSES FROM PUBLIC HEARING
11
179
I
CDBUgUNITY ASSETS
The City of Miami Strategic Plan builds on the region's distinct competitive advantages and creates sustainable
linkages between the growing sectors of the economy and the residents of the City's community development
Target Areas. The primary community assets on which this strategy is built are as follows.
A growing regional economy is Miami's strongest asset. Greater Miami (Metro -Dade County) is a global leader in
international trade, commerce and tourism. The Strategic Plan capitalizes on these strengths by including the
airport (just outside City limits), the seaport, the exploding medical industry, and the central business district. (See
Map 3.1.)
Planned growth strategies will enhance the physical and human infrastructure to match this vital economy. The
metropolitan region is coordinating its physical and human resources to maximize economic strength. During the
next ten years, $10 billion is expected to be invested in public infrastructure projects to assure that the regions
global leadership is maintained.
Leadership in education will allow the region to bridge the gap between low income residents and economic
opportunity. The strength of institutions like Miami -Dade Community College and the Dade County Public
Schools provides the framework for a real collaboration of educators and employers.
Miami has a remarkable diversity of community partnerships. Community -based organizations of every size, type
and ethnicity have formed partnerships with government, educational institutions and each other to improve the
delivery of services to residents.
12
95- 179
i4-:
kRGET AREAS AND MAJOR JOB GENERATORS
XV 7
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ENGINES FOR ECONOMIC GROWTH
The City despite significant job losses in the 1980s, still contains about 25 percent of all the jobs in Dade County.
Four key job and business engines in the Core are expected to create over 75,000 new jobs in and around the City
by 2005. The strategy is to link this economic growth and opportunity to the distressed communities in the City
and enable residents to access the mainstream economy.
The four major job generators are the Miami International Airport, Port of Miami, Medical Center Complex, and
the Central Business District. Together they provide over 203,000 jobs. Further, it is expected that by the year
2005 many new jobs will be created. In fact estimates are as follows:
Miami International Airport - 45,530 New jobs
Port of Miami - 15,000 New jobs
Medical Center Complex - 11,600 New jobs
Central Business District - 5,225 New jobs
A detailed discussion of each of these major job generators follows.
NHAMI INTERNATIONAL AIRPORT
Overview
Miami International Airport (MIA) occupies 3,300 acres - just west of City limits. MIA is the regiods largest
single job base, creating jobs both on and off site. It has, on average experienced better than double digit growth in
cargo volume during the past five years - a trend which is expected to continue. In 1992, the Airport generated an
estimated $3.915 billion in wages; $1.044 billion in direct expenditures on goods and services; and an estimated
$7.247 billion spent locally by air travelers.
Employment Impact
i
The Airport generated an estimated 111,495 jobs in 1992. To accommodate doubling of passengers (from 26.5
million to 55.2 million) and air cargo (from 1.1 million tons to 2.4 million tons), MIA has begun a $3.8 billion
expansion program adding runway and terminal capacity, warehouse space, and related infrastructure. This will
add an estimated 45,530 new jobs, for a total of 157,025 jobs, both direct (on airport) and indirect (airport related
but off site).
irect Em' to a of
1992Jobs
New.jobs
005 Jobs
atal
6,870
0 I30
7 000
Aviation -Related
18,725
14,030
32,755
Non -Aviation
5,470
4,095
9,565
Government
,675
,005
,680
13 95-- 179
Indirect Employment
1992 Jobs
New jobs
2005 Jobs
Total
4'630
25,400
110.030
r Transport. Equip.
3,390
1,020
4,410
Freight Forwarding
,160
650
2,810
Miami Free Zone
1,300
390
1,690
Airport Industrial Park
14,500
4,350
18,850
Air Visitor Generated.
58,560
17,570
76,130
�Dther Services
4,550
1,370
5,920
Ground Trans22rt
2,330
700
3,030
(Source: Calculated from Mianu International Airport Master Plan estimates)
PORT OF MUM
Overview
The Port of Miami, just off downtown Miami is the world's largest cruise port, and the nation's eighth largest cargo
port. The Port generates 7,600 cruise and cargo jobs. Direct financial impact in 1992 was roughly $2.427 billion.
Handling over 3 million passengers and almost 4.6 million cargo tons in 1992, the Port generated $849 million in
cargo activity; $1.406 billion in cruise activity including passenger spending, and $168.4 million in wages for
workers employed in activities directly related to the Port.
Employment Impact
Port employment falls into three broad categories. Cruise employees - directly employed by cruise lines - are
predominantly clerical (51.1%) and managerial (10.7%) workers, plus significant security, maintenance and
repair, and housekeeping staffs.
Cargo employees - directly employed by cargo lines - also include many clerical workers (31.5%) to process the
many orders and permits, as well as managers (12.9%) and a higher concentration of ship maintenance and cargo
moving workers (44.9%).
Shipping Services, a third category in federal classifications, actually handle most cargo and baggage for both the
' cruise and cargo lines, providing many jobs for truck drivers and related equipment operators (46%), laborers
I stevedores (18.7%), some catering and security services (5.4%), and maintenance and repair (12.2%).
irect Ebi to eut
1992 Jobs
New:Jobs
005 Jobs
Port Total
7,595
5,390
12,985
Cruise
4,195
2,725
6,920
Caro
890
885
11,775
JShippinr,Services
,510
11,780
,290
14
95- 179
i
The Port is negotiating with the City to lease land for several major Port expansion projects. New cruise docks
downtown (4), serving 2 million more passengers per year, would add roughly 2,725 jobs. With new cargo
facilities, cargo volume is also expected to double, adding 885 jobs, and Shipping Services growth would add 1,780
new jobs.
Maritime Park
The development will attempt to leverage maximum economic benefits from the proposed Cruise expansion into
downtown Miami. Plans call for a major recreational/retail/entertainment facility in Bicentennial Park. The
development is called Maritime Park. Preliminary plans suggest development of several hundred thousand square
feet of retail/entertainment space, and perhaps 40 acres of active open space. The total project, to be developed in
two phases, is expected to cost $ 180 million including financing costs, to be raised primarily through Port bonds.
Precise job creation estimates are not yet possible but a range of 7,500 to 10,000 new jobs is estimated.
Strategic Role
Maritime Park will establish necessary capacity to accommodate cruise and cargo growth, enhance the visitor
experience for cruise passengers (and provide spending opportunities), and create an
entertainment/retail/recreational resource. A large number of new job/business opportunities would become
accessible to City residents.
A substantial number of jobs will be created in construction; water passenger and cargo transportation and
transportation services; museum/entertainment operations; and retail and restaurant work. By managing the
leasing process and providing extensive business management and marketing assistance to retail tenants, the Port
can use the retail element of Maritime Park to establish and grow new small businesses which can be owned by low
income residents.
MEDICAL CENTER COMPLEX
Overview
Health Services employed just over 76,600 people countywide in second quarter 1993; annualized payrolls for
Health Services were an estimated $2.3 17 billion. Health care is an export industry for Dade County. Health
services in most communities reflect only area needs; it rarely earns significant income from outside a local
economy. But in Miami , a world -class Medical Center Complex draws patients from throughout Latin America
seeking high quality U.S. medical technology. Included in the Medical Center Complex, is Jackson Memorial
Hospital associated with the University of Miami School, which provides world class medical care to patients
throughout the hemisphere, as well as to low income and indigent patients from the metropolitan region. In
addition to Health Services, the Medical Complex offers potential to establish minority -owned, entrepreneurial
high tech companies through the Center for Health Technologies (CHT).
15 95- 179
Employment Impact
- Services
Four major hospitals - University of Miami, Jackson Memorial, Cedars, and the Veterans Administration hospitals
provide employment for approximately 20,000 in the Medical Center area.. In addition to this conservative
estimate, an estimated 12,250 jobs are located in adjacent to areas, and over 5,000 new jobs are likely to be added.
Roughly 6,600 new Health Services jobs will be created by 2005. Many of these will be accessible to City residents
through the type of training offered by the Medical Center Campus of Miami -Dade Community College.
- Medical Products Manufacturing
The CHT is expected to create directly about 1,100 manufacturing jobs in ten years. More importantly, it will do
this by assisting in about 100 small business start-ups through its still -developing incubator program.
Direct Em to ent
1992 Jobs
N6W Jobs:
2005.Jobs .,
1 Health Fields
15,500
6,600
22,100
Health Practitioners
2,540
1,080
3,620
Therapists
930
400
1,330
�reating Health Maint.
8,620
3,670
112,290
echnolo 'sts
13,410
J1,450
,860
Medical Services Education
Miami -Dade Community College (MDCC) has offered degrees in medical professions since 1963, and has
operated the Medical Center Campus, which is located just outside the Medical Center Complex, since 1974.
Although it offers a frill range of college courses, the Medical Center Campus also specializes in training for a
wide range of health services professional and technical careers. The Medical Campus enrolls over 6,500 students.
Many of the degree and certificate programs prepare students for positions requiring State certification
examinations.
Role
The Medical Center Complex, in Allapattah and adjacent to Overtown, is expected to create roughly 6,600 new
medical services jobs in the next ten years in the Medical Center area, and another 5,000 jobs in nearby areas.
Many more such jobs will be created elsewhere in the metropolitan region. by 2005.
Although these jobs offer opportunities for skill development, advancement, and excellent wages, they are
accessible only with proper training. MDCC's Medical Center Campus offers that training. Moreover, the Medical
Center Campus has demonstrated a commitment to community development empowering residents in the area, it
serves as a pathway for residents to access these jobs.
16 95-- 179
Pathways To Jobs and Business
The Medical Center Campus offers two-year degree and certificate programs in a variety of medical professions.
Most of these programs include Clinical Training courses, and the majority of students actually secure jobs as a
result of this contact with potential employers. In addition, area hospitals hold open houses for MDCC students,
and MDCC itself holds an annual Job Fair. Although students can seek jobs elsewhere through application or other
traditional means, MDCC enrollment is the shortest pathway to a medical services job in the region.
The Medical Center Campus offers Associate Degrees in fourteen fields; college credit certificate programs in two;
and vocational certificates in nine. Associate degrees in Science command salaries 22% higher than graduates with
a State University Bachelor of Arts degree. Residents need to be linked, in particular those completing high
school, to these training opportunities.
Center for Health Technologies
The Center for Health Technologies, Inc. (CHT) was established as a not -for -profit corporation in late 1990, when
the State of Florida appropriated $350,000 in start-up funds. CHT's Board of Directors is drawn from the private
business community and from area academic institutions. An Overtown representative also sets on the Board CHT
operates with support from corporate members - established firms with expertise and/or interest in medical
technologies - and relies primarily on private funds for its operations at present. CHT's mission is the incubation of
new companies which are:
Broadly concerned with health technologies.
Based on a scientifically credible, patentable or protectable technology.
Run by technically qualified principals with a credible business plan.
Role
The CHT's strategic value is not only in the number of jobs it will create (perhaps 1,500 by 2005). Rather, CHT
promises an opportunity to establish new businesses including minority owned businesses in the urban core as high
tech entrepreneurial leaders. These entrepreneurs can serve as role models to others; provide private sector
leadership on key community issues; as well as provide real employment and business expansion possibilities.
Medical Products & Instruments Manufacturing is a singularly promising growth industry for the region. Existing
companies in this sector support this growth a larger critical mass of technical expertise and support services
makes existing medical products manufacturers more competitive globally. This potential led to formation of the
CHT. Given the value start-up firms place on access to existing, state-of-the-art medical resources, the CHT is
well -placed to match Dade's growth potential (and need) in this sector to develop high tech industry in the urban
core.
17 95- 179
Pathways To Jobs and Business
The CHT's core role is nurturing its affiliate companies, drawn primarily from the Greater Miami area. This
nurturing includes networking among technical and other resources; assisting applicants for research and
development grants; and provision of direct technical assistance in the CHT's incubator.
CHT has joined with MDCC to establish a Minority Entrepreneurship Program. In this program, health care
workers who reside in the neighborhood are recruited for an MDCC Entrepreneurship class, As potential
entrepreneurs are identified, CHT assists with start-up and incubation. Of 24 current affiliates, 11 are minority -
owned.
The incubator is an important resource in supporting new companies and establishing a nexus to both the Medical
Center Complex and the surrounding lower income neighborhoods.
PUBLIC IIVFRASTRCTURE
Overview
Over the next ten years, $10 billion is planned to be invested in infrastructure needed to assure Greater Miami's
global leadership in international trade, commerce and tourism. Much of this investment will take place within the
City a dramatic commitment to the area's future. The areas of study are: airport development, seaport
development, world trade center, urban transit (East-West Corridor), high-speed interurban rail, and a tourism
master plan.
Impact
The projects will affect the lives of City residents in many positive ways. First and foremost, they will set the stage
for the economic growth upon which the prosperity of the entire region depends. The new, integrated physical
infrastructure will help ensure the County's high growth future is realized, and the construction process itself may
create 50,000 new jobs.
Initially, direct jobs for residents will arise from construction at the airport, the building of new cruise ship
fa6ilities at the seaport, the development of a new World Trade Center complex with supporting hotels, restaurants
and shops in the downtown area, the construction of the East-West rail line and of the Intermodal centers
downtown and at the airport, and the possible construction of the high speed train lines connecting Orlando, the
airport and downtown.. Later, implementation of the tourism master plan and airport, seaport, and other
improvement projects will create long-term employment and entrepreneurial opportunities in international trade,
commerce, and tourism.
The location and design of the mass transit component, as well as airport and seaport expansions, will shape future
development patterns in urban neighborhoods, helping to create the concentrated areas of activity needed for local
business prosperity. The fully interconnected transit system, built around Intermodal hubs, will make possible
quick, easy mass transit connections for residents to job and business opportunities in and around the area's
economic engines.
is 9 5 — 179
Areas of Study
Seaport Development: The worlds largest cruise port and the nation's eighth largest cargo port, the Miami Seaport
plays an important role in both international commerce and tourism, and generates approximately 8,000 jobs. Its
projected growth in passenger and cargo operations and its location in front of downtown Miami will require the
most careful planning to accommodate the growth without negative impacts on the redevelopment of a new
urbanized downtown area.
Airport Development: The nation's busiest international airport and the nation s second in cargo volume, the
Miami Airport plays a critical role in tourism and an ever increasing role in international commerce. It generates
approximately 111,000 jobs, and is planning to expand its capacity to accommodate an expected doubling of
passengers and cargo in ten years. The manner in which the airport expands its capacity will have a direct impact
on the region, and immediately surrounding communities, and the continued growth of the Seaport's cruise line
business.
World Trade Center: Increasingly the hub of hemispheric trade because of its geographic location, Greater Miami
requires the strengthening of the scope and ease of services provided in support of international trade and
commerce. A study defining the nature and size of a World Trade Center is underway, which will define optimal
sites for its location in the integration of planning.
Tourism: A Tourism Master Plan commissioned by the Greater Miami Convention and Visitor's Bureau will
define a strategy for the development of facilities, accommodations, entertainment and attractions necessary to
support a growing hospitality industry.
Urban Transit: An expanded public transit system linking Miami Beach, the seaport / downtown, the airport and
Florida International University to the West is being planned. Its physical routing and the location of the sites
where transportation mode changes will occur will be crucial to its rider -ship and to its impact on access to jobs for
residents of low income and distressed communities. It will also impact the redevelopment of blighted areas.
High Speed Train: A high speed train linking Metro -Miami to Orlando is being explored. Its routing into the
Metro- Miami area and its connections to the planned urban transit systems are being examined. This could
effectively link many of Disney's 30 million tourists per year with Miami.
INDUSTRIAL REDEVELOPMENT
Conventional wisdom has it that urban manufacturing in the United States is dead, victim of low wages paid off-
shore, and high operating costs in cities, including taxes, transportation, security, and insurance. Miami offers
advantages which can prove conventional wisdom wrong. By building on this region's competitive advantages and
utilizing all relevant incentive programs, successful and sustainable new job and business creating industrial
development will take place within the City.
Industrial redevelopment can succeed due to a combination of factors: a layering of multiple tax incentive
programs, easy access to rail, sea, and air cargo, the region's importance as a global trading hub, and strategic
selection of industries to develop within inner city industrial areas.
19 95- 179
Strengths of Industrial Areas
• Miami's industrial areas offer the best location in Dade County with excellent access to the Port of Miami and
Miami International Airport. (See Map 3.2.)
• In the City's industrial areas almost 1,400 acres are zoned for industrial use, with significant amounts of
available land and vacant buildings.
• Land costs are relatively inexpensive with available sites primarily suited for small and medium-sized
businesses.
• The City's industrial area contains an approved Foreign Trade Zone (FTZ) site in a rail -accessible location, the
grantee is a community development corporation.
• Businesses within a Foreign Trade Zone site will benefit from a variety of duty, quota, tax and regulatory relief
provisions which improve the competitive position of export -oriented assembly and manufacturing operations
relative to off -shore locations.
• Enterprise Community tax-exempt facility bonding will lower the cost of property development
• The State will overlay a Florida Enterprise Zone on the Empowerment Zone providing additional tax
incentives
• The industrial redevelopment area contains 2 additional publicly -owned industrial development highly suitable
for relatively large scale redevelopment on inner city standards.
Impact
The area west of Miami International Airport was identified as one of America's top five "edge city" markets in a
recent national study by Prudential Real Estate. That area has profited from the economic dynamism in the fast-
growing markets of international trade and commerce, and the advantages of proximity to the airport. This has
fueled explosive growth, adding nearly 64,000 jobs between 1980 and 1990. Yet meanwhile, just east of the
airport, in the Empowerment Zone communities, massive job losses have been taking place. During the same ten
year time period, the City of Miami lost 40,000 jobs. In the Wynwood area alone, more than 10,000 jobs were lost;
the majority in light manufacturing or assembly - traditionally an excellent source of entry-level positions.
A well designed and properly implemented Industrial Redevelopment Strategy will help to off -set the powerful
forces which otherwise are pulling all new business west of the airport. With the world's busiest international cargo
airport, and the eighth largest cargo -carrying seaport in the nation, the region's economic growth will clearly be
driven by international trade and commerce. The region is a hub for global markets, through which and from
which flow goods and services to every part of the world.
20
95- 179
27z�
INDUSTRIAL AREAS
LEGEND
ED
ENTERPRISE COMMUNITY
M
INDUSTRIAL AREAS
*
AIRPORT
PORT OF MIAMI
DOWNTOWN
MAP 3.2
PA
awl'
22 ST
V M am 7zm.gy
COMMUNITY ORGANIZATIONS
Community -based organizations are a strong asset of the Miami area. Community groups deliver the full range of
social and economic services and have been key particpants in the strategic planning process. Often organized
along the lines of Miami's rich and diverse ethnic and racial cultures, these groups provide needed basic services.
The key focus areas for the Strategic Plan, affordable housing development, job training, drug abuse treatment and
youth counseling, for example, are all carried out by CBOs primarily. Thus Miami's CBOs not only were
instrumental in the planning process, but they will be a major vehicle for implementing it in the neigborhoods.
Listed below these to organizations are a few of the many community -based partners who have, and will continue,
to contribute to the implementation of Miami's Strategic Plan.
• Tacolcy Economic Development Corporation
Tacolcy Economic Development Corporation (TEDC) was formed in 1982 to alleviate racial and economic
discrimination in Liberty City/Model City and create a self -fueling economic environment. TEDC has generated
approximately 150 permanent, full-time jobs, and has been responsible for over $23 million in construction and
investment. TEDC has created nearly 500 units of housing and many business district improvements in the Liberty
City/Model City area including the redevelopment of a vacant supermarket into a successful shopping center
anchored by a Winn Dixie supermarket. TEDC is working on expanding the Edison Center Business District with
the up -coming construction of the Edison Marketplace which will include retail stores, a medical clinic, and
minority -owned businesses and is expected to create 25-35 jobs in Liberty City.
From its experienced position in fostering economic development, TEDC recognizes that the most accessible path
out of poverty is through education.
• East Little Havana Community Development Corporation
Incorporated in 1984, East Little Havana Community Development Corporation (ELH/CDC) has made many
strides in helping low income residents in Little Havana as well as the small merchants who serve them to
participate in and benefit from local redevelopment efforts. ELH/CDC's goals include creating suitable, affordable
housing for low and very -low income families; revitalizing commercial areas; developing health, social services
and recreational facilities and programs; making the environment cleaner and more attractive; and assisting
residents and businesspersons in improving their skills and creating jobs.
1 ELH/CDC has successfully created over 200 units of new and renovated affordable housing in the last 10 years in
East Little Havana including condominium, cooperative and homeownership developments targeted at low income,
minority renters and buyers as well as providing property management services. ELH/CDC also provides
counseling and training to new homeowners on financing, savings, property maintenance and condominium
association responsibilities as well as serves as an advocate for tenants. ELH/CDC has been actively involved in
the community planning process and offers a broad base of experience and technical assistance knowledge to other
-' Miami's CBO's in affordable housing development and the expansion of homeownership opportunities to low-
income and minority homebuyers.
21
6%]
- Annie E. Casey Foundation
The Annie E. Casey Foundation, a Connecticut -based charitable foundation, has made a $3 million commitment
over the next four years in Little Havana. Funds have been granted to the State of Florida to implement a Mental
Health Initiative for Urban Children. The aim of the initiative is to devise new ways of delivering mental health
services to children and families in low-income neighborhoods and to jointly develop with the State, policies and
practices that will make these improvements sustainable, neighborhood -based, family centered and culturally
compatible.
- ASPIF A of Florida, Inc.
Since 1981, ASPIRA of Florida, Inc., a community -based Puerto Rican/Latino youth organization, has provided
substance abuse and juvenile delinquency prevention serAces to over 8,500 low income, at -risk Latino and other
minority youth in Dade County. In expanding both its operational area and number of services, ASPIRA has
forged a partnership with the Dade County Public School System, to instill leadership qualities in at -risk youth.
- Belafonte Tacolcy Center, Inc.
The Belafonte Tacolcy Center, Inc. is a community -based organization that has provided services to the youth and
families of the Liberty City/Model Cities area for the past 27 years. The Center's mission is to provide hope and
opportunity to inner city youth and young adults, assisting them through the rites of passage to adulthood and
preparing them for full participation in adult society. To achieve this mission, the Center sponsors a variety of
prevention, intervention and diversionary programs including those relating to dropout prevention, tutoring, drug
abuse prevention, job readiness, counseling and day treatment activities for students who have been suspended
from school. The Center also operates a full sports development program, including organized team sports.
- Better Way of Miami, Inc.
Better Way of Miami, Inc. is a non-profit corporation served by a policy -making Board of Directors whose sole
purpose is to oversee the provision of services to homeless, indigent, chemically -dependent individuals throughout
the Dade County community. Among other things, Better Way of Miami, Inc. provides a six-month structured
residential addiction treatment program that provides residential care, individual, group and family counseling,
medical treatment and educational/vocational services.
- Cities in Schools of Miami, Inc.
Cities in Schools (CIS) of Miami, Inc. is a non-profit organization incorporated in 1989. CIS is dedicated to the
creation of public/private partnerships for the benefit of youth at -risk of dropping out of school. CIS of Miami is
affiliated with Cities in Schools, Inc. which operates in 66 U.S. communities and in the United Kingdom and
serves over 37,000 students. In September, 1991, CIS of Miami was selected by the U.S. Department of Education
as a Dropout Prevention Demonstration Model.
- Community Partnership for the Homeless, Inc.
CPHI is a 53 member non-profit organization comprised of representatives from business, financial, legal,
medical, social services, religious, and educational fields as well as public officials charged with developing and
operating three Homeless Assistance Centers (HAC) to be created in Dade County. Founded in 1993 by the Dade
County Homeless Trust, CPHI is also directing private sector fund raising for the homeless and has received
already commitments for $5 million of its $8.5 million goal over the next three years. The first HAC is in the
planning and development phase for the first site in the City of Miami; completion is expected in December 1995.
22
95- 179
- Dade County Community Action Agency
The Dade County Community Action Agency, a department of Metropolitan Dade County, is a community -based
organization under the leadership of a Board of Directors and neighborhood advisory committees whose purpose is
to reduce poverty and help low income people become self-sufficient. The Agency's goals are to sensitize the
government and private sector to the needs of the poor, promote institutional change, develop procedures for
identifying, addressing and disseminating information on the needs of the poor and to maintain a service delivery
system which provides the opportunity for individuals to move towards self-sufficiency and independence.
- Dade County Employment and Economic Development Corporation, Inc.
Founded in 1981 with the purpose of facilitating community economic development, the Dade County Employment
and Economic Development Corporation (DEEDCO) serves the entire Dade County community, managing a local
shopping center as well as administering a home -buyers assistance program, providing affordable housing and
coordinating local commercial development activities.
Dade County Homeless Trust
The Dade County Homeless Trust was created by the Dade County Board of County Commissioners to oversee the
unique dedicated funding source from a new food and beverage tax levied to alleviate the homeless plight.
Established in response to the County's Homeless Task Force findings in the Homeless Action Plan, the Trust is
charged with creating and implementing policy based upon the Homeless Plan. The Plan sets forth a
comprehensive continuum of care to serve, house and rehabilitate homeless persons and families in Dade County.
- Dade Partners for Safe Neighborhoods
Dade Partners for Safe Neighborhoods is an innovative public/private effort to marshal the energy, resources and
ideas of all those interested in a comprehensive campaign against crime. This partnership seeks to address the full
gamut of crime -related issues from early intervention to the construction of additional prisons.
- Enterprise Florida
Enterprise Florida is an innovative partnership of private enterprise, state government and the educational sector
joining together with the common goal of improving the quality of life for Florida citizens. It represents the first
time in the history of Florida that the public and private sectors have joined together in a full partnership jointly
sharing operating control and financial responsibility to accomplish a common goal. The goal of Enterprise
Florida is to create an environment in Florida that leads to a more diversified and competitive economy
characterized by better employment opportunities leading to higher wages.
- Greater Miami Chamber of Commerce
Founded in 1893 with the purpose of fostering economic development within Dade County, the Greater Miami
Chamber of Commerce includes 6,600 members, representing more than 3,500 local businesses. The Chamber's
activities include marketing Greater Miami as a major tourist destination, as well as encouraging businesses to
relocate within this area. Additionally, the Chambers sponsors job and trade fairs, as well as supporting charitable
organizations and foundations.
- Greater Miami Local Initiatives Support Corporation
Established in 1984 with the purpose of serving neighborhood -based community development corporations located
within Dade County, the Greater Miami Local Initiatives Support Corporation provides technical and financial
assistance to local CDC's to further their efforts to provide affordable housing and encourage commercial
23
95- 179
"I
development. LISC offers a loan and grant program which provides pre -development and gap financing to CDC's
for affordable housing and commerical development.
- Greater Miami Neighborhoods
Founded in 1985, Greater Miami Neighborhoods is a non-profit organization operating throughout Dade County
that implements housing programs as well as providing technical assistance to other local non -profits with housing
projects. Greater Miami Neighborhoods also acts as a bank, providing loans to providers of affordable housing and
is backed by the Enterprise Foundation.
- Greater Miami Service Corps
The Greater Miami Service Corps was designed to provide unemployed, out -of -school young adults, ages 16-23,
with experience in addressing the physical and social needs of their community through volunteerism and
community service, while providing them with structured, meaningful work experience and comprehensive
educational opportunities.
- Habitat for Humanity
Habitat for Humanity, established as a branch on the national organization in Dade County in 1989, has built 77
homes in the region. Habitat is a non-profit organization which works in partnership with low income individuals
to build affordable housing with a focus on sweat equity as a rxieans to assist low income families in becoming
homeowners. Currently a 90 house development is under construction and will be completed in the Spring of
1996.
- Homes for South Florida
Homes for South Florida is associated with the nationwide Local Initiatives Support Corporation (LISC) and
specializes in financing mechanisms for low-income housing
- The James E. Scott Community Association
Founded in 1925 with the purpose of "relieving human suffering within Dade County," the James E. Scott
Community Association (JESCA) provides services throughout the community, ranging from early childhood
development to youth employment and training programs. Additionally, JESCA administers crime diversionary
programs as well as providing multi -services for the elderly.
- Miami Capital Development, Inc.
Miami Capital Development, Inc. is a private, not -for -profit corporation which was created in 1980 to provide
financial assistance at below -market interest rates to small and minority -owned businesses operating or wishing to
locate within certain, geographical areas of the City of Miami and Dade County. As a response to the needs of small
and minority enterprises, Miami Capital is a lending agency which provides financial assistance through a variety
of business .loan programs involving a partnership of the public and private sectors. Miami Capital was created for
charitable and educational purposes which include the promotion of community welfare by the lessening of
neighborhood tensions and discrimination, and combating community deterioration by promoting and fostering
economic development.
- The Miami Coalition for a Drug -Free Community
Founded in 1988, the Miami Coalition for a Drug -Free Community represents a unique partnership between local
businesses and corporations, seeking to address the growing problem of drug abuse within the county. With more
24
95- 179
than 2,700 volunteers, the Coalition regularly sponsors workshops, seminars and public service announcements
aimed at increasing individual awareness of the dangers posed by drug abuse. Additionally, the Coalition acts as a
facilitator, seeking to bring together religious groups, community -based organizations, businesses and the public
sector in an attempt to organize a united fight against drug abuse.
- The Miami Coalition for the Homeless
Founded in 1984, with the purpose of eradicating homelessness, the Miami Coalition for the Homeless provides
leadership in the areas of coordination, policy and planning, and program development and innovation. In
addition, the Coalition provides technical assistance for the construction and development of public housing unites
as well as serving as an advocate for the homeless.
- Miami -Dade Chamber of Commerce
Founded in 1974 with the purpose of promoting the business and economic interests of the black community
throughout the county, the Miami -Dade Chamber of Commerce serves as an advocate as well as a facilitator,
providing technical assistance for business set-up and expansion, procurement opportunities, referral seminars and
networking assistance.
- Miami River Coordinating Committee
Since 1990, the Miami River Coordinating Committee has spearheaded efforts on behalf of the City of Miami and
Metropolitan Dade County to achieve maximum public involvement throughout the process of formulating the
Miami River Master Plan, aimed at cleaning up the Miami River. Among the Committee's activities are
sponsoring public workshops, briefings and conferences on this issue.
- Overtown Neighborhood Partnerships
Founded in 1992 in conjunction with Miami -Dade Community College, Overtown Neighborhood Partnerships
seeks to engage the citizens of Overtown in a partnership in progress which, with the support of many partners, has
lead toward systematic change for the social and physical transformation of the Overtown neighborhood. The
Overtown Neighborhood Partnerships has sponsored child immunization drives, crime prevention seminars, AIDS
awareness symposiums, a quarterly neighborhood newsletter and a youth leadership program. Other linkages
include the Enterprise Foundation and the W.S. Kellogg Foundation.
- South Florida Employment and Training Consortium/Private Industry Council of South Florida
The Training and Employment Council of South Florida is a partnership of the South Florida Employment and
Training Consortium (SFETC) and the Private Industry Council of South Florida (PIC). The PIC is one of more
than 630 councils established by state and local governments under the provisions of the federal Job Training
Partnership Act, and operates locally in partnership with officials representing the five governments that make up
the SFETC: Metropolitan Dade County, the Cities of Hialeah, Miami and Miami Beach and Monroe County.
Operating together, the PIC and SFETC make the key planning, policy and program oversight decisions that
govern the management of employment and training funding within the Dade/Monroe service delivery area. The
PIC and SFETC contracts with community -based organizations and other organizations to carry out its training
and job placement services. Through its service providers, PICISFETC offers youth and adults the opportunity for
occupational skills training and year-round classroom training, as well as offering a summer job program for
disadvantaged youth, a drop -out program and job retraining opportunities for workers who have been victims of
lay-offs.
25
95- 179
• Tools for Change
- Founded in 1989 with the purpose of "filling the gaps in the Black community for business and economic
development," Tools for Change, a not -for -profit organization, serves the entire Dade County community. In
addition to providing advice and counsel on a variety of legal issues relating to business formation and operations,
Tools for Change assists individuals in the preparation of bid packages and business plans, as well as providing
guarantees for business and real estate loans.
• United Way
The United Way is the largest non government sponsor of community -based organizations in the county. With an
annual budget of approximately $90 million, United Way grants support activities in the full range of social and
human services. Because of the breadth and depth of United Ways involvement in distressed communities, it is a
key component of the social services provision network.
• YMCA
YMCA is a community -based organization that has been providing services throughout Greater Miami the past 35
years. YMCA seeks to provide the community with an environment that allows families and individuals to develop
to their fullest potential in an atmosphere of harmony by sponsoring physical, mental, educational and social
programs. Among the chief services provided are youth and adult sports, youth and adult fitness, aquatics and child
care.
• YWCA
YWCA is a community -based organization that has been providing services throughout Greater Miami. YWCA
seeks to provide the community with an environment that allows families and individuals to develop to their fullest
potential in an atmosphere of harmony by sponsoring physical, mental, educational and social programs. Among
the chief services provided are youth and adult sports, youth and adult fitness, aquatics and child care.
26 95- 179
NEEDS ASSESSMENT
As was made apparent in the introduction, the degree and intensity of poverty, unempolyment, family
disintegration, as well as the continuous influx of refugees, leaves Miami as on of the most socially and
economically distressed cities in the nation. Concommitantly, the housing and community development needs,
including social and economic aspects, are vast. A housing needs assessment will outline the general housing,
homeless, and public housing needs in Miami. The discussion of community development needs, which follows,
places emphasis on the social, public service, public facility, infrastructure, and the economic development needs
of the community.
27
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HOUSING NEEDS
DEMOGRAPHICS
Trends in Population
According to the official count from the U.S. Census Bureau, the 1990 figures reflect a three percent (3%) increase
in total population for Miami over the past decade.
The population figures by ethnic/racial group reveal only a marginal increase in the Black population, a 13%
change, from 24% of total population in 1980 to 25% in 1990. For the Hispanic population, a 15% change is
reflected between the 1980 and 1990 Census counts, thereby increasing the population from 56% to 62% of
Miami's total. The most significant change occurring is the reduction in the white population from 67,249 persons
in 1980 or 19% of the City's population, to 43,752 persons or 12% of Miami's population in 1990. These figures
continue to reflect the "white flight" from the City and the increasing "Latinization" of Miami.
