Loading...
HomeMy WebLinkAboutexhibit-plan 1• • City of Miami Consolidated Plan �,pqF FY 2004 -2009 • • City of Miami Community Development Department • Table of Content ground I. Introduction 1-3 II. Public Participation 4-14 Ill. Institutional Structure & Coordination 15-18 IV. City of Miami Profile 19-25 V. Neighborhood Development Zones and Model Blocks -- The Concept 26-42 Housing Strategic Plan VI. General Housing Needs Assessment 43-53 VII. Housing Market Analysis 54-70 VIII. Special Needs Assessment 71.81 IX. Homeless Needs Assessment 82.89 X. Public Housing Needs Assessment 90-96 XI. Lead Based Paint Hazards 97-101 XII. Housing Strategy 102-120 Non -Housing .Strategic Plan'1 XIII. Community Development Assessment 121-131 XIV. Anti -Poverty Strategy 132-142 XV. Non -Housing Strategic Plan 143-151 Monitoring 41, Executive Summary Middle oe NI4> 9i i C: The Five Year Consolidated Plan is the document submitted to the U.S. Department of Housing and Urban Development (HUD) that serves as the planning tool for jurisdictions funded, under the Community PIanning and Development (CPD) formula to include grant programs. The formula grant programs guided by the Consolidated Plan consist of the following: Community Development Block Grant (CDBG), Home Investment Partnership (HOME), Housing Opportunities for Persons with AIDS (HOPWA) and the Emergency Shelter Grant (ESG) program. The Consolidated Plan (CP) submission replaces the CHAS, the HOME program description, the Community Development Plan, the CDBG final statement, and the ESG and HOPWA application. The new rule also states that the largest city in the eligible metropolitan statistical area (EMSA) will be responsible for the HOPWA program. Therefore, the City of Miami is responsible for administering the HOPWA program in Miami -Dade County and will be providing an adequate plan of action for the HOPWA program. The Five -Year Plan provides an assessment of the housing and community development needs in the City of Miami; a strategic plan for addressing these needs; and a specific one year Action Plan (AP) for the use of the U.S. Department of Housing and Urban Development formula grants funds. The Five Year Plan is a document submitted to HUD with the intention of serving, as a forecast instrument utilized to identify the comprehensive housing affordability strategy and community development plan for jurisdictions funded, under the CPD formula. Briefly stated, the 2004-2009 Consolidated Plan is a detailed illustration of community development issues in the City of Miami and includes an analysis and inventory of community services; proposed funding to respond to community issues; and goals with objectives to address community priorities. The City is mandated to submit this planning document to HUD, in an effort to remain eligible for Federal Funds. To summarize, the Consolidated Plan serves the following functions: • A planning document for the jurisdiction • An application for Federal funds under HUD'S formula grantprograms ■ A strategy to be followed in carrying out HUD programs • An action plan that provides a basis for assessing performance Findings and Recommendations Neighborhood Development Zones (NDZs) In the making of the 2004-2009 Consolidated Plan, the City revisited the concept of the Community Revitalization Districts (CRDs) —the target areas for revitalization identified in the last Consolidated Plan. Statistical analysis demonstrated that, although there had been some changes in poverty from 1990 to 2000, these communities still represented the highest concentratigp of residents in need of assistance. As such, the City of Miami decided to maintain the CRD boundaries) However, the guiding principles and concepts for community development were revised to reflect a more holistic approach to development known as Neighborhood Development Zones (NDZs). Consequently, the CRDs were renamed to reflect the change in philosophy. The City's objectives and priorities in the NDZs will be monitored on annual basis y the Department of Community Development. The strategies will be deployed in accordance to the established community needs identified through the public hearing process. These priorities and strategies complement the HUD Primary Objectives of development of viable communities, provision of decent housing and a suitable living environment. Nevertheless further expanding economic opportunities for persons of low- and moderate -income. Neighborhood Development Zones Allapattah Coconut Grove Edison/ Little River/Little Haiti Little Havana Model City Overtown Wynwood The NDZ concept is a comprehensive long-term approach to community revitalization that focuses on community assets as a means of stimulating market driven redevelopment. It is a holistic approach that calls for sustained, multiyear commitments from local governments, the private sector, foundations, and community based organizations. The goal is to "transform the Zone from a fragmented set of residential, commercial, and industrial sites with a reputation as being dangerous and undesirable into a cohesive neighborhood.i2 Specifically, the NDZ model is based on the following principles: • Community -based leadership and collaboration • A community decision support infrastructure • An inventory of built, economic and social assets • A neighborhood plan/vision for the future • Sustainable Development Plan • Recommendations from the City of Miami Commissioners and City Departments Model Blocks Although the Neighborhood Development Zones set the framework for neighborhood change, the City of Miami recognizes that the NDZs are too large. If community revitalization efforts are to make a visible impact, the focus must shift to smaller geographic areas. Throughout the ' All of the CRD boundaries remained the same, except for Little Havana and Model City. These boundaries were amended by resolution or ordinance. 