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Home My WebLink AboutM-86-0297at tx ' CITY OF MIAMI. FLORIDA M INTER -OFFICE MEMORANDUM ii DATE April 15 . 1986 FILZ: Honorable Mayor and P Members of the City Commission sueJEc- 12th Year Community Development Block Grant (CDBG) Application " FROM• REFERENCES: Cesar H. Odio City Manager ENCLOSURES. "7- It is recommended that the City Commission approve the attached ordinance and resolution, appro- priating Community Development (Twelfth Year) Block Grant funds, authorizing the City Manager to submit a final statement to the U.S. Department of Housing & Urban Development requesting funds in the amount of $9,875,000 for the proposed Community Development program during 1986- 87, and further authorizing the City Manager, upon approval of said grant. by HUD, to accept the same and negotiate the necessary implementing contracts and agree- ments. It is further recommended that the City Commission approve the programming of the expected program income of $600,000 to be allocated to projects in ac- cordance with the attached information. A public hearing on the 12th Year Community Development Block Grant (CDBG) program is scheduled for April 22, 1986. This will be the only hearing at the City Commission regarding the proposed application. 8f - 296 8e--".397, 3 Cesar H. Odio 4 April 15, 1986 page 2 June 16, 1986, will begin the 12th Year of Community Development funding for the City of Miami. The twelfth year funding level is expected to be $9,875,000, a decrease of $4,165,000 from the eleventh year funding level. The twelfth year Community Development planning process has been a difficult one for staff and Community Development Advisory Board members alike in making recommendations for twelfth year project funding. Requests from the community as a whole have greatly exceeded anticipated resources. This dilemma has been enhanced by a very active citizen participation process in the various Community Development target areas. The Advisory Board, under the leadership of the chairperson, Maria Elena Torano, spent numerous hours trying to determine the best projects to fund in the various communities, and this process has not been easy by any means. The Board should be congratulated for its efforts in dealing in this regard. in the area of housing, the only difference existing between the recommendations of staff and those of the C.D. Advisory Board is the Board's recommendation to reduce the proposed allocation for the ongoing Multifamily Rehabilitation Loan Program by $150,000 in order to fund the administrative budgets of three (3) neighborhood based, housing oriented non-profit corporations-- Tacolcy Economic Development Corporation, St. John's Church Housing Corporation, and the East Little Havana Development Authority. In addition to the twelfth year grant amount, staff has r" F: anticipated that $600,000 in program income will be received during the coming year from single and multi -family housing rehabilitation loan repayments. This supplement to the City's grant amount brings the total amount of funding available to $10, 47 5, 000. With this amount, however, funding still remains inadequate to meet community '1 needs. It is the recommendation of staff and the C.D. Advisory Board that funding be concentrated in those activities which will have the greatest positive impact: .Housing .µ Y .Public Sezvice Programs x .Economic Development 1. HOUSING Conservation of Miami's existing inventory of rental and owner - occupied housing is the principal component of the City's community -wide housing improvement strategy. ee - -296 8G - -1297. Cesar H. Odio April 15 , 1986 page 3 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. To date, $9,469,822 in rehabilitation financing has been provided to qualified homeowners which has resulted in the "recycling" of 650 homes, City-wide. Loan repayments are rolled over into the program and used to provide additional loans and grants. The CDBG funded single family rehabilitation loan and grant program not only provides City homeowners with financing at reasonable rates for needed home repairs which, in turn, helps to stabilize the City's neighborhoods, but also provides employment opportunities for small contractors, many of whom are minority contractors. In 1980, a CDBG funded multifamily rental housing rehabilitation financing program was implemented in an effort to provide 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 major rent increase burdens to be passed on to the low income tenants. To date, $8,490,800 in CDBG rehabilitation financing has been provided, resulting in the renovation of 43 rental housing projects containing 1,502 dwellings. Unfortunately, federal allocation for the 12th funding for the Single Program and a corollary r be rehabilitated: through CDBG allocation for the .zz- provide financing for r . citywide as . compared to , previous program years. cutbacks in the City's annual CDBG Program Year will result in reduced Family Rehabilitation Loan and Grant eduction in