While the total Household population declined by 11% between 1980 and 1990, the Non -Household population
increased by 14%.
Miami's Hispanic population experienced a 15% gain between 1980 and 1990, according to the Census figures,
thus now comprising 63% of Miami's total households.
Black households account for the largest percentage of Very Low Income households (0-50% MFI), namely 58%
47% of all Hispanic households are Very Low Income (0-50% MFI).
A full 85% of the City of Miami's households are considered to be minority households, i.e., Black, Hispanic,
Native American, Asian and Pacific Islanders, while 15% are White (non -Hispanic).
59,915 households or 46% of all Miami's households are Very Low Income (0-50% MF1). 47% of all Hispanic
households are very low income (0-50% MFI), while 84,663 or 65% of all households in the City have incomes less
than or equal to 80% MFI.
Miami's median income at $ 19,725 is substantially lower than that of the South Florida Region and the Nation.
Corresponding to the previous trends as witnessed between 1980 and 1990, it is anticipated that the City of Miami
will see an increasing share of Hispanics, a stable slightly increasing share of Blacks and a declining share of non -
Hispanic Whites.
The continuing influx of persons from Central and South America as well as the Caribbean, has created a unique
local climate for Miami, exhibiting the following characteristics:
28 95- 179
q,&..
• a large number of non-English speaking persons residing either legally or illegally within the City;
• a vast majority of refugees arriving with little or no money;
• a significant number of persons, who possess limited job skills suitable for urban America;
• In many cases housing units become overcrowded as extended families, relatives, and/or friends live together
to make units affordable;
• A strain is created upon local governments to provide numerous services necessary to sustain the on -going
influx of refugees;
• Ethnic/racial tensions are exacerbated as intense competition develops for existing housing, services and jobs,
especially between lower income Americans and the new arrivals;
• The massive influx of refugees contributes both directly and indirectly to the increasing numbers of homeless
persons in Miami.
Low Income and Racial/Ethnic Concentrations
The City of Miami is currently one of the most racially and ethnically diverse cities in the nation. As of the 1990
Census data, 314,796 of Miami's residents, a full 88% of its population are members of minority groups, including
Hispanic, Black, Asian and Pacific Islanders and Native Americans. of these 314,796 persons, the largest group
represented, 223,964 persons or 62% are Hispanic, while 25% or 88,319 individuals are Black. White (non -
Hispanic) represent 12% of the City's population.
For purposes of this Consolidated Plan, the City's Areas of Concentration are defined as follows:
• Area of Black concentration census tracts containing more than 35% Black population
• Area of Hispanic concentration = census tracts containing more than 65% Hispanic population.
• The adjoining Map indicates, the City's Black population is heavily concentrated in the northern and central
portions of the City, with a small enclave evident to the south.
• Miami's Hispanic population tends to be very concentrated along a straight line running due west from the
center of the City, with slightly lesser concentrations bordering that straight line. (See adjoining Map).
For purposes of this Consolidated Plan, Areas of Low Income Concentration are defined as those census tracts
containing 5 1 % or more of the population with median household incomes of less than $15,000 annually.
Axeview of the adjoining Map reveals that the low income areas tend to be concentrated around the central core of
the City with the lowest income areas falling immediately north and west of the central business district.
HOUSING MARKET AND INVENTORY
Housing Supply: Affordability and Availability
As per the 1990 Census data, the City of Miami has 144, 550 round housing units. Although Hurricane Andrew
was devastating to the southern portion of Dade County, it is not known to have totally destroyed or effectively
removed any units from Miami's housing stock
29
95- 179
CHAS Table I
Population & Household Data
Name of Jurisdiction:
City of Miami, Florida
1980 1990 %
Census Data Census Data Change
(A) 1 (B) 1 (C)
1. White (non -Hispanic) 67249 43 752 —
2. Black (non -Hispanic)
3. Hispanic (ail races) _ _ nnn „e A
4. Native American
5. Asian & Pacific islanoers
1 (non -Hispanic) 1,8581 2,272 22%
s. Other (non -Hispanic) 3 481 2,513 —28%
1. Total Population 46 865 358 8
e. Household Population
' . Non -Household Populatlon
B. Special Categories
(e,g., students, military, migrant farm workers, etc.)
Group Quarters 5,793 17,331 27%
2.
a.
4,
i
a 1. White (non -Hispanic)
2. Black (non -Hispanic)
s. Hispanic (ail races)
4, Native American
j(non -Hispanic)
s. Asian & Pacific Islanders
� urun-rnsparncL
1
J. All Households
U.S. Department of Housing and Urban Development
Office of Community Planning and Development
Comprehensive Housing Affordability Strategy (CHAS)
instructions for Local Jurisdictions
Five Year Period: (enter fiscal yrs.)
FY: through FY:
'94 '98
D. Relative Median Income of Jurisdiction
MSA Median Family Jurisdiction's Median Family National Median Family
Income Income(not available for urban Income
counties and consortia)
$31,112 $ 19,725 $ 35,939
Total
%of Total
%Very Low
%OtherLow
Households
Households
Income
Income
1990
0 to 50% (MFQ
51 to 80% (MFI.
(A)
(B)
(C)
(0)
9 171
15%
22%
13%
8.003
21%
58%
18%
6 Moderate
%
Income
Move
to 95% (MFI)'
95% (MFI)'
(E)
(F)
6%
59%
6%
18%
1%
30,250 J ioa% J 46% 1 19% { 7%
* Or, based upon HUD adjusted income limits, if applicable.
45%
29%
35
95- 179
,
HUD 40090 •A (1/93)
L
pi " R '1
OF
MIAMICITY
ro
PERCENT BLACK NON —HISPANIC ORIGIN
PERCENT
BLACK
NON -HISPANIC -- MARCH 1991
0.0
— 10.0
101
— 35.0
site
35.1
^
65.0
u i o
65.1
— 90.0
T t �4
M
V C
=
w
ff
ff 1
SOURCE: U.S. Bureau of the Census
Census of Population and Housing, 1990.
NOTE: This map depicts 1990 census tract geography.
Persons of Hispanic origin may be of any race.
Produced by the City of Miami
Geographic information System.
Planning, Building and Zoning Department
Planning and Zoning Division
CITY OF MIAMI
PERCENT WHITE NON —HISPANIC ORIGIN
PERCENT WHITE_ NON -HISPANIC ____MARCH 1991 _
F� 0.0 — 10.0
10.1 -- 35.0
® 35.1 — 65.0
65.1 — 90.0
90.1 — 100.0 4-4
T 111fill of
VFit N M
ww
M
M M M M
11
f1 1
SOURCE: U.S. Bureau of the Census
Census of Population and Housing, 1990.
NOTE: This map depicts 1990 census tract geography.
Persons of Hispanic origin may be of any race.
Produced by the City of Miami
-Geographic Information System,
Planning, Building and Zoning Department
Planning and Zoning Division
M
IT toll
1► tl/f
IT It11 Jj
will"'
Tll '
� IT 11►�11.
N
n 1'
0 a
IR
FAA _41
44
60
.'••s•.
`.�� A
An of this date, the GIS to in the daTelopmental
phase. This map should be considered a prototype.
The Information displayed may not be complete or
In some Instances accurate.
'.•.O•��•.•
,•�•,•
;t
At the time of the 1990 Census, 90% or 130,252 of Mianni's total housing stock consisted of occupied units while
the remaining 14,298 units, or 19%, were vacant. Based upon the 990 Census figures for vacant rental and for sale
units, a vacancy rate of 8.21% existed for rentals and a 3.36% rate existed for "for sale" units. However, since the
occurrence of Hurricane Andrew in August of 1992, that picture has changed dramatically.
jAccording to a survey of Dade County conducted by Reinhold P. Wolff Economic Research, Inc., Fort Lauderdale,
i Florida in May of 1993, the vacancy rate for rental apartments in Dade County was 1.4%.
Of Miami's total housing stock, approximately 2/3 or 66% is comprised or rental units, namely 94,951 and slightly
less than 1/3 or 44,593 units are owner units.
In terms of unit size, Miami has a preponderance of smaller units - 54% of existing housing stock consists of
efficiencies and/or 1 bedroom units, 29% are 2 bedroom units, and the remaining 17% are 3 bedroom or larger
h units.
{
The 1990 Census data reveals that for all occupied units 67% are renter occupied while the reaming 1/3 are owner
j occupied. As for vacant units, 55% were available for rent, while 10% were available for sale, The remaining
lvacant units, approximately 35% apparently were not on the market at the time of the Census enumeration.
A post Hurricane Andrew real estate market survey conducted by Reinhold P. Wolff Economic Research Inc. In
May, 1993 analyzed a sample survey of apartment units in developments 18 of more moths old located throughout
Dade County with the following results:
Unit Size
Average. Monthly Rent
0 Bedroom
$474
1 Bedroom
$603
2 Bedrooms
$773
3 Bedrooms
$979
In addition, the FMR' s for FY 1994 as published in the May 6, 1993 Federal Register appeared to substantiate the
results of the Wolff company's survey.
0 Bedroom
$471
1 Bedroom
$590
2 Bedrooms
$737
3 Bedrooms
$1,011
4 Bedrooms
$1,173
At this point in time, the City of Miami is experiencing a substantial increase in demand which has clearly
outpaced the available supply of housing units, thus creating a very tight housing market with very vacancies and
relatively high rents.
Although it is neither accurate nor consistent to compare 1990 income figure with current housing costs, it is
possible to make some postulations. Utilizing the average monthly rental figures (based upon the May, 1993
Reinhold P. Wolff Economic Research, Inc. Market survey), of $603 and $773 for one and two bedroom
30
9 - 179
apartments respectively, household would be required to have a total annual income of $24, 120 for the one
bedroom and A30,920 for the two bedroom units, in order not to exceed spending more than 30% of their
household income for the monthly rent. These annual income figures would effectively require an hourly wage of $
11.60 for the one bedroom and $ 14.87 for the two bedroom apartments. Households solely dependent upon support
payments, i.e. AFDC, Social Security, SSI, etc. would have little choice but to exceed this 30% figure, as would
households supported by minimum wage earners, holders of low paying service hobs and unskilled laborers.
Limited data is currently available as to the cost of single family homes in the post -hurricane market, Wolff
Economic Research, Inc. Via an analysis of courthouse records of closings determined the median sales price for
single family houses in Dade County during the first quarter of 1993 to be as follows:
Dade County Used Single Family House Sales for 1st quarter of 1993 $67,759 median price
Dade County New Single Family House Sales for 1st quarter of 1993 $ 105,344 median price
Miami's post -hurricane housing market is also just beginning to feel the effects of a tougher South Florida
Building Code which was adopted June 1, 1993 by Dade County, in response to the extensive damage caused to
residential structures b the hurricane force winds of Andrew. As such builders may be forced to use thicker roof
trusses, stronger hurricane clips and more roofing nails. Storm shutters are also expected to become standard on
most new houses. Wood frame houses would be built with better lumber or more wall studs and exterior siding
would be thicker. Block houses would, of necessity, be built with more steel and concrete.
A recent study completed by the National Association of Home Builders estimates that these new building code
changes could add at least $4,000 to the price of a single -story production home. The Builders' study also estimates
that this $4,000 rise in housing prices could knock out about 4% of potential home buyers from the market.
Miami's housing market had also received an unexpected jolt in the form of a building moratorium imposed in
central Dade County (includes the City of Miami) due to the near collapse of an antiquated sewer system. Effective
January 27, 1993 a so-called ban on new sewer hook-ups has been enforced thereby severely restricting any type of
new development. As far as residential development is concerned, large developments have the option of building
their own sewage treatment plants on site or getting on the County's waiting list for permits to be issued on a case-
by- case basis following repairs to and replacement of individual components of the existing sewer replacement of
individual components of the existing sewer network (average waiting period on list is approximately one year).
Presently, there is no delay for hook-ups of individual single family houses provided they are built on sites which
previously/already had existing sewer service. As the work on the sewer system continues, it is anticipated that its
moratorium will be lifted during the next few months.
All -in -all it is apparent that the supply of affordable housing, in both the rental and ownership markets, has not
kept pace with demand.
Unit Inventory
In discussing the condition of Miami's existing housing stock, it is first necessary to define the terms Substandard
and Substandard but Suitable for Rehabilitation.
31 95- 179
CHAS Table 1 B
U.S. Department of Housing and Urban Development
Office of Community Planning and Development
Market & InventoryConditions Comprehensive Housing Affordability Strategy (CHAS)
Instructions for Local Jurisdictions
Name of Jurisdiction: Check one: Flye Year Period: (enter fiscal yrs.)
1990 Census FY: through FY:
Other Source: (specify) 9 4 ' 9 8
City of Miami, Florida P Data as of: (enter date)
A Wmicinn Rf^Ae Invantlnry
Total
Vacancy Rate
0 and 1 bedroom
2 bedrooms
3 or more bedrooms
Category
(A)
(B)
(C)
(D)
(E)
1. Total Year -Round Housing
2. Total Occupied Units
130,252
3. Renter
87,156
59,610
21,324
6,222
4. Owner
5. Total Vacant Units
6. For Rent
7
8 21
5.136
2,295
364
7. For Sale
%
1,497
3.3{
409
636
452
8. OtherEM
2,32')
B. Substandard Units
% Substandard
% Suitable for Rehab
Category
(A)
(8)
1. All Renter
2 4 %
4 2 %
2. All Owner
14 $
4 3 $
C Puhlle Wnuclnn
Tnfel V.r.a.wr Cars n . 'eq k_A__ 7 ha4- 9 nr mnra I�nrlrnn.ne
W-75,
WII�M NMI
�V. E_t /Z
�i, V, 11
Fsttmated Hard Costs — Physical improvements: Grand Total PHA Needs:
Rehabilitation $ $
Needs: 1 37 million
••• ,or-•�
Applicable FMRs
nvmruroroaut"
at 309r6 of 50% MFI
Unit Size
(A)
(B)
0 Bedrooms
$
$
419
305
1 Bedroom
$
$
509
349
2 Bedrooms
$
$
599
393
3 Bedrooms
$
249,
$
454
91 179
HUD 40090 -A (1/93)
7n
0
Substandard - is defined by the City of Miami as any existing dwelling unit which currently has one (1) or
more Housing Quality Standards (HQS) and/or Dade County Minimum Housing Code violations,
Substandard but Suitable for Rehabilitation - is defined by the City of Miami's any dwelling unit which is
found to be substandard (as locally defined) and is in such condition as to be both structurally and financially
feasible for rehabilitation as defined by Miami's Single and Multi -Family Housing Rehabilitation Programs.
Due to the lack of recent and/or updated local housing surveys depicting unit conditions, it was necessary to use
existing data to provide a current estimate of the condition of the housing stock and the percentage of units which
are substandard and the percentage of units which are suitable for rehabilitation. A comparison of the current
housing stock inventory figures from the U.S. HUD CHAS Databook (1990 Census) with those used I the
1991/CHAS Plan (1988-1991 Housing Assistance Plan), revealed only minor change to Miami's total housing
inventory. Inventory figures from the 1992 CHAS Table 2B specific the number of total year-round housing units
as 139,898 while the U.S. HUD CHAS Databook figures specified a total of 144,550 year-round units. This
increase of 4,652 units or 3% is particularly offset by the fact that in the U.S. HUD CHAS Databook figures, more
than 5,000 vacant units are classified as "other" which places them off the market at least temporarily. A
comparison of other key indicators revealed a similar pattern of insignificant differences:
Housing Stock ,`
U.S. HUD CHAS Databook
1992 CHAS Plan <
Difference
Total Inventory
144,550
139,898
4,652 3%
• Total Rental Units
94,951
93,303
1,948 2%
Total Owner Units
44,593
46,895
-2,302 5%
The 1992 CHAS Plan data was then analyzed to determine the following indicators
1. The number and percentage of all substandard rental units 22,752 or 24% of all rental stock.
2. The number and percentage of all substandard owner units 6,743 or 14% of all owner stock.
3. The number and percentage of all substandard rental units suitable for rehabilitation 9,654 or 42% of the
substandard rental stock.
4. The number and percentage of all substandard owner units suitable for rehabilitation = 2,932 or 43% of
the substandard owner stock -
Assuming that these percentages remained constant, they were then applied to the U.S. HUD CHAS Databook
figures to yield the data for Table IB, regarding Substandard Units:
• 24% or 22,788 of all renter units are substandard,
• 42% or 9,571 of all substandard renter units are suitable for rehabilitation.
• 141/6 or 6,243 of all owner units are substandard.
• 43% or 2,684 of all substandard owner mots are suitable for rehabilitation.
• A total of 20% of Miami's housing stock is substandard.
Housing Unit Affordability and Other Problems
In terms of unit affordability in Miami's rental market as of the 1990 Census there were 34,674 rental units which
were affordable to Very Low Income households, i.e. 0-50% MFI, with a breakdown as follows:
32 95- 179
Unit Size
# of Units
Percent of Total Rental Units
0+ 1 BR
26,904
28%
2 BR
5,700
6%
3 + BR
2,070
2%
All Units
34,674
36%
Of these 34,674 rental units affordable to households with incomes less than or equal to 50% of the median, 37%
or 12,949 units were priced so as to be affordable to the lowest income segment of the population, namely
households with incomes less than or equal to 30% of the median income.
A total of 79,024 or 83% of Miami's total rental units were priced so as to be affordable to Miami's households
with incomes less than or equal to 80% of the median income.
(Rental unit affordability based upon data from Table 4 from the U.S. HUD CHAS Databook. Total numbers of
+ units were analyzed without distinguishing between vacant and occupied units as vacancy rates have plummeted
since Hurricane Andrew).
1
i
In terms of unit affordability in Miami's owner market as of the 1990 Census there were 4,994 units which were
affordable to Very Low Income households, i.e. 0-50% median income, with a breakdown as follows:
unit Size
# ofUnits
Percent of Total Owner Units
0 + I BR
1,641
4%
2 BR
906
4%
3 + BR
1,447
3%
All Units
4,994
11%
Of these 4,994 owner units affordable to households with incomes less than or equal to 50% of the median, 31% or
1,548 units were priced so as to be affordable to the lowest income segment of the population, namely households
with incomes less than or equal to 30% of the median income.
A total of 15,901 or 36% of Miami's total owner units were priced so as to be affordable to Miami's households
with incomes less than or equal to 80% of the median income
(Owner unit affordability based upon data from Table 4 from the U.S. HUD CHAS Databook. Total numbers of
units were analyzed without distinguishing between vacant and occupied units as vacancy rates have plummeted
since Hurricane Andrew.)
Based upon 1990 Census figures, Miami has a total of 86,424 renter households. of these total renter households:
31,890 or 36.9% are in the 0-30% income category
16,939 or 19.6% are in the 31-50% income category
17,285 or 20% are in the 51-80% income category
33 95- 179
A comparison of these renter household figures with the rental unit affordability data previously discussed, reveals
the following:
Renter Household: Income Category
4 Renter Households
4 of Rental Units
Difference
0-30%
31,890
12,949
8,941
31-50%
16,939
21,725
4,786
51-80%
17,285
44,350
27,065
Hispanic renter households number 56,442 and comprise 65% of Miami's total renter households, and Black renter
households number 21,374 or 25% of the total renter households in Miami. Thus, Black and Hispanic renter
households combined comprise 90% of Miami's renter households.
Of all Miami renter households, 67.5% have one or more housing problems. 70.1% of all Hispanic renter
households have housing problems while 69.4% of all Black renter households have housing problems.
(Table 6 from U.S. HUD' CHAS Databook)
Miami has 48,792 renter households with incomes below 5 1 % of the median. of these households, 8 1 % have one
or more housing problems. The composition of these 48,792 renter households is as follows:
34.8% elderly
32.2% small related
12.6% large related
The vast majority of these households have housing problems, ranging from 67.4% of elderly households, to 91%
j of small related households, up to 98.3% of large related households.
Of these 48,792 renter households with incomes below 51% of the median, 13,741 or 28% are Black and 32,576 or
67% are Hispanic. The large related households have the greatest likelihood of housing problems, ranging from
97.3% to 99%, respectively for the two ethnic groups.
(Table 7 from U.S. HUD CHAS Databook)
Thirty percent (30%) of Miami's renter households are overcrowded with a breakdown by income category as
follows:
Income Category ..
Percent of Overcrowded Renter Households.
0-30%
26.3%
31-50%
34.7%
51-80%
36,4%
Of Miami's Very Low Income and other Low Income large related renter households which total 9,227 households,
85.4% or 7,880 are overcrowded
(Table 8 from U.S. HUD CHAS Databook)
34 95-- 179
Based upon 1990 Census figures, Miami has a total of 43,826 owner households. of these total owner households:
5,610 or 12.8% are in the 0-30% income category
5,171 or 11.8% are in the 31-50% income category
7,582 or 17.3% are in the 51-80% income category
A comparison of these owner household figures with the owner unit affordability data previously discussed, reveals
the following:
Owner Household Income Category
# of Owner Households
# of Owner Units
Difference
0-30%
5,610
1,548
-4,062
31-50%
5,171
3,446
-1,725
51-80%
7,582
10,907
+3,325
Hispanic owner households number 25,799 and comprise 59% of Miami's total owner households, and Black
owner households number 6,629 or 15% of the total owner households in Miami. Thus, Black and Hispanic owner
households combined comprise 74% of Miami s owner households.
Of all Miami owner households, 40.1% have one or more housing problems. 44.7% of all Hispanic owner
households have housing problems while 46.8% of all Black owner households have housing problems.
(Table 6 from U.S. HUD CHAS Databook)
Miami has 10,810 owner households with incomes below 51% of the median. of these households, 64.8% have one
or more housing problems. The composition of these 10,810 owner households is as follows:
50% elderly
25.4% small related
11.6% large related
The majority of these households have housing problems ranging from 57.2% of elderly households, to 69.8% of
small related households, up to 92.9% of large related households.
Of these 10,810 owner households with incomes below 51% of the median, 2,557 or 24% are Black and 6,131 or
57% are Hispanic, with the large related households having the greatest likelihood of housing problems, ranging
from 89.8% to 95.5%, respectively.
(Table 7 from U.S. HUD CHAS Databook)
Fourteen and one-half percent (14.5%) of Miami's owner households are overcrowded with a breakdown by income
category as follows:
35 95 - 179
Income Category
Percent of Overcrowded Owner Households
0-30%
9.6%
31-50%
15.5%
51-80%
16.9%
(Table 8 from U.S. HUD CHAS Databook)
HOUSING NEEDS ASSESSMENT
Current Estimate/Five Year Projections
An analysis of the most current data available provided in CHAS Table IC, Housing Assistance Needs of Low &
Moderate Income Households, completed in the Fall of 1993, reveals the following information on Miami's
households:
• 58% of Miami's households, regardless of income, have one or more housing problems.
• Of Miami's total households, 66% are renters and 34% are owners
• For renter households, 68% have one or more housing problems; while only 40% of owner households have
housing problems.
• The lowest income households, i.e. 0/to. 30% MFI and 31 to 50% MFI are disproportionately renters and they
demonstrate the greatest amount of housing problems.
Categories of Households Affected
Very Low Income Households
• Of Miami's 130, 250 total households nearly half, 46% or 59,602, are classified as very low income.
• A startling 29% (37,472) of the City's households fall within the 0 to 30% MFI income range, while
(22,130)17% fail within the 31 to 50% NMI income range.
• Almost one-fourth of Miami's owner households are Very Low Income (0-50% MFI).
• For Very Low Income renters, 35% are elderly households, 32% are small related households, and 13% are
large related households.
• Of Miami's elderly renter households, more than three -fourths, namely 78%. are Very Low .Income.
• For small related renter households, 48% are Very Low Income, and 52% of large related renter -households
are Very Low Income,
• For owner households, 25% (10,810) are Very Low Income, and half of these (50%) are elderly owner
households.
• For all extremely low income (0-30% MITI) households, 76% have one or more housing problems, while 7 1 %
are cost burdened with 56% extremely cost burdened. As one might expect, these percentages of households
affected are greater for renters than owners.
36 95- 179
41g.,
Other Low Income Households
• 19% of Miami's total households are classified as Other Low Income (51 to 80% MFI).
0 For Other Low Income households, 69% are renters while the remaining 31% are owners.
• Of Other Low Income renters, 17% are elderly households, while 43% are small related households and 18%
are large related households.
• Two-thirds or 66% of the Other Low Income renter households have one or more housing problems.
• Elderly households comprise 32% of Other Low Income owner households.
• 6 1 % of all Other Low Income households have one or more housing problems.
• Sixty-five percent 65% of Miami's households are classified as Very Low and/or Other Low Income
households.
Moderate Income Households
• Of Miami's total households, 7% or 8,694 households are considered to be Moderate Income households (81 to
95% MFI)
• Of Miami's Moderate Income households, 59% are renter households and the remaining 41% are owner
households.
• Moderate Income renter households consist of 11% elderly, 49% small related and 16% large related -
households.
• 24% of Moderate Income owner households are elderly.
• For all Moderate Income households, 46% have one or more housing problems, 19% are cost burdened and
3% are severely cost burdened.
HOUSING NEEDS SUMMARY
The housing assistance needs of the City of Miami are quite extensive. Within the city of Miami, nearly one-half of
its households, 46% are Very Low Income. This means that 59,602 households have annual incomes which are less
than or equal to 50% MFI. As if the above figure was not bleak enough, slightly less than one-third of the City's
households, 29% representing 37,472 households, are among the "poorest of the poor", with annual incomes less
than or equal to 30% MFI.
Consequently, almost two-thirds or 65% of Miami's households are Very Low and/or Other Low Income
households with annual incomes less than or equal to 80% MFI. Unsurprisingly, more than half, namely 56%, of
Miami's Very Low Income households are renters, with elderly households comprising 35% of that total. For
owner households, 25%, 5401 households are Very Low Income and half of these are elderly households.
Other Low Income households are also heavily rental, 69%, with the largest segment being small related
households.
Both the Very Low Income households and Other Low Income households are heavily cost burdened as witnessed
in the data contained in Table 2.
37 g5_ 179
Even for Moderate Income households, representing 7% of all Miami's households, renters prevail as 59% are
renter households.
In terms of unit affordability, in 1990 there were 34,674 rental units and 4,994 owner units, a total of-39,668 units
affordable for 59,602 Very Low Income households. A deficit of 19,934 housing units for Very Low Income
households existed even before the occurrence of Hurricane Andrew.
Very Low Income Households
According to the 1990 Census data, the City of Miami has just under 50,000 Very Low income renter households,
with the vast majority of them experiencing housing problems and at least some degree of cost burden.The largest
segment of this category is elderly households at 35%, followed by small related at 32% and large related at 13%.
There is a high incidence of overcrowding and cost burden for both small related and large related renter
households. The total number of Very Low Income renter households, including elderly, small related and large
related, numbers 38,836 which is by far the largest number of households with housing needs,
and the lowest income segment of this group, namely the 0-30% component, numbering 25,568 is the next highest
group with housing needs.
In terms of owner households, in the Very Low Income category, the percentages for housing problems and cost
burden are comparable to total renters and very little difference exists between elderly and all other owner
households. Among the Very Low Income owners, specifically the 31-50% MFI component, all other owners have
the highest percentage of housing problems and cost burden.
Other Low Income Households
Twenty percent (20%) of all renter households in Miami fall into the Other Low Income category, with the
majority of these 17,255, namely 7,355 households, found in the small related group. However, it is the large
related household group which is experiencing the highest percentage of housing problems at 94%. One can
surmise that overcrowding is the principal problem this group faces since Miami's housing stock is primarily one
and two bedroom units. For this income category, elderly renter households appear to be slightly more cost
burdened that either small related or large related households.
Approximately 17% of all owner households fall into the Other Low Income category, and almost one third of
these households are elderly. The extent of problems for this income category of owner households is noticeably
less than for the lower income categories, and the level of cost burden has also declined.
38
95- 179
f'
I ±
CHAS Table 1 C U.S. Department of Housing and Urban Development
Office of Community Planning and Development
Housing Assistance Needs of Comprehensive Housing Affordability Strategy (CHAS)
Lowy & Moderate Income Households Instructions for Local Jurisdictions
Name of Judsdlctlon:
City of Miami Florida
Source of Data:
1990 Census - CHAS Databook
Data Is Current
as of the following date:
6/93
Five Yew Period:
FY: through FY:
'94 198
Renters
Owners
Household by
Type, Income, & Housing Problems
Elderly
1 & 2 Member
Households
A
Small Related
(2 to 4)
B
Large Related
(5 or more)
C
Ali Other
Households
D
Total Renters
E
Elderly
F
All Other
Owners
G
Total
Owners
H
Total
Households
I
1. Very Low Inoome (0 to 50% MFI)
15,719
6,134
9 956
48 792
5,401
10.810
59.602
2. 0 to 30% MFI
.50409
3. %with any Housing Problems
4, % Cost Burden > 300/6
5. % Cost Burden > 50%
6. 31 to 50% MFI
22,130
7. %with any Housing Problemsk%AR
43%
6%
60%
82%
8. % Cost Burden > 30%%79%
74
9. % Cost Burden > 5016
10, Other Low -Income (51 to 60% MFI)
11. %with any Housing Problems-94%66$
28$
I&M
0%
1%
12. % Cost Burden > 30%
3 %
39%
13. % Cost Burden > 50%
14. Moderate Income (e 1 to 95%)
15. % with any Housing Problems
16. % Cost Burden > 30%
9$
12$
17. % Cost Burden > 50%
1$
18. Total Households
19. %with any Housing Problems
3
43$
40$
i %
" Or, based upon HUD adjusted Income limits, If applicabfe.
'* Includes all income groups •• Including those above 95% of MFI.
W
C.S�C
I
PUBLIC HOUSING NEEDS
Assisted Housing Inventory
Public Housnni;
The Dade County Housing and Urban Development Department (DCHUD) currently owns and operates 12,088
units of public housing located throughout Dade County. of these 12,088 units, a total of 6,728 units are located
within the City of Miami corporate limits. Over 70%, or 4,803 are efficiency and one -bedroom units while the
remaining 1,925 units consist of two, three and four units. The vast majority of the housing units are in good
condition, except for those damaged as a result of Hurricane Andrew.
A total of 3,300 households/person are currently on Metropolitan Dade County's waiting list which is closed,
except for 0-Bedroom elderly and/or handicapped persons. Although it is not possible at this time to distinguish
households for Miami as opposed to the remainder of Dade County, a few points are worth noting. More than 80%
of the waiting list households qualify for a federal preference. The waiting period is estimated to be between two
and three years. The largest category of waiting list entry by for, consists of an elderly household seeking an
efficiency apartment. At present, there are no family units available reflecting a tight market for large family -sized
units. While Dade County does not have specific information on the condition of conventional public housing units
located within the City of Miami, it is known that over the next five (5) years, nearly $20 million in funding has
been obligated for the renovation, repair and upgrade of all units. In addition, over the next five years, more than
$37 million in C1AP funds are projected to be requested for the rehabilitation of development located within the
City of Miami.
Dade County's priority continue to focus on reconstructing those units damaged by Hurricane Andrew. The storm
damage exposed previously contained asbestos in several of the units, thus the Agency is testing each site for
asbestos and lead -based paint, and removing the hazards as they are detected. The PHA's rehabilitation plans as
outlined in its Comprehensive Grant Program application, focus on renovating units/projects damaged by
Hurricane Andrew, including landscaping and minor roof work which will be covered through the County's
program of housing rehabilitation and ongoing maintenance.
Section 8
The Dade County Special Housing Programs Department administrators the vast majority of Section 8 assistance
programs offered within the City of Miami. Currently, for all the Section 8 programs there are a total of 7,588
households on the waiting list. (Some households may apply to more than one program, hence some double
counting may be involved).
Las opened in April of 1989, there are over 4,000 applicants on the Certificate. Voucher waiting list and 5,222
households on the Moderate Rehabilitation waiting list. Approximately 65% of these waiting list households
qualify for a federal preference.
39 95- 179
At this time, Dade County administers 4,929 Section 8 Certificates and Housing Vouchers, over 5,400 units of
Section 8 project -based assistance including Moderate Rehabilitation, New Construction and Substantial
Rehabilitation Programs, and over 6,800 Emergency (two-year) Vouchers allocated to households who were
victims of Hurricane Andrew.
Over the past ten years, form 1984 to 1994, the Section 8 housing stock has been dramatically increased as follows:
Existing Certificate and Voucher Program
93% Increase
1984
1994
2,556
4,929
" Moderate Rehabilitation
139% Increase
1984
1994
1,706
4,078
With the addition of over 6,800 Emergency Vouchers (for Hurricane Andrew) there are currently 15,869 total
Section 8 units.
LEAD -BASED PAINT HAZARDS
In an attempt to estimate the number of housing units with lead -based paint occupied by Very Low Income and
other Low Income households, the following assumptions based upon national standards were made to due to the
lack of available local date:
• 90% of housing units built prior to 1940 contain some amount of lead -based paint.
• 80% of housing units built between 1940-1959 contain some amount of lead -based paint.
• 62% of housing units built between 1960-1979 contain some amount of lead -based paint.
Applying these national standards of the data obtained from Table 9 - Housing Units by Age of Units, Tenure and
Affordability Group: 1990 from the U.S. HUD CHAS Databook, yields the following:
40
95- 179
RENTERS HOUSEHOLDS
Age of Belt: Year Built
# of Very Low &
Other Low income
Households
Percent With Lead
Based Paint
# Estimated with
Lead Based Paint
Margin of Error
Pre 1940
7,585
X.90=
6,827
X.10= 683
1940-1959
21,399
X .80 =
17,119
X.10 =1,712
1960-1979
33,534
X.62=
20,791
X.10=2,079
Estimated With Lead
Based Paint
44,737
+ 4,474
OWNER -OCCUPIED HOUSEHOLDS
Age of Belt: Year Built
# of Very Low &
Percent With Lead
# Estimated with
Margin of Error
Other Low income
Based Paint
Lead Based Paint
Households
Pre 1940
2,524
X.90=
2,272
X.10=227
1940-1959
7,818
X.80=
6,254
X.10=625
1960-1979
4,686
X.62=
2,905
X.10=291
Total Occupied
11,431
+ 1,143
Households Estimated
With Lead Based Paint
SUMMARY TABLEALL HOUSEHOLDS RY AGE OIL' UNIT
Age of Unit Year Built:
# of Very Low-& Other
Low Income Households
# Estimated with Lead-
Based Paint
Margin of Error
Pre-1940
10,109
9,099
+ 910
1940-1959
29,217
23,373
+2337
1960-1979
38,220
23,696
+2370
Totals
77,220
56,168
+5617
41
95- 179
L
PRE-1940 HOUSING UNITS AS A PERCENT OF TOTAL HOUSING UNITS
Of Pre-1940 Housing Units 15J34
# Of Total Housing Units 144,550
X 100= 10%
PRE-1940 HOUSING UNITS AS A PERCENT OF TOTAL HOUSING UNITS
# Of Pre-1940 Housing Units
Occupied by Very Low -Income
Renters 3,755
------------------------------------------- X 100= 25%
# Of Total Housing Units 15,134
These tabulations indicate the potential incident of lead -based paint. The Consolidated Plan estimate whether lead -
based paint hazards actually exist in a any of all of the units identified in the identified in the above tables. This
Consolidated Plan simply reveals the universe of units where lead hazards could arise.