2 South Horida Community Development Coalition. Neighborhood Development Zones. www://floridacdc.org II planning process of the Model Block concept the Department of Community Development consulted with various entities to include: other City Departments, City Commissioners, City Manager's Office, private institutions, private consultants, and public agencies seeking recommendations while attempting to identify the most feasible areas for housing development activities. As a result some of the proposed boundaries were designated areas of studies recommended by distinctive District Commissioners in areas deemed to be most responsive to the needs of their constituents. The Model Block concept enables the city to advance the principles of the Neighborhood Development Zones by focusing resources in areas within the NDZs that are poised for revitalization. By concentrating resources for housing, public infrastructure improvements, slum and blight removal, and economic development, the aim of the Model Block concept is to provide a visible and concentrated neighborhood revitalization initiative that can serve as a catalyst for further private investment and change in the surrounding neighborhoods. Specifically, the Model Block concept seeks to: • Create physical improvements through infrastructure improvements, code enforcement, removal of slum and blight, and streetscape improvements. • Improve housing conditions by targeting rehabilitation and new construction assistance in the Model Block area • Stimulate economic development through facade improvements and other forms of targeted business assistance • Improve the living condition of residents in the Model Block by targeting social service assistance The following is a list of the criteria that was used to select the Model Blocks: • Workforce population • Household Income • Housing stock condition • Property values • Proximity to commercial corridor • Capital improvements • Tangible opportunities for revitalization Each of the Neighborhood Development Zones has a corresponding Model Block. The exception is Overtown, which has two Model Blocks —one is suitable for preservation and the other for new construction. Commercial Business Corridors One of the major elements of the Model Block concept is economic revitalization. Hence, each Model Block area in the Consolidated Plan is in close proximity to a commercial corridor. As with the Model Blocks, economic development efforts will be concentrated in these areas. fii • 20th Street Merchant Corridor — Allapattah NDZ • Civic Center Corridors — Allapattah NDZ • Grand Avenue Corridor — Coconut Grove NDZ ■ Creole Market Place Corridor — Edison/Little River/Little Haiti NDZ • Flagler Street Corridor — Little Havana NDZ • West Little Havana Corridor — West Little Havana Model Block • Model City Corridor — Model City NDZ • Martin Luther King Blvd Corridor — Model City NDZ • NW 3rd Avenue Corridor — Overtown NDZ ■ NW 2nd Avenue Corridor — Overtown NDZ • NW 2nd Avenue Corridor-- Wynwood NDZ Housing Needs Findings The following is an extraction of the key issues from this section, the General Housing Needs Assessment. Issue 1 Almost half of all households in the City of Miami have incomes below 80 percent of area median. Issue 2 Population projections for the City of Miami indicate a growing need to assist the extremely low income population Issue 3 41% of the households in the City of Miami are cost burdened —the majority (77%} are renters. Issue 4 35 % of the households in the NDZs earn less than $10,000 a year. Issue 5 73 percent of the NDZ residents are renters. Issue 6 NDZ's population is mostly small household renters between the age of 34 and 44 and either Hispanic or African American. Issue 7 More than half of all households in the NDZs are family households. Housing Market Study Findings The following is an extraction of the key findings from the Housing Market Study. The findings consider the prior "Needs Assessment Section" and those housing issues deemed most relevant for the subsequent formulation of the Strategic Plan. Finding 1 Miami -Dade County and particularly the City of Miami is experiencing a surge in multi -family rental construction activity. Iv The Market Study indicates that Miami -Dade County and particularJy the City of Miami is experiencing a surge in multi -family rental construction activity. Most of the multi -family rental activity is occurring in the City of Miami representing 58.9% of units under construction/lease-up and 49.8% of all units planned. Finding 2 Occupancy rates are high in all submarkets. Despite an up swing in the level of multi -family rental construction activity, Miami-Dade's occupancy rates remain high in all sub -markets with an overall Third Quarter 2003 occupancy rate of 95.7%. Based on the estimated annual demand for