the number of homes that can the program.. The proposed 12th year program, $1,150,000, is sufficient to the rehabilitation of only 46 homes an average of 110 homes annually in Reduced funding for the program during the 12th CDBG program year will necessitate a substantial reduction in the existing program administrative staff in order to contain administrative costs. Based on the proposed funding level for the program for the 12th CDBG program year, it will be necessary to terminate 12 members of the program's technical staff. With these factors in mind, the C.D. Advisory Board has recommended that the City appeal to the 'Dade County Surtax Advisory Board for $2,000,000 in single family rehabilitation funding to augment the proposed CDBG allocation to the program, which would enable the City to provide rehabilitation financing assistance to 138 homeowners and require fewer staff cuts. 8e � - 296 8E- 29'7'. 1 j Cesar H. Odio April 15, 1986 page 4 i; The proposed funding level for the multifamily rehabilitation financing program is sufficient to provide financing for the t rehabilitation of 138 dwelling units while maintaining existing programmatic staff. 4 Other programs recommended for funding through the 12th Year CDBG Program that are directly or indirectly related to housing include: 1) Continuation of the City's Substandard Structure Demolition Program. 2) Continuation of the City-wide Historic Preservation Program entailing the inventory of sites of historic and architectural significance within the City and the development of programs for their preservation. 3) Continuation of the Overtown Historic Preservation Program which serves to conserve the history and culture of the Culmer-Overtown area by identifying, collecting, organizing and processing historical records pertaining to the development of the Culmer-Ov ertown area and making the collection available to the community. 4) Continuation of the Senior Security Program which provides home security improvements in the form of locks and security screens to low income residents on a Citywide basis. 2. PUBLIC SERVICE PROGRAMS Support services which complement the physical and economic development thrust of the Community Development Program are necessary to assist residents and improve the quality of life in Y s-` neighborhoods. The public services programs recommended for funding are tailored to meet the needs of the particular J neighborhoods and include: meals, elderly services, child care, primary health care, mental health care, transportation, job referral/development, cultural arts and programs for the i handicapped. RAvailable Community Development funding for public services is =`. limited because federal regulations have placed a fifteen percent 'w. (15%) cap on social service programs. Since it is projected that the City's allocation will be reduced by thirty percent (30%), the available amount for public services will decrease by that ttnF same level. To complicate matters, the status of Federal Revenue g (F.R.S.) funds is Sharing questionable for FY 1986-87. At this point, F.R.S. has not been re -legislated by Congress. To the best of our knowledge, the future of these funds is tenuous. 8e- -1296 86 --297, • ', 3n'. Cesar H. Odio page 5 `s .w 1 i April 15 , 1986 Even if re -authorized, reports that we have received indicate k that funding will be at a reduced level (probably no greater than fifty percent (50%) of the existing grant). If that is the case, the City Commission will have to'determine its priorities for the use of these funds. Currently, the City directs twelve percent (12%) of its F.R.S. allocation to social services. The combined loss of C.D. and F.R.S. funds for public services for the coming year is projected to be approximately $1.7 million. The staff recommendation (Attachment 1) emphasizes several key factors. Primary consideration was given to the existing C.D. agencies providing the most critical service needs (i.e., elderly services/meals, health care, child care, and programs for the handicapped) and the special needs of the Overtown target area. Secondly, consideration was given to neighborhood and ethnic balance in distributing funds. These factors, therefore, generally resulted in a 30% reduction of llth Year C.D. allocations with the following exceptions: (1) additional funds were allocated to three (3) elderly programs which currently receive substantial F.R.S. allocations: Allapattah Community Action, Inc., James E. Scott Community Association, Inc., and Little Havana Activities and Nutrition Centers of Dade County, Inc. Note that the recommended allocations will not completely replace the potential loss of F.R.S. funds to these agencies, (2) $50,000 were allocated to the Haitian American Community Association of Dade County, Inc. (H.A.C.A.D.) to continue its • food program in Edison Little River, for which it currently does not receive Community Development funds, (3) the recommended allocation for the Action Community Center, Inc. is reduced by 49.2% due to the limited amount of