These tables suggest that approximately 56,163 housing units sheltering Very Low and other Low Income
households, could contain lead -based paint. It is further estimated that 25% of Pre-1940 housing units occupied by
Very Low Income renters contain lead -based paint. The HRS-Dade County Public Health Unit in cooperation with
Jackson Memorial Hospital participated in a Blood Level Screening Pilot Study in 1992. Approximately 700
children between the ages of 1 and 3 were screened for blood lead level with the following results:
• Approximately 85% of the children had normal levels.
• 12% of the children had blood levels above the CDC' s safe limit of 10 up/dI
• Sliglflly more than 3% of the children had blood levels above 15 ug/dI
• Over 1% of the children had levels above 20 ug/dl
The Public Health Unit is gathering additional background information on children with lead levels above 20
ug/dl, and it has purchased of an x-ray fluorescence instrument for identi—ing lead -based paint hazards.
HOUSING RESOURCES FOR THE CITY OF NUANH
The following resources are expected to be available for Miami's housing programs and activities for the next fiscal
year.
Federal Pro ams:
• CDBG Entitlement Program $13,709,000*
*(These dollars reflect the total entitlement. It is estimated that $2,250,000 will be made available for housing
42
95- 179
rehabilitation programs and activities).
• HOME Program $4,038,000
Activities: Rehabilitation, New Construction, Homebuyer Assistance and CHDUs
• Emergency Shelter Grant Program $494,000
Activities: Homeless Assistance/Prevention
• HOPWA Program $7,906,000
Activities: Rehabilitation, Acquisition, New Construction, Support Services
• Section 8 Moderate Rehabilitation Program $2,807,000
Activities: Rental Assistance
• Section 8 Moderate Rehabilitation Competitive
SRO Program Activities: Homeless Assistance/Prevention
• Shelter Plus Care Program Competitive
Activities: Homeless Assistance/Prevention, Rental Assistance
Non -Federal Programs
• State Apartment Incentive Loan Program (SAIL) Competitive
• Activities: New Construction, Rehabilitation
• State HOME Program
Activities: Rehabilitation, New Construction,
Homebuyer Assistance, Acquisition
• State SHIP Program Entitlement to begin in 1995
Activities: New Construction, rehabilitation and Homebuyer Assistance
Local Programs
• Dade County Documentary Stamp Surtax Program
(Surtax funds from the program administered by Metropolitan Dade County are collected as an additional tax
on the documentary stanip tax for residential and commercial real estate.)
Activities: Acquisition, Homebuyer Assistance
• Dade County Housing Finance Agency
(Bonds are issued to provide housing financing)
Activities: Homebuyer Assistance, Rehabilitation
• Dade County Food and Beverage Tax Funds (1%)
43 95- 179
(a tax levied to provide a dedicated source of funds to finance Homeless Assistance Centers)
Activities: Homeless Assistance/Prevention
City of Miami Special Obligation Housing Bond Funds
(remainder of funds from bond issue of 197E for affordable housing).
Activities: New construction of scattered -site single family homes
Private Programs/Resources
For Profit
Homes for South Florida (HSF)
A private not -for -profit consortium of five lending institutions: Barnett Bank of South Florida, Citibank
Federal Savings Bank, Sun Bank of Miami, NCNB National Bank of Florida and First Union National Bank,
which provides below market construction and permanent financing for rental projects and sales to non-profit
and for -profit developers. Projects must be affordable to low and moderate income households.
Activities: Rehabilitation, New Construction
• Leveraged dollars from Developers/Investors
It is anticipated that private dollars will be leveraged from developers/investors participating in federally -
funded affordable housing projects.
Activities: Rehabilitation, New Construction
Non -Profit
• Greater Miami Neighborhoods, Inc. (GMN)
GMN is a private non-profit entity affiliated with the Enterprise Foundation. GMN provides techmical
assistance and gap financing to CDC's which develop housing for low income households.
Activities: Rehabilitation, New Construction
• Greater Miami Local Initiatives Support
Corporation, Inc. (LISC)
LISC is a private non-profit affiliated with the Ford Foundation. It provides technical assistance and gap
15financing to CDC's which develop housing for low income households. The Greater Miami LISC also
enables local development groups to access national foundations through the National Community
Development Initiative.. Activities: Rehabilitation, New Construction
44 95` 179
BARRIERS TO AFFORDABLE DOUSING
• The following barriers to affordable housing were identified as key issues among issue workgroup participants
and in the 1994 Comprehensive Housing Affordability Strategy:
` • Land use controls and environmental regulations have long been criticized by the development community as
adding to the cost of housing.
• Public policies or statutes, ordinances, zoning restrictions/regulations or administrative procedures or
processes associated with the development process that increase the cost of housing through fees, permits,
limits on the amount of land available for development, time delays, etc.
• The fragmented structure of government land -use and development regulations.
• Restrictions in the credit market have made it more difficult for builders to get construction loans and for
homebuyers to get mortgages.
• Increased political influence by MIMBY activists who seek to prevent or direct siting of affordable housing
developments through the local government process.
• ' Income levels have not kept pace with the increased cost associated with buying a home.
• Local impact fees.
• Stricter South Florida Building Code adopted June 1, 1993 by Metropolitan Dade County in response to the
extensive damage caused by Hurricane Andrew.
• Lack of a program/policy for property tax relief, either in the form of an exemption or abatement for the
development of affordable housing.
45
95- 179
COMMUNITY DEVELOPMENT NEEDS
SOCIAL AND PUBLIC FACILITY NEEDS
Public services/social needs have substantially increased between 1980 and the early 1990's in the City of Miami
due to the arrival of thousands of immigrants (many undocumented) and increased poverty. Service demands
include family needs, children needs and elderly needs; health, education, welfare needs; parks and recreation
needs, and safety concerns.
There is a need for a comprehensive and well coordinated public/private sector delivery system of family, elderly,
child and youth services.
Most of the social service related facilities in the City of Miami including, but not limited to senior centers, youth
centers, neighborhood and health facilities, etc. are either owned or financed by Metropolitan Dade County and/or
nonprofit organizations with the financial assistance of the State of Florida and/or federal programs.
Family Needs
Many of the social problems that occur in the City's neighborhoods affecting the quality of the neighborhood, the
children, elderly, crime, violence, jobs, mental health, etc., originate in the family nucleus; therefore, if solutions to
many neighborhood problems are desired, more emphasis needs to be given to family nucleus and to avoid the
desintegration of families strengthen and preserve a healthy family. There is a need to work with the family
nucleus as soon as it is formed (early intervention) in order to protect it; also there is a need to strengthen family
values and to improve quality of family life.
Families below the poverty level increased 24.7%, since 1980 from 17,554 to 21, 882 in 1990 in the City of Miami,
there are concentrated in the Community Development Target Areas. Poverty affects the family nucleus, housing
conditions including overcrowding, health (and mental health including substance abuse), education, welfare and
the youth.
There are signs of extended family disintegration, especially in the Hispanic neighborhoods. The elderly people
remain in the neighborhood alone while the younger, more affluent generation moves to the suburbs.
There is a need for counseling and support services for families with domestic violence and child abuse problems.
There is a need for social programs to focus on the entire family and parental relationships in a comprehensive and
integrated way, rather than on individual members of a family; for sensitivity training for Social Service provider
employees.
There is a need to reorganize social, health and educational services to focus on providing families the services
they need in order to have harmonies relationships and be able to rear their children successfully; to shift from the
"medical model"-- determine what's wrong with the individual and try to fix it to the less costly "wellness model"-
-make sure that the individual has access to all of the basic elements needed to insure the harmonies and healthy
development of the family and child. A network of Family Resource and Youth Service Centers is to be
considered.
46 95- 179
There is a need for parenting support groups and parenting training including education. (One problem is the
inability of many parents to help their children with their education and welfare needs). There is a need for
orientation and counseling, for employment opportunities and training for families; for child and adult care needs
and prenatal care, for legal services aid to help the undocumented to deal with the fear of deportation, and to
provide basic services including health and education services to undocumented families.
There is need for parents to spend time with their children, and to know their needs.
There is a need a mechanism for parents to cope with their cluldren's changing needs. Many cluldren are being
acculturated into a non -Hispanic culture faster than their parents. Parents are losing control of their children and
need training and know-how to access the existing social system; there is a need for bicultural effectiveness
training.
There is a need for retirement planning, many elderly do not have sufficient income to survive when they retire.
There is a need for education and acculturation programs and services to provide these families with necessary
skills to adapt to a different environment and overcome the language barriers.
There is a need for employment opportunities for low income family members in order to reduce financial stress.
There is a need for social service agencies and programs, economic development programs, recreational programs,
school programs, private business and non -private organizations to merge efforts and coordinate resources to offer
long term prevention programs for families in order to improve the quality of family life.
Children and Youth Needs
According to the 1990 Census, the number of children under 5 years increased 30.0% from 19,580 in 1980 to
25.495 in 1990. Also the youth under 18 years increased from 74,094 in 1980 to 82,495 in 1990. Poverty among
the youth under 18 years has increased 39.1% from 24,993 since 1980 to 35,326 in 1990. This translates into a
44.1 poverty rate for children under 18 in 1990.
Some of the most serious problems that the children and youth in the City of Miami have are related to poverty, the
arrival of immigrant children, the need for parents to work, cultural barriers school drop out crime, lack of jobs
and lack of adequate recreational programs including summer camp.
There is a need for more child and after school programs because the waiting list is greater than the capacity of
child care centers, for tutoring and mentoring programs for children and youth, for head start program; for
childreds home supervision; and for family home care for infants; and for cultural role models for youth.
Safety programs are also needed for parks, and streets; for drug and alcohol abuse prevention; for juvenile
delinquency prevention and gang prevention.
One concept to be explored is the Neighborhood Youth Board. They are teen based these diven programs that
provide empowerment and self-esteem building opportunities for youth. These programs will claim to create
leadership among the youth and to be able to assess neighborhhood needs, design programs and activities to
address those needs, and to implement programing activities to include community clean-ups, peer leader training
j 47
95- 179
sessions, adopt -a -grandparent programs, senior citizen dinners, parent groups, tutoring services, sports
tournaments, field trips, etc.
Summer jobs and jobs during the school year for youths are also needed.
Child Care Center Needs
Child Care Centers provide an essential service to City residents especially the low and moderate income
residents, because in most instances, both parents need to work in order to survive. This service is even more
critical for single parents and female headed families. Child care services help low income families and
individuals to get off welfare and be able to obtain a decent job or daytime training in order to obtain a job or a
better job.
Poverty has substantially increased since 1980 in the City of Miami. The number of persons below the poverty
level increased by 30.9% from 83,723 in 1980 to 109,594 in 1990. The poverty rate
for the Cityis 31.2. The female -headed families below the poverty level increased by 38.2% from 7,554 in 1980
to 10,442 in 1990.
The City of Miami presently owns 4 child care centers and 3 pre- school centers located at City parks with a total
capacity of 212; all of them are working at maximum capacities. Age groups range from 6 weeks to 5 years old.
Most of the centers are run by nonprofit organizations or by the private sector. They receive financial assistance
from government and the private sector including the United Way.
According to Metropolitan Dade County Child Care Services Department, the average cost of child care per week
in Dade County, including the City of. Miami, as follows:
Infants 76 per week
Toddlers (1.5 - 2.5 years) 70 per week
Preschool (3-4 years) 7 per week
After school program (5-10 years) 25 per week
The total day care cost for a low income family of 4 including 2 children (1 infant and I preschool) is $7,150 a
year which is not feasible for this family which has a total income of less than $21,527 Therefore the need for
daycare is high in the City.
The City of Miami under the Community Development Program provides financial assistance to 7 child care
facilities managed by community based organizations.
The waiting list for one Community Development Target alone (Little Havana) was 2671 in 1994.
Youth Center Needs
At the present time 3 youth centers are in the planning stage, one to be located at Curtis Park{, one at Virrick Park
and one recreation building at Jose Marti Park, all of them located in low income neighborhoods. Funds are
needed to build these facilities because they provide for indoor recreational activities which are needed at city parks
48
95- 179
in order to provide adequate recreational programs. These centers contribute to develop the low and moderate
income youth physically and also serve as a means of crime prevention.
Elderly Needs
The most critical problems and needs of the elderly population in the City of Miami are: housing, health care,
daycare, transportation, services for the home -bound, hot meals, recreation and cultural programs, and personal
security.
.� There were 59,347 people 65 years of age and older in the City of Miami in 1990 and 14.1% or 18,837 of them
were below the poverty level. Many of these poor people live on fixed incomes and need these services to survive.
See Map 4.1 for the geographic distribution of the elderly.
There is a need for a comprehensive and well coordinated public/private sector delivery system of services in order
to encourage "aging -in -place" and to avoid institutionalization.
The high cost of housing in the most critical problem ( a great percentage of their income goes for housing
payments). There is a need for rent subsidies and housing projects designed for the elderly, with a minimum of
physical barriers.
There is a need for housing that reinforces the Hispanic extended family life-style.Public/private partnership pilot
programs are needed that encourage intergenerational housing projects.
Health care support programs (promotion,prevention and wellness projects) are the second most critical need.
• There is a need for a chronic care, primary health and mental health care; and to continue the assistance to the
blind.
• Day care for the aging population should include a variety of daytime activities such as recreation, cultural and
community functions.
• Services for the home -bound including delivery of meals and homemaker services; and hot meals services for
the elderly are also needed.'
• There is a need for expanding transportation programs to connect the elderly with medical services, food, and
recreational facilities.
• Assistance is needed for the many elderly Hispanic women who outlive their husbands. These women are in
many instances poor, frail, chronically ill and are left with reduced incomes resulting in poverty.
• Programs should be considered that address the increased frailty of the elderly resulting in depression,
isolation, mental deterioration, a decrease of coping skills and Alzheimer's disease.
Because of the number of elderly and the number of young families living in the area, special attention should be
given to the creation of intergenerational programs.
Governmental agencies should monitor the services being provided to identify elderly women living together in
group homes and to monitor service delivery supporting each person.
Useful elderly (viejos utiles) should be kept active and useful, by using their talent, experience and free time (of the
retired elderly) to perform worthwhile, volunteer community activities and services.
49
95- 179
Medication information in Spanish is needed in order to guide its use, avoiding abuse and misuse.
Senior Center Needs
Senior Centers provide an essential service for the elderly of the City of Miami. As the residents age, the needs of
the people change and therefore the need for this service, especially for low and moderate income families and
persons.
Senior Center essential services include but are not limited to: exercise, recreation, social, and medical, physical
activities, meals, transportation and education in a comprehensive way. The objective of these services is to
maintain the elderly as active, occupied, healthy (physically and mentally) persons in order to encourage "aging -in -
place" and to avoid institutionalization. This institutional cost is borne by government, therefore one of the
objectives is to maintain the elderly living in their homes and away from an institution as long as possible. There
59,347 people 65 years and older in the City of Miami in 1990 and 14.1% or 18,837 of them were below the
poverty level. Many of these poor people lives in fixed income and need this service to survive.
Funds for senior centers are going to non-profit organizations mostly in Little Havana, Allapattah, Coconut Grove
and Wynwood. The need for this service is greatest in neighborhoods which have a concentration of elderly.
Substance Abuse Services
Substance Abuse/Drug Addiction are powerful compulsions afflicting low income neighborhoods. According to the
1994 Metropolitan Dade County Empowerment Zone Strategic Plan, cocaine is the primary abused drug in Dade
County. It is linked to 75% of participants in substance abuse treatment programs.
For the Miami area, there are 3 1. 1 cocaine related emergency room visits per 100,000 people. The national average
is 13.6 visits per 100,000 people. In Dade County, an estimated 167,000 individuals are in need of drug abuse
treatment services.
Alcohol/Other drug addiction is a continuing, expanding problem. It has grown to epidemic proportions and is
affecting communities already suffering from many social illnesses.
The current supply of beds from substance abuse and drug prevention service providers fall considerably below the
demand. There is a need to provide supportive housing to meet or at least greatly reduce the demand.
Rental assistance and support facilities and services need to be pursued intensively in addressing specific housing
needs of persons with alcohol or other drug addictions.
Large scale full service residential programs for single parent families providing treatment, counseling, education,
recreational, prevention and intervention programs are needed.
50 95 - 179
' Other Facility Needs
Neighborhood Facilities Needs
.., Most of the neighborhood facilities in the City of Miami are owned and operated by Metropolitan Dade County
except Manuel Artime Community Center. These services are scattered throughout the City of Miami, they
provide a variety of needed community services especially for low income residents.
` Health Center Needs
Dade County and the State of Florida are responsible for most of the health and welfare programs in the City of
Miami. In addition there are many small clinics run by the private sector which provide service for the City
residents, many of these clinics are located in La Penquena Habana (Little Havana). Two primary health care
public clinics are under construction, one in Little Havana and the other in Overtown which are owned by the State
of Florida and managed by Dade County which are expected to provide basic essential medical services to low
income residents of the City.
The arrival of thousands of immigrants has overloaded the health delivery system in the area. Many of the low
income residents of the City do not have adequate health care protection and/or treatment due to the high cost of
medicine/insurance but some City residents have medical insurance. Also, extreme poverty is one of the federally
established indicators of substance abuse for high risk youth.
In order to alleviate the problem, the City of Miami provides financial assistance to non-profit organizations who
operate a limited number of health related facilities including but not limited to, the Health Center at Virrick Park
in Coconut Grove, Ann Marie Adker Health Facility in Overtown.
In 1993, the Casey Foundation gave the State of Florida a planning grant in East Pequena Habana for a
comprehensive and integrated mental health delivery system that will work at a grassroots neighborhood level in
coordination with the State of Florida and other government agencies. Additional funds for program
implementation are to be available. These funds may be expected to have a major impact on the delivery of mental
health and other social programs in East Pequena Habana with implications for State wide reforms.
There is a need for health education and prevention, for nutrition training programs for parents and for childrens'
dental care.
An effective, efficient, comprehensive and culturally sensitive delivery of health and welfare services needs to be
provided (including primary and mental health care); to encourage prevention and early intervention mental health
services; to encourage home treatment and discourage institutionalization of mental health patients, especially the
youth and the elderly, and to provide services to undocumented persons.
There is a need for additional State and Federal funds and for residents' participation in the delivery of mental
health services.
51
95- 179
Parking Facilities Needs
Most of the residential and commercial areas in the City of Miami have adequate off-street parking facilities. As a
matter of public policy, the Downtown Target area is supplied with parking facilities by the Department of Off -
Street Parking (DOSP). DOSP has also takes the lead in supplying parking in older neighborhoods of the City.
DOSP receives revenue from their parking facilities and from on -street parking meters.
As new buildings are built, the zoning ordinance requires adequate parking facilities; however there is a need for
additional parking facilities in many older commercial areas which were built before the zoning ordinance required
private off-street parking. A similar situation occurs with older apartment houses that were built without parking.
Another problem and need occurs when commercial streets are widened and on -street parking is removed creating
a parking deficiency, and therefore affecting viable commercial strips.
Parks and/or Recreational Facilities Needs
The City of Miami is the central city and the most densely populated city in Dade County and the state of Florida.
Miami is the 4th poorest city, for cities over 100,000 people in the United States according to the 1990 Census.
The City has a network that consists of 103 parks and recreational facilities which provides an important service to
the City residents, especially the low and moderate income people.
The number of persons under 18 years increased by 11.3% since 1980 in the City of Miami from 74,094 in 1980 to
82,485 in 1990. Poverty among the youth under 18 years has increased 39.1% since 1980 from 24,993 persons in
1980 to 34,776 in 1990 in the City of Miami, This means that 42.2% of the youth under 18 years are below the
poverty level. Some of the most serious problems and needs that the children and the youth have is the lack of
adequate recreational programs, including the need for summer camps and for expanded recreational programs
and for improved parks
INFASTRUCTURE IMPROVEMENTS
Physical Infrastructure
Public streets, sidewalks, and stormwater sewer improvements have been prioritized by year and need for the eight
community development Target Areas. Over the next five years (1996-2000), there will be over sixty million
dollars ($60.2 million) in expenditures on the Capital Improvement Program (C.I.P.) specifically for infrastructure
improvements: over thirty five million dollars ($35.7) for street improvements; Eighteen million dollars ($18
million) for storm sewer improvements, and six and a half million dollars ($6.5 million) for sidewalk
improvements. These infrastructure improvements are prioritized, by community development Target Area, as
follows:
52
95-- 1/9
MODEL CITY
FY 196(Model
City Sidewalk construction
$1,000,000
High need
FY '96
Model City Street improvements Phase I
$2,100,000
High need
FY 196
Northwest Storm sewers
$1,500,000
Medium need
FY 196
Liberty Storm sewers
$1,500,000
High need
FY '96
Manor Street improvements Phase V
$2,100,000
High need
FY '99
Model City Street Improvements Phase I
$2,100,000
Medium need
FY '99
N.W. 71 Street Main Trunk Storm Sewer
$2,750,000
Medium need
FY 00 I
Manor Street improvements Phase VI
$1,800,000
Medium need
ALL APATTAH
FY '96
Alla attah Sidewalk Construction
$1,000.000
High need
FY '96
East Alla attah Street Improvements Phase II
$2,100.000
High need
FY 198
Alla attah Street improvements Phase III
$1,800.000
Medium need
FY '98
Pinehurst Storm Sewers
$1,500,000
Medium need
FY '99
East Alla attah Street Im rovemnts Phase III
$2,100,000
Medium need
FY '00
Garden Storm Sewers Phase 1
$1,500,000
Medium need
WYNWOOD
FY '96
W nwood Sidewalk Construction
$1,000,000
High need
FY '97
Edgewater Street Street improvements Phase II
$1,500,000
Medium need
FY '99
W nwood Street improvements Phase II
$1,200,000
Medium need
FY '98
Edgewater Street Improvements Phase III
$1,500,000
Medium need
OVERTOVtIN
FY '96
Overtown Sidewalk Construction
$ 500,000
High need
FY '98
Overtown Street improvements Phase II
$1,200.000
Medium need
I30WNTOW.N
FY Downtown Sidewalk Construction $ 500,000 High need
53
95-- 179
LITTLE HAVANA
FY '96
Little Havana sidewalk construction
$1,000,000
High need
FY '96
West Little Havana street improvements
Phase II
$2,100,000
High need
FY '98
East Little Havana street improvements
Phase II
$1,800,000
Medium need
FY '98
Glenroyal Storm sewers
$2,000,000
Medium need
FY '99
Lawnview Storm sewers
$1,500,000
Medium need
FY '00
West Little Havana street improvements
Phase III
$1,800,000
Medium need
COCONUT GROVE:`
FY '96 Coconut Grove sidewalk improvement $ 500,000 Hi need
54 95- 179
Public Safety
Opportunities for economic development, quality education,cultural enrichment, and even community participation
are all threatened by high rates of crime. Over the last two decades City of Miami has seen a rapid increase in the
crime rate, particularly the rate of violent crimes (homicide,rape,robbery,and assault). The criminal justice system
is overburdened and growing numbers of youth are involved in crime or at high risk.
In 1992, the City of Miami had the highest crime rate in the nation (175 crimes per 1,000 residents). The rate of
violent crime in the County has increased by 43% in the last ten years. $659 million is spent annually on public
safety, primarily by the Dade County and City of Miami Police Departments. These funds are devoted to law
enforcement (55%), correction (22%), and crime prevention/community education activities). The County spends
$144 million on corrections and rehabilitation,supporting 6,400 beds, a per capita bed cost of $22,500.
The City of Miami and Metro -Dade PoliceDepartments are serving impoverished neighborhoods with specialized
enforcement programs such as the Robbery Intervention Detail (RID), the Tourist Oriented Police (TOP), the Street
Terror Offender Program (STOP), the Community Oriented Police Squad (COPS), the Tactical Narcotics Team
(TNT), Push Out the Pusher (POP), High Intensity Drug Trafficking Area (HIDTA), Drug Stings, Neighborhood
Enhancement Impact Teams, Tourist Information Center, and Violent Crimes Task Force. The City Police
Department will also be expanding the number of officers involved with enforcement. Community education and
participation programs are an expanding sector of public safety efforts. Through programs like the Citizens' Police
Academy, the Citizens' Advisory Committee, and Citizens' Crime Watch, neighborhood residents and police
officers are developing ties. Small programs in mediation, peer counseling and alternative schools show much
promise and merit further exploration.
Community Policing
Community policing is a proven strategy for reducing crime. The City of Miami is strongly committed to
neighborhood -based government in general and community policing in particular. The City's Neighborhood
Enhancement Team (NET) offices, established in 1992, respond to general service complaints from neighborhood
residents and provide a base for each neighborhoods's community policing operations.
Along with a designated City official who responds to general inquiries from citizens, a police officer is assigned to
each neighborhood office. This "Neighborhood Resource Officer" (NRO) currently works one shift per day in the
neighborhood and is available by phone 24 hours per day for residents. A federal grant has been approved which
will add another officer to each NET office. The two officers will divide the neighborhood, each working a single
shift in their assigned area.
55
95- 179
i
PUBLIC SERVICE NEEDS
Transportation
For residents of Miami distressed neighborhoods to take advantage of the opportunities within the job and business
core areas, they must have reasonable commutes. Therefore, the strategic plan must consider creating econorunic
opportunity and sustainable development by linking areas of distress with areas of economic growth through a
strong transportation/transit system.
i
The extensive service and expansion plans of the Metro -Dade Transit Agency (MDTA) are a key component of the
strategy. With an annual budget of approximately $188 million, MDTA serves a daily ridership of more than
250,000 on its interlocking Metrobus, Metrorail and Metromover systems. Jitney services are a popular asset to the
y transportation service scheme. There are presently over 400 jitney services throughout Dade County including
Miami. MDTA's expansion plans would improve the ease of commute for residents and others living in distressed
areas. Expansion would also provide jobs and business opportunities during construction. An important planned
expansion is the $1.4 billion East-West Transit Corridor, a fixed guideway light rail which would link the airport
and seaport and Miami Beach.
The East-West Transit Corridor is a proposed new light rail line, 20 miles in length, which will pass through the
center of Miami's urban core. Extending all the way from Florida International University and the Turnpike
Extension in the west, to Miami Beach in the east, the East-West Corridor project will have a tremendous positive
impact on Dade's economy and quality of life for the Target Area of Allapattah, Little Havana, Wynwood,
Overtown and Downtown. The new railway will tie into existing Metrorail and Metromover lines at an Intermodal
Center, creating an easily accessible, wide-ranging rapid -transit system which directly connects residents of
distressed neighborhoods with every one of the County's major employment centers: the airport, the seaport, the
medical complex, and the central business district. It will also link the neighborhoods with the principal post-
secondary educational institutions: the Wolfson Campus of MDCC, FIU, and through other rail extensions, with
MDCC North and South Dade Campuses.
Community residents identified expanded neighborhood based transportation as a need. Miami Metro-Dade's
transit system includes an unusual and highly effective system of privately owned, for profit "jitneys". A jitney is
simply a van. These remarkably basic and unadorned vehicles are well suited to their purpose --providing
inexpensive, flexible transportation to underserved neighborhoods. With few exceptions jitney are not limited by
predetermined stops; rather they roam and respond to calls while following a general route within and among
particular neighborhoods. The costs of establishing a jitney service are relatively small and therefore present a good
opportunity for local entrepreneurs.
Dade County is responsible for the regulation of jitney services in Miami. Therefore, jitney services can be tailored
l to meet the needs of the local Target Area residents. Further study will be conducted into expanding jitney services,
in response to community requests for increased jitney service and considering the potential job generating
capability of jitney companies. One particular subject that will be studied is trying jitney services into social
services such as daycare, services for the developmentally disabled and the elderly.
56
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Education/Employment Training
1990 Census figures indicate the City of Miami is the fourth poorest city in the U.S. The census also reported the
city's unemployment rate at 11.1%. The overall rate for the state of Florida was 6.9%. These statistical indicators
say that this is an economically troubling time for the City.
It has been said that the path out of poverty is through education. In 1994, the Dade County Public School System
- (DCPS) served approximately 314,000 students. The DCPS is the fourth largest district in the nation. Hispanics
represent 50% of the students, Blacks 34%, Whites and other ethnicity 16%.
According to DCPS of these 314,000 students, one in every four drop out over the course of high school. The "at
risk" drop out rate is even more phenomenal with an estimated of 60%.
Basic skill is a critical issue. On a national level, students scored in the thirty-fourth percentile overall on the 10th
grade standardized test.
Employability problems encompass these basic education barriers or deficiencies. Inadequate reading, writing and
computational skills distance workers from available jobs.
Unemployment is often tied to educational deficiencies. Unskilled workers often faced with a situation where they
can not acquire skills without experience and can not gain experience without requisite skills to obtain jobs.
There is a mismatch of skills versus the for demand jobs. Some city residence are dislocated workers with
experience and skills in jobs no longer in demand and which are not easily transferable to new occupations.
Other barriers to gainful employment include: language difficulties, behavioral problems, etc.
In conjunction with employability problems, the City of Miami is also experiencing opportunity problems. They
include: an insufficient number of jobs; disparities in labor force skills and job market demand; occupational and
industrial decline; discrimination in the work place; physical decay of neighborhoods; social problems; percieved
lack of public service (i.e.,police, fire).
The following chart relates agencies to clients group and job apportunities.
57 95- 179
U
VOCATIONAL EDUCATION
Target
Group
Job
Job
Basic Skill
Youths
Adults
Trainin
Placement
Education
Agribusiness & Natural Resource Ed.
x
x
x
x
(Landscape & Agriculture Related Skills Training)
Apprenticeship Training
x
x
x
x
(Trade - i.e.: Plumbing, Carpentry, Electrician...)
Business Education
x
x
x
x
(General Office Clerical Skills)
Business Industry Services
x
x
x
Business Industry Jobs Program
x
x
x
Disadvantaged Placement & follow-up programs
x
x
Diversified Occupations (school/work programs)
x
x
x
x
Health Occupations Education
x
x
x
(occupations in Health Care Field)
Home Economics, Adult
x
x
(i.e., Custodial Services, Sewing...)
x
Industrial Arts/TechnologyArts/Technology Education
x
x
(an in -school program)
(i:e.: drafting, electronics, communications...)
Industrial Education
x
x
x
x
Marketing & Distributive Education
x
x
x
x
(hotel operations, teller training...)
Public Service Education
x
x
x
Vocational Ed. For The Handicapped
x
x
x
58 95- 179
Accessibility Needs
The City of Miami is implementing with the "Americans with Disabilities Act" passed by the Federal Government
in 1990, setting procedures or guidelines for Americans with disabilities.
City inspectors continue to review and inspect private and public facilities inside and outside of buildings, to
enforce such provisions on handicapped parking spaces, accessible restrooms and/or toilet fixtures, etc. to enforce
the provisions of this act. However, facilities constructed prior to 1990 in certain instances, may be
"grandfathered" and not acceptable to this Act.
Handicapped accessibility requirements need to be assessed for further modification.
Current programs available are through the Dade County Public Schools, Office of Vocational, Adult, Career And
Community Education (OVACCE).
ECONONUC DEVELOPMENT NEEDS
From 1980 to 1990 the employment base in the City of Miami contracted by over 40,000 jobs, while the resident
population increased modestly by 8,000. This represented an almost 14 percent job loss within city limits. City
residents fared very poorly as the unemployment rate rose from 6.1 to 11.0 percent during the 1980s as over 8,000
people were added to the ranks of the unemployed. During this same time period, the poverty rate increased
dramatically from 24.5 to 31.2 percent, as over 25,000 people were added to those already in poverty. This
resulted in the city being ranked as the fourth poorest in the nation. Further, if illegal residents were counted the
poverty situation would be far worse. Poverty is not confined to those unemployed or not in the workforce, as
almost 75 percent of all households in the City contain wage earners. The working poor are a reality in the Miami
economic landscape. Expansion of job opportunities accessible to the skill level of city residents is imperative to
arrest this spiral of poverty.
As has occurred in many American cities, the 1980s were a period of loss of manufacturing and industrial
employment. Miami was no exception as city residents lost almost 8,000 jobs in the manufacturing sector and as
the rise in unemployment suggests, many were not reabsorbed into the work force. The occupational matrix of the
city reflects this, as there was a decrease of almost 4,800 in the number of residents employed as operators,
fabricators and laborers. Household and protective services the other category generally associated with low skill
level, showed an increase of almost 1,400. Given that these occupational categories are the ones that are easiest to
enter for an unskilled and language limited urban labor force, there was a net loss of 3,400 jobs for those with a
low level of job skills. This coupled with a steady influx of immigrants with more limited job and language skills
deepens an already difficult situation for those at the lower end of the income spectrum.
The business environment of the City is characterized by small business establishments, many of which are geared
to the international sector. Although the Miami is not home to any major corporate headquarters nor major
wholesale or manufacturing operations, it is, however, a City with much entrepreneurial energy and aptitude.
Small retail, wholesale, manufacturing and service operations flourish in certain areas of the City, including the
community development target areas. The most recent data indicates that in wholesale and retail trade, the
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average firm has fewer than 9 employees, while in the service sector average firm size is only slightly larger at 9.5.