funds available and (4) funding of three (3) currently funded C.D. projects (Catholic Community Services/Little Havana- Outreach Office, Family Counseling Services, and Tenant Education Association of Miami, Inc.) was eliminated because these agencies do not meet the aforementioned service priorities. In addition, F.R.S. projects and new proposals are not recommended for 12th Year C.D. funding (with the exception of the H.A.C.A.D. project previously discussed). In conjunction with these agencies, staff is exploring alternative funding possibilities. We will keep the City Commission apprised of any developments in this area. We are also hopeful that Congress will overturn the deferral of C.D. funds. If this occurs, approximately $336,960 will be available for public services. If F.R.S. funds are re -authorized, this would provide another possible source of funds to meet human service needs, although, as discussed earlier, the. City Commission would have, to establish priorities for the allocation of these funds. 8f--236 8E- 02"97. Cesar H . Od io April 15, 1986 page 6 3. ECONOMIC DEVELOPMENT The Community Based Organizations (CBO' s ) coordinate the City's economic development efforts at the neighborhood level. The objective of the CBO structure is to promote the redevelopment F' and revitalization of commerc ia1/industrial activity in targeted low and moderate income areas. Since the 6th Year Community Development Block Grant (CDBG) fiscal period, a portion of the City's annual CDBG allocation has been earmarked for neighborhood development activities. As a result of contracting with the CEOs, the City's investment in the various neighborhood commercial real estate projects has been F successfully developed and operated. These projects total $2,146,000 and have resulted in approximately 165 new jobs being created in various target areas within the City of Miami. In addition to the above activities, funding has also been allocated for an exterior commercial rehabilitation program in selected target areas. Beginning with the 7th Year CDBG funding period, $33 9,000 has been spent on the rehabilitation of commercial properties. As a result, 158 commercial buildings have been rehabilitated. The City of Miami presently funds eleven (11) CEO's at a level of •$50,000 each for the 1985-86 fiscal period. This grant provides for administrative and programmatic support to these organi- zations. Based on the 1985-86 mid -year contractor's evaluation report (see Attachment 2), staff is recommending that during the 12th CDBG funding year , seven (7) of the present eleven (11) CEO's be awarded contracts of•$50,000 each for a one-year period. It 'is further recommended that the remaining four (4) CEO's be K" placed on a six-month probation, at which time these =; organizations will be re-evaluated to determine if contract continuation should be recommended. Those CEO's which are recommended for probation are: 1) Allapattah Business Development Authority 2) Allapattah Merchants Association 3) Overtown Economic Development Corporation 4) Wynwood Community Economic Development Corporation The above CEO's scored below the 51 percentile during the mid- year contract performance evaluation. Each organization was evaluated on its achievement of economic development initiatives, compliance with administrative and fiscal contractual require- ments and compliance with income generation. 86. 2"y9c 8G--02P9 7. Cesar H. Odio April 15, 1986 page 7 Furthermore, it is the recommendation that each of the eleven (11) CBO's with no probation stipulations. of the C.D. Advisory Board receive one-year contracts In conjunction with the C.D. Advisory Board, staff concurs with the Board's support of ongoing economic development projects totaling $2,049,527. It should be pointed out though that the request for new and/or continued projects total an additional $2.6 million, which is not presently available . In this regard, due to the thirty percent (30%) reduction anticipated for the City's 12th Year CDBG program allocation, $500,000 will be available for new community activities, including economic development projects. It is the recommendation of the C.D. Advisory Board and staff that a resource pool be created to address the financial needs of new and/or ongoing projects. Funding for the projects from the established pool will be based on the following criteria: The pool will provide 50% in matching funds to projects with a total cost up to $50,000; for projects whose total cost is over $50,000, this pool will provide matching funds with a leverage ratio of 2:1. It was further recommended by the Board that in addition to the $500,000 available for new and continuing projects, an additional amount of $1 million be allocated for said purpose from the City's General Fund account. 