The continued growth of small to medium sized business establishments is vital to the health of the City.
The conditions within the city's Target Areas is considerably worse than for the city as a whole. While the poverty
rate in 1990 for the city was 31.2 percent, in the target areas the poverty rate was 41.4 percent with over 82,000
people below the poverty level. See Map 4.2 which shows the distribution and concentration of poverty in the
Target Areas, with many subareas experiencing poverty rates in excess of 50 percent.
Further, in these target areas over one-half the children (54 percent) were in poverty. The unemployment situation
paints a similar picture as the unemployment rate for the city was 11.1 percent, while for the target areas this
figure was 14.1 percent. This amounted to over 12,400 unemployed persons in the target areas in addition to
41,000 persons of working age not in the labor force. The disparity between the city and its target areas is, as
would be expected, also reflected in income measures. Per capita income at $6,714 in the target areas is under 70
percent of the figure for the city as a whole. Correspondingly mean household income for the city is $19,600,
while for the target areas the number is only $13,710. Despite these dismal figures and the job losses mentioned
earlier, these target areas, even if downtown is excluded, are home to over 98,000 jobs or almost 40 percent of the
jobs in the City. Clearly, these areas and their residents need to be the focus of economic development expenditure.
This is seen in Map 4.3 which shows that in the City's Target Areas there are very few subareas with less than 50
percent of the households in the low to moderate income category, and that much of the Target Areas have rates in
excess of 75 percent.
The 1980s were characterized by an exodus of businesses, many in the manufacturing and wholesale sector,
dramatic increases in poverty and unemployment, and as a result of immigration a rapid increase in the number of
residents with limited job skills entering an area where low skill job were disappearing. In some areas of the city,
for example, Wynwood - a primarily industrial area, located near the seaport - the job base decreased by almost 50
percent. If the goal is to arrest the downward spiral and possibly improve the economic circumstances of the
average resident, then the economic development needs in the city are enormous
The economic needs of Miami's poorer target areas were made clear during the community participation process of
the Empowerment Zone effort. Consistently, the need for significantly increased levels of business development
capital was emphasized. In addition, over half the communities indicated the need for micro business development
and the need to redevelop and enhance business corridors in their communities. Separate business surveys
conducted in industrial sections of the City's target areas revealed that business crime was the dominant problem
they faced. In fact, over 70 percent indicated crime to be the number one problem. Also sited were the need for
better access roads for trucks to the main arterials, and, in some areas, illegal dumping of tires and garbage.
Consistently business owners indicated that the major advantage of doing business at their locations was proximity
to the airport and seaport with good arterial connection.
Commerical -Industrial Rehabilitation
Both interior and exterior facade work along commercial corridors will improve appearance, safety and potential
sales of businesses. This activity, when properly focused i.e. at busy intersections, will promote the business
1 expansion of an area. It is most useful when a sizeable area is done and is combined with other efforts to
rehabilitate and promote the economic development of the commerical corridors in taget areas.
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W,s.,
PERSONS BELOW POVERTY LEVEL
PERCENT OF TOTAL PERSONS
1990
LEGEND
NO SUBJECT POPULATION
BISCAYNE
LESS THAN 5%
RAY
5 - 10%
10 - 25%
25 - 50%
75% OR MORE A
Target Area Boundary
np
nw-
m Z
m VIRCINIA
MAP 4.2
BISCAYNE
DAY
------ - - - --------------------------------------------
The City in its commerical facade program provides up to $1,700 for exterior work, including painting, awnings
and signage. A new City program which will provide tip to $7,000 for interior work for small businesses whose
building is code deficient. This is a severe problem in many of the City's target areas. Given that many of the
businesses are financially marginal, due in part to low levels of effectiv buying income in these communities, these
businesses do not have the financial wherewithal'to pay for these needed expenses. Further, if these establishments
were simply shut down, the services that these businesses provide to their communities would be lost.
It is estimated, based on discussion with the NET administrators in each of the target areas, that for each of the
next five years the following number of commercial facades would need to be done to bring commercial corridors
into a desirable exterior appearance, as well as to bring most of the small busineses with existing deficiencies up to
code.
Exterior Facade 610
Interior Facade 330
Assuming the average cost of an exterior facade to b $1,500 and $6,000 for interior work, over a five year period
projected needs are as follows:
Exterior Facade
610041,500 = $4,575,000
Interior Facade
330x5x$6,000 = $9,900,000
Total
$14,475,000
Commercial -Industrial Infrastructure
Providing basic infrastructure, within specific limitations, to undeveloped commercial or industrial sites suitable
for a moderate or larger sized business is an important incentive to attract businesses. This ofcourse needs to be
combined, wherever possible, with the low interest loan facility of Miami Capital, State Enterprise Zone benefits
and the tax exempt bond facility of the Enterprise Community. In particular, exempting these businesses from
the water and sewer hookups charges would be useful incentive. In the City of Miami a hydrant hookup runs on
average about $12,500 and on average a sewer hookup of 75 feet amounts to $13,500.
After accessing various industriallcommercial sites within the target areas, it was determined that at approximately
75 sites this incentive could be offered on an annual basis. However, without a broader business attraction
strategy, this benefit would be used sparingly. Over a five year period, the following is the projected maximal cost:
Hookup Incentives 75x5x$26,000 = $9,750,000
Other Commercial -Industrial Improvements
None are anticipated at this time.
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Micro -Business
Miami is a city of small businesses. Micro lending combined with requisite technical assistance will spur
entrepreneurial efforts of ethnic minorities and women and lead to job expansion. The need for micro business
lending was made clear in many communities during the community participation process. Providing easier access
to start-up capital for very small minority business enterprises is very much needed in the City's target areas.
Based on discussion with Miami Capital an annual need of about 400 loans is anticipated with an average loan
amount of $2,500. Minimum loan size under this program ould be $500 and the maximum would be $5,000.
Over a five year time horizon, the expected need for micro loans is projected to be as follows:
Micro Lending 400x5x$2,500 = $5,000,000
Capital infusion needed to operate the micro lending program over the five year time horizon is anticipated to be
$3,500,000.
Other Businesses
A strong lending program is imperative for business retention, expansion and attraction. Miami Capital, the
lending arm of the City of Miami, has served this function well but is undercapitalized. It administers severl
revolving loan funds which have been capitalized by federal source funding from numerous public entities. Since
its inception, it has provided in excess of $24.4 million in direct low interest loans and has been instrumental in
soliciting matching funds of nearly $15.0 million. This has translated into the creation of 2,700 new jobs and
preserved over 1,200 existing jobs.
Aggressive action is needed to retain and attract new businesses. As part of a broader strategy to attract and retain
businesses and the jobs associated with these establishments, a substantially expanded capitalization for the
existing low cost lending facility is needed. This will help prevent the job loss experienced in the City over 40,000
in the 1980s, as well as to provide significant incentive to new businesses. Based on discussion with Miami
Capital, it is anticipated that loan demand would be on the order of 125 loans per year within the target areas.
Projected on a five year basis, with an average loan size of $80,000, the following total disbursement would result:
Miami Capital Loans I 125x5x$80,000 = $50,000,000
Capital infusion to operate this lending program over a five year time horizon is anticipated to be about
$20,000,000
Technical Assistance
Technical assistance is essential for start-up micro -businesses and existing small businesses to promote business
success as many of these businesses have limited skills in advertising, pricing etc. Technical assistance has been
provided by the City's network of community development corporations as well as Miami Capital. Estimated need
for technical assistance is $500,000 per year or $2,500,000 over a five year period.
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Other Economic Development Needs
A business development office, whose sole function would be to retain and foster expansion of existing businesses,
and attract new businesses is vitally needed to spur job expansion within the City and its target areas. It would
provide the traditional business retention services such as packaging incentives, as well as develop pro active
strategies to alleviate business exodus by focusing on key issues for businesses, such as working to improve
business security. This office would necessarily work closely with existing city agencies, including the
Neighborhood Enhancement Team (NET) program, Miami Capital, the International Trade Board, as well as the
City's network of community development corporations.
The City has powerful assets, particularly in the international arena, to attract businesses. However it is without an
organized vehicle to make this possibility a reality. Miami is a very attractive location for small and medium sized
Latin American firms as it offers proximity to the airport and seaport and sites suitable to these firms at relatively
low land costs. Much of the current industrial business space in the City is in the form of small sized units in
older buildings, with relatively low costs. The available space is well suited for new start-up businesses without
large space requirements.
An aggressive marketing program to attract businesses to the commercial and industrial opportunities is essential
to ending the downward spiral of job loss and increasing poverty. Fortunately for Miami, small to medium sized
businesses, particularly from the Caribbean Basin as well as other Latin American countries realize that Miami is
the gateway to the broader national market which they want to enter. However, no comprehensive inventory of
development sites by acreage exists for the commercial/industrial zoned property within the target area. Thus is the
first step in a developing the needed marketing effort, that would include, business seminars both here and abroard
(in conjunction with the City's International Trade Board) as well as materials to promote the City's industrial
areas including videotaped and printed media.
In addition, market studies focused on retail and other types of potential business development along commercial
corridors in target areas is needed. By utilizing existing ties to local area colleges, students could be recruited to
perform consumer surveys of these areas. This would provide potential businesses with useful data needed for
targeted marketing of products and services. Such actions would help to market the potential of these areas to
possible developers and businesses.
While there have been some initial efforts in this direction, it is clear that only through a dedicated business
development office will a much needed overall business development and marketing strategy come to fruition.
This office whose mission would be to retain, attract and assist potential Miami businesses is vitally needed as an
integral part of the overall economic development strategy. Preliminary estimated annual cost is $500,000 or
$2,500,000 over five years.
OTHER COMMUNITY DEVELOPMENT NEEDS
Planning
Planning, both at the citywide and neighborhood level, remains an important need. From data collection and
analysis, to community needs assessment, to the development of neighborhood strategies and plans for the
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physical, social and economic improvement of low income areas, community based planning is an essential
ingredient to the amelioration of many growing problems that the City's target areas face. Area planners develop a
deep understanding of the neighborhood's social, physical, community, environmental and economic
characteristics that are essential to a sound planning process. Estimated annual cost is $300,000 or $1,500,000
over five years.
Code Enforcement Needs
In the City of Miami, code enforcement consists of enforcing the South Florida Building Code, the Zoning
Ordinance, Public Works and Sanitation enforcement requirements. Enforcement of codes in the City is subdivided
into two major categories; code enforcement and code compliance. Code enforcement is enforced mostly by the
Neighborhood Enforcement Teams (NET) in 13 different neighborhoods which consists of Zoning, Sanitation and
Public Works enforcement; code compliance consists of enforcing the South Florida Building code, unsafe
structures, building demolition and FEMA. Implementation tools to include the Unsafe Struture Board, Code
Enforcement Board, and Zoning Board as well as the City's ticketing ordinance. Increased immigration, aging and
deterioration of housing and illegal construction are among the most critical problems. These problems must be
dealted with because they have had a direct impact in the quality of the neighborhood and the City affecting the
quality of housing, the living environment and the economic opportunities.
Code enforcement has increased in recent years; In 1992 there were 2232 cases, presented to the Code
Epforcenient Board, In 1993 there were 2712 cases and in 1994-there were 1300. The reduction of cases in 1994
was because the City implemented the Ticketing Ordinance which increased the efficiency of code enforcement
and contributed to reduction of the cases in front of the board. Another problem is the shortage of personal to
enforce the codes.
Historic Preservation Needs
Miami's heritage is much more than the small number of well-known historic buildings that have already been
^J preserved by government and private organizations. It is represented in hundreds of older buildings and in
neighborhoods of Mediterranean Revival, bungalow, and Bahamian style houses. For example, the Dade County
Historic Survey of 1980 identified approximately 3,000 historic structures worthy of preservation, the majority of
which were in the City of Miami.
Since then, many of these, perhaps one-fourth, have been demolished. The preservation of these remaining
historic structures, many of which are in distressed neighborhoods (target areas), is crucial to maintaining Miami's
multi -cultural heritage. In fact, historic preservation is often a crucial tool that can help to revitalize an area.
For approximately the last 15 years, Metro -Dade has set aside a portion of its Community Development funds
specifically for historic preservation projects. In 1994, this set -aside amounted to 2% of the CD budget, while in
1995, the set -aside is 1.4%. According to County policy, historic buildings need not be located within a target area
to qualify, although preference is given to projects in target areas.
A similar set -aside policy should be considered by the City of Miami to accommodate the growing need for historic
preservation funding. It is recommended that 2% of the CD budget, or approximately $250,000, be set aside for
historic preservation needs.
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Residential Historic Preservation Needs
In the City of Miami, three residential neighborhoods have been designated as historic districts, and 65 properties
have been designated as historic sites. Many more are eligible for designation. The Buena Vista East Historic
District, which contains 288 buildings, is located in the Edison/Little River target area, while Morningside (235
buildings) and Bayside (208 buildings) are outside of target areas.
Buena Vista East is currently experiencing a resurgence in activity as individuals who are looking to purchase
affordable historic structures are rehabilitating houses here. Low -moderate income residents who might be
interested in rehabilitating houses lack discretionary funds to spend on improved housing. Other neighborhoods
which are being considered for local designation as historic districts and which have a great need for historic
preservation funding include Charles Avenue and vicinity in the Coconut Grove target area, Spring Garden and the
Overtown Folklife Village in the Overtown target area, and East Little Havana in the Little Havana target area.
Of the recommended $250,000 set -aside for historic preservation needs, one-half of that amount, or $125,000, is
needed for residential projects.
Nonresidential Historic Preservation Needs
Individual, nonresidential historic preservation projects which could also benefit from Community Development
funding include the Tower Theater in the Little Havana target area, the former Coast Guard and Pan American
hangars at Dinner Key, Fire Station No. 2 and Gusman Theater in the Downtown target area, and Miramar School
in the Wynwood target area. The rehabilitation of many of these and other significant historic buildings may not
be feasible without such funding.
Of the recommended $250,000 set -aside for historic preservation needs, one-half of that amount, or $125,000, is
needed for nonresidential projects.
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STRATEGIC PLAN FOR HOUSING
IMPLICATIONS OF MARKET CONDITIONS FOR HOUSING PROGRAMS
AND STRATEGIES
Based upon's Miami's local market conditions including the local economy, demographics, local government
experience with administering various housing programs and working with non-profit organizations, the housing
goals and policies as established by the community and set forth in the Miami Comprehensive Neighborhood Plan,
and the sources and projected availability of funding, the City of Miami has designed a housing strategy which
would consist of the following types of programs/services:
• Rehabilitation - moderate and substantial rehabilitation of both single family and multifamily units.
• Emergency Repair - for the correction of health and safety hazards in owner -occupied single family homes.
• New Construction - development of new affordable rental housing units and single family houses.
• Mortgage Assistance - development of a second mortgage program to encourage homeownership.
• Acquisition - purchase of vacant parcels of land for the future construction of affordable housing.
• Non -Profits - provide technical assistance and funding on a project -by -project basis.
• Senior Housing - establish support system for affordable senior housing developments similar in concept to
ACLF's.
• . Homeless - .provide participation and support for community and intergovernmental programs provide
rehabilitation funding for Single Room Occupancy (SRO) projects
• Code Enforcement/Demolition - increase local efforts to enforce code standards and demolish unsafe,
condemned structures.
• Special Needs Populations -provide participation and support for community and intergovernmental programs
provide rehabilitation and/or new construction funding for developer projects
• Elimination of Lead Based Paint Hazards promote rehabilitation programs for the elimination of lead based
paint hazards provide participation and support for community and intergovernmental programs
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IDENTIFICATION OF PRIORITIES AND ACCOMPANYING STRATEGIES
Based upon the Needs Assessment previously discussed, the City's housing objectives as identified in Miami's
Comprehensive Neighborhood Plan and a realistic assessment of activities which could be implemented with
available and projected resources, the following priorities and activities with their accompanying strategies were
determined:
PRIORITY: Very Low Income Renters (0-50% MFI) (Elderly, Small Related and Large Related Households)
Analysis and Annual Objective
"! The City of Miami has slightly less than 50,000 Very Low Income renter households, with the vast majority
experiencing housing problems (affordability and overcrowding). This income grouping is by far the largest
number of households in need of housing assistance.
The City of Miami's 1995 goal is to assist a total of 651 Very Low Income Rental Households.
Strategy/Investment Plan
The primary housing activities appropriate for providing the necessary housing assistance for Very Low Income
renter households are as follows:
• Rehabilitation of 180 existing rental units to insure that substandard units are brought into code compliance,
and in addition, that potential lead -based paint hazards are eliminated.
• New construction of 51 affordable rental units to increase the number of code standard, affordable units, and
also add to the inventory of large -sized units (3 + bedrooms) available for large related households.
• Rental assistance to insure the affordability of 420 rental units, particularly in the case of elderly households.
• Support services to assist in providing child care, job training, health services, etc. particularly in the case of
female -headed and elderly households.
Over the next five years, the City of Miami will pursue the following programs and resources:
Rehabilitation
Federal: CDBG, HOME, LIHTC, Section 202
I State: SAIL, SHIP
Local: Dade County Documentary Stamp Surtax Program
Homes for South Florida
Private Developers/Investors
New Construction
Federal: HOME, LIHTC, Section 202
State: SAIL, SHIP
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Local: Dade County Documentary Stamp Surtax
Program
Homes for South Florida
Private Developers/Investors
Rental Assistance
Federal :
Support Services
Federal:
Local:
Section 8 Moderate Rehabilitation
CDBG
United Way Agencies
Geographic Distribution
Citywide with special emphasis placed on activities occurring with in CDBG Target Areas.
PRIORITY: Other Low Income Renters (51-80% MITI)
(Elderly, Small Related and Large Related Households)
Analysis and Annual Objective
The City of Miami has 20% of its renter households, namely 17,255 households, which fall into this income
category, and as such, are experiencing housing problems primarily caused by overcrowding, particularly for large
related households, and lack of affordability, particularly for elderly households.
The City of Miami's 1995 goal is to assist a total of 150 Other Low Income Rental Households.
Strategy/Investment Plan
Tile primary housing activities appropriate for providing the necessary housing assistance for Other Low Income
renter households are as follows:
• Rehabilitation of 135 existing rental units to insure that substandard units are brought into code compliance,
and in addition, that potential lead -based paint hazards are eliminated.
• New Construction of five (5) affordable rental units to increase the number of code standard, affordable units,
and also add to the inventory of large -sized units (3 + bedrooms) available for large related households.
• Mortgage Downpayment Assistance (1st Time Homebuyer) to assist ten (10) households, especially small
related households, which may be interested in homeownership and able to afford monthly mortgage
payments, however, they are not able to save fiends for the downpayment on a house.
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t
1
Over the next five years, the City of Miami will pursue the following programs and resources:
Rehabilitation
Federal: CDBG, HOME, LIHTC, Section 202
State: SAIL, SHIP
Local: Dade County Documentary Stamp Surtax
Program
.:, Homes for South Florida
Private Developers/Investors
New Construction
Federal: HOME, LIHTC, Section 202
State: SAIL, SHIP
Local: Dade County Documentary Stamp Surtax
Program
Homes for South Florida
Private Developers/Investors
Mortgage Downpayment
Assistance (1st Time Homebuyer)
Federal: HOME, Mortgage Revenue Bonds
Local: Dade County Documentary Stamp Surtax Program
Homes for South Florida
Geographic Distribution
Citywide with special emphasis placed on activities occurring
within CDBG Target Areas.
PRIORITY: Very Low Income Owner Households (0-50% MFI )
(Elderly, All Other Owners)
Analysis and Annual Objective
As previously discussed in the Needs Assessment component of the Community Profile section, the City of Miami
has 10,810 households in this Very Low Income grouping, with almost an even split in terms of the number of
households in the 0-30% MFI category and the 31-50% MFI category. In addition, elderly owners account for
approximately one-half of these households. The total percentages of Very Low Income owners who have housing
problems and are cost burdened are comparable to the percentages for total renters in this same income category.
The City of Miami's 1995 goal is to assist a total of 75 Very Low Income Owner Households,
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Strategy/Investment Plan
The primary housing activities appropriate for providing the necessary housing assistance for Very Low Income
owner households are as follows:
• Emergency repairs of 15 owner -occupied houses, particularly elderly -owners, to correct all health and safety
hazards, to be provided in the form of a $15,000 grant per house.
• Rehabilitation of 60 owner -occupied and investor -owned houses to insure that substandard units are brought
into code compliance, and in addition, that potential lead -based paint hazards are eliminated.
Over the next five years, the City of Miami will pursue the following programs and resources:
i
Emergency Repair
_ f Federal: CDBG, HOME
Local: Foundations
Geographic Distribution
Citywide with special emphasis placed on activities occurring
within CDBG Target Areas,
PRIORITY: Other Low Income and Moderate Income Owner Households (51-80% MFI and 81-95% MFI)
(Elderly and All Other Owners)
Analysis and Annual Objective
As previously discussed in the Needs Assessment component of the Community Profile section, the City of Miami
has 11,140 owner households in need of housing assistance within these income categories. While the Other Low
Income category experiences more housing problems and is more cost burdened than the Moderate
Income households, the elderly households tend to fare much better than all the other owner households.
The City of Miami's 1995 goal is to assist a total of 15 Other Low Income and Moderate Income Owner
Households.
Strategy/Investment Plan
The primary housing activities appropriate for providing the necessary housing assistance for Other Low Income
and Moderate Income owner households are as follows:
• Rehabilitation of 15 owner -occupied and investor -owned houses to insure that substandard units are brought
into code compliance, and in addition, that potential lead -based paint hazards are eliminated.
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i'+34
Over the next five years, the City of Miami will pursue the following programs and resources:
Rehabilitation
Federal: CDBG, HOME
Local: Homes for South Florida
Dade County Housing Finance Agency
Geographic Distribution
Citywide with special emphasis placed on activities occurring
within CDBG Target Areas.
PRIORITY: 1st Time Homebuyers with and without Children (0-80% MFI)
Analysis and Annual Objective
An overview of the housing assistance needs, reveals that 22,383 renter households in the City of Miami have
annual incomes which fall between 51% - 95% MFI, i.e., Other Low Income Renter Households combined with
Moderate Income Renter Households, and could possibly be candidates for homeownership. Based upon Miami's
years of experience in working with low and moderate income renter households, several have expressed repeated
interest in homeownership, however, their primary stumbling block has been in amassing the so-called "front-end"
costs i.e. downpayment and closing costs, needed for purchasing their own home. A First Time Homebuyers'
Program could bridge the existing gap and enable those renters striving for homeownership to pursue that goal.
The City of Miami's 1995 goal is to assist a total of 55 First Time Homebuyers With and/or Without Children
Strategy/Investment Plan
The primary housing activities appropriate for providing the necessary housing assistance for Other Low Income
and Moderate Income Renter Households to become First Time Homebuyers are as follows:
• Mortgage Downpayment Assistance (1st Time Homebuyers) to assist those 55 renter households which may be
interested in homeownership and are able to afford monthly mortgage payments, by waiving or "granting" all
or a fixed percentage of downpayment and closing costs.
• Rehabilitation of 15 existing houses to increase the inventory of code standard, free from lead -based paint
hazards, houses which would be available for First -Time Homebuyers.
• New Construction of 40 affordable houses to increase the existing inventory.
Over the next five years, the City of Miami will pursue the following programs and resources:
Mortgage Downpavment Assistance (1 st Time Homebuyer
Federal: HOME, Mortgage Revenue Bonds
Local: Dade County Documentary Stamp Surtax Program
Homes for South Florida
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Rehabilitation
Federal: CDBG, HOME
Local: Dade County Documentary Stamp Surtax Program
Dade County Housing Finance Agency
New Construction
Federal: HOME
Local: Dade County Documentary Stamp Surtax Program
Homes for South Florida
Geo a hic Distribution
Citywide.
PRIORITY: Homeless/Homeless Prevention
Analysis and Annual Objective
The homeless population for the City of Miami is estimated to be about 40% of the homeless population in Dade
County, which is estimated at about 6,000 persons. There are also considered to be a substantial number of persons
at risk of becoming homeless.
The City of Miamu s 1995 goal is to assist a total of 100 Homeless individuals and families.
Strategy/Investment Plan
The primary housing activities appropriate for the City of Miami to provide the necessary housing assistance for
Homeless and "near homeless" populations are as follows:
• Rental Assistance to be provided to 50 Very Low Income households as a tool for the prevention of
homelessness.
• ' Rehabilitation of 50 Single Room Occupancy (SRO) units
• Support Services and Facilities to be provided with the anticipated completion of the Homeless Assistance
Center, located immediately north of Miami's downtown, to provide all forms of assistance to several hundred
homeless.
Over the next five years, the City of Miami will pursue the following programs and resources:
Rental Assistance
Federal: Section 8 Moderate Rehabilitation
Section 8 Moderate Rehabilitation SRO
Section 8 Existing Certificates and Vouchers (operated by Dade County)
Local: Dade County Food and Beverage Tax Funds (11/o)
72 95- 179
Foundations.
Rehabilitation
Federal: HOPWA
Local: Dade County Food and Beverage Tax Funds
Foundations
Support Services and Facilities
Federal: HOPWA, ESG
Local: Dade County Food and Beverage Tax Funds (1%)
Foundations
Geographic Distribution
Citywide.
PRIORITY: Special Needs Populations
Analysis and Annual Objective
This category includes the elderly, frail elderly, disabled - physically and mentally, persons with alcohol/other drug
addiction, and persons with AIDS and related diseases. As per the experts' best estimates, there are slightly less
than 100,000 special needs households in Dade County.
The initial goals of the City of Miami's plan for populations with special needs are the following:
• Provide housing with supportive environments and services such as that found in group homes, Single Room
Occupancy (SRO) and intermediate Care Facilities to address the needs of this population.
• Provide rental assistance, rental subsidies and the affordable housing stock for this population.
• Foster the redevelopment and revitalization of living conditions.
• To create a Policy Management Board to unify the efforts of the public, private and independent sections.
• Compile a complete and thorough inventory of all available support services.
While accurate numbers for populations with special needs are not available, this plan will evolve over the next
few years and expand to include critical missing components.
Strategy/Investment Plan
The primary housing activities appropriate for the City of Miami to provide the necessary housing assistance for
Special Needs Populations are as follows:
• Support Services and Facilities
• Rehabilitation/New Construction of developments owned by private developers
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ax:r
Over the next Five years, the City of Miami will pursue the following programs and resources:
Suppwrt Facilities and Services
Federal: CDBG, HOPWA
Rehabilitation/New Construction
Federal: Section 202, Section 811, CDBG, HOPWA
State: SAIL, SHIP
Local Foundations
Geographic Distribution
Citywide.
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max:,
INSTITUTIONAL STRUCTURE AND INTERGOVERNMENTAL COOPERATION
-� CITY OF NIIAMI DEPARTMENTS
Department of Development & Housing Conservation
Administer and implement the HOME Program
Implement CDBG-funded housing activities
Administer Section 8 Moderate Rehabilitation Program
Administer the HOPWA Program on a Countywide basis.
Prepare the Housing Component of the Consolidated Plan.
Serve as liaison with Community Development Corporations
i Department of Community Development
Administer the CDBG Program
Administer Emergency Shelter Grant Program
Serve as liaison with homeless service provider agencies
Coordinate citizen participation function
Coordinates the preparation of the Consolidated Plan
Department of Planning, Building and Zoning
Prepare and update the Miami Comprehensive Neighborhood Plan
Coordinate implementation of homeless activities
Review and analyze Census data
Prepares numerous neighborhood components of the Consolidated Plan
METROPOLITAN DADE COUNTY
Department of Housing and Urban Development
Manage public housing units located within the City of Miami
Solicit federal funds for comprehensive improvements and renovations of public housing developments
Special Housing Programs Department
Administer Section 8 Existing Housing Program for the City of Miami
Administer the Documentary Stamp Surtax Program
Implement Family Self -Sufficiency and Shelter Plus Care Programs
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r.
Department of Human Resources
Umbrella agency for County human services (includes City of Miami)
Work with homeless service provider agencies
Dade County Housing Finance Authority
Provide mortgages for affordable housing
Provide financing for rehabilitation and new construction of rental housing
Office of Homeless Programs
Coordinate implementation of Homeless Programs
NONPROFIT ORGANIZATIONS
Community Development Coorporation
Develop affordable housing and/or mixed use projects (residential/commercial)
Work with government agencies, area residents, and lending institutions to develop projects
Greate Miami Neighborhoods, Inc
Homes for South Florida
Assist CDC's in evaluating feasibility of housing projects
Provide pre -development loans/grants, over -sight for construction management and project marketing,
and assist in assembling project development teams.
Provide access to equity capital, acquisition financing and technical assistance to CDC's.
Facilitate leveraging of private and government funds
SUPPORTIVE HOUSING AND SERVICES PROVIDERS HOMELESS POPULATIONS
Provide numerous housing related services to homeless populations
Private Industry
LENDING INSTITUTIONS
CONTRACTORS AND DEVELOPERS
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' STRATEGY TO OVERCOME GAPS
Virtually all of the shortcomings and/or weaknesses as noted in the local delivery system, particularly in the Public
and Nonprofit sectors could be most successfully addressed with an infusion of dollars to be used to increase the
level and quality of staffing as well as adequately fund existing programs and allow for the development of new
1 programs. Private sector participation should be encouraged and promoted.
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LEAD -BASED PAINT HAZARD REDUCTION
Over the next five years the City of Miami will seek to expand its efforts with respect to integrating lead hazard
evaluation and reduction activities into existing housing programs. Based upon the age of the City's housing and
applying the national standard estimate of lead in housing units of certain age groupings, an estimated 56,168
units occupied by Very Low and Other Low -Income households have the potential for lead hazards. All efforts to
identify units with lead based paint hazards will be supported by the City.
It appears that the most cost effective method for abating lead hazards is to combine abatement with rehabilitation
activities. All privately owned housing units rehabilitated with CDBG or HOME funds will be eligible for funding
to remove any lead paint hazards. The City of Miami will also provide lead paint hazard information to all
property owners applying for rehabilitation assistance. In the case of rental units, tenants will also be provided
with lead paint hazard information. If necessary, the City should consider raising locally -determined per unit
subsidy limits for rehabilitation projects that include lead paint abatement. Consideration should also be given in
the housing program application review process for assigning points for projects which include lead hazard
reduction. The City will also coordinate with the County Health Department in terms of a public education
campaign and the removal of lead paint in those units where lead poisoning has been discovered.
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r'2y
PUBLIC HOUSING RESIDENT INIATIVES
Dade County Department of Housing and Urban Development (DCHUD), the local public housing agency, has
actively promoted resident initiatives. A summary of those initiatives is provided below.
RESIDENT MANAGEMENT INITIATIVES
In 1991 the Overall Tenant Advisory Council, Inc. (OTAC) received a Resident Management Technical Assistance
Grant. In 1992, OTAC also received a continuation grant. The grants will enable OTAC to continue providing
self-sufficiency training to resident councils on:
• HUD Regulations, /
{ • Leadership Skills,
• Community Organization,
• Maintenance and financial management.
I
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OTAC intends to apply for resident management grants this year to assist residents in several developments.
OTHER RESIDENT INITIATIVES
• Besides these activities DCHUD is working on other resident initiatives. A listing of some of these follows:
• Resident Council Organizing
• Social Service Referral
• Youth Seasonal Sports Program
• Economic Development Projects
• Grant Writing for Resident Related Initiatives
i
• Drug Elimination Program
• Literacy Program
HOMEOWNERSHIP INITIATIVES
The County has been working to develop and promote homeownership opportunities for public housing families.
Several projects are underway.
HOMEOWNERSHIP PREPARATION
In order to help prepare housing residents for homeownerhip opportunities with public programs, non-profit
programs or on the open market, a series of homeownership workshops have been initiated. These seminars are
conducted jointly with staff and local lenders. Over 500 residents have indicated a willingness to participate in
these seminars.
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�0.'
OTHER
As the designated redevelopment agency, Dade County's public housing agency has been actively involved in
creating homeownership opportunities for more than twenty years. It has worked with community development
corporations (CDC's) to assist then in providing housing for ownership to low income families throughout the
County and City.
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PUBLIC HOUSING IMPROVEMENTS
As per the City of Miami's public housing agency, Metropolitan Dade County Department of Housing and Urban
Development, the areas identified for public housing management improvements are contained within the
Comprehensive Grant Program (CGP). These include rent collection, long-term vacancies, outstanding work
orders, work order response time, unit turnaround times, resident economic self-sufficiency, youth programs and
resident services, automated tracking for the Public Housing Management Assessment Program (PHMAP), and
staff training.
In addition to these management improvements in the areas of management and operation, specific physical
improvements were described in the Comprehensive Grant Program. Developments were targeted for
comprehensive modernization funding based on the degree of physical distress. The remaining funds will be used
"j to address urgent repairs throughout the 100 developments DCHUD manages. A per unit basis was used to
l allocate funding.
Agency staff, residents, and technical specialists conducted on site surveys to identify work items. Available
funding was allocated equitably throughout the agency's five management regions. At the level of individual
developments, work items were prioritized based upon the results of the joint surveys. Priorities were finalized
based on emergency repair needs, handicapped accessibility requirements, security deficiencies and energy
conservation needs, as well as general improvement priorities identified by resident organizations.
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LEVERAGING PLAN
The City of Miami plans to leverage private and non-federal funds by using federal monies to sponsor new
construction and rehabilitation projects. Sources of leveraged funds will include (1) private funds from
developers, investors, Homes for South Florida, lending institutions, etc., (2) state funds from LIHTC, Florida
Housing Finance Agency Programs, and (3) local funds' sources: Dade County Documentary Stamp Surtax
Program, impact fee waivers, etc.
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CONSISTENCY WITH THE CONSOLIDATED PLAN
The City of Miami will encourage, promote and support applications for funding during by other entities (State of
Florida, Dade County, the Public Housing Authority, private nonprofit organizations, etc.) under programs for
which other entities are eligible applicants. Applications prepared by other entities will be provided Certifications
of Consistency with the City of Miami Consolidated Plan, upon request(s) made at least fourteen (14) days prior to
the federal application deadline, provided that they meet the following local conditions and/or requirements:
• The proposed development/project must benefit households whose income does not exceed 80% of the median
as defined by U.S. HUD.
• The proposed development/project's geographic location should avoid concentration of U.S. HUD -assisted
and/or other government -assisted housing, including community -based residential facilities, within both the
City of Miami and any particular neighborhood.
• The proposed development/project should include a letter from Miami's Department of Planning, Building &
Zoning stating whether it is consistent with the Miami Comprehensive Neighborhood Plan and acceptable
under Zoning Ordinance 11000. If the development/project is not presently in compliance with local zoning,
the project sponsor should specify its intended actions to obtain zoning approval.
• The proposed development/project's sponsor should also provide the City with the following information:
A copy of the actual grant application(if available) to be submitted to U.S. HUD OR a summary of the
proposed development/project to include:
Identification of the federal program
Description of the development/project
Location of the development/project
Housing need to be addressed
Identification of the facility/project site management:
Who are they
How they plan to manage the facility/site
Previous track record in managing similar facilities/sites
Identification of target client population:
Who are they
Where they are currently located
Are they neighborhood or City residents
Identify the impact on the surrounding neighborhood in which the project/development is being proposed:
Identify positive and negative impacts on the neighborhood
For negative impacts, identify actions to be taken to mitigate these effects
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Identify project/development sponsor's efforts regarding notification of proposed project/development site's
adjacent property owners and residents within the neighborhood.
Identify project/development sponsor's composition of its Board of Directors, specifying whether there is any
neighborhood representation (for the proposed project/development site's neighborhood) on the Board, and if
not, whether any efforts are underway to secure such representation.
c
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COORDINATION EFFORTS
The City of Miami will continue coordinating its affordable housing efforts with local and state private, public and
governmental agencies as follows:
METROPOLITAN DADE COUNTY
The City of Miami will continue its close coordination with the County in terms of program design, participation,
coordination, referrals, etc., particularly with respect to the following programs and activities:
• Section 8
• Home Program
• Documentary Stamp Surtax Program
• Housing Finance Agency
• Homeless Programs and Services
• Consolidated Plan -Five Year and Annual Plans
j CITIES OF MI"H BEACH AND HIALEAH
i .
STATE OF FLORIDA - HOUSING FINANCE AGENCY AND DEPT. OF COMMUNITY AFFAIRS
The City will continue to share program information, make referrals, etc. with respect to all housing programs and
activities, including the Consolidated Plan.
ASSISTED HOUSING PROVIDERS
The City has established and will continue to maintain a close working relationship with agencies such as Greater
Miami Neighborhoods, Inc., and LISC, which have developed several projects with both City and County
participation.
SOCIAL SERVICE AGENCIES
(usually County -based except for HRS - State)
The City will continue to share program information, make referrals, etc. with respect to all housing programs and
activities, including the Consolidated Plan. The City of Miami will also attempt to expand its coordination efforts
s with services agencies by increasing the scope of agencies - mental health, AIDS groups, etc.
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i
STRATEGIC PLAN FOR COMMUNITY DEVELOPMENT DEVELOPMENT
ELEMENTS OF THE STRATEGY
Having assessed community needs and assets and explored the ways in which it is currently addressing community
priorities, a strategy to break the cycle of poverty was developed. It. is a comprehensive and coordinated strategy,
dealing with a wide array of factors which block the path to opportunity for young and old in distressed
neighborhoods. It is also a pragmatic strategy, based on using existing programs to link people with existing and
emerging economic opportunities.
From the outset of the planning process, the regioes economic growth, led by the dynamic international sector, had
been viewed as the basis for the economic component of the Strategic Plan. The proximity of this rapid growth to
distressed neighborhoods was the opportunity. The problem was how to link people in poverty to that opportunity.
By taking stock of existing efforts to address poverty, solutions were found.
The community found a number of active programs which are successfully providing people with the tools to
f access opportunity. These programs in such areas as education training, health public safe and housing are
Ply t3'• P �• Fr , P safety � -
already clearing pathways from distress to growth. Without exception, however, these programs are underfunded,
serving only a small fraction those in need.
A determined government, working closely with community organizations, business institutions and residents,
could build upon these successful models, take them to full scale, and have demonstrable effect in a reasonable
period of time.
KEY PRINCIPLES
The strategy is guided by certain principles:
• Economic self-sufficiency is the ultimate goal of the Strategic Plan; it is the foundation for stability in
communities and the means to personal fulfillment for individuals and families;
• Human potential is the most valuable and most under-utilized asset in the community;
• Investments should be concentrated on expanding proven programs to a scale commensurate with community
needs;
• Education and training are the primary means to self sufficiency;
• Programs that allow motivated, competent people to provide sustained personal attention to problems are most
likely to succeed;
• Communities must have a meaningful and continuing role in the initiatives intended to benefit them.
STRATEGIC PLAN FOR CHANGE
In taking stock of current efforts identified key areas of activity that together comprise links to opportunity. These
`ts key areas range from programs for infants and their mothers to programs for -adults out of work. The unifying
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theme in each area is that new investment will concentrate on proven programs which empower individuals rather
than simply alleviate distress. Education and training are the key investments; ranked number one by community
residents. Along with access to capital for business development, they are the direct links to economic opportunity
upon which the Strategic Plan is based.
The community voiced concern that the Strategic Plan include people, especially youth, who are falling through
the cracks and are not prepared to benefit from educational and training programs. Social service support areas
from primary health care to juvenile delinquency intervention and drug abuse prevention - form a comprehensive
strategy to ensure that all residents have the tools to achieve self-sufficiency.
The community is also concerned that neighborhoods enhance rather than impede economic opportunity.
Therefore, efforts to address housing, public safety, transportation, cultural activities and community development
are also part of the plan.
The community has reacted with enthusiasm to the City's effort to decentralize and restructure government through
the Neighborhood Enhancement Team (NET) approach of providing neighborhood access to government and its
services. The NET program which has helped to shape this Strategic Plan will play a vital role in the
implementation of the City's Strategic Plan.
ELEMENTS OF THE STRATEGY
The strategy is comprehensive and coordinated designed to form links to opportunity through restructuring and
investment initiatives in four general categories: Preparation for Work Jobs and Business Opportunities;
Preparation for Life: Preparing For Opportunity; Livable Neighborhoods: Home Base.
It should, however, be noted at the outset that the proposals that were developed require funding sources greatly in
excess of funding available. Many of the proposals, particularly in the fields of health, education, job training, and
social services represent human service functions that are handled by agencies outside the City of Miami
government. Even with strong partnerships, private sector support, and leveraging only a small portion of the
proposals, which embody the "dreams" of the community could be successfully implemented.
Preparation for Work: Jobs and Business Opportunities
There is fundamental agreement that the basic strategy for creating links to opportunity is economic development -
business and job opportunities which reach all residents. Without the opportunity for meaningful work which can
support a family, people are relegated to the shadows of life. The path to economic empowerment is education,
training and access to capital.
Key proposals included in this element of the strategy, by category, are:
Career Education and Training
• Fund students at City schools in the Stay -in -School Program, a nationally recognized Dade County -based,
high school drop -out prevention program for at -risk youth.
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• Fund at least one center to provide comprehensive individualized education and training for unemployed low
income people.
• Fund the Tech Prep pro -gram, a nationally sponsored four year program which offers specialized education
and on the job training to youth, beginning in the last two years of high school.
• Fund vocational and technical training programs at all City high schools.
Business Development
• Establish a Business Development Office whose mission would be to retain and foster expansion of existing
businesses, as well as to attract new businesses.
• Accelerate development of current Enterprise Community/Foreign Trade Zone site.
Entrepreneurial training programs will be expanded building upon the resources of Miami -Dade Community
College's Entrepreneurial Training Center.
Preparation for Life: Preparing for Opportunity
Every community participating in the planning process identified concern for their children as the number one
priority. If children are to grow up prepared to take advantage of the opportunities in a growing economy, they
gust be healthy, arrive at school ready to learn and be motivated and encouraged to remain in school and acquire
the basic skills that a fulfilling life and the modern workplace require.
Key proposals included in this element of the strategy, by category, are:
Starting Out Right
• Universal access to Head Start for 3 and 4 year olds in the, including both new slots and public commitments
to ensure that facilities are available to accommodate the increased number of students .
• Universal Access to affordable day care for residents.
• Fund a variety of programs to strengthen families with young children.
Building Basic Skills
• Fund a range of early intervention programs to address the needs of the most at -risk youth in the City,
including public housing residents, pregnant teenagers and severely troubled youth.
• Fund Youth Intervention and Prevention Services a program that identifies children whose family histories
suggest they are likely to get in trouble and provides one-on-one and family counseling before trouble occurs
Back On Track
• Funding for the Juvenile Delinquency Diversion program a program that provides one-on-one counseling to
first time juvenile offenders.
• Fund a continuum of drug abuse treatment programs.
Livable Neighborhoods: ]Home Base
While the Strategic Plan concentrates on pathways to economic opportunity, residents know that all pathways
begin in their neighborhoods. Where there is high crime, inadequate housing and general instability residents may
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be unable to concentrate their efforts on the goal of self sufficiency. Self-preservation is time consuming. All
communities expressed a clear desire to reclaim their neighborhoods and make them safe, vibrant and healthy. The
strategic plan seeks to meet these goals.
Key proposals included in this element of the strategy, by category, are:
Public Safety
• An expansion of existing community policing activities.
Transportation
The East West Corridor project, which runs through the heart of Miami, will feed growth in the airport -
seaport corridor which is the principal economic engine to which areas of distress will seek to be linked.
Sustainable Community Development
• Restore and maintain the landmarks of the City of Miami's multi -cultural history by funding historic
preservation activities.
• Environmental renewal initiatives include the clean-up of toxic sites within City neighborhoods and dredging
the Miami River to restore full navigability and needed water purity.
• Support immigrant families in the City through expanded Immigrant Services.
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-� STRATEGY DETAILS
PREPARATION FOR WORK: JOB AND BUSINESS OPPORTUNITIES
For the economy to grow to its full potential, and for its residents to enjoy rising prosperity, Miami will require a
"1 dramatically restructured workforce development system. Without significant changes, the region cannot sustain a
i
position of global leadership in the fiercely competitive arenas which hold the greatest potential.
Without significant changes, prosperity will arrive only to the fortunate few and not to the industrious many. In a
nation where average wages for the bottom 60% of workers have fallen 20% in the past two decades, it is not only
the underclass who are losing ground.
Residents of Miami's target areas articulated their strategic vision for change: create opportunities for real careers
connected to the mainstream economy. It is a "bottom -up" vision, born out of meetings and workshops within
Miami.
For City residents to have a chance to share in the region's growth, a comprehensive school -to -work and
employment training system will be designed in collaboration with industry, This system will anticipate job and
business opportunities and ensure that residents are fully prepared for those opportunities.
For entrepreneurs within the City to participate in the regions growth, barriers to capital, to technical expertise,
and to suitable venues for commerce must be removed - through a Business Development Office, development of
the existing Foreign Trade Zone site, entrepreneurial education and other actions.
Carrer Education and Training
STAY IN SCHOOL PROGRAM
Strategy: Fund the Stay -in -School program to serve "at -risk" 9-11th grade students in City schools.
Overview: Stay -in -School is a dropout prevention program which uses the full complement of school -to -work
activities to prepare at -risk students for graduation and eventual employment. It has reduced the dropout rate
from 60% to 8% among at -risk students served. The basic tenet of the Stay -in -School Program is that
counselors who can individually assess and support students provide the best means for keeping students on a
successful track.
The Stay -in -School Program is one of the largest and most successful dropout prevention programs in the
country. It was honored in 1991 with the Presidential Award for Outstanding job Training Partnership Act
Youth Program, Operational since 1986, the Stay -in -School Program is an example of a successful public -
private partnership that focuses on improving the lives of at -risk youth. It is a collaborative venture between
the Private Industry Council, the JTPA employment and training system, Dade County Public Schools, Miami -
Dade Community College, and fourteen community -based organizations.
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Students are referred to the program by school personnel. These students manifest characteristics of at -risk
students, such as substance abusers, gang members, over -age for their grade, or grade repeaters. Services can
begin as early as age 14 and continue through high school. In addition to employment opportunities, the
program offers extensive counseling support to students and their families and guaranteed summer
employment.
Background: High school dropouts represent a major loss to the community. Targeted investment to reduce
the dropout rate among students considered most at -risk of dropping out would have significant financial and
social benefits to Miami, including the addition of millions in earnings per year into the City economy, and
substantial savings from avoiding costs of dependency and public assistance associated with dropouts.
40% of the entire Dade County Public Schools high school age population, 26,000 students, are considered at
serious risk of dropping out. Rates are thought to even higher in the City. Approximately 60% of the "at -risk"
students are likely to drop out of high school.
Criteria for placement on the list include: suspensions, poor attendance, low reading scores, limited English
proficiency for five or more semesters, over -age for the grade by two or more years; as well as other factors
such as substance abuse problems, involvement with gang activity or placement in the criminal justice system.
Students who drop out face a grim economic future, and many are likely to become dependent on public
assistance. One in four of every non -high school graduates in Dade lives in poverty, including many who are
working full-time.The median income of recent high school graduates in Florida who lack any post -secondary
training is only two-thirds of those who have attended district post -secondary institutions, and less than half
that of recent graduates of two-year terminal vocational degrees (AS).
The present Stay -in -School program has been carefully monitored over its eight year life. Nearly 9,000 at -risk
students have participated and the dropout rate of this group fell from the expected 60% down to 9%.
Community -based Partners: Dade County Public Schools, Belafonte Talcolcy Center, Christian Community
Service Association, JESCA, Jobs for Miami, City of Miami, Miami -Dade Community College/wolfson
Campus, Saber Inc., SER Jobs for Progress Inc., Youth Co-op Inc., YWCA, Metro -Dade Department of Youth
& Family Development.
COMPREHENSIVE TRAINING FOR THE UNEMPLOYED
Strategy: Fund comprehensive job training to serve disadvantaged and unemployed youth and adults in the
City
Overview. There are presently 40,000 young men and women in Greater Miami between the ages of 16 and
29, who are not in school, not working and living in poverty. At present, these young people represent a
tremendous missed opportunity to the community. Although only 1/3 of them are counted in the
unemployment statistics, all are effectively cut off from the mainstream economy. Investing in their future
produces a measurable and profitable return to Miami.
The Youth Fair Chance program is a model for job training which will be expanded. The Youth Fair Chance
program offers Miami's unemployed and out -of -school young adults comprehensive, integrated training and
employment services tailored to the individual. The program provides the opportunity for both school and
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work -based learning, in the classroom and at the workplace. Like the Stay- in -School program, counselors
assist individuals in preparing personalized plans which include career exploration, financial planning, basic
skills rentediation, subsidized work experience, and job search assistance. Youth Fair Chance has the potential
to establish a sustainable link between education/career preparation and the job market by matching the
requirements of the workplace with student curricula. Through this direct correlation and by offering
internships and apprenticeships, participants who in the past have been marginalized are able to connect with
real economic opportunity.
An unemployed person who comes to a Youth Fair Chance center is assigned an individual counselor who
helps coordinate a two-year education and training program, and subsequent job search. The main mechanism
for providing training is vouchering. The Youth Fair Chance funding provides program participants with
vouchers that can be taken to a wide array of educational institutions and programs. An immigrant who needs
improved language skills can use a voucher in a Dade County Public Schools bilingual program; a young high
school graduate living near the Medical Center might use the voucher to enroll at Miami -Dade Community
College's Medical Center Campus; a developmentally disabled adult might bring the voucher to a specialized
program to build focused job skills. The Youth Fair Chance funding also provides for a complete array of
supportive services, including daycare and transportation, to enable the participants to complete their training.
Background: Most of the 40,000 able-bodied young people in Miami who are not in school, not employed,
and living in poverty, lack the skills necessary for economic self-sufficiency and cannot access the training
necessary to build a career.
Today basic adult vocational and technical training programs for low-income per sons serve only about 5,000
people per year in all of Dade County: only 13% of the potential universe of young persons who could benefit
from such training. Within the City limits, and in particular the poorer target areas, the situation is even
worse.
Community -based Partners_ Private Industry Council's Network of 48 community -based service providers.
TECH PREP
Strategy: Fund Tech Prep for City of Miami schools
• Overview
By the year 2000, 70% of the fastest growing occupations in the United States will require two years of
training at the college level. In Dade County, recent graduates of two-year associate programs have starting
salaries more than double those of high school graduates.
Tech Prep is unique in that it has been designed to ensure that students not only graduate high school, but also
receive two years of postsecondary education. Tech Prep is built around technical preparation for future
careers, including coursework in areas such as business technology education, health occupations, and
industrial education. The curriculum for Tech Prep is a planned sequence of study which involves the
integration of academic and occupational subjects. Students connect what they are doing in the classroom with
work skills needed in business and industry. In addition, the workforce needs of business will help shape the
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Tech Prep curriculum, particularly through apprenticeships. The current American Honda Motor Company's
technical training partnership with DCPS is a model for future Tech Prep programs.
Tech Prep is a national program that will be implemented through the Dade County Public Schools and
Miami -Dade Community College in academic year 1994-95.
Community -based Partners: Dade County Public Schools, Miami -Dade Community College, American
Honda Motor Company
VOCATIONAL AND TECHNICAL EDUCATION
Strate : Fund a range of programs to make technical and vocational education universally available in high
schools within the City.
Overview The technical complexity of today's workplace requires that sophisticated training begin at the
schools, and not on the job. Dade County Public Schools have a wide range of vocational and technical
education programs. Through the Office of Vocational, Adult, Career, and Community Education, these
programs are being coordinated with employers and linked to post -secondary training.
The types of vocational programs which have been most successful in training high school students for future
employment are those that match the basic types of jobs that will be generated by economic growth in the
region. Business Technology Education, for example, uses specialized instruction to train students in high-
powered office technology skills. Health Occupations Education prepares students for both entry-level jobs in
health care and more advanced post -secondary vocational education. Industrial Education offers on-the-job
training and placement in fields such as layout, design, production, processing, assembly, maintenance and
repair. Technology Education involves students in hands-on training at state-of-the-art laboratories, in areas
like drafting, electronics, and engineering technology.
Community -based Partners: Dade County Public School Office of Vocational Adult Career and Community
Education.
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BUSINESS DEVELOPMENT
BUSINESS DEVELOPMENT OFFICE
Strate: Establish a Business Development Office to increase access for small and medium-sized
businesses, within the Target Areas, to existing incentive programs and low interest loan facilities; to develop
a targeted marketing program to attract new businesses to the Target Areas; and to provide educational
outreach to assist businesses with building, zoning and other start-up requirements.
Overview: Throughout the planning process residents stressed the importance of developing and sustaining
small businesses within their communities. These businesses are seen as the path to economic self-sufficiency
for their owners, as stabilizing forces within the neighborhoods, and as job generators for other residents.
These employment opportunities - provided by locally -owned firms doing business in the community - are
considered especially valuable.
The Office will provide vitally needed businesses retention and expansion services to help retain existing jobs
and to spur job expansion in the City's Target Areas. It will assist clients with state and local permitting,
licensing, zoning and tax issues and will aggressively implement outreach program to inform and encourage
small and minority owned businesses. It will coordinate and work closely with Miami Capital Development,
Inc. the most experienced public/private lending institution in Miami Metro -Dade to serve businesses in the
City's Target Areas.
The Business Development Office will provide entrepreneurs managerial and technical assistance in the
following areas: certification, business licenses, permits, zoning and other start-up requirements; State
Enterprise Zone tax incentives; existing loan programs through Miami Capital; tax exempt bond facilities in
the Enterprise Community; other business development resources; and market research reports and data.
The City has powerful assets, particularly in the international arena, to attract businesses. However it is
without an organized vehicle to make this possibility a reality. Miami is a very attractive location for small
and medium sized Latin American firms as it offers proximity to the airport and seaport and sites suitable to
these firms at relatively low land costs. Much of the current industrial business space in the City is in the
form of small sized units in older buildings, with relatively low costs. The available space is well suited for
new start-up businesses without large space requirements.
An aggressive marketing program to attract businesses to the commercial and industrial opportunities is
essential to ending the downward spiral of job loss and increasing poverty. Fortunately for Miami, small to
medium sized businesses, particularly from the Caribbean Basin as well as other Latin American countries
realize that Miami is the gateway to the broader national market which they want to enter. However, no
comprehensive inventory of development sites by acreage exists for the commercial/industrial zoned property
within the target area. This is the first step in a developing the needed marketing effort, that would include,
business seminars both here and abroard (in conjunction with the City's International Trade Board) as well as
materials to promote the City's industrial areas including videotaped and printed media.
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Community -based Partners:City of Miami, Miami Capital Development, NET Program, International Trade
Board
FOREIGN TRADE ZONE
Strate: Accelerate development of current Enterprise Community/Foreign Trade Zone site and plan for
future development beyond the current site by applying for expansion of permit to grant FTZ status to
additional industrial development sites within other Enterprise Community neighborhoods.
Overview
Foreign Trade Zone (FTZ) status of the existing site in Wynwood, located within the Enterprise Community,
will provide an essential additional layer of incentives needed to stimulate development of manufacturing and
assembly business within the City. All of the following benefits will be available within the Wynwood Foreign
Trade Zone: Enterprise Community tax exempt bond financing, Florida State Enterprise Zone tax incentives,
and all duty, quota, tax, overhead, security, and insurance advantages of FTZ status. The combined merits of
these financial and physical incentives will motivate entrepreneurs to open new facilities within the Enterprise
Community and the City.
Locally -owned businesses, small and large, and in particular foreign firms will be attracted to the initial and
future sites, creating job and business opportunities for City residents. Unlike many other Foreign Trade
Zones, the focus of these facilities will not be on warehousing and transshipment. Rather, each site will be
designed to serve firms engaged in job -creating manufacturing and light assembly operations.
The existing site, as yet undeveloped, is in Wynwood, where the local community development corporation is
already an FTZ grantee. Through the City's lending facilities, low interest loans will be made available to
accelerate the development of the site. Wynwood, the center of the region's apparel industry, suffered dramatic
job losses during the 1980s (nearly 50% of its total job base) due to the disruption caused by civil disturbances
as well as global production changes. New skilled and semi -skilled labor opportunities do exist, in apparel
cutting, electronics assembly, and other value-added links in the global production chain. Full development of
the Wynwood FTZ will offer a second chance to area residents for employment and entrepreneurship in their
own community. 650 jobs are forecast to be created on site, primarily in light manufacturing, and 1,400
indirect jobs are anticipated.
Allapattah is City's other major industrial area. As a long-standing and active center for production and
wholesaling of food, it is a natural location for a food -products FTZ. Immediate access to Miami International
Airport, the primary cargo hub of the Americas, the produce resources of Latin America and South Florida,
Allapattah's entrepreneurial food merchants, and first class processing production facilities, located within a
Foreign Trade Zone these are elements of an urban manufacturing revitalization strategy which will be
sustained by private market activity.
Community -based Partners: Wynwood Community Economic Development Corporation, City of Miami
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ENTREPRENEURIAL TRAINING
Strategy- Fund a range of programs to provide universal access to training for City residents interested in
owning a business.
Overview: Many residents of the City dream of owning their own business, and increasing local control of
business enterprises is a high priority in all City neighborhoods. In the Entrepreneurial Education Center, and
CAMACOUs import-export incubator and on-the-job training programs, the area has a strong resource for
building entrepreneurship. In addition, Florida International University's Teen Entrepreneurship program and
other models such as the National Foundation for Teaching Entrepreneurship have been successful in
channeling the creative energies of troubled youth into entrepreneurial ventures.
The Liberty City Entrepreneurial Education Center's (EEC) mission is to foster and promote entrepreneurship
and to function as a community -based resource for economic revitalization and business development. The
EEC offers on -site college credit and college preparatory classes, an 80-hour Applied Entrepreneurship
Certificate Program; and runs a Small Business Development Center which offers one-on-one counseling on
starting a business. The EEC has a full service, state-of-the-art business library which includes career and job
search reference and resource materials; and hosts a newly opened Job Service Center run by the Florida
Department of Labor which strives to match available employment opportunities with appropriate applicants
through on -site interviewing and recruiting sessions.
CAMACOL, the highly successful Little Havana based Hispanic Chamber of Commerce, currently operates
The Florida Trade and Exposition Center as a business incubator for entrepreneurs interested in the export-
import industry. The incubator offers participants a six month experience including training, technical
assistance, office space, support services, sponsored exhibit space in trade shows, and computerized access to
CAMACOL's world-wide network of trade leads. Since its inception 7 years ago, the Incubator has graduated
263 firms, identified 5650 trade leads, provided technical exporting assistance to 4505 companies and
generated $51,824,512 in Florida -based export sales. Through the incubator, and CAMACOL's on the -job -
training programs (which have served 821 JTPA and ex -offender participants to date) CAMACOL has opened
the door for more than 1000 individuals to opportunities in international trade and commerce. The expansion
would represent an unprecedented multi -ethnic, cross -community partnership to share knowledge and foster
urban entrepreneurship.
Community -Based Partners: MDCC - Entrepreneurial Education Center; CAMACOL; Talcolcy Economic
Development Corporation; Florida International University.
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PREPARATION FOR LIFE: PREPARING FOR ECONOAUC OPPORTUNITY
Introduction: The community knows that too many of the City's residents are not prepared to take advantage of the
opportunities that will emerge from the successful implementation of the Strategic Plan's investments in jobs and
business opportunities. Therefore, a major set of initiatives included in the plan to assist children and adults in
preparing for life and work.
In order to help residents prepare for economic opportunity, a system of proven initiatives is proposed along a
continuum running from very early childhood to high school graduation, with special programs targeted to juvenile
delinquency, drug abuse, and other factors which steal children and young adults from the path to self-sufficiency.
The worst problem is poor education and lack of education. The high school dropout rate in the City is 24%.
The Strategic Plan seeks to fund proven programs which prepare children for learning through preschool
education; offer a healthy start and good nutrition; and involving parents at an early age, with the goal of
improving a child's interest in school and therefore future performance. Once children are in school, the
educational programs for children will be strengthened and greater efforts will be made to catch the children who
are falling through the cracks.
Key Elements:_
• Starting Out Right - programs that ensure that children are prepared for school.
• Building Basic Skills - programs that ensure schools prepare students better for work.
• Back on Track - programs that target juvenile delinquents and substance abusers.
Starting out right
HEAD START
Strate: Fund the Head Start program to serve all eligible three and four years -olds in the City and; ensure
that facilities are available to allow for this expansion.
Overview: Head Start has proven to be one of the most successful programs in the country and in Miami at
preparing young children for school. Head Stan is a comprehensive program for low-income three and four-
year -olds, including day care, early education, health services, parent involvement and social services. The
education component is individualized and tailored to the local community, with a low child -staff ratio. The
health component includes early identification of medical and dental problems, basic nutrition, and mental
health services. Parents are involved in each component of the program, receiving training in areas such as
child development and nutrition. The social services component is met through community outreach, referrals,
family need assessment and crisis intervention.
The present Head Start system in Dade County is not a full -year or full -day program. Head Start centers are
open only until 2 PM daily and close during the summer. In the City, only 60% ?????of the eligible children
are served. The Head Start program needs to be expanded initially to include all eligible children, with the
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eventual aim of a full -year, full -day program. A major obstacle to the expansion of Head Start programs is the
lack of facilities. The resources of the County and the City, as well as the private and community sectors, will
be brought to bear to overcome this problem.
Community -based Partners: Jesca, Kidco, Catholic Community Services, Le Jarden, FCAA, Allapattah
Community Action Program, Metro -Dade Community Action Agency.
AFFORDABLE DAYCARE PROGRAMS
Strategy: Fund a range of subsidized daycare programs to fully meet the child care needs of families.
Overview There is a critical shortage of affordable daycare both in the City of Miami and in the (more than
800 children) , especially for working families. Many of the neighborhoods in the City have expressed the
need for daycare facilities. For over a year, the waiting lists have been closed to working families and reserved
exclusively for families on welfare and children in distress. Affordable child care, in home and at care centers,
is an essential need of both parents and children; the lack of it prevents parents from participating in the
workforce and keeps children from obtaining the preschool preparation that will give them the right start in
their education. Affordable daycare enables low-income parents to work, become self-sufficient, and escape the
welfare rolls.
For children, subsidized daycare can range from simple "baby-sitting" and playing to more educationally
enhanced programs. It is far less expensive than comprehensive pre-school programs such as Head Start.
However, it is much less consistent in quality.
Community -based Partners: Centro Mater, JESCA, Jackson Daycare.
STRENGTHENING FAMILIES
StrateQy: Fund a range of programs to fully meet the need in the City for family support and child abuse
intervention programs.
Overview: The disintegration of families is a primary concern in the City neighborhoods. The community
residents consistently raised the need for parenting education. A number of small-scale, successful programs
have been established to strengthen families. Some of these programs concentrate on a single goal, such as
literacy for parent and child. The Even Start program is an example of this type. Others take a more holistic
approach aimed at parent education and providing access to social services necessary for a family's
development. Examples of this include the Bright Horizons: StudenVParent Resource Centers, which are based
in 32 elementary schools around the county and the Florida First Start program, which serves parents with
children under the age of 3. The Project Independence Program focuses on unwed mothers, providing access to
educational opportunities, child care and job training and placement.
There are also programs for families on the verge of breaking up due to abuse or neglect of the children. These
family preservation programs are unable to meet overall County need, where 10,000 reports of abuse or neglect
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were received in 1993. The goal of these programs is to prevent separation of the family and out -of -home
placement of the children by providing crisis intervention and fanuly education through counselors.
Community -based Partners: Hands In Action, Florida Foster Care Review, A Woman's Place, JESCA,
Miami's River of Life.
Building Basic Skills
EARLY INTERVENTION
Strateay: Fund a range of programs to address early the needs of the most at -risk youth in the City, including
public housing residents, pregnant teenagers and severely troubled youth.
Overview The students most in danger of falling out of the educational system are those identified as "at -
risk" by the Dade County Public Schools. The programs which have been successful in keeping these students
on track have been those that provide one-on-one counseling before the problems become critical, i.e., before
the student drops out of school or engages the criminal system. One approach is to deal directly with at -risk
youth and their families at home. The Youth Intervention and Prevention Services is an example of this. The
Linking Lifetimes Project is another, involving public housing youth ages 10-17 and adult residents in inter -
generational mentoring.
A second option is to address the needs of at -risk students through the schools. The Stay -in -School program is
one model for doing this. Other programs reach students at a younger age, with early, intensive intervention
aimed at preventing the possible consequences of being at -risk. The Success for All program, for example,
takes disadvantaged elementary school students and applies corrective measures through a "no-fault" problem -
solving team approach. The COPE Centers which provide enrichment opportunities in the fine arts for
pregnant teenagers are another example. Approximately 600 pregnant teens and teen mothers are enrolled at
the two active centers.
A third option is to approach the students on "neutral territory" outside the home and after the normal school
day. A very highly regarded local program is Dade County Public Schools' Midnight Basketball League.
League members, in addition to participating in activities that get them off the streets at night, enroll in
vocational programs and have individual mentors.
Community -based Partners: Boy Scouts, Girl Scouts, Big Brothers/Big Sisters, ASPIRA, Boys and Girls
Clubs of Miami, Inc.
YOUTH INTERVENTION AND PREVENTION SERVICES
Strateuv: Fund the Youth Intervention and Prevention Services Program to serve at -risk youth in the City.
Overview The cornerstone of the County's Community Outreach Services Division is the Youth Intervention
and Prevention Services Program. It is another example of a program the success of which can be attributed to
one-on-one relationships between counselors and troubled youth. The program's goal is to identify factors
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1
which place youth and families at risk, and provide early intervention services to prevent or ameliorate these
problems. Youth Intervention and Prevention Services is a community -based, family -focused program which
1 provides case management, at a ratio of 25 youths to each counselor; individual, family, and group counseling;
academic support; cultural enrichment; and recreation. Services are provided in the home, school, Department
ra offices, and community sites.
The Youth Intervention and Prevention Services program has been successful because of a comprehensive case
management approach with a low ratio of youth to counselors. The program presently serves less than 30% of
the need in the City, and needs to be expanded so that all at -risk youth in the City have access. The earlier the
intervention the less expensive the remedy.
Community -based Partners: Informed Families, Drug -Free Youth in Town, JESCA, Boy Scouts, Girl Scouts,
Hands in Action, Miami's River of Life, Summer Youth Employment Program, Greater Miami Service Corps.
Back on Track
DELINQUENCY INTERVENTION
Strateuv: Fund the Juvenile Delinquency Diversion Program and selectively invest in alternative academies to
serve juvenile delinquents in the City.
Overview: There has been a marked increase in juvenile crime in both Miami Metro -Dade and in the City of
Miami. The existing structures and programs for dealing with juvenile delinquents have been overwhelmed. A
successful juvenile delinquency effort will require that comprehensive services are available to youth offenders,
particularly first-time offenders. There are a range of approaches for accomplishing this, many of which have
been used in the City but only reach a very small percentage of the population in need. The first is to provide
one-on-one intervention through counselors who work both with the delinquent and their family. The Juvenile
Delinquency Diversion Program of the County Department of Youth and Family Development, for example,
assists delinquents and their families in accessing any services that are needed, from education to health to
welfare. This program has been successful largely due to the low ratio of youth to counselors.
-:j The second approach is to establish alternative schools which are specifically designed for juvenile
delinquents. These small, intensive schools provide all the necessary educational and social services under one
roof. The Marine Institute, for example, has been successful in rehabilitating youth through a comprehensive
program focused on interaction with marine life. The TROY (Teaching and Rehabilitating Our Youth)
Academy has also been very successful with juvenile repeat offenders ages 14-18. The TROY Academy houses
1 no more than fifty juvenile delinquents in a neighborhood -based school. These students not only take classes
and receive services like counseling, mentoring and conflict resolution, but also operate a restaurant on the
premises.
Community -based Partners: Metro -Dade Department of Youth and Family Development Juvenile
Delinquency Diversion Program, Marine Institute, Troy Academy, Greater Miami Service Corps.
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DRUG ABUSE PREVENTION TREATMENT
sr j Strategy: Fund a range of prevention and treatment programs to reach all City residents with drug abuse
problems.
Overview The problem of drug abuse has reached epidemic proportions. Drug abuse impacts rates of crime
and severely limits the ability of residents to reach economic opportunity. Prevention and treatment services
! exist in the County, but the services are offered by multiple providers with little collaboration. The Greater
Miami Target Cities Partnership is a new federally -funded initiative which will coordinate programs within
the Zone, and give residents a single point of access to comprehensive drug abuse services. These services will
be provided in a continuum of care, beghuung with drug abuse prevention for youth and continuing through
various stages of treatment and rehabilitation.
The four stages of treatment are residential programs, day/night treatment, outpatient programs, and aftercare.
Residential programs are 24-hour-a-day hospital -type care for individuals who need extensive treatment, sup-
port and supervision. Day/night treatment provides a structured schedule of rehabilitation services for at least
4 hours per day. Outpatient services offer individual counseling and group therapy up to 3 hours per week
Aftercare programs, which have been historically underfunded, provide long-term support and follow-up for
individuals who have completed treatment programs.
In the criminal justice system, the Drug Court is an innovative model which offers non-traditional adjudication
for first-time offenders with drug abuse problems and links these offenders to drug treatment services.
Through the Target Cities Partnership and Drug Court, juveniles and adults in the City will have universal
access to drug abuse treatment and will be able to connect with appropriate services.
Community -Based Partners: Agape/S.Fl. Jail Ministries, Aspira of Florida, Inc., Belafonte Tacolcy Center,
Inc., Better Way of Miami, Catholic Community Services, Center for Family & Child Enrich., Childreds
Psychiatric Center, CHI Community Health, Community Crusade Against Drugs, Concept House, Inc.,
Douglas Gardens Community, Family Health Center, Inc., Health Crisis Network, Here's Help, Inc., Informed
Families of Dade, JESCA, Metatherapy, Metro -Dade County, Miami Mental Health Ctr., New Horizons
Community, Regis House, Spectrum Programs, Switchboard of Miami, Up Front, The Village South, Miami
Coalition for the Homeless.
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LIVABLE NEIGHBORHOODS: HOME BASE
Introduction: Neighborhoods can either be a springboard or an obstacle. Violent neighborhoods, like abusive
families, breed further violence. Dilapidated neighborhoods breed hopelessness. On other hand, unified and active
neighborhoods foster active individuals; and undergoing positive change, solving their own problems, produce
individuals who are likely to take advantage of opportunities opening.
Thus no planning for wider opportunities beyond the world of neighborhood can leave out the day-to-day
conditions of that world and the need for neighborhood planning and improvement. To revitalize the City
neighborhoods, the Strategic Plan concentrates efforts in several key areas, all aimed at creating a better
neighborhood world. These areas include reinventing government, housing, public safety, transportation, cultural
activities, sustainable community development and immigrant services.
Creating economic opportunity for people not in the mainstream, the centerpiece of this Strategic Plan, is the most
effective way to address problems in most of these areas. Rising incomes solve many problems. Housing would be
much less of a problem if people could afford rents at a level to support new construction or rehabilitation. Crime
would be less of a problem if economic opportunity was available to more of our youth. Communities could better
plan for sustainable futures for their neighborhoods if concerns for basic survival did not absorb the full energies of
many residents. Nonetheless, these neighborhood concerns are too pressing to await the opening of economic
opportunities. Therefore, additional strategies are proposed.
The City's Neighborhood Enhancement Team offices in 13 neighborhoods has made neighborhood -based provision
of government services to residents a reality. In so doing, it has prevented government. This highly successful
program needs to be further expanded. In the area of public safety, a significant expansion of Miami's successful
community policing program is planned. Transportation expansions will enhance the viability of distressed
neighborhoods by improving commuting links and through mobility enterprises expand opportunity for the
creation of small locally -owned businesses. Sustainable community development encompasses strategies for
resource conservation, historic preservation and environmental renewal. Finally, to address the needs of immigrant
neighborhoods, special services are targeted at youth and families.
Restructuring the System
REINVENTING GOVERNMENT FOR NEIGHBORHOODS
Overview. The City of Miami government has already gone a long way towards "reinventing" themselves
through the establishment of neighborhood based government service centers, which allow residents to avoid
large centralized government offices in favor of smaller neighborhood -based centers where they are more
likely to feel comfortable. The City's offices include a community policing component that has the same goal
of making residents more comfortable with those who serve them. Aside from convenience, one long-term
benefit of these new centers is expected to be increased citizen participation in government, in general.
Strateav: The City of Miami both has designed unique institutions that make government more accessible
and responsive to residents. The City's Neighborhood Enhancement Team (NET) offices, established in 1992,
respond to general service complaints from neighborhood residents and provide a base for each neighborhood's
community policing operations.
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Implementation Detail: Each NET office is currently staffed by officials from the City of Miami who have
been transferred from their central offices to the neighborhoods. Included in the NET is a Neighborhood
Resource Officer (NRO) who is the community police officer for the neighborhoods. Many neighborhoods now
have two officers due to a recent expansion of the NRO program. A further expansion of this very successful
community policing program is planned.
COMMUNITY POLICING
StrateQv: Fund increased community policing activities in City neighborhoods and expanded computer
information systems for community officers.
Overview: Community policing is a proven strategy for reducing crime. The City of Miami is strongly
committed to neighborhood -based government in general and community policing in particular. The City's
Neighborhood Enhancement Team (NET) offices, established in 1992, respond to general service complaints
from neighborhood residents and provide a base for each neighborhood's community policing operations.
Along with a designated City official who responds to general inquiries from citizens, a police officer is
assigned to each neighborhood office. This "Neighborhood Resource Officer" currently works one shift per day
in the neighborhood and is available by phone 24 hours per day for residents. A federal grant has been
approved which will add another officer to each NET office. The two officers will divide the neighborhood,
each working a single shift in their assigned area. The Strategic Plan includes the addition of two more
officers to each office so that a second shift can be added and a community police officer will be available to
citizens during the most critical waking hours of the day.
The plan calls for funding for Mobile Digital Terminals (MDTs) to be added to each NRO's vehicle. The
MDT is an on -board computer system that is currently used to provide quick response crime fighting
information. Networking these computers into a general NET communications system will allow officers to
help residents access social services and register their concerns with the local government officials responsible
for responding to them. Community police officers so equipped will be a strong resource bringing
neighborhood residents closer to their government.
Community -based Partners: City of Miami Neighborhood Enhancement Team, City of Miami Police
Department
EAST -WEST TRANSIT CORRIDOR
Strateev Implement Metrorail link to connect City neighborhoods and employment centers.
Overview The Fast -West Transit Corridor is a proposed new light rail line, 20 miles in length, which will
pass through the center of the City of Miami. Extending all the way from Florida International University and
the Turnpike Extension in the west, to Miami Beach in the east, the East-West Corridor project will have a
tremendous positive impact on region's economy and quality of life for residents. The new railway will tie into
existing Metrorail and Metromover lines at an Intermodal Center, creating an easily accessible, wide-ranging
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41g.,
rapid -transit system which directly connects residents of distressed neighborhoods with every one of the
County's major employment centers: the airport, the seaport, the medical complex, and the central business
district. It will also link the neighborhoods with the principal post -secondary educational institutions: the
Wolfson Campus of MDCC, F1U, and through other rail extensions, with MDCC North and South Dade
Campuses.
The Corridor project will constitute a major economic opportunity for residents. Of the $14 billion projected
budget, approximately $885 million will be spent directly in or immediately adjacent to the City. Nearly
50,000 jobs are expected to be created within this area, through the massive construction effort: and approxi-
mately 13,000 direct and indirect positions will be created by ongoing operations of the project after
completion.
Careful planning will ensure that this project is much more than "just transit". The rail alignment and station
locations are being assessed for their potential as catalysts of neighborhood business development and infill
j housing production; and local stations and terminal points are being examined for their capacities to create
symbolic and beautiful public places, suitable to the traditional role of civic infrastructure. The planning will
s
seek to identify locations for pedestrian -oriented, mixed -use, mid/high density development -such "transit-
i oriented development" will accelerate the rate at which needed ridership levels are achieved, augment the
supply of affordable housing linked to employment, and increase the long-term economic viability of the City
neighborhoods.
Community -based Partners: Metro -Dade Transit Agency
SUSTAINABLE COMMUNITY DEVELOPMENT
Overview. Sustainable community development has been defined as meeting the needs of the present without
compromising those of the future. The entire Strategic Plan is premised on this concept. Miami has chosen to
concentrate resources on long-term investments in human development, rather than on more immediately
visible "bricks and mortar" or public works employment programs. Both types of investments would meet
needs of the present - the need for economic opportunity - but only the long-term, individual development
approach is sustainable. The long-term investments outlined in this Plan will ultimately produce self-sufficient
individuals, increasing the number of citizens able to contribute to their community and the regional economy,
and decreasing the number dependent on the commonwealth.
The Strategic Plan follows the same principles of sustainability in its approach to the region's physical assets.
The Miami River, historic structures throughout the City, the water supply, the parks and recreational
facilities, the energy sources which fuel homes and places of work, and the cultural heritage of the region's
citizens - all of these are finite resources. Careful stewardship is required to ensure that they remain available
to meet the needs of the future, and are not lost in the rush to satisfy the pressing concerns of today.
There are five major areas of focus: Resource Conservation; Historic Preservation; Environmental Renewal;
and Parks and Recreation. All are elements in a strategy of protecting the common ground shared by the City's
diverse population. Regardless of the many ethnic and cultural differences among citizens buildings and
neighborhoods constitute a collective history, and natural resources are the basis for a common future.
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Demolition of historic structures and neighborhoods, environmental damage to the Miami River, excessive
--, consumption of water and fuel - each of these unsustainable practices destroys the fabric of community.
i
Sustainability can be achieved through long-term planning, appropriate regulation including market -driven
incentives, and the establishment of high-level offices with the authority necessary for implementation of plan
! elements. In the case of the already -damaged Miami River, immediate remedial investments are required, as
well.
Strategies: Increase historic preservation awareness in City neighborhoods and restore key structures
Take aggressive remedial action to restore the Miami River and assure adequate fresh water
supplies
y Plan all new construction and development with close attention energy conservation goals and
available incentives; engage in active energy management, retrofit, and conservation measures
Improve maintenance of park and recreational facilities and services through increased funding.
HISTORIC PRESERVATION
Strategy: Restore and maintain the landmarks of Miami's multi -cultural history by funding historic
preservation activities.
Overview: The preservation of historic structures throughout the City is crucial to maintaining Miami's multi-
cultural heritage and to education of future generations about the area's diverse history. Many architecturally
! significant buildings in distressed neighborhoods are important historical community structures and are in
need of renovation and preservation. Historic areas such as the Overtown Historic Folklife Village or Little
Havana's Tower Theater and Latin Quarter offer avenues for Miami's distressed communities to capitalize on
jthe economic benefits of increasing tourism by their unique multi -cultural community assets.
As both an education tool and a business enterprise, historic preservation helps to build community identity
and solidarity and offers neighborhood -based opportunities for employment. One partnership, between Dade
yCounty Public Schools and the Overtown Training Revitalization Empowerment Center, an affiliate of the
' Black Archives of South Florida, proposes to provide construction training to at -risk youth and young adults
through apprenticeships in construction trade. It will also employ high school and college interns who will
assist citizens with historic preservation information and registration.
Community -based partners: Black Archives Foundation of South Florida, City of Miami Historic
Preservation Office, Dade Heritage Trust
ENVIRONMENTAL RENEWAL
StratM: Clean-up of toxic sites within City neighborhoods and dredging to restore full navigability and
needed water purity of the River which wends through it.
Overview Within City neighborhoods there are hundreds of businesses using or generating hazardous
_J materials, hazardous wastes, or industrial wastes. Numerous departed businesses have also left a legacy of
contamination. In many cases, there is no owner or responsible party with adequate financial resources to
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clean up the sites, so lacking public sector investment, these hazards remain. Failure to clean up these sites
consigns City residents to a deteriorated environment, and threatens the integrity of the Biscayne Aquifer, the
source of drinking water for the citizens of South Florida.
The Miami River - a federally authorized navigation channel runs through the center of the City. On its
banks are homes and riverfront parks, but it is also Florida's eighth largest seaport, an important waterway
serving international commerce used primarily by smaller entrepreneurs. Since its construction in the 1930s, it
has never undergone maintenance. The River is polluted from 60 years of discharges and contaminated run-off
from marine, urban, and agricultural sources, and is now clogged with a five-foot high build-up of
contaminated sediment. The sediment accumulation constricts commercial shipping on the river traffic
channel, and adversely affects water quality in Biscayne Bay. Notwithstanding the River's status as a federal
navigation channel serving international commerce, current Army COE cost -sharing ratios would require
Metro -Dade to spend $88 million to a Federal match of $12 million - a financial impossibility.
Community -based Partners: Miami River Coordinating Committee
IMMIGRANT SERVICES
Overview. Miami has the highest percentage of foreign -born residents in the nation, nearly 35% greater than
Los Angeles and almost three times that of New York City. 60% of residents in the City of Miami are foreign
born. A large percentage of the diverse population of Miami -Cubans, Haitians, Nicaraguans and refugees
from all over the Caribbean Basin and Central America - is hampered by limited education and language
barriers and is not able to fully access economic opportunity.
For immigrant residents, this Strategic Plan will provide basic outreach and citizenship services, as well as
prevention and intervention measures for immigrant children. The first objective will be accomplished by
educating immigrant families on a broad scale about available services and by offering citizenship classes. The
latter objective is a "Back on Track" effort, targeting immigrant juvenile delinquents, gang members, and drug
abusers.
Since 1981, ASPIRA of Florida, a community -based Puerto Rican/Latino youth organization, has provided
substance abuse and juvenile delinquency prevention services to over 8,500 low-income "at -risk" Latino youth
(ages 8-19) in Dade County. On an annual basis, ASPIRA serves over 350 at -risk youth (school failures,
unmotivated, over -age, dropouts, gang members) who live in the City through ASPIRA leadership clubs based
in public schools and community -based outreach centers.
Strategies: Needs assessment for immigrant -serving organizations.
Access to citizenship classes and other social services.
Prevention and intervention efforts for immigrant youth.
Community -based Partners: ASPIRA of Florida, Hermandad Hispana Nacional.
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It'll
i ACTION PLAN
The City of Miami's FY 1995-96 Consolidated Plan which includes a FY 1995 Action Plan with funding
recommendations for the Community Development Block Grant (CDBG) $13,709,000, HOME Investment
Partnerships (HOME) $4,038,000, Emergency Shelter Grant (ESG) $494,000, and the Housing Opportunities for
Persons with Aids (HOPWA) $7,906,000 formula programs, authorizing the City Manager to submit a single grant
application for the four (4) formula programs to the U.S. Department of Housing and Urban Development (HUD).
In addition, staff has anticipated that $2,700,000 in program income will be received during the coming year in
terms of revenues from various ongoing housing, building demolition, and economic development revolving loan
funds funded with CDBG monies. As per HUD guidelines, program income generated by revolving loan funds
have to be recycled into the same activity. Miami Capital Development, Inc. and the City's Housing Rehabilitation
Loan Programs (Multifamily and Single Family) are the two revolving loan funds that recycle the program income
they generate every year.
This supplement to the City's grant amount brings the total CDBG funding to $16,409,000 approximately.
The FY 1995 CDBG Entitlement is $13,709,000. An advertisement requesting applications for CDBG funding for
1 FY 1995 was placed in the October 13, 1994 edition of "The Miami Herald". Similar advertisements were placed
in "The Miami Times" and in "Diario De Las Americas". The deadline for submitting applications was December
19, 1994. Funding requests (180) in response to these advertisements and community meetings in eight (8) low
income areas totaled over $43 million.
j
107
95- 179
HOUSING
Since 1978, a major portion of the City's annual CDBG allocation has been earmarked for the provision of low -
interest loans and direct grants to low and moderate income homeowners for the purpose of financing needed home
repairs. Loan repayments are rolled over into the program and used to provide additional loans and grants to the
City's low and moderate income homeowners.
In addition, the CDBG funded Multifamily Rehabilitation Loan Program provides rehabilitation financing for
needed repairs to rental housing projects located in the City's Community Development Target Areas, at interest
i rates and terms which would not require rent increase burdens to be passed on to the low income tenants.
The Department of Development and Housing Conservation applied for 21 st Year Community Development Block
Grant Program funding for the Single Family and Multifamily Rehabilitation Loan Programs at the level of
$1,500,000 and $2,000,000, respectively. Staff recommends an allocation of $750,000 for the Single Family
Rehabilitation Loan program and $1,500,00 for the Multifamily Rehabilitation Loan Program. The Citywide
Community Development Advisory Board recommended $2,250,000 in total for both City housing programs. This
request represents a decrease of $1,110,000 from the previous year's allocation of $3,360,00.
Currently, eleven (11) Community Development Corporations (CDC's) are receiving administrative funding
through the CDBG Program for undertaking housing related activities in the City. Eight (8) of the CDC's are
presently receiving administrative funding at a level of $50,000 each, which include the Allapattah Business
Development Authority, CODEC, Inc., East Little Havana CDC, Tacolcy Economic Development Corporation,
Florida Housing Cooperative, Inc., Little Haiti Housing Association, Coconut Grove Local Development
Corporation and Rafael Hernandez Housing and Economic Development Corporation. Greater Miami
Neighborhoods, Inc. and the Edgewater Economic Development Corporation were awarded $100,000 each, while
St. John Community Development Corporation was awarded $90,000.
Both the staff and the Advisory Board agreed on the recommendation to provide continued CDBG funding to ten
(10) of the twelve (12) community development corporations presently receiving administrative funding for
undertaking housing related activities in the City. Florida Housing Cooperative, Inc. and the Coconut Grove Local
Development Corporation were not recommended for funding by the Advisory Board.
The Advisory Board recommended CDBG funding to the following organizations as follows:
1.
Allapattah Business Development Authority
$ 67,000
2.
BAME Development Corporation of South Florida
$100,000
v j 3.
Carrefour Housing Corporation
$100,000
4.
CODEC, Inc.
$ 50,000
5.
Downtown Miami Community Development Coalition
$ 18,000
6.
Edgewater Economic Development Corporation
$ 75,000
7.
East Little Havana CDC
$ 50,000
8.
Greater Miami Neighborhoods, Inc.
$100,000
1 9.
Little Haiti Housing Association, Inc.
$ 80,000
10.
Habitat For Humanity and Acquisition -Little Haiti)
$100,000
108 95- 179
11. Rafael Hernandez Housing & Economic Development $ 50,000
12. St. John Community Development Corporation $ 50,000
13. Tacolcy Economic Development Corporation $ 50,000
14. Urban League of Greater Miami, Inc. $ 50,000
HOME INVESTMENT PARTNERSHIP PROGRAM (HOME PROGRAM)
The HOME Program is a federal housing block grant which affords state and local governments the flexibility to
fund a wide range of low-income housing activities through creative and unique housing partnerships among states
and localities, the private housing industry and not -for -profit community based organizations. Moreover, the
HOME .Program is targeted and designed to provide affordable housing opportunities to those most in need.
In February of 1995, the City of Miami was notified by U.S. HUD that the City would be eligible to receive
$4,038,000 in HOME Program funding for Fiscal Year 1995-96. As a result, the housing programs which are
being recommended for implementation with HOME Program funds are as follows;
HOME MULTWAMILY CONSTRUCTION PROGRAM
The HOME Multifamily New Construction Program is designed to provide financial assistance to Community
Development Corporations and for -profit developers in connection with the production of new rental housing
projects having 5 or more units through a loan, grant, or combination thereof, for all or part of the project cost.
The financing terms will allow the rents necessary to support the operations and debt service of the project to be
affordable to very -low and low-income tenants. Approximately $500,000 in HOME funds are being recommended
for the construction of new multifamily units in the City.
HOME MULTIFAMILY HOUSING REHABILITATION LOAN PROGRAM
The HOME Multifamily Housing Rehabilitation Loan Program is designed to provided owners of substandard
rental housing with deferred payment loans to finance the cost of rehabilitation. The deferred payment loan
financing vehicle would further allow the after rehabilitation rents to be maintained at levels affordable to low and
moderate income tenants. Approximately $500,000 in HOME funds are being recommended for the rehabilitation
of substandard multifamily housing located throughout the City.
HOME ASSISTED COMMUNITY HOUSING DEVELOPMENT
Organization Development Program
The HOME assisted Community Housing Development Organization (CHDO's) Development Program is designed
to provide financial assistance to assist, in part, in financing the production of new housing or
acquisition/rehabilitation of the City's existing housing stock, to be sponsored or owned by Community Housing
Developmental Organizations (CHDO's).
109 95- 179
CHDO's are special types of nonprofit housing developers that have emerged over the past decade to be among the
most active developer of low-income housing. The HOME Program attempt to promote and expand the capacity of
these nonprofit housing developers by mandating that a minimum of fifteen (15%) percent of each participating
jurisdiction's HOME allocation be set -aside for investment in housing owned, sponsored, or developed by CHDO's.
This program would allow the City to provide affordable housing opportunities to low and moderate income
households through the neighborhood stabilization efforts of such organizations as the East Little Havana CDC,
Tacolcy Economic Development Corporation, St. John CDC, Florida Housing Cooperative, Inc., Urban League of
Greater Miami and other community based housing corporations. Approximately $2,134,200 in HOME funds are
being recommended for this activity.
HOME ASSISTED FIRST-TIME HOMEBUYER'S FINANCING PROGRAM
The HOME assisted Homebuyer's Financing Program is designed to enable low and very low income first-time
homebuyers to purchase a newly constructed or existing home utilizing HOME funds would be provided in the
form of a permanent first or second mortgage financing to assist very low and low-income families in purchasing
affordable housing units developed under the City's Scattered Site Affordable Homeownership Development
Program or by CDCs/Developers. Approximately $500,000 in HOME funds are being recommended for this
activity.
HOME PROGRAM[ ADMINISTRATION
The U.S. Department of Housing and Urban Development allows up to ten percent (10%) of the City of Miami's
HOME Program allocation for administrative expenses which include general programmatic and financial
administration, planning, reporting and overall program compliance activities. Approximately $403,800 in HOME
Program funds are being recommended for this purpose.
HOUSING OPPORTUNITIES FOR PERSONS WITH AIRS (HOPWA) PROGRAM
In February of 1995, the City of Miami was officially notified by the U.S. Department of Housing and Urban
Development of the availability of $7,906,000 in HOPWA Program funding for FY' 1995-96. As a result, the City
of.Miami, acting through the Department of Development and Housing Conservation will be applying for the fiscal
year 1995 HOPWA Program funding on behalf of the cities of Hialeah, Miami, Miami Beach and Dade County. To
date, the City Administration has obtained input from the representatives of the three (3) aforementioned
jurisdictions, various Ryan White Comprehensive AIDS Resources Emergency funding recipients, local area AIDS
service providers and persons living with AIDS.
Based on the input and recommendations of the 1995 HOPWA Advisory Board and City staff, it is recommended
that the 1995 HOPWA Program allocation of $7,906,000 be allocated in the following eligible program activities:
110
95- 179
PUBLIC SERVICES
Support services which complement the physical and economic development thrust of the Community
Development Program are essential to assist residents and improve the quality of life in neighborhoods. The public
services programs recommended for funding are tailored to meet the needs of the particular neighborhoods and
include: meals, elderly services, child care, primary health care and special needs.
Federal regulations limit available C.D. funding for public services to a fifteen per cent (15%) cap of the total C.D,
grant. In accordance with the public services cap, a total of $2,056,350 is available to allocate for public services
in the 21st Year.
In the 21st Year, the administration recommends that the City Commission allocate the allowable 15% cap of its
C.D. allocation for public services. While the Citywide Advisory Board reached an impasse as to allocations of
public services monies to specific service providers during its deliberations, it was apparent that the Advisory
Board supported the administration's recommendation to allocate the maximum 15% to suppoil public service
programs.
The Board also alluded to the importance of lobbying federal legislators to either increase or eliminate the 15%
public services cap.
In the 20th Year, the City Commission allocated a total of $2,290,609. This amount included the maximum
available under the public services cap as well as an additional $238,459 from indirect costs from the grant.
In the 21st C.D. Year, staff received funding requests for public service projects in the amount of $9,087,852. The
original staff recommendation would have maintained existing programs at the 20th Year funding levels. To
accomplish this objective, it was recommended that several existing projects be transferred to alternative funding .
sources as follows:
1. Two (2) currently funded C. D. public service projects providing services to the homeless would be
transferred to the City's Emergency Shelter Grant (ESG). Under this scenario, Better Way would receive
$20,000 and the Miami Coalition for the Homeless $22,610 from the ESG.
2. Cure Aids Now would be transferred to HOPWA funding ($29,281) for its feeding program to persons
with AIDS.
3. Five (5) currently funded C. D. public service projects providing crime prevention related services would
be transferred to the Police Department's Law Enforcement Trust Fund. The Alternative Programs would
have been allocated $50,000, Aspira of Florida $45,000, the Centro Mater Teen Outreach Project
$20,000, the Haitian American Civic Association $76,000 and the Overtown Optimist Club $40,000. A
total of $231,000 would have been needed from the Law Enforcement Trust Fund.
However, the Chief of Police could not commit to funding the aforementioned crime prevention projects from the
Law Enforcement Trust Fund and the HOPWA Board did not include food programs for persons with AIDS among
113
95- 179
its funding priorities. Therefore, staff revised its original recommendation for the allocation of the allowable
$2,056,350 available for public services as follows:
1. Existing projects are recommended to be reduced across the board by 6.9%.
The aforementioned projects providing services to the homeless would be transferred to the City's
Emergency Shelter Grant (ESG) as outlined above (Better Ways recommended allocation is $20,000 and
the Miami Coalition for the Homeless recommended allocation is $22,610 from the ESG).
3, Despite the recommendation of the HOPWA Board, it is still recommended that Cure Aids Now be
maintained at its current level of funding ($29,281) with HOPWA funds for its feeding program to persons
with AIDS. In addition, it is recommended that the Center for Haitian Studies be allocated HOPWA funds
for the first time to operate a health screening project at a level of $92,556.
It should be noted that if other new projects are funded or allocations to existing projects are increased, then such
funding must be taken from existing public service agencies.
As previously mentioned, after lengthy debate, the Citywide Advisory Board reached an impasse during its
deliberations regarding the allocation of public services funds to specific service providers. At the beginning of the
discussion, eleven (11) Board members were present and each was given the opportunity to prioritize public
service projects. At the conclusion of this initial step, projects totalling $3,324,867 were identified. During the
next step of the process to reduce funding to the level of $2,056,350 available, intense and heated debate led to
frustrations within the Advisory Board, resulting in the eventual departure of four (4) members and reducing the
number of active Board members to seven (7). The downsized Board reached a consensus to reduce funding to
$2,652,867, still $596,517 above the 15% cap.
The remaining Board members then agreed to revisit each identified project and either accept the previously
proposed allocations or completely reject each proposal on an individual basis. The objective of this action was to
reduce the committed allocation for public services to an amount under the cap. As a result of this process, the
Advisory Board had committed only $1,102,568, leaving $953,782. After continued discussion without resolve,
another Board member left and the remaining six (6) members could not agree upon a formula to allocate the
remaining funds. An impasse was reached and the Advisory Board did not make a final recommendation.
It is the Administration's perception that the downsized Board resulting from the departure of a significant number
of 'its members was not representative of the public service interests of the community as a whole. Therefore, the
column for Board Recommendations under the Public Services attachment has been left blank. However, in
fairness to all projects under consideration for funding, it should be noted that the following five (5) new projects
received continued support throughout the entire process:
PS-22 Delphi Institute
PS-23 Dominican American National Foundation
PS-30 Grace Pre -School
PS-60 Regis House
PS-74 World of Children Day Care
114 95- 179
During the initial identification stage of the deliberations process, these other new projects also received Board
support:
PS-05 Ann Marie Adker Health Clinic
PS-12 Centre Communitaire D'Education
PS-13 Center for Haitian Studies
PS-20 Cultural Arts Advisory Council of Overtown
PS-26 Federation of Art and Culture in America
PS-29 Just a Good Samaritan
PS-43 Little Haiti Youth Development Center
PS-50 Miami Mega Special Olympics
PS-52 Model City Net
PS-56 Operation Save Eyes
PS-59 Overtown United Recreation Center
PS-61 Southern Christian Leadership Conference of Miami
PS-62 Shoot for the Stars
PS-63 SHARE
It should also be noted that the following currently funded projects received no Board support at any stage of the
deliberations:
PS-01 Action Community Center
PS-07 Association for the Development of the Exceptional
PS-27 First United Methodist Church
PS-32 HACAD
PS-37 Hispanic Coalition
PS-41 Lions Home for the Blind
PS-42 Little Haiti Housing Association
PS-45 Little Havana Activities and Nutrition Centers of Dade County - Pro Salud
PS-49 Miami Jewish Home and Hospital for the Aged
PS-68 Southwest Social Services
PS-73 Los Viejos Utiles (Useful Aged)
115 95- 179
EMERGENCY SHELTER GRANT
For the first time, the $494,000 available under the Emergency Shelter Grant (ESG) is also included in the
Consolidated Plan and funding from this source was considered by the Citywide Advisory Board. The emergency
shelter grant is based on the same formula used to award Community Development Block Grant Funds to eligible
jurisdictions.
The Citywide Advisory concurred with the following staff recommendation:
1. As previously discussed, currently funded C.D. projects providing services to the homeless were
transferred to the ESG. Under this recommendation, Better Ways allocation would be $20,000 and the
Miami Coalition for the Homeless allocation $22,610.
2. The New Life Family Shelter operated by the Christian Community Service Agency for homeless families
would be continued at a funding level of $100,000 and funding for City staff providing essential
services at the Beckham Hall Shelter for homeless males would be $80,000.
3. The City of Miami Homeless project operated by Ms. Livia Garcia would be funded at a level of $271,390.
It- should be noted that the aforementioned recommendation does not include funding to Metropolitan Dade County
for operating costs at the Beckham Hall Shelter. City support at this facility would be exclusively in the form of
City staff providing direct services at the facility.
PUBLIC IMPROVEMENTS
Staff is recommending funding of eight (8) projects totalling $2,080,000. This figure includes $1,150,000 in
CDBG monies recommended for improvements to facilities in low income neighborhood parks.
Staff also recommends allocating $70,000 for landscaping and street improvements in the West Grove area,
$100,000 for construction of a new daycare facility at the San Juan Daycare and Neighborhood Center, $85,000 for
the Greater Miami Services Corp. Inc., to involve 12 young adults (18-23) in community projects, $300,000 for the
Little Haiti Housing Association to carry out street improvements and beautification in the Edison/Little Haiti area;
$25,000 to the Downtown Development Authority for an environmental and public art improvement project;
$250,000 for the renovation of the Tower Theatre; and $100,000 for street improvements and landscaping along
Biscayne Boulevard in the Edison area.
The Board's recommendations for physical improvements projects concur with staffs recommendations except that
the Board recommends a reduced allocation of $100,000 for the Little Haiti Housing Association; and increased
allocation of $170,000 for Greater Miami Services Corp.; a reduced allocation of $1,000,000 for improvements of
neighborhood parks:
$10,000 for the Tower Theatre, and no funding for Biscayne Boulevard Street Improvements and Landscaping
in the Edison area. The Board is also recommending the following additional physical improvements projects:
116 95-- 179
$100,000 to Concerned African Women New Dimension for acquisition of a building for a youth intervention
and crime prevention program in Model City.
$100,000 to the Miami Mental Health Care for renovation of a building used for drug rehabilitation.
$100,000 to HOPE Center Inc. for extensive renovation of a building used for retarded clients.
$25,000 for Litter Containers to improve and beautify neighborhood streets.
$100,000 for Borinquen Health Care Center, Inc. for the acquisition of built-in fixtures for mamography test.
$100,000 to the Black Archives Foundation to continue restoration of the Lyric Theatre in Overtown.
$80,000 for Better Way of Miami to complete the renovation of a building used for a drug rehab program.
ECONOMIC DEVELOPMENT
City staff as well as the Board recommended that Miami Capital Development, Inc. (MCDI) receive a $250,000
allocation for administration of the Working Capital Revolving Loan Program, and $500,000 to continue funding
its Revolving Loan Fund.
In addition, $60,000 was also recommended to establish a new and limited revolving loan fund for businesses
requiring small working capital and fixed assets loans from between $500 to $5,000.
Staff recommends to fund the Commercial Facade Paint Program for $200,000 while the Board recommends
$250,000; $230,000 for Miami Neighborhood Jobs Development Program, $100,000 for Tacolcy Economic
Development Corporation, to assist in the construction of its Edison Marketplace project and set aside $713,750 for
an economic development reserve fund to fund the Community Based Organizations for the 1995-96 fiscal year,
based on incentives. However the Board did not recommend funding for the Coconut Grove LDC.
The major difference between staff and Board recommendations is that the Board supports funding of $125,207 to
the Better Way of Miami, Inc. for the start-up of a for -profit meal catering service and funding of the Haitian
Organizations of Women (HOW) in the amount of $166,893 for establishment of a revolving loan fund for small
Haitian business. The proposed project will unnecessarily duplicate services provided by MCDI. The financing
needs identified by H.O.W. can be met through the combination of MCDI's existing RLF fund and the new Micro -
enterprise Citywide RLF program. In addition, the Board also recommends $200,000 to Miami. Dade Community
College to set up a landscaping training program for Overtown residents.
Staff recommends funding for the Department of Development in the amount of $150,000 to manage the Southeast
Overtown/Parkwest project, and $202,100 for a new Code Compliance Assistance Program, to provide a financial
source from which businesses can draw, to bring buildings up to City code standards. Also, it is recommended that
$150,000 be allocated to the Latin Chamber of Commerce Hemispheric Congress and $50,000 for business
assistance to the Miami -Dade Chamber of Commerce.
117
95- 179
14x.
ADMINISTRATION
Staff recommends that the level for administration be maintained at 20% ($2,741,800) which is what HUVs
federal guidelines allows for general programmatic and financial administration, planning, reporting, compliance,
indirect costs and overall monitoring of the various HUD federal programs. This allocation also includes $50,000
in funding for HOPE (Housing Opportunities Project for Excellence), a non-profit agency which promotes fair
housing loans and investigates housing discrimination complaints. Both staff and Board agreed on funding this
program.