4. ADMINISTRATION We are recommending that the level for administration be maintained at the same percentage of grant funds (20%) as last ' year. Administration funds are utilized to cover general administration costs of the program, planning activities and 4"t indirect costs. As of this date, it is anticipated that the City's allocation from the U.S. Department of Housing and Urban Development (HUD) for the implementation of Community Development projects will be cut at a level of thirty percent (30%). This budget cut represents for the City a loss of $4,165,000 in HUD funds for fiscal year 1986-87. As a result, the Department of Community Development would have to take a number of budgetary measures to cope with the impact of this substantial reduction in federal funds, including laying off sixteen (16) members of the administrative staff. Finally, the thirty percent (30%) budget cut projected for the forthcoming CDBG Twelfth Year Program might not be approved in its entirety by Congress. There is a strong possibility that the proposed $SOO million deferral being pursued by the Administration may be overturned by Congress, which ultimately 9c-- -296 8G--29'7. Cesar H. Odio April 15 , 1986 Page 8 r� may represent the sum of $2,246,400, or a sixteen percent (16%) increase in the C.D. allocation anticipated for next year. In the event the deferral is rescinded, the City will have additional funds for social service programs, housing rehabili- tation projects, and economic development activities. S. CONTINGENCIES For the next fiscal year, a certain amount of C.D. funds has been set aside for contingencies which will be used to cover costs incurred in activities of an unforeseen nature, to increase the scope of existing projects and make their final completion possible, and to fund new projects suggested by the City Commission during the year. Attachment f3c..'-Pae 70 8�-�297. Oil ATTACHMENT 1 DEPARTMENT OF COMMUNITY DEVELOPMENT 12TH YEAR COMMUNITY DEVELOPMENT PUBLIC SERVICES FUNDING RECOMMEINDAT IONS I/A AGENCY 11TH YEAR 85-86 FRS COMBINED RECOMMENDE, CD CONTINGENT TOTAL 12TH YEAR ALLOCATION ALLOCATION ALL FUNDS ALLOCATIOP �fy.. ,,, Z�SK•'.3S"1. S3'32�31SC:S".3"2'S�76S'�S�.�-�.'S..�.J"'S-.S-�='SS�!' �?..::1tZ"S7C'i!6'3'=aS"��=S?.Zt'J!•.R'aS1S= CW ACTION COMMUNITY CENTER $317,460 $63,817 $401,277 $161,11f A ALLAPATTAH COMM. ACTION $181,280 $88,942 $270,222 $18910v A ALLAPATTAH COMM. ACT. -FUR $58,000 $58,000 .'. CW ASPIRA $25, 000 $25,000 r, LH ASSO. FOR THE USEFUL AGED $39,930 $39,930 $27,9_ MC BELAFONTE-SPORTS $91,190 $91,190 MC BELAFONTE-YOUTH VOCATION $25,000 $25,000 LH CCS-CENTRO MATER CHILD CA $20,000 $20,000 LH CCS-CENTRO MATER AFTER SC $70,730 $70,730 $49,5t LH CCS-L.H. CHILD CARE $76,450 $76,450 $53,51 LH CCS-L.H. OUTREACH $74,470 $74,470 CW CCS-OVERTOWN DAY CARE $30,000 $30,000 $21,OiL CG COCONUT GROVE FAMILY CLIN $52,864 $24,795 $77,659 $37,0k `z DT FAMILY COUNSELING SERVICE $23,870 $23,870 DT FIRST UNITED METHODIST CH $10,312 $10,312 CW GIBSON MEMORIAL FUND $50,000 $50,000 ELR HACAD-FOOD $75, 256 $75, 256 ' $50, 0E ELR HACAD-SUMMER CAMP $20,000 $20,000 W HOLY CROSS DAY CARE $141,680 $141,680 $9911/ ` LH INDUSTRIAL HOME FOR BLIND $66,950 $6,000 $72,950 $46,86 CW JESCA $27,500 $73,912 $101,412 $90,0w ' CW L.H. ACTIV. NUTRI. CTR $27,500 $238,070 $265,570 $901ft CW MIAMI BRIDGE $8,000 $8,000 CW MJHHA-DOUGLAS GARDENS $108,465 $108,465 ,� •.. � .,..gig„ CG MI.AMI MENTAL HEALTH CTR $37,864 $37,864 $26,50 CW SENIOR CENTERS $199,999 $199,999 sa -< tw CW SO FL ECO DEVELOPMENT CO $15 , 000 $15 , 000 CW S W SOCIAL SERVICES $6,000 $43,947 $49,947 $25,00 tY ! CW TEAM $25, 520 $25, 520 W WYNWOOD ELDERLY CENTER $191,650 $5,000 $196,650 $134,15 CITY OPERATED PROGRAMS: OT CACO $38,200 $38,200 $26,74 CW HANDICAPPED $230,000 $230,000 $161102 OT OVERTOWN JOBS $275,000 $275,000 $192,5E TOTAL ALLOCATED/PROPOSED $2,104,108 $1,086,515 $3,190,623 $1,481,19 +i TOTAL AVAILABLE :I $2,104,108 $1,086,515 $3,190,623 $1,481,19 j T/A-TARGET AREA; A=ALLAPATTAH; CG=COCONUT GROVE; CW=CITY-WIDE; DT=DOWNTOWN; ELR=EDISON LITTLE RIVER; LH=LITTLE HAVANA; MC=MODEL CITY; W=WYNWOOD se --ow ATTACHMENT 2 0 Summaz~y Report On Economic Development Community Eased Organizations The follcwing is a summary report on the eleven (11) Community Based Organizations currently under contract with the City of Miami to establish and manage economic development programs within their respective neighborhood commercial districts. This report provides an analysis of the CBO's contractual compliance for the llth Year Contract Period. Also, background information on the City's community -based program objectives, the contract requirements in effect for the llth year program, an evaluation and explanation of how each contractor was evaluated and lastly recommendations regarding contract continuation with those contractors that have performed at an acceptable level. A summary performance r'bview of the CBO's contractual compliance and neighborhood economic achievement is provided below: CBO ;... Allapattah Business Development Authority Allapattah Merchants Association Local Grove ocal Development Corporation Downtown Miami Business Association Haitian Task Force Little Havana Development Authority w Martin Luther King Economic Development Corp. Northeast Miami Chamber of Commerce ;^ Overtown Economic Development Corporation ys: Small Business Opportunity Center Wynwood Economic Development Corporation Performance Score 40 45 90 75 100 90 100 100 30 100 50 An explanation of the analysis utilized to determine these final scores can be found on page 3 of this report. Background Information: The City of Miami chose to enter into agreements with neighborhood community based organizations (CEOs) in the 6th year (7/l/80-6/30/81) of the Community Development Program (CDP). These contracts were renewed for the 7th year (7/l/81-6/30/82) CDP, the Sth year (7/1/82-6/30/83), the 9th year (7/1/83- 6/30/84), 10th year (7/l/84-6/30/85) and again for the llth year (7/1/85-6/30/86) program. The City's objective in funding the CEOs is to provide an opportunity for neighborhood economic oriented groups to coordinate the City's Economic Development efforts at the neigh- borhood level. This involves promoting the redevelopment and -1- 0 - 0 revitalization of commercial/ industrial activity in targeted low and moderate income neighborhoods and thereby stimulate investment activities. The CBO's also provide neighborhood outreach services to the local business community. These services include, but are not limited to, the formation and/or strengthening of a merchants association, business recruitment, target area promotion, referral service to other federal and county programs that are aimed at economic revitalization, and business retention assistance and/or opportunities. The City of Miami presently fund eleven (11) CBO's at a level of $50,000 each for the 1985-86 fiscal period. Since the inception of the CBO structure process, approximately $2,134,250 has been allocated to the CBO's for administration and implementation of its economic objectives. With the beginning of" the 8th year contract period (7/l/82- 6/30/83), each contractor was required to implement the established MBOs, adhere to the CBO Policies and Procedures Manual and establish and maintain a strong financial management system. In addition to the establishment of a strong contract compliance system, the CEOs are monitored on a monthly basis for both programmatic and fiscal contract compliance. This procedure assured that the contractors were in compliance with the contract terms or were required to take corrective actions on a timely basis. In addition to establishing a series of contract requirements, it is important to point out that the City implemented the administration's requirement that funding to the contractors, which had been at $50,000 'a year, would be reduced with the beginning of the 8th year. Specifically, the change was that over a three-year period (8th, 9th and 10th CD years) the City would reduce its support from $50,000 to $25,000 at the end of the 10th CD fiscal year. However, the City funded the CBO's at a level of $37,750 during the 1Oth year fiscal period and increased its funding back to $50,000 during the CDBG llth year. It should be noted however, that during the present funding year (llth) each contractor is required to generate $16,500.00 in additional revenue to maintain its administrative support services to the agency. The revenue generation was imposed to assure that the contractors become self-sufficient and to determine whether the contractors were critical and viable economic development entities within their respective -business districts. During the llth year program, some CBOs actively participated and received extensive Community Development Corporation (CDC) training and project development assistance from the CDC Project Development Institute created by Greater Miami United, partially funded by the City of Miami Department of Community Development. -2- 8G-10.97. r r i CONTRACTOR'S PERFORMANCE REVIEW i All CBOs under contract with the City of Miami for fiscal year 1985-1986 were subject to compliance with three (3) categories within scope of their contract obligations. These categories are used to monitor the CBOs during the contract year. The three categories and the values placed on each category which were reviewed during the first half of the contract period to determine CBO compliance are as follows: 1. Achievement of Economic Development Initiatives (60 points). (Note: Evaluation was based upon projects and/or programs implemented by the contractor that impacted the commercial target area). 2. Compliance with Administrative and Fiscal Contractual Requirements (20 points). 