PROPOSED PROJECTS
The proposed projects by category, as well as the summaries are available under separate cover.
118 95- 179
APPENDICES
95- 179
AMPE "TIX B
95- 179
°7 FEDERAL ASSISTANCE
1. DAT71 SUeAHMO
AOOW..ant IQerMrtrar
1. n" Of Ol UMPOPk
!. DATE RECttYEO aY STAN
State Application WMtrtrer
Apphc4hon pmopricatron
(] Confuuctron ❑ 1Conftructttxt
4. DATE RECIDWO aY FEDERAL AGENCY
Federal Idettaw
❑ Nolt4onftructm ❑ Non-CWngnuton
S. APPIJCANT INF04MAYM
Leo Nana: — _
Orpaieratww Umt tt
f Miami •FLM
-Dept. of QevejgM=t j Housing Conse=MtjI
Address W" city, county, sulc and rip coder
N&TA Slid salaOttaa nWft r Of tNa Melon 10 be COntactad on aeatters nvoA
300 Biscayne Blvd. Way, Suite 401
tt,ts apput:atan Ile" aped code)
Miami, Florida 33131 (Dade County)
Herbert J. Bailey
Assistant City Manager
(305) 579-3336
e. EMPLOYER IOENTIFICAT100 NUMBER (EINIr
1. TM OF A►ftr—u is ww appmpmo tetue on bor) �
a State H kW#Mfld*M Scl+onl Dist.
W
e QKX" C State Controaed k4titutim of Higher Lew"
11ttXlrpal J. Wrlrate Urwwts+�T
a TYPE OF AVPLICATIOIr
D. Townsh* s 4t4wt Tnbe
(] New ❑ contmustm Q Rewtow
E. fntersta t • L kldi i"
F InWa wmal M Wont 0manuatan
M Revu M enter 800mottats Istter(s) in bWesl: ❑ ❑
q 60" Dwelt N. Ottm (Spectfo.
A ktaaase Award 6 Decrease Award C. ktcmm M"tion
0. bmesse Dutatm Ouw (specffy):
S. NAME OF FERIERAL AOENCY: r
U.S. Dept. of Housing & Urban Development
M FEW" 00MESTIC
11• OESCttt MM TTTT.E OF APPLICANTI ►ROJIM-
AATitS00ANW 1 4 . 2 3 9
City of Miami's Program De*.cription for
Tntl:
OM6 T-AjyWA4 - ARTOa�sNi? Ind r9Home
Program f>lrl,c7s.
% ARM AFTE-0E0 lY PROJECT (cities. Counties, suMs, eac.x
I
City of Miami, Florida.
I& noPOSEO PROJECT:
14. CONORESSIONAL c"TIMM OF:
Start We
En&V Date
a. Apokant : b Protect
Is. EST""= ruhv NO:
10. ts APPLICAMN SUBJECT TO RMEW BY STATZ EXECUTIVE ORDER 12312 POOCM?
a YES TH* PRF3►PPLICAT09APPLICATION WAS MADE AVALABLE TO THE
a Foftal
04, 038, 000 .00
STATE EXE0JTW ORDER t2»2 PROCESS FOR REVIEW ON
DATE
i
b No 0 PROGRAM 0 NOT COVERED BY E O 12372
[� OR PROGRALt HAS NOT BEEN SELECTED BY STATE FOR REVIEW I
IJ
b Aooiwt ',
t oo
c Su18
>l .00
d Luca)
E .00
e Other
1 .00
t Program Income
2 4,038,000 00
17, is THE APPLICANT OELINOUENT ON ANY FEDERAL DEB11 i
Yes tf 'Yes.' attach an erNnatwn ❑ No
I; TOTAL
S .DG
It. TO THE BEST OF MY KNOWLEDGE ANO BELIEF ALL DATA IN THIS APVLICATIONPREAPPLICATION ARE TRUE ANO CORRECT, THE DOCUMENT HAS DEEM DULY
AUTHORIZED BY THE GOVERNING BODY OF THE APPLICANT ANO THE APPLICANT WILL COMPLY WRH THE ATTACHED ASSURANCES IF THE ASSISTANCE IS AWAROEO
a Typed Name of AwIhonled Representative
0 Trt18
c Telephone number
Herbert J. Bailey
Assistant City ManageL
(305) 579_-3336 I
— �)
d Signature of AutNrleod Representative 179
e Oslo S•Gned
I
rev.0us tl�l�onc Vn� :i.inm _ _ . IanCaso
oern J?l wzy 1 "s.
p•p%cf, .0 IM OMU --j. L 1'31
PROPOSED USE OF HOME FUNDS
1. NEW CONSTRUCTION - MULTIFAMILY
The City of Miami is anticipating using $500,000 in HOME
funds for new construction of multifamily units located
throughout the City of Miami.
PROGRAM PURPOSE AND OBJECTIVES
The HOME Multifamily New Construction Program is designed to
provide financial assistance to developers in connection with the
production of new rental projects having 5 or more units through
a loan, grant, or combination thereof, for all or part of the
project cost. The financing terms will allow the rents necessary
to support the operations and debt service of the project to be
affordable to very low and low income tenants.
The program is funded through HOME Program funds provided to the
-City of Miami by the U.S. Department of Housing and Urban
Development. The City's Department of Development and Housing
Conservation, or its successor, is responsible for the
implementation of the Program. The Department will implement the
Program on a city-wide basis to accomplish the following
objectives:
1) Increase the supply of new rental units affordable to very
low and low income residents;
2) Provide standard affordable housing to low and very low
income residents;
3) To spur reinvestment of private capital in older residential
neighborhoods; and
4) To complement other public neighborhood revitalization
efforts.
MAJOR PROGRAM HIGHLIGHTS
Project Eligibility - 5 or more units or SRO (Single Room
Occupancy) units.
Program Availability - City wide
Equity - A minimum equity of 10% is required.
95- 179
-1-
HOME Subsidy Per.Unit - A minimum of $1,000 per HOME
assisted unit.
- A maximum of $64,552 per HOME
assisted unit, will be allowed
within the HOME Program maximum
subsidy limits established by
number of bedrooms.
Maximum Purchase Price/Appraised Value - The purchase
price or appraised value of a HOME assisted property to
be acquired by a low or lower' income household shall not
exceed the 203(b) mortgage limit for the area for the
type of housing being purchased (single family,
condominium, manufactured home, etc.).
Period of Affordability - a term of 20 years to coincide
with the term of the HOME mortgage. If FHA mortgage
insurance is used for a HOME project, the term of
affordability must be the length of the FHA insured
mortgage in excess of the HOME required 20 year term.
HOME Rents - At least 20% of the HOME assisted units in
each project shall have a maximum rent of
50% of median rent limit.
- No less than 80% of the HOME assisted units
may be rented at the lesser of the Fair
Market Rents established for Section 8
Program or the 65% of median rent limit
established by HUD for the HOME Program.
Occupancy Standards - 90% of all HOME funds will be used
to assist households having incomes no greater than 60%
of the area median income, adjusted for family size. The
remaining 10% of HOME funds may be used to assist
households having no more than 80% of the area median
income, adjusted for family size.
Code Compliance - All projects must meet the South
Florida Building Code, the Dade County Building Code, the
City of Miami Building Code, the Section 8 Housing
Quality Standards and the Model Energy Building Code or
HUD -accepted equivalent.
Financing Mechanism - A grant, a loan, an interest rate
buydown or any combination thereof.
Solicitation/Acceptance of Projects - Applications shall
be accepted during the advertised submission period.
Applications will be ranked and funds will be awarded on
a competitive basis.
95- 179
-2-
a
Application Fee - A non-refundable application
fee in the amount of $50 shall
be submitted with each
application.
Annual Inspection - Newly constructed building(s)
shall be subject to annual
w-, inspections to insure
compliance with minimum
housing codes. This
inspection will be initiated
one year after the date of the
certificate of occupancy and
will occur annually thereafter
for the duration of the
affordability period.
u•� Rent Regulatory Agreement - At the time of the loan/grant
closing, the owner will be required to execute this
Agreement stipulating the nature of the rent controls
which will be in effect for the affordability period to
be revised annually as per U.S. HUD.
Deed Restrictions - The mortgage deed executed at the
time of HOME loan/grant closing shall provide for the
following Program requirements and any subsequent
revisions thereto:
1) Applicability of maximum rents as
established by HUD pursuant to HOME
Program Regulations and those of the City
of Miami.
2) Applicability of maximum income limits for
tenant households as established by HUD
j pursuant to HOME Program Regulations and
those of the City of Miami.
3) Applicability of code inspections to
insure minimum' code compliance as
established by HUD pursuant to HOME
Program Regulations and those of the City
:l of Miami.
Waivers - The Director of the Department of Development
and Housing Conservation or -its successors, shall have
the authority to waive any locally enacted City of Miami
program requirements to further the purpose and
objectives of the City's Consolidated Plan.
95— 179
-3-
Use of Fees/Fines - The Department of Development and
Housing Conservation shall use any fees and/or fines
collected for future eligible HOME projects and will not
utilize such funds to recover administrative costs.
95- 179
-4-
2. RENTAL REHABILITATION
The City of Miami is anticipating using $500,000 in HOME
funds for the substantial rehabilitation of multifamily
units located throughout the City of Miami.
PROGRAM PURPOSE AND OBJECTIVES
The HOME Multifamily Housing Rehabilitation Loan Program
is designed to provide owners of substandard rental housing
with deferred payment loans to finance the cost of
rehabilitation. The deferred payment loan financing further
allows the after rehabilitation rents to be maintained at
levels affordable to low and moderate income residents.
The Program is funded through HOME Program funds
provided to the City of Miami by the U.S. Department of
Housing and Urban Development. The City Department of
Development and Housing Conservation is responsible for the
administration and implementation of the Program. The
Department will implement the Program on a Citywide basis to
accomplish the following objectives:
1. To conserve the existing housing stock and increase
the inventory of standard rental housing;
2. To provide standard affordable housing to low and
moderate income residents;
3. To spur reinvestment of private capital in older
residential neighborhoods, and;
4. To complement other public neighborhood re-
vitalization efforts.
MAJOR PROGRAM HIGHLIGHTS
Project Eligibility - 5 or more units OR SRO (Single
Room Occupancy) units which at time of application
do not meet code.
Program Availability - Citywide
95-- 179
-5-
Equity - a minimum equity of 10% required for any
project.
HOME Subsidy per Unit - for substantial rehabilitation
minimum of $25,001 up to a maximum of $40,000 per
unit will be allowed within the HOME Program maximum
subsidy limits established by number of bedrooms.
HOME Subsidy per Unit - for moderate rehabilitation a
minimum of $1,000 up to a maximum of $25,000 per
unit will be allowed within the HOME Program maximum "
subsidy limits established by number of bedrooms.
Period of Affordability - a HOME subsidy of less than
$15,000 per unit will have a five year period of
affordability per project, while a HOME subsidy of
$15,000 or more per unit will have a ten (10) year
period of affordability per project.
Financing Mechanism -
a) For projects with a HOME subsidy of less .than
$15,000 per unit:
A five (5) year Deferred Payment Loan with a
forgiveness clause whereby 20% of the total HOME
loan will be forgiven on an annual basis as long as
the project is in full compliance with HOME Program
requirements.
b) For projects with a HOME subsidy of $15,000 per
unit:
A ten (10) year Deferred Payment Loan with a
forgiveness clause whereby 10% of the total HOME
loan will be forgiven on an annual basis as long as
the project is in full compliance with HOME Program
requirements.
HOME Rents - as per HOME Program regulations, the lesser
of the FMR (Fair Market Rent) or the 65% and 50%
Rent Limit figures as provided by U.S. HUD.
HIGH RENT - 80% of the Home -assisted units in each
project shall have as the maximum rent the 65% Rent
Limit figure.
LOW RENT - 20% of the HOME -assisted units in each
project shall have as the maximum rent the 50% Rent
Limit figure.
i
95- 179
-6-
ix,r:.
Occupancy Standards - 90% of HOME funds shall assist
tenants with annual incomes at or below 60% of
median income. The remaining 10% of Program funds
will assist tenants whose incomes range from more
than 60% of the median income up to a maximum of 80%
of the median income.
! Code Compliance -'projects shall be subject to meeting
all local building, housing and zoning codes,
including the City's Property Rehabilitation «
Standards, the federal Section 8 Program Housing
Quality Standards and the Cost Effective Energy
Standards.
Solicitation/Acceptance of Projects - applications shall
be accepted during the advertised submission period.
Submitted applications will be processed in the
order in which they are received.
Rate of Return - a maximum 20% return on investment will
be allowed.
Application Fee - a non-refundable application fee in
the amount of $50 shall be submitted with each
application.
Rehabilitated structures shall be
subject to an annual reinspection to insure
_1 continuing compliance with minimum housing codes.
This inspection will be initiated one year after the
j date of completion of the rehabilitation work and
I will occur annually thereafter for the duration of
the loan term.
-J Rent Regulatory Agreement - at time of the loan closing
the property owners will be expected to execute this
! Agreement stipulating the nature of the rent
controls which will be in effect for the following
five (5) or ten (10) years depending upon the dollar
t amount of the HOME subsidy.
Deed Restrictions - the mortgage document executed at
time of loan closing shall provide for the following
Program requirements to be updated annually:
1. Applicability of maximum rents as
established by the HOME Program regulations
„w! and the City of Miami.
95- 179
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2. Applicability of maximum income limits for
tenant households as established by the
HOME Program regulations and the City of
Miami.
I
3. Applicability of code inspections to insure
minimum code compliance as established by
the HOME Program regulations and the City
of Miami.
i .
Project 'noncompliance with any of these three program
requirements i.e. - 'maximum HOME rents, maximum tenant
income limits and property code compliance shall result
in the application of the Remedies for Breach of Deed
Restrictions as stated below.
Remedies for Breach of Deed Restrictions - for project
noncompliance, the following sanctions will be
invoked:
FINES - a flat monthly fine for the entire
project in the amount of $50 per unit for each
unit not in program compliance up to a maximum
fine of $5,000 per month for each project, for -
each month the project is not in compliance. A
maximum of ninety (90) days will be allowed to
correct the noncompliance.
FORECLOSURE - after the 90 day "correction"
period, projects which have not yet been
brought into compliance will be subject to
foreclosure by the City.
Use of Fines/Fees - the Department of Development and
Housing Conservation shall use any fees and/or fines
collected for future eligible HOME projects and will
not utilize such funds to recover administrative
costs.
95- 179
..,.i 3. HOMEBUYERS' FINANCING PROGRAM
The HOME Assisted HomebuyersI Financing Program was designed
to enable low and very low income homebuyers to purchase a
newly constructed home utilizing HOME funding to consummate
the acquisition. The City of Miami is anticipating using
$500,000 in HOME funds for this program.
PROGRAM PURPOSE AND OBJECTIVES
The Program -is funded with HOME Program funds provided to
1 the City of, Miami by the U.S. Department of Housing and
Urban Development. The City's Department of Development and
Housing Conservation, or its successors, is responsible for
the implementation of the Program. The Department shall
implement the Program on a city-wide basis to accomplish the
following objectives.
1) Provide mortgage assistance for homebuyers purchasing a
{ newly constructed home;
"I 2) To spur reinvestment of private capital in older
residential neighborhoods; and
3) To complement other public neighborhood revitalization
efforts.
Type of Financing - The City of Miami will utilize the
HOME funds for the purpose of providing financing to
homebuyers through (a) interest bearing first mortgage
acquisition loans (b) interest bearing second mortgage
loans or •(c) a combination thereof; for the purchase of a
newly constructed home.
Eligible Properties - Any property that has been or will
be developed under the City of Miami Scattered Site
Affordable Homeownership Development Program. Also any
property developed by a City certified Community Housing
Development Organization (CHDO).
MAJOR PROGRAM HIGHLIGHTS
. Eligible Mortgagors
Applicants must be a homebuyer or household that has not
owned a home during the three (3) year period
95- 1'79
�A.v
immediately 'prior to purchase with HOME funds. The
purchaser's gross annual income must not exceed 80% of
median income for the area and must occupy the property as a
principal residence.
The prospective homebuyers must have a good credit history.
If a HOME second mortgage is provided to the homebuyer, the
homebuyer must be approved for a first mortgage from the
participating first mortgage lender. Proposed first
mortgage financing arrangements must be found acceptable to
the City. The City of Miami reserves the right to evaluate
and deny any mortgage financing terms not found acceptable
and/or beneficial to a participating homebuyer. Estimated
total first and second mortgage. payments including escrow,
should not exceed thirty (30%) percent of the homebuyers
monthly gross income, when determining affordability of the
unit. In the event a first mortgage is provided to a first
time homebuyer, the applicant/household must meet the
qualification guidelines as stated below. Mortgage
financing to the homebuyer is limited to "families" defined
as: single individuals or two or more persons related by
blood, marriage, or operation of law who occupy the 'same
unit.
. Income Limitations
The Program is designed to benefit both low and very low
income families. Current (low and very low) income limits
in Dade County are listed below. These limits shall be
adjusted automatically whenever the federal government
periodically redetermines the median income for Dade County.
Very Low
Family Income
Size Limits 50%
Low'Income
Limits
80%
1 $15,600
$25,000
2 17,850
28,550
3 20,050
32,100
4 22,300
35,700
5 24,100
38,550
6 25,850
41,400
7 27,650
44,250
8 29,450
47,100
. Home Subsidy Per Unit
The Program allows for a minimum
HOME assisted unit, and a maximum
below based on number of bedrooms.
-10-
allocation of $1,000 per
allocation, as outlined
95- 1'79
0
1
2
3
4 or more
HOME Amount
$32,612
37,384
45,458
58,807
64,552
. Maximum Purchase Price/Appraised value
The purchase price or appraised value of a HOME assisted
property to be acquired by a first-time homebuyer shall not
exceed the Federal Housing Authority (F.H.A.) 203(b)
mortgage limit for the area and for the type of housing
being purchased, (single family, condominium, manufactured
home, etc.). The current F.H.A. 203(b) limit for Dade
County is $104,500.
. Dorn Payment Equity
A minimum down payment of 2.5% will be required.
. First Mortgage Financing
The City of Miami may elect to provide the homebuyer with a
first mortgage to enable the purchase of the property. Said
first mortgage amount shall never exceed the lessor of the
maximum HOME Program permissible subsidy based on number of
bedrooms or 97.5% loan to purchase price or value whichever
is less. The loan shall have a maximum term of thirty (30)
years.
The interest rate charged on the first mortgage shall be
determined based on the household's income classification.
The interest rate provided must result in a monthly payment
that inclusive of taxes and insurance (PITI) will not exceed
30% of the household's monthly gross income. The City may
elect to provide the household with a non -interest bearing
loan, however this shall be the lowest amount of monthly
payment the City will allow on a first mortgage.
95- 179
-11-
Second Mortgage Financing
i
(A) MAXIMUM SECOND MORTGAGE AMOUNTS
Second mortgages are limited to the lesser amount of
the following:
1 1. 50% of the purchase price on a zero to one
1 bedroom unit.
60% of the purchase price on a two or three
bedroom unit.
j 65% of the purchase price on a four or more
bedroom unit.
OR
2. $32,612 for a zero bedroom unit.
$37,384 for a one bedroom unit.
$45,458 for a two bedroom unit.
$58,807 for a three bedroom unit.
$64,552 for a four or more bedroom unit.
(B) (FAMILY SIZE) - HOUSE SIZE FOR SECOND MORTGAGE PURPOSES
Second mortgages will be limited in accordance with the
amounts stipulated above, to the house size as would
normally be required by the family. The relationship
between family size and house size is as follows:
House Size Number of People
1 bedroom 1-2 persons
2 bedrooms 2-4 persons
3 bedrooms 3-6 persons
4 bedrooms 5-8 persons
(C) SECOND MORTGAGE INTEREST RATE - TERM - REPAYMFNT
Second mortgages made to very low-income families will
have an interest rate of 1%. ' Second mortgages made to
low-income families will have an interest rate of 3%;
both will have a maximum term of 30 years.
In no event shall principal and interest payments plus
F.1 escrow payments on the first and second mortgages
exceed 30% of the family's total gross monthly income.
These minimum payments, and any others requested herein
can be waived by the City of Miami for up to one year
in hardship situations.
95- 179
-12-
. Qualification Requirements
In determining the qualification of a household/applicant
for a HOME Program mortgage, the City utilizes the following
1 qualifying ratios 1) the housing expense to income ratio
and 2) the total debt to income ratio.
•..j The housing expense to income ratio, takes into
consideration the total monthly expense of the home being
purchased, which includes principal, interest (on first
and/or second mortgages), taxes, insurance, and condominium
association or homeowners association fees (if any) and
dividing the -total by the household's gross monthly income.
The result can not exceed thirty (30%) percent.
The total debt to income ratio consists of the addition of
the total housing expenses plus• all other monthly expenses
such as credit card payments, personal. loans, student loans,
and auto loans, alimony or child -support and any other fixed
monthly expenses that will take more than 12 months to pay
off. The total of these expenses is divided by the
household's total gross income. The result can not exceed
fifty (50%) percent.
. Affordability/Deed Restrictions
- Any home assisted with HOME money may be resold during
its period of affordability by its owner. The purchaser
does not need to qualify under any of the HOME
requirements or restrictions. However the amount of HOME
subsidy plus interest provided to the owner must be duly
repaid from the proceeds of the sale.
- Any residence purchased with HOME assistance must be the
principal residence of the purchaser during the period of
affordability.
i - Remedy for Breach of Deed Restriction - The unpaid
principal and any accrued interest shall, immediately
become due and payable to the City.
j - Financing Mechanism - HOME assistance shall be provided
J to the homebuyer in the form of an interest or non -
interest bearing acquisition loan, first or second
mortgages.
- Solicitation/Acceptance - Applications will be accepted
from potential first-time homebuyers during an advertised
submission period. Submitted applications will be
processed in the order in which they are received.
95- 179
-13-
„- Period of'Affordability - The period of time in which the
rules and regulations of the HOME Program are to remain
in effect.
New Construction 20 years
Existing Structure 15 years
- Type of Housing - Single family, duplex, triplex, four
plex, townhouse, twin home, condominium or cooperative
l share.
ry! The City of Miami will provide HOME assistance in the
form of an unforgivable loan, not to exceed the HOME
Program maximum subsidy allocation adjusted as per number
of bedrooms. The loan shall be fully repayable at a rate
determined by the City of Miami and at a maximum term of
thirty (30) years.
1
This loan shall be secured by a note and mortgage on the
property, which shall be recorded either in a first or
second lien position.
The homebuyer is required to reside in the property as
his/her principle residence during the entire term of the
loan.
The homebuyer may sell the property at any time and must
repay the City of Miami the entire amount of HOME subsidy
plus interest from the sales proceeds. Any proceeds
remaining after all mortgages especially the HOME subsidy
have been repaid, shall belong to the homebuyer (Seller).
The HOME proceeds repaid to 'the City of Miami will be
used by the City of Miami for other HOME Homebuyer
Assistance.
In the event that the proceeds from the sale are
insufficient to repay the outstanding HOME subsidy, the
City will recapture whatever proceeds are available after
the first mortgage from a private lender (if any) has
been repaid.
Waivers - The Director of the Department of Development
and Housing Conservation or its successors, shall have
the authority to waive any locally enacted City of Miami
Program requirements to further the purpose and
objectives of the City's Consolidated Plan.
95- 179
-14-
. Annual Income Recertification
Annual review and certification of family income may be
required under the Program. Copies of the Federal Income
Tax Returns' may be required for submission as part of this
review. If the family's income has increased so that their
monthly payments for principal, interest, taxes and
insurance has dropped below 30% of their gross income, then
the family will be required to begin payments on the second
mortgage to the extent that the total payment again equals
30% of the family income.
. Homebuyer Counseling
Through the Program, all homebuyers may be required to
undergo on -going homeowners counseling sessions with City
staff in an effort to curtail the possibility of foreclosure
and loss of homeownership status.
5. HOME ASSISTED COMMUNITY HOUSING DEVELOPMENT ORGANIZATION
DEVELOPMENT PROGRAM
The City of Miami is .anticipating using $2,134,200 in HOME
`1 funds to provide financial assistance to Community Housing
Development Organizations (CHDOs) to further stimulate
community -based low income housing development and
> neighborhood stabilization efforts.
PROGRAM PURPOSE AND OBJECTIVES
The Home Assisted Community Housing Development Organization
Development Program is designed to provide financial
assistance to assist, in part, in financing the production of
new housing to be sponsored or owned by Community Housing
Development Organizations (CHDOs). Financial assistance will
be provided in the form of project -specific technical
assistance and/or site control loans for early project
planning and development expenses, including but not limited
to: feasibility studies, consulting fees, cost of preliminary
financial applications, legal, architectural and engineering
fees, engagement of a development team, site control, and
title clearance. In addition, the Program will also make
available low interest project -specific seed money loans to
CHDOs to cover preconstruction costs, including but not
limited to firm financing commitments, zoning approvals,
engineering studies and legal fees. Seed money loans shall
be repayable to the participating jurisdiction (PJ). Through
the Program, CHDO sponsored housing projects will be advanced
flexible predevelopment loans and said loans shall be
forgivable if a project fails to come to fruition as a result
of circumstances reasonably beyond the control of the CHDO.
The Program is funded through Home Program funds provided to
the City of Miami by the U.S. Department of Housing and Urban
Development. The City's Department of Development and
Housing Conservation is responsible for the implementation of
the Program. The Department will implement the Program on a
city-wide basis to accomplish the following objectives:
1. To spur reinvestment of private capital in older
residential neighborhoods through the production of new
affordable housing units sponsored, or owned by Community
Housing Development Organizations (CHDOs).
2. To provide standard housing affordable to low and very
low income residents.
3. To complement other public neighborhood revitalization
efforts.
95- 179
-16-
r;y
MAJOR PROGRAM HIGHLIGHTS
CHDO Program Eligibility - the CHDO must meet all the
applicable requirements of the Home Program as listed
below:
. CHDO must be organized under State and/or local laws.
Must have a tax exempt ruling from the IRS under
Section 501(c) of the Internal Revenue Code of 1986.
No part of its earnings (profits) may benefit any
members, founders, contributors, or individuals.
Provision of decent housing that is affordable to low
and moderate income persons must be among the
purposes stated in the charter, articles of
incorporation, resolution or by-laws of the CHDO.
Appropriate organizational structure as required by
the Home Program.
j Program Availability - Citywide, provided the CHDO
• submits all documentation required to establish
itself as a CHDO as defined in the Home Program
regulations.
CHDO Checklist - the City will be utilizing this
checklist, as provided by U.S. HUD in CPD Notice 94-
02, as part of its process for certifying individual
organizations as CHDO's.
Project Eligibility - All housing projects specifically
to be undertaken or sponsored by CHDOs as defined by the
Home Program, in furtherance of the City's community
based low income housing development and neighborhood
'stabilization efforts.
Period of Affordability - A term of 20 years, for new
construction projects. If FHA mortgage insurance is used
for a HOME project, the term of affordability must be the
length of the FHA insured mortgage in excess of the HOME
required affordability term.
95- 179
-17-
l
HOME Rents - as per HOME Program regulations, the lesser
of the FMR (Fair Market Rent) or the 65% and 50% Rent
Limit figures as provided by U.S. HUD.
HIGH RENT - 80% of the Home -assisted units in
each project shall have as the maximum rent the
65% Rent Limit figure.
LOW RENT - 20% of the HOME -assisted units in each
project shall have as the maximum rent the 50%
Rent Limit figure.
Occupancy Standards - 90% of HOME funds shall assist
tenants with annual incomes at or below 60% of median
income. The remaining 10% of Program funds may assist
tenants whose incomes range from more than 60% of the
median income up to a maximum of 80% of the median
income.
Code Compliance - projects shall be subject to meeting
all local building, housing and zoning codes, including
the South Florida Building Code, the federal Section 6
Program Housing Quality Standards and the Cost Effective
Energy Standards.
Project Financial Assistance - financial assistance will
be provided by the City for the production of housing
projects to be sponsored by CHDOs through the provision
of project specific predevelopment loans, site control
loans, project specific seed money loans. Specific terms
of the loan(s) will be determined on a project by project
basis.
Solicitation/Acceptance of Project - applications will be
acceptable from CHDOs on a project specific basis during
the Home Program fiscal year. Submitted applications
will be 'processed in the order in which they are
received.
Annual Inspection - New construction projects shall be
subject to an annual reinspection to insure continuing
compliance with minimum housing codes. This inspection
will be initiated one year after the date of the
certificate of occupany and will occur annually
thereafter for the duration of the affordability period.
Rent Regulatory Agreement - at time of the loan closing
the property owners will be expected to execute this
Agreement stipulating the nature of the rent controls
which will be in effect for the duration of the required
affordability period.
95- 179
i
i
Deed Restrictions - the mortgage document executed at
time of loan closing shall provide for the following
Program requirements to be updated annually:
1. -Applicability of maximum rents as established
I by the HOME Program regulations and the City of
Miami.
2. Applicability of maximum income limits for
tenant households as established by the HOME
Program regulations and the City of Miami.
3. Applicability of code inspections to insure
minimum code compliance as established by the
HOME Program regulations and the City of Miami.
Waivers - The Director of the Department of Development
and Housing Conservation or its successors, shall have
the authority to waive any locally enacted City of Miami
program requirements to further the purpose and
objectives of the City's Consolidated Plan.
As of January 1, 1995, the following not -for -profit
organizations have been certified as City of Miami HOME
Program - Community Housing Development Organizations
(CHDOs).
East Little Havana Community Development Corp., Inc.
Florida Housing Cooperative, Corp.
Little Haiti Housing Association
Martin Luther King Economic Development, Corp.
Model Housing Cooperative; Inc.
South Pointe Family and Children Center, Inc.
St. John Community Development Corporation
Tacolcy Economic Development, Corp.
The Institute for Innovative Interventions, Inc.
Urban League of Greater Miami, Inc.
Wynwood Community Development, Corp.
HOME PROGRAM ADMINLST$AUMN
The City of Miami is anticipating using.$403,800 or 10% of its
1995 HOME Program allocationforadministrative expenses.
r
f
t
E
ji r t
1
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t
i
F
t
95— 1'79
s
1
f_A r
-20-
HOME PROGRAM MATCH REQUIREMENT
The City
of
Miami has
a 100% match reduction, based on fiscal
distress,
for
the 1995
HOME Program year.
95- 179
-21-
APPENDIX C
95-- 179
4W?•+'1
CITY OF MIAMI
AFFIRMATIVE MARKETING COMPONENT
HOME Program Descriptions
STATEMENT OF POLICY
In accordance with the Regulations of the HOME Program (Sec.
92.351) and in furtherance of the City of Miami commitment to
non-discrimination and equal opportunity in housing, the City of
Miami establishes procedures to affirmatively market HOME -
assisted housing containing 5 or more housing units. These
procedures are intended to further the objectives 'of Title VIII
of the Civil Rights Act of 1968 and Executive Order 11063.
The City of Miami believes that individuals of similar economic
levels in the same housing market area should have available to
them a like range of housing choices regardless of their race,
color, religion, sex, and national origin.
The City of Miami is committed to the goals of affirmative
marketing which will be implemented in our HOME Programs through
a specific set of steps that the City and participating owners
will follow. These goals will be reached through the following
procedures:
1. The City of Miami, in implementing the HOME Programs will
inform the public, participating owners and potential
tenants of the City's affirmative marketing policy and fair
housing laws in accordance with 24 CFR 92.351(b).
Specifically, the City will:
A. Include a statement of its affirmative marketing policy
and procedures in all media releases and reports about
the HOME programs to be published in three (3) local
newspapers:
(1) Miami Herald - general circulation;
(2) Miami Times - Black circulation
(3) Diario Las Americas - Hispanic circulation
B. Provide a copy of its affirmative marketing policy
statement and applicable fair housing laws description
to participating owners and potential tenants.
C. Include the Equal Housing Opportunity logo, slogan, or
statement in all newspaper and other media
announcements regarding the program, including any
advertisements appearing in the three (3) local
newspapers: the Miami Herald, Miami Times and Diario
Las Americas.
95- 179
-22-
2. Owners participating in the program will be required to
submit an affirmative marketing plan at time of application.
HUD Form 935.2 "Affirmative Fair Housing Marketing Plan" or
an equivalent type of.plan will be acceptable.
In addition, participating property owners will be required
to make information on the availability of units known by
initiating the following actions in the order they appear.
a) notifying the Dade County Department of Housing and
Urban Development (Miami's Public Housing Agency) and
requesting that staff inform applicants on its waiting
list about upcoming vacancies.
b) for any units) not leased within a 30 day period as a
result of action 2.(a); tenants may be selected from
the property owner's list which is compiled from the
following: their placement of advertisements in the
three (3) local newspapers - Miami Herald, Miami Times
and the Diario Las Americas and/or referrals made by
local community based organizations and the placement
of a "For Rent" sign displaying the Equal Housing
Opportunity logo at the front of the property.
In addition, each owner will be 'requested to display a fair
housing poster on the premises of each project.
It will be emphasized to owners that to the extent feasible
without holding units off the market, they make information
about upcoming vacancies known to the general public after
special outreach efforts are underway (see Procedure 3).
3. To comply with Affirmative Marketing procedures and
requirements for HOME -assisted housing containing 5 or more
housing units owners will be required'to include in their
Affirmative Marketing Plan special outreach efforts to
sectors of the community who are least* likely to apply for
the HOME -assisted units, namely Blacks, Haitians and
Hispanics. The City will provide owners with a list of
local neighborhood organizations' which will be able to
assist the property owner in reaching the aforementioned
populations. Owners will be asked to utilize the City -
provided list of organizations and/or contact any other
neighborhood outreach group with which they may be familiar.
It will be required for owners to begin their special
outreach activities immediately upon learning that a vacancy
will occur. Owners will request a 30 day notification from
tenants intending to move so that special outreach to
Blacks, Haitians, and Hispanics can begin before
notification*to the general public. While owners may not
always have early notice from tenants, the 30-day period
should be the norm.