3. Compliance with Income Generation (20 points). (Each con- tractor has until June 30, 1986 to fulfill this contract re- quirement). The following table provides a summary of CBO contractual performance. The total possible score for this analysis is 100.0 points. Descriptions of the three categories follow the table. Cam• V z:« .: _ 2 a� Cmpliance With Admin- Achievement i.strative & of Economic Fiscal Corr- Cmpl I an Total Development tractual Re- With Income Score Initiatives quirenent Generation Amount($) Allapattah Business 40 20 20 0 $ 2,650 Development Auth. • Allapattah Merchants 45 45 0 0 $ 1,350 Association Coconut Grove Iacal 90 50 20 20 $ 100,000 Development Corp. Downtown Miami 75 35 20 20 $ 18,207 Business Assoc. Haitian Task Force 100 60 20 20 $ 750,000 Kittle Havana Deve- 90 50 20 20 $ 75,000 lcpmnt Auth. -3- . r 1i HA Dconcmic Deve- 100 60 20 20 $ 100,000 lopment Corp. . Northeast Miami Cha*- 100 60 20 20 $ 100,000 ber & Commerce Overtrain Economic 30 15 15 0 $ -0- Development Corp. Small Business 100 60 20 20 $ 246,425 Opportunity Center , Wynwocd Economic 50 30 20 0 $ -0- Deve. Corporation ACHMVEMEW CP DCCNCMIC DEVELOPMENT =IATIVES This category is worth a total of sixty (60) points. Economic Development Initiatives are defined as activities that result in the creation of new jabs, expansion of existing businesses, creation of new businesses and development of major capital projects. 'Ave activities and current status of the CBO Eccnanic Development Initiatives are described below: Status as of Contractor Economic Development Initiatives December 31, 1985 Allapattah Business - Participated in a $30, 000 Paint 5 Commercial Development Auth. , Facade Program Business in the Inc. area have been rehabilitated under the Paint Facade Program. - Re -organize the Merchants in the The Allapattah CoQmercial District Chamber of Commerce was recently created to assist local area merchants. - Initiated the Development of a Meetings with Retail Produce Food Market at Metro -Dade the Santa Clara Rapid Transit- County are being Station Site. held to negotiate the adoption of of this project within Metro Planning process for acquisition of the project site. r Allapnttah Merchants -Assisted Association the Live Downtown Miami Business Asso. i in the Develcpnent of and Let Live Project - Assisted in the Development of a Cbcrmercia1 Parking Facility - Developed a Marketing and Promo- tional Campaign -5 - Phase I of All.apattah Shopping Center 3s well underway. City awarded a $300, 000 loan at 3% for the expansion and rehabilitation of the Live and Let Live Phar- nacy and the construction of a Medical Arts Cmplex. Pro- ject cost is estimated at $525,000 towards a public and private partner- ship. * Zhis pro- ject will in- crease the flcw of potential clients for area business creat- ing 25 new permanent jobs, and provide health care ser- vices and/or products to neighborhood residents by the relocation of new medical offices into the area. AMA was instru- mental in the coenstructim of a a�mercial -parking facility by identifying and assessing the site in con- jmwtiycn with the Off -Street Parking Author- ity. Distributed a marketing bro- 86• 296. 86 -297. 1 chure in local and inteY.-A• tional tourist related indus- tries for the Purpose of at- tracting tusi- nesses to the Downtown area. - Initiated a C o ercial District The Downtown Sanitation Program miaAssociation, Downtown Deve- lopment Author- ity and the Off - Street Parking Authority have ` joined forces to insure code en- forc--nent, trash placement, gar- bage pick-up, street lighting repair and the overall sanitar tional environ- ment of Downtown- Implemented Cocomit Grove Uxal, - d a �rcial District Program rcial 18 �eS have P Develgpment Corp. Fade gehabilitation Paint mili- tated in the West Grove area, thereby creating 7 new to xwary exploynent c. portunities and retaining 3 full time positions- - obtained a State Grant from the Submitted a State of Florida Department of Programmatic proposal and re- Veteran Affairs• ceived funding in the am031t of $100,000 for ad- ministrative and prpgramRlat7.G Operations - Funds enabled 2 new full time positions to be created. -& - S�""F'A,, 96. se W-297 P r j - Cbtained Revolving Iran F id Award Received a from the State of Florida Depart $500,000 Ravolv- meat of Veterah Affairs ing Loan Fund Award from the I State of Florida It Currently evalu- ating loans for 5 new businesses to be located in the West Grove target area. Haitian Task Force - implemented a $30,000 Commercial Approximately Facade Program. 20 businesses in the Little Haiti commercial district nave been rehabili-tated in Phase I of a oomnreherr- sive revitaliza- tion program. This project in- cluded joint public/private cooperation. Upon completing Phase I, this project received recognition fran the President of the United States. Initiated and coordinated Special Successfully Events Projects in the Little 000zdinated the Haiti District artistic presen- . Cation of Two • Painters One Island which attracted visitors to the area. 1 - Developed a Business Developnent, Designed a Pro - Retention, Recruitment Program posal to address business needs of 8aiti.an en- trepreneurs. As a result, a Revolving Iran Fund Program, was established i -7+ AM Y} �i y� v 7 :1 Il e r Little Havana Deve- lcpment Authority, Inc. with appr000 =te funding of $ 750, 000. To date, ten loans have been awarded. - Produced Quarterly Business Oriented Published a Newsletter quarterly busi- ness oriented newsletter,' pre- pared in Ehglish and Creole, that disseminates in- formation on topics ranging fran public in- formaticn to housing needs. - Provided On -Wing Technical Provided manage - Assistance to Area Businessmen ment and techni- cal assistance to 48 businesses; within a three (3) month period. Provided Management and Technical Assistance to Local Businessmen - Implemented a Latin Quarter Business District Awareness Program Pramvtional Campaign - Coordinated the Development of the Latin Quarter Project Provided direct referral assist- ance to local businessmen which resulted in 7 new busi- nesses opening and the retenticn of 18 existing businesses. Initiated the "ShoPPinJ Ex- perience" Pro- gram in Little Havana more than 400 tourist vi- sited the area in the last 6 A r ths. Assisted in the Latin Quarter Review Board Implemented a $100, 000 Cc mer- 86 -"297. I with approocimate funding of: $750, 000. 'Ib date, ten loans have been awarded. - Produced Quarterly Business oriented Newsletter - Provided On -going Technical Assistance to Area Businessmen Little Havana Deve- - Provided Management and Technical logaent Authority, Assistance to Kcal Businessmen Inc. Iuple ent.ed a Latin Quarter Business District Awareness Program Promotional Campaign - Coordinated the Development of the Latin Quarter Project -s - Published a quarterly busi- ness oriented newsletter; pre- pared in English and Creole, that disseminates in- fo=ation on topics ranging from public in-- formtion to housing needs• Provided manage- ment and techni- cal assistance to 48 businesses within a three (3) month Period. Provided direct referral assist- ance to local businessmen which resulted in 7 new busi- nesses opening and the retention of is existing businesses. Initiated the "Shopping EX- perience" Pro - gran in Little Havana urge than 400 tourist vi- sited the area in the last 6 Menthe . Assisted in the Latin Quarter Review Board Implemented a $100,000 Cammer- 86 -297 rcial facade pro- ject in the Latin Quarter Project. Dis- tributed Liter- ature regarding the Latin Quar- ter WI-14 Coordinated the Development of the Martin Luther King Liberty City Police Sub -Station Assisted in the site and archi- Eca=ic Develop- tect selection meat Corporation for the proposed station. MIds project will create 5 new permanent job and assist in reducing crime In the target area. Maintained a New Business Assisted in the Attraction Program creation of tare- porary and full time jobs by at- tracting new businesses in the area. (2 new businesses and 16 employ- ment cpportuni- ties) - In the process of Opening a This project Restaurant in the Lincoln square Will provide a Complex ftudly style eating facility in the Edison Center area. Also, this will create approxi- mately 25 new employment q-,- portunities- cbtained Bass Ticket Outlet Rewived exclu- Pranchise sive franchise rights to sell Bass TiCkets in the Edison Cen- ter Business District. -9- SC-296. 86-297, CI r a Coinnercia 1 and �habil3 fated =1 a., Facade Treatment ,= the exterior facades Of 16 Program, caftwercial Pro- perties and 45 residential Pro- perties. Miami Assisted in the revitalization Assisted in identifying and Northeast and Development of the Biscayne ChaTber ofobtaining $14 Ccufflarce G-apping Plaza'million of pri- vate sector Dxxiing for the continued deve- lcpnent Of the shopping plaza- - .,�lished a $2,500,000 Loan E,.t,, To date, 13 local area busi- pool to provide Financing for nesses have re- Businesses ceived funding from the loan pool. Initiated Development plans for Rebabilita- My= obtained cing total l- finan650,000 the Construction and titan of the 79th Street Der-fron ing 1$ Private/ vial strip shopping center Public sectors This project will create ap- proximately 83 now employment Opportunities - S=U Business Drplemented. an Extensive $45,000 Treatment Rehabilitated 23 camexcial Opportunity Center, Cmmercial Facade S, this properties, Inc.' program involved improv- ing the usual aesthetic Of businesses in the area. Administered and Implemented a Explq(Ment Training 15 uneTployed youth bave been Summer Youth trained to Program undertake sur- veys and augment the services -10- 8 C. - - - ".3), 9 a 86-297, w Northeast Miami Chamber of Ccnmerce r r� - implemented a oanmercial and Residential Facade Treatment Program - Assisted in the revitalization and Develcpnent of the Biscayne Shopping Plaza - Fst:ai3lished a $Z, 500, 000 Loan Pool to provide Financing for Businesses - Initiated Development Plans for the Construction and Rehabilita- tion of the 79th Street Commer- cial strip shopping center small Business - Implemented an Extensive $45,000 Opportunity Center, tbmn�ercial Facade Treatment Inca Program - Administered and Implemented a Summer Youth Employment Training Program MEE Pehabilitated the exterior facades of 16 camercial pro- perties and 45 residential pro- perties. Assisted in identifying and obtaining $14 million of pri- vate sector funding for the continued deer lcpaent of the shvppinl Plaza. To date, 13 local area busi- nesses have re- ceived funding from the loan pool. NEMOC obtained financing totall- ing $650,000 from Private/ Public sectors . This project will create ap- proximately 83 new employment opportunities. Rehabilitated 23 catmercial properties, this this project involved improv- ing the usual aesthetic of businesses in the areas 15 unemployed youth have been trained to undertake sur- veys and augment the services provided by the Smarr Business Opportunity 03*- ter, Inc. OrsrtnaLity - implemented a $30,000 Canlercial in 5 buildings have been contracted Scossc�nic Development Facade Rehabilitation Program the CCMMSIrcial District to be rehabili- Corporation tated. 