95- 1'79
-23-
4. The City of Miami will insure that adequate records are
maintained to meet the racial, ethnic and gender
characteristic record -keeping requirements - concerning
tenancy before and after rehabilitation, and relocation data
for displaced persons. Records will also be kept of the
project's affirmative marketing plans.
In this regard, the City of Miami will require that property
owners keep records oai :
a) the racial, ethnic and gender characteristics of
tenants and applicants in the 90 days following
rehabilitation;
b) activities they undertake to inform the general renter
public, specifically:
copies of advertisements placed in the three (3)
local newspapers: Miami Herald, Miami Times and
the Diario Las Americas.
dates and names of the community based
organizations contacted by the owner as per the
City -provided Community Based Organizations List
or any other neighborhood associations contacted.
i
dates on which the owner contacted the Dade County
Department of Housing and Urban Development
i (Miami's Public Housing Agency).
S. The City of Miami will evaluate the owner's performance
against his/her affirmative marketing plan. Failure to
comply with the approved plan will result in restrictions on
program participation.
Specifically,- the City of Miami will take corrective action
if it is found that an owner failed to carry out the
procedures required or has failed to maintain the proper
records on tenants and applicants.
If there are - problems, ways to improve owners' efforts will
be discussed prior to taking corrective actions.
As an initial step, owners with vacancies will be required
to notify the Department of Development and Housing
Conservation immediately upon learning that a unit will
become vacant. Owners will be asked to provide this
information as close to 30 days prior to the upcoming
vacancy as possible. The Department of Development and
Housing Conservation staff will then be able to verify on a
"spot check" basis if these owners are following the
prescribed procedures.
95- 179
-24-
If an owner continues to fail to meet the affirmative
marketing requirements,' the City of Miami, after fair
warning and an opportunity to correct -identified
deficiencies, may disqualify 'an owner from further
participation in future HOME Programs administered by the
City.
Assessment activities will be carried out and a written
assessment of the affirmative marketing efforts will be
reported to HUD.
95- 179
-25-
APPENDIX D
95- 179
UTILIZATION OF MINORITY BUSINESS ENTERPRISES (MBE) AND
WOMEN BUSINESS ENTERPRISES (WBE)
Statement of policy and procedures to be followed by the City of
Miami for establishing and overseeing a minority and women's
business outreach program.
The City of Miami is committed to and shall make every effort to
encourage the use of minority and women's business enterprises in
connection with HOME -funded activities. Owners of private
property will be strongly encouraged to utilize the services of
Minority and/or Women owned real estate firms, construction
firms, appraisal firms, management firms, financial institutions,
etc. as per Section 92.350(a)(5) of the HOME Investment
Partnerships Program regulations.
The City of Miami shall encourage the use of minority and women's
business enterprises in connection with all HOME -funded
activities by establishing the following minority and women's
business outreach program procedures:
The following statement of policy shall be published in the,
area newspapers: Miami Herald, Diario de Las Americas and
the Miami Times.
Statement of Policy
In accordance with Section 281 of the HOME Investment
Partnership Act and 24 CFR 92.350 (a). (5), the City of Miami
encourages the use of minority and women's business
enterprises in connection with all HOME -funded activities.
This policy shall be carried out through the following
procedures:
I. The Minority/Women Business Outreach Program will be
implemented by the Department of Development and Housing
Conservation in conjunction with the Office of
Minority/Women Business Affairs.
2. A systematic method for identifying and maintaining an
inventory of certified minority and women's business
enterprises (MBES and WBES), their capabilities,
services and/or products has been established at the
Office of Minority/Women Business Affairs.
3. The local media will be used to market and promote
contract and business opportunities for MBES and WBES.
95- 179
-26-
4. Information and 'documentary materials (program
descriptions, informational materials, etc.) on
contract/subcontract opportunities for MBES- and WBES
will be developed..
5. Solicitation and procurement procedures that facilitate
opportunities for MBES and WBES to participate as
vendors and suppliers of goods and services will be
utilized.
6. Business opportunity -related meetings, seminars, etc.
with minority and women business organizations shall be
sponsored.
7. Centralized records with statistical data on the use and
participation of MBES and WBES as
contractors/subcontractors in all HUD -assisted program
contracting activities will be maintained.
APPENDIX E
95- 179
m
Table 2
Pric -Needs Summary Table
Priority Need Level.
ESTIMATED
ES71MAT'ED
PRIORITY HOUSING NEEDS
(households)
High, Medium, Low, No Such Need
UNITS
DOLLARS
TO
ADDRESS
0-30% t 31-50% 1 51-80%
Cost Burden > 30%
H s H M
16,046
1
Small
Cost Burden > 50%
H M L
8 227
1'
Substandard
H H H
2
Related
Overcrowded
H H
Cost Burden > 30%
M
5,915
1
Cost Burden > 50%
' L
2,669
1
Renter
Large
Related
Substandard
H : H H
Overcrowded
H
Cost Burden > 30%
M
12,083
1
Cost Burden > 50%
M M
7,272,
1
Elderly
-
Substandard
H H M
Overcrowded
Cost Burden> 30%
M
9,415
Cost Burden > 50%
H M L
5,357
-• 1
Owner
Substandard
H H M
2
Overcrowded
2
Priority Need Level
ESTIMATED
PRIORITY HOMELESS NEEDS
High, Medium, Low, No such need
DOLLARS
TO
ADDRESS
Assessment/Outreach
Families
YNvlduals
Persons wr Special Needs
Emergency Shelter
Families
k&djals
Persons w/ Special Needs
Transitional Housing
Families
hdividuals
Persons w/ Special Needs
Permanent Supportive Housing
Families
lndividuals
Persons w/ Special Needs
Permanent Housing Families lndividuals Persons w/ Special Needs
Priority Need Level
High, Medium, Low, No Such Need
ESTIMATED
UNITS
ESTIMATED
DOLLARS
TO
ADDRESS
1. Figure
depends on
method used
to address
problem.
2. Informatioi
is not
availAble
by this
category
breakdown.
9
APPENDIX F
95- 179
f
TABLIE 3
U.S. Department of Housing and Urban Development
LIST OF PROPOSED PROJECTS
Local
Project
Project Title and Description
Eligibility/
Activity
Funding
Proposed
Location
Proposed
Su recipient
Project
ID
Nat'l
Code
Sources
Amount
Accomplishments
Code
Objective
Citation
Activity Name: HOME
CBDG
0
Citywide
Provide
Yes
ASSISTED COMMUNITY
affordable
HOME
$2,134,200
DEVELOPMENT
housing units to
ESG
0
ORGANIZATION
40-50 households
HOPWA
0
PROGRAM
CPD TOTAL
0
PHA TOTAL
0
Activity Title:
Assisted housing
0
TOTAL FUNDING
$2,134,200
This Program is designed to
Prior Year Money?
Yes or No No
provide financial assistance to
assist, in part, in financing
the production of new Housing
units or
acquisition/rehabilitation of
the City's existing housing
stock, to be sponsored or
i.a
owned by Community
�i
Housing Development
C�
Organizations. (CHDO's)
TABLE 3
U.S. Department of Housing and Urban Development
LIST OF PROPOSED PROJECTS
Local
Project
Project Title and Description
Eligibility/
Activity
Funding
Proposed
Location
Proposed
Subrecipient
Project
ID
Nat'l
Code
Sources
Amount
Accomplishments
Code
Objective
Citation
Activity Name: HOME
CBDG
0
Citywide
Create home-
No
HOME
$500,000
ASSISTED HOME-
ownership
BUYER'S FINANCING
opportunites for
ESG
0
PROGRAM
10 households
HOPWA
0
CPD TOTAL
0
Activity Title:
PHA TOTAL
0
Assisted housing
0
This Program is designed to
enable very low and low
TOTAL FUNDING
$500,000
Prior Year Money?
Yes or No No
income homebuyers to pur-
chase a newly constructed or
existing home utilizing
HOME Program funds
1
provided in the form of a
permanent first or second
mortgage loan.
Implementing Agency
City's Department of
Development & Housing
Conservation
r
M
�.,,.w„„1 •_._.__ ... _-_--._.• _.__..._. ..._.......,�, ..,..,..:.,,.,�-,�:�,,:,�...y :.s. ;�...-� ,-= : n� : -a+.�, y-:;::�_.�a.��� x .,,..�. � �:a ,..,> ,. ,...n � s.. s.vr;k r ....... i `.:n;M':�il .,
TABLE 3
U.S. Department of housing and Urban Development
LIST OF PROPOSED PROJECTS
Local
Project
Project Title and Description
Eligibility/
Activity
Funding
Proposed
Location
Proposed
Subrecipient
Project
ID
Nat'l
Code
Sources
Amount
Accomplishments
Code
Objective
Citation
Activity Name HOME
CBDG
HOME
ASSISTED HOMEBUYER'S
FINANCING PROGRAM
ESG
HOPWA
Activity Title:
CPD TOTAL
PHA TOTAL
The HOME Program funds
Assisted housing
allocated will be used by very
TOTAL FUNDING
low and low income home-
buyers purchasing homes
developed by the City under
its Scattered Site Affordable
Homeownership Development
Prior Year Money?
Yes or No
Program or by a CDCJCHDO
developer.
�.I
TABLE 3
U.S. Department of Housing and Urban Development
LIST OF PROPOSED PROJECTS
Local
Project
Project Title and Description
Eligibility/
Activity
Funding
Proposed
Location
Proposed
Subrecipient
Project
1D
Nat'l
Code
Sources
Amount
Accomplishments
Code
Objective
Citation
Activity Name: HOME
CDDG
0
Citywide
Provide
No
MULTIFAMILY NEW
affordable
HOME
$500,000
CONSTRUCTION
housing units to
Bsa
0
HOPWA
0
PROGRAM
10-25 households
CPD TOTAL
0
Activity Title:
PHA TOTAL
0
This program provides
Assisted housing
0
financial assistance to comm-
TOTAL FUNDING
$500,000
unity development
corporations (CDC's) or for-
Prior Year Money?
Yes or No No
profit developers in
connection with the
development of new rental
CO
housing projects consisting of
CR
5 or more units through a
1
loan, grant or combination of
both.
Implementine- Agency
City's Department of
Development and Housing
Conservation
W
TABLE 3
U.S. Department of Mousing and Urban Development
LIST OF PROPOSED PROJECTS
Local
Project
Project
ID
Project Title and Description
Eligibility/
Nat'l
Activity
Code
Funding
Sources
Proposed
Amount
Location
Proposed
Accomplishments
Subrecipient
Code
Objective
Citation
Activity Name: MULTI-
CBDG
0
Citywide
Rehabilitation of
No
FAMILY MOUSING
HOME
$500,000
approximately 35
ESG
0
REHABILITATION
rental units for
PROGRAM
very low income
HOPWA
0
CPD TOTAL
0
households.
Activity Title:
PHA TOTAL
0
This program provides
Amisted housing
0
developers/owners with a
TOTAL FUNDING
$500,000
deferred payment loan for the
Prior Year Money?
rehabilitation of 5 or more.
Yes or No No
C1T
unit rental properties. Every
l
home assisted unit shall be
subject to rent controls as
stipulated in 24 CFR 92.252.
Additionally, the rental units
are subject to annual re-
certification of tenants'
ter
TABLE 3
U.S. Department of Housing and Urban Development
LIST OF PROPOSED PROJECTS
Local
Project
Code
Project
ID
Project Title and Description
Eligibility/
Nat'l
Objective
Activity
Code
Funding
Sources
Proposed
Amount
Location
Proposed
Accomplishments
Subrecipient
Citation
Activity Name:
CBDG
(continued)
HOME
ESG
Activity Title:
HOPWA
income, annual reviews
CPD TOTAL
of rent, and on site inspections
PHA TOTAL
for code compliance, The
Assisted housing
affordability term is 5 to 10
TOTAL FUNDING
years depending upon level of
Prior Year Money?
HOME assistance. Loan can
Yes or No
be "forgiven" in fixed
intervals provided that the
I
project remains in full
compliance with program
regulations.
lmplemenf'ng Apgncv
City's Department of
Development & Housing
Conservation
9
0
TABLE 3
U.S. Department of Housing and Urban Development
LIST OF PROPOSED PROJECTS
Project Title and Description
Eligibility/
Nat'l
Objective
Citation
Activity
Code
Funding
Sources
Proposed
Amount
Location
Proposed
Accomplishments
Subrecipient
Local
Project
Code
Project
ID
Activity Name: HOME
PROGRAM
ADMINISTRATION
Activity Title:
This activity provides
funding to cover the cost of
administering the HOME
Program in the City of Miami.
CBDG
0
Citywide
Implementation of
HOME Program.
No
HOME
$403,800
ESG
0
HOPWA
0
CPD TOTAL
0
PHA TOTAL
0
Assi61ed h01""g
0
TOTAL FUNDING
$403,800
Prior Year Money?
Yes or No No
L&,
TABLE 3
U.S. Department of Housing and Urban Development
LIST OF PROPOSED PROJECTS
Local
Project
Project Title and Description
Eligibility/
Activity
Funding
Proposed
Location
Proposed
Subrecipient
Project
ID
Nat'l
Code
Sources
Amount
Accomplishments
Code
Objective
Citation
Activity Name: MULTI-
CBDG
$1,500,000
City's 8
Rehabilitation of
No
FAMILY HOUSING
target
100 rental units
HOME
0
REHABILITATION
ESG
0
areas-
for lower income
PROGRAM
Allapattah,
households.
HOPWA
0
Coconut
CPD TOTAL
0
Activity Title:
Grove,
PHA TOTAL
0
Continuation of the City's
Downtown,
Assisted housing
0
Multifamily rehabilitation
Edison/
TOTAL FUNDING
$1,500,000
program provides low interest
loans for the renovation of 5
Little River,
Little
Prior Year Money?
Yes or No Yes
or more unit rental properties.
Havana, Model
A portion of the rehab
City, Overtown,
financing must be provided by
and Wynwood.
the investor -owner.
Implementing Agency
City's Dep. Of Development
& Housing Conservation
I
I
TABLE 3
U.S. Department of Housing and Urban Development
LIST OF PROPOSED PROJECTS
Project
ID
Project Title and Description
Eligibility/
Nat'l
Objective
Activity
Code
Funding
Sources
Proposed
Amount
Location
Proposed
Accomplishments
Subrecipient
Local
Project
Code
Citation
Activity Name: SINGLE
CBDG
$750,000
Citywide
Rehabilitation of
No
HOME
0
FAMILY HOUSING
38 houses.
ESG
0
REHABILITATION
HOPWA
0
PROGRAM
CPD TOTAL
0
Activity Title:
PHA TOTAL
0
Assisted housing
0
Continuation of the City's
TOTAL FUNDING
$750,000
Single Family Rehabilitation
Prior Year Money?
Yes or No Yes
Program. Repair of 1 to 4 unit
residences through the
provision of low interest loans
& grants to very low and low
income households.
CC
IIppIgmenting Agency
City's Dept. Of Development
& Housing Conservation
g
TABLE 3
U.S. Department of Housing and Urban Development
LIST OF PROPOSED PROJECTS
Local
Project
Project Title and Description
Eligibility/
Activity
Funding
Proposed
Location
Proposed
Subrecipient
Project
ID
Nat'l
Code
Sources
Amount
Accomplishments
Code
Objective
Citation
Activity Name: COMM-
CBDG
$940,000
Citywide
Provide
Yes
UNITY DEVELOPMENT
affordable
HOME
0
CORPORATION
housing
ESG
0
(CDC's) PROJECT
opportunities to
HOPWA
0
CPD TOTAL
0
75-100 very low,
PHA. TOTAL
0
Activity Title:
low and moderate
This activity provides both
income families/
Assisted housing
0
administrative and project
individuals.
TOTALFUNDING$940,000
�A
related funding to housing
community development
Prior. Year Money?
Yes or No No
corporations for undertaking
l
housing related activities in
the City's eight Community
Development target areas.
GO
rl
TAJBLE 3
U.S Department of Housing and Urban Development
LIST •OF PROPOSED PROJECTS
Local
Project
Code
Project
ID
Project Title and Description,
�``
Eligibility/
Nat'l
Objective;
Activii
" Code,
Funding
Sources
Proposed
Amount
Location
Proposed
Accomplishments
Subrecipient
Citation
Activity Name: RESOURCE
IDENTIFICATION AND
CBDG
0
County-
wide
Completion of
AIDS/111V
Yes
HOME
0
DEVELOPMENT/
ESO
0
housing needs
HOPWA
$150,000
PLANNING AND
assessment.
CPD TOTAL
•'Q
COORDINATION
PHA TOTAL
0
Activity Title:
Assisted housing
Q
TOTAL SING
$150,000
This activity provides funding
Prior Year Money?
Yes or No No
to develop the capacity and
identify local housing and
housing related needs of the
HIV/AIDS population in
Dade County. This project
does not provide any direct
services to person with
HIV/AIDS.
TABLE-3
U.�► lbepartment of Housing and Urban Development
LIST OF PROPOSED PROJECTS
.—✓ _ tiro ,
Local
Project
Project
ID
Project Title and Descriptio
Eligibility/
Nat'l
.Activity
Code,,
Funding
Sources
Proposed
Amount
Location
Proposed
Accomplishments
Subrecipie
nt
Code
Objective
Citation
Activity Name: PERM-
CBDG
0
County-
Provide permanent
Yes
HOME
0
ANENT HOUSING
wide
housing for HIV/
PROJECT
AIDS households.
FSG
0
HOPWA
$1,97.6,500
Activity Title:
CPD TOTAL
0
PHA TOTAL
0
This activity will provide
Assistod housing
0
funding for the construction,
TOTALFUNDINO
$1,976,500
acquisition, rehabilitation
Prior Year Money?
Yes or No No
and operation of a multifamily
structure(s) to be occupied
by persons with HIV/AIDS.
CD
r
TABLE 3
U. .Department of Housing and Urban Development
LIST OF PROPOSED PROJECTS
Local
Project
Project
ID
Project Title and Description
�``
Eligibility/
Nat'l
Activity
",Coda
Funding
Sources
Proposed
Amount
Location
Proposed
Accomplishments
Subrecipient
Code
Objective;
Citation
Activity Name: LONG
CBDG
0
County-
Provide assistance
Yes
TERM RENTAL
wide
to 300 eligible
HOW
0
SSG
0
ASSISTANCE PROJECT
HIV/AIDS
households.
HOPwA
$3,162,400
Activity Title:
CPD TOTAL
0
Continued implementation of
PHA TOTAL
0
the HOPWA Program, This
AWacfd neusins
0
activity will provide rent
TOTAL FUNDING
, $3,162,400
subsidies to eligible
Prior Year Money?
households•with HIV/AIDS
Yes or No No
CSi
for a period of 52 weeks to
ti
1
cover rent payments.
� t
'ABLE 3
U.S.-Departmegt of Housing and Urban- Development
LIST. ®F PROPOSED PROJECTS
Local
Project
Project Title and Description
Eligibility/
Activity
Funding
Proposed
Location
Proposed
Subrecipient
Project
ID
Nat'l
Code
Sources
.Amount
Accomplishments
Code
Objective
t
Citation
Activity Name: SHORT
CBDG
0
County-
Provide assistance
Yes
TERM MORTGAGE/
wide
to 1,500 eligible
HOME
0
RENTAL ASSISTANCE
households.
ESG
0
PROJECT
HOPWA
$790,060
CPD TOTAL
•' 0
Activity Title:
PHA TOTAL
0
Continued implementation
Amsted housing
0
of the HOPWA Program. This
TOTAL Fu ING
$790,060
Prior Year Money?
Yes or No No
activity will provide funding
for short term emergency
"
f,
�
housing assistance for persons
with HIV/AIDS to cover rent
e or mortgage payments.
8P
N
N,
TABLE 3
U.S. department of Housing and Urban Development
LIST OF PROPOSED PROJECTS
Local
Project
Code
Project
ID
Project Title and Description
Eligibility/
Nat'l
Objective
Citation
Activity
Code
Funding
Sources
Proposed
Amount
Location
Proposed
Accomplishments
Subrecipient
Activity Name: EMERG-
ENCY HOUSING
ASSISTANCE PROJECT
CBDG
0
County-
wide
Provide assistance
to 1,500-1,750
persons/
Yes
HOME
0
ESO
0
HOPWA
$874,320
households.
Activity Title:
This activity will provide
funding for addressing
emergency housing or shelter
needs up to 30 days for single
parent families with children
and single women with
HIV/AIDS.
CPD TOTAL
Q
PHA TOTAL
0
Assistfd housing
0
TOTAL FUNDING
$974,320
Prior Year Money?
Yes or No No
�-
F-a
TABLE 3
U. Department of Housing and Urban ]Development
LIST•OF.PROPOSED PROJECTS
Local
Project
Code
Project
ID
Project Title and Description
'
Eligibility/
Nat'l
Objective
Citation
Activity
"' Code
Funding •
Sources
Proposed
Amount
Location
Proposed
Accomplishments
Subrecipient
Activity Name: HOUSING
INFORMATION &
REFERRAL SERVICES
CBDG
0
County-
wide
Establish/maintain
an inventory or
listing of
Yes
HOME
0
ESG
0
HOPWA
$130,000
affordable
1
Activity Title:
This activity is designed to
provide funding to cover the
cost of assisting HIV/AIDS
clients/households in locating
affordable, decent and
sanitary
housing in Dade County. This
project will alsp establish and
housing units in
Dade County for
HIVlAIDS
persons/
households.
CPD TOTAL
0
PHA TOTAL
0
Assisted dooming
0
TOTAL FUNDING
$130,000
Pnor Year Money?
Yes or No No
i
h'
maintain an affordable
housing inventory (bank).
Q
! TABLE 3
U. bepartment of Housing and Urban Development
LIST -OF PROPOSED PROJECTS
Local
Project
Code
Project
ID
Project Title and DescriptiRn
Eligibility/
Nat'l
Objective
Citation
,Activity
Code
'-'
Funding
Sources
Proposed
Amount
Location
Proposed
Accomplishments
Subrecipient
Activity Name: SPECUL
NEEDS GRANT PROJECT
CBDO
0
County-
wide
Assist 250-300
persons/
households with
Yes
HOME
0 s
ESG
0
Activity Title:
HIV/AIDS.
HOPWA
$90,000
CPD TOTAL
0
This activity provides funds to
cover the cost of non-
PHA TOTAL.
p
Assistpd housing
0
recurring needs such as shoes,
eye glasses, stoves,
refrigerators, etc. for
persons/households with
HIV/AIDS.
TOTAL FUNDING
$90,000
Prior Year Money?
Yes or No No
`
�I
14 1
�y by
/ TABLE 3
U. . H4ppartment of Housing and Urban Development
LIST OF PROPOSED PROJECTS
�J
Local
Project
Project
ID
Project Title and Description
�``
Eligibility/
Nat'l
Activity
" Code
Funding
Sources
Proposed
Amount
Location
Proposed
Accomplishments
Subrecipient
Code
Objective
Citation
Activity Name: FAIR
CBDG
0
County-
Educating and
Yes
HOME
0
HOUSING COUNSELING
wide
providing legal
PROJECT
representation
ESG
0
to HIV/AIDS
HOPWA
$40,060
Activity Title:
individuals
CPD TOTAL
' 0
PHA TOTAL
0
This activity provides funding
to provide legal representation
AssisW housing
0
in eviction and housing
TOTAL FUNDING
$40,000
CD
discrimination proceedings
and to educate persons with
HIV/AIDS regarding their
Prior Year Money?
Yes or No No.
I
housing rights under various
laws.
,
W
'.ABLE 3
U.S.,Departmept of Housing and Urban Development
MST OF PROPOSED PROJECTS
Local
Project
Project Title and Description
Eligibility/
Activity
Funding
Proposed
Location
Proposed
Subrecipient
Project
ID
Nat'l
Codd
Sources
Amount
Accomplishments
Code
Objective
Citation
Activity Name: UTILITIES
CBDG
0
County-
Provide assistance
Yes
HOME
0
ASSISTANCE PROJECT
wide
to up to 800
HIV/AIDS
ESG
0
Activity Title:
households.
HOPWA
$425,000
CPD TOTAL
•� 0
This activity provides
PHA TOTAL
0
financial assistance to persons
Assisted housing
0
with HIV/AIDS to cover the
cost of initial installation/
TOTAL FUNDING
$425,000
Cs�
reconnection fees, arreages to
prevent the disconnection of
Prior Year Money?
Yes or No No
1
electricity, water, sewer, local
basis telephone services.
W
C,O
Maximum assistance is
$100/mo, $500 per client per
52 week period.
i
T'A►BL' E 3
U.SS Departmegt of Housing and Urban Development
LIST -OF PROPOSED PROJECTS
Local
Project
Project
ID
Project Title and Description
' `
Eligibility/
Nat'l '
Activity+
°' ,Coda
Funding
Sources
Proposed
Amount
Location
Proposed
Accomplishments
Subrecipient
Code
Objective
' �?
Citation
Activity Name: HOPWA
CBDG
0
County-
Adminstration
No
PROGRAM
wide
of the program.
HOME
0
EsG
0
ADMINISTRATION
HOPWA
$237,180
Activity Title:
CPD TOTAL
0
This activity (amount) serves
.
PHA TOTAL
0
to defray the cost of
Assisted housing
0
implementing the Housing
TOTAL FUNDING
$237,180
Opportunities for Persons
Prior Year Money?
With AIDS Program, county-
Yes or No No
wide.
(Program delivery cost).
APPENDIX G
The list below reflects additional community -based partners who have, and will no doubt continue to, contribute to
the development and implementation of the City of Miami's Strategic Plan.
• The Allapattah Business Development Authority (ABDA)
The Allapattah Business Development Authority (ABDA) was founded in 1983 with the purpose of expanding
opportunities for low-income persons by providing them with entrepreneurial skills and business resources.
Serving the Allapattah community, ABDA develops affordable housing and commercial projects as well as
providing technical assistance for business set-up and expansion. ABDA serves as an ombudsman between area
businesses, public agencies and local government and neighborhood residents, seeking to promote cooperation and
coordination.
• The Beacon Council
A joint public/private partnership between Dade County Metropolitan Government and the local private sector, the
Beacon Council is responsible for coordinating many of the economic activities within Dade County. Additionally,
the Beacon Council is charged with encouraging investment and business location within Dade County, as well as
overseeing the revitalization efforts within South Dade following Hurricane Andrew's devastation in August 1992.
• Black Business Association
Founded in 1919 to create sustainable opportunities for minority business owners throughout Dade County, the
Black Business Association provides technical assistance for business set-up and expansion as well as bid and
procurement information.
• Camara De Comercio Latina De Los Estados Unidos (Latin Chamber of Commerce of U.S.A.)
Founded in 1965, the Latin Chamber of Commerce serves the Little Havana area and includes 1,600 members.
Offering entrepreneurial assistance to local businesses for purposes of expansion and set-up, the Chamber has
significantly contributed to the development and revitalization of Little Havana.
• Christian Community Service Agency
An affiliate agency of the United Way, the Dade County Department of Human Resources and the United
Protestant Appeal, the Christian Community Service Agency was founded by the Evangelical Lutheran Church in
America with the purpose of establishing a broad working partnership between area churches and community
organizations. Since 1968, the Agency has provided job placement, incentive casework and emergency assistance
services as well as sponsoring community health and nutrition workshops, youth programs and a food bank
program.
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• Christian Haitian American Community Services, Inc.
Founded in 1992 with the purpose of providing social services to the needy communities of South Florida, the
Christian Haitian American Community Services, Inc. offers numerous programs and services, including job
placement, educational opportunities, family services and psycho -social counseling.
• Family Christian Association of America, Inc.
The Family Christian Association of America, Inc. is a non-profit community organization based in the Liberty
City area with services provided throughout Dade County. The agency supports comprehensive approaches that
coordinate with existing criminal justice activities. The agency provides positive interaction programs through
Teen Leadership Development and Sports Clubs, providing teens and their families with outlets for positive growth
and development.
• Greater Biscayne Boulevard Chamber of Commerce
Serving Miami's "Upper Eastside" as well as the Little Haiti/Edison Little River area since 1986, the Greater
Biscayne Boulevard Chamber of Commerce (GBBCC) was founded with the purposes of "restoring, enhancing,
maintaining and preserving the economic vitality and dignity of Greater Biscayne Boulevard and the Northeast
area of Miami." Specifically, the GBBCC provides economic development services, including commercial facade
improvements, conducting market studies and surveys and assistance with business expansion and set-up.
• Haitian American Community Association of Dade County
The Haitian American Community Association of Dade County was founded with the purpose of providing various
social services to members of the Haitian community. In addition, the Associaition seeks to address the issues of
health, social welfare, employment and education as they affect the adaptation of Haitian immigrants in the
mainstream community.
• Jewish Vocational Services, Inc.
The Jewish Vocational Services, Inc. was established with the purposes of promoting economic stability, enhancing
self-sufficiency and increasing independence through community counseling, vocational rehabilitation and services
to the elderly. The Jewish Vocational Services provides support throughout Dade County, serving more than
10,000 persons annually.
• Little Havana Activities and Nutrition Centers of Dade County
Since its inception in 1972, the mission of Little Havana Activities and Nutritition Centers of Dade County has
been to design and develop primary services to meet consumer needs, especially minorities, economically -
disadvantaged and isolated individuals by providing a comprehensive continuum of care responsive to cultural,
social and economic needs of the elderly. These Centers administer a home -delivered meals program, serving the
elderly who are handicapped, homebound, alone or poor.
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• Little Havana Development Authority
Founded in 1976 with the purpose of serving low and moderate income residents of the Little Havana community,
the Little Havana Development Authority (LHDA) currently oversees programs that offer technical assistance for
business set-up and expansion, as well as managing the daily maintenance of a community park. Additionally,
LHDA, a not -for -profit organization, seeks to encourage community unity through its anti -discrimination program.
Martin Luther King Economic Development Corporation
Martin Luther King Economic Development Corporation is a catalyst in economic development and neighborhood
revitalization within the Model City Target Area.
• Miami/Ft. Lauderdale Minority Business Development Center
Founded in 1982 and funded by the U.S. Department of Commerce, the Miami/Ft. Lauderdale Minority Business
Development Center serves Dade and Broward Counties, and with special permission, serves Monroe County as
well. The Center provides technical assistance for business set-up and expansion.
• Neighborhood Housing Services
Founded in 1978, the Neighborhood Housing Services seeks to provide affordable housing as well as to develop
comprehensive revitalization plans for the West Little River and South Dade County communities. In addition to
constructing affordable housing units, the Neighborhood Housing Services works to assist residents in qualifying
for affordable housing programs by wonting closely with area banks, financial institutions, industries and
businesses.
• New Century Development Corporation
Founded in 1980 with the purpose of stimulating economic growth and opportunity within the Model Cities/Liberty
City area, New Century Development Corporation offers affordable housing and child care services as well as
managing both an industrial park and recycling center.
New Washington Heights Community Development Conference
Founded in 1973 as a not -for -profit organization with the purpose of fostering economic and community
development within the Overtown/Culmer area, New Washington Heights Community Development Center
provides affordable housing as well as financing for a halfway house geared toward the elderly. Additionally, the
Center regularly conducts seminars for the community on topics such as book-keeping, inventory control, financial
planning and marketing.
• St. John Community Development Corporation
St. John's purpose is to raise the economic, educational and social levels of low-income residents of Dade County.
St. John promotes business and housing development activities as well as supporting charitable organizations and
foundations. St. John works with Overtown Neighborhood Partnerships, assisting in the establishment and
operation of the Overtown Merchants Association. St. John is also a co -applicant for a Department of Housing and
Urban Development Youthbuild grant.
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- SABER, Inc.
SABER, Inc. is a non-profit agency which has been successfully serving the educational, employment and
rehabilitative needs of the minority population of Dade County for the past 21 years. SABER, Inc. has developed
and put in place an innovative program targeted to the needs of at -risk and out -of -school youth. Services include
outreach and recruitment, individual, family and.vocational counseling, remedial education and referral to on-the-
job training programs.
- Small Business Opportunity Center, Inc.
Founded in 1976 with the purpose of enhancing neighborhood progress, the Small Business Opportunity Center,
Inc. (SBOC), serves the City of Miami by providing technical assistance to small businesses, on-the-job training
and building renovation for neighborhood businesses.
- Wynwood Community Economic Development Corporation
Founded in 1980 with the purpose of increasing the economic base within the Wynwood community, Wynwood
Community Development Corporation administers job creation programs and offers technical assistance for
business set-up and expansion, location analysis, financial assessment and commercial facade improvements.
Additionally, Wynwood Community Development Corporation provides affordable housing, housing rehabilitation
and is currently organizing a Free Trade Zone in conjunction with the Port of Miami and the U.S. Dept. of
commerce
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APPENDIX H
FLORIDA STATE ENTERPRISE ZONE PROGRAM
The Florida Enterprise Zone Act was first enacted in 1982. The Act includes various state tax incentives designed
to encourage private sector participation in revitalization efforts in the inner cities. The tax incentives are intended
to induce private investment in business enterprises located within the targeted areas, and to create job
opportunities for residents of those areas.
Special Provision: Automatic Resignation
Since Metro -Dade was designated an Enterprise Community, the designated area will automatically be designated
a State Enterprise Zone. Geographically, the area runs from the Port of Miami to Miami International Airport,
encompassing much of the employment base within the city. This "double designation" will have positive
economic impact on those businesses which invest within the designated area, providing a second "layer" of
meaningful incentives on top of the tax free bond facility of the Federal Enterprise Community.
Incentives of State Enterprise Act
• , Enterprise Zone Jobs Credit: a 10%-20% corporate income tax credit on wages paid to each employee of a
business in the Zone.
• Sales Tax Exemption for Business Equipment: a refund on Sales Taxes for certain equipment.
• Property Tax Credit: up to $25,000, or in some cases $50,000, in corporate income tax credit against property
taxes on newly renovated or constructed buildings in the Zone.
• Community Contribution Tax Credit: up to $200,000 per year in 50% tax credits on community contributions.
• Sales Tax Exemption for Building Materials: a full refund of sales taxes paid on building materials used in
Zone building rehabilitations.
• Sales Tax Exemption for Electrical Energy: in certain participating municipalities, provides an exemption
from municipal utility sales taxes.
• Sales Tax Exemption for Electrical Energy.
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