1his will result in appro- ximately 7 new temporary em- picyment appor- tunities, - Re -organized the Ccmmrcial Coordinated the -activation of District Merchants Association re , the Biscayne- Wym o od Chamber of Omwerce to assist local business persons in the c anner- cial district. os - identify and Implement Proposed Began coorc7inat- Projects and/or Programs Identi- tv ing a ctnt�nstu _ fied in the Market Analysis Charrette to discuss and in - Conducted by the Chesapeake enent neigh- consultant Group, .Inc, bo rood economic developoent ob- jectives within the area. - Coordinating the Rye-vi taiizat ion !nPlmmt r ehen- o£ the Garment District sieve retail Pro- motional campaign in the Garment ' i center District. - Conducted an Irnventary of Commercial completed inven- t Space Available to use as a Tool in tort' of cammer- cial sly in Attracting"Neu► Businesses to the Area. I the area. Zhe performanxoe evaluation under the category of economic developnent 1 initiatives tas deteunined by information obtained through =mtorinig visits and periodic status reports. -il- I I} L 8f �.OW9 9. Dtfonmation was not provided by the Overtown Dconanic Development Corporation. Only informtion for which the Department of Community Development has supporting inmomentation Yeas been included in this portion of the evaluation. Siring was determined on basis of efforts expended by the CSOs and the impact of the projects. •t I• •/ � ! Rt C� �I' • • This category is worth a total of 20 points. Coe of the major program requirements for the CB09 during the llth year contract period is to generate income in the amount of $16,250 by June 30, 1986. Allapattah Business Development Authority, Inc. Allapattah Merchants Association Coconut Grove Local Development Corporation Downtown Miami Business Association, Inc. Haitian Task Force Little Bavana Development Authority, Inc. Martin Luther King Economic Development Corporation Northeast Miami Chamber of Commerce Overtawcn Economic Development Corporation Small, Business Opportunity Center, Inc. %Vnwuod Community B==nic Development Corporation .a:r,:lLYI� . � • �. $ 2,650 1,350 100,000 18,207 750,000 75,000 100,000 100,000 -0- 246, 425 -0- Due to the decrease amount of funds that will be available during the twelfth (12th). Year, the department of Camtn=ty Development will be looking at those organizations that have been able to achieve its economic eb jectives as well as leverage additional dollars for administrative and programs . Based upon the Co mtmmity Based Organizations mid -year contract performance evaluation, those CBO's scoring above fifty-one percent (51%) will be considered for a one-year contract. Moose Organizations are: Allapattah Merchants Association* Coconut Grove Development Corporation Downtown Mtmi Business Association Haitian Task Force Little Havana Development Authority, Inc. Martin Luther King E=xxmic Development Corporation Northeast Mianmi. Chamber of Commerce Small Business Clpportunity Center, Inc. -12- t Althwgh the Allapattah Merchants Association has not satisfactorily performed in accordance with the contractual obligations, the organization will be ccasidered for funding since the City has allocated $300,000 of 10th Year CDSW to the organization. the purpose Of these funds is for AMA to coordinate, develop and oversee the construction and business expansion of the Live and Let Live Project. Please note that the AMA win also be placed on probation during the 12th year. pose CSO's scoring below the 51 percentile will be placed on a six month probationary period. During this period, the Department will provide extensive management/technical assistance to the organization, through the established monitoring process. Upon completion of the probation period if the organization fails to score at least 51%, then contract termination will be recommended. Those Organizations are: Allapattah Business Developnent Authority A11apattah Merchants Association i Overtown Economic Development Corporation Wyrrwood Eoonemic Development Corporation The Department of Om mmi.ty Development will also be recarnwding that the CBO funding selection for the 12th year be based upon Request for proposal Programmatic Process, in which the criteria will be consistent with that of other goverrrnental and/or private funding entities. the Department of Cammmity Development will require that certain qualifications and experience standards are established for staff positions with the economic development corporations to insure the corporation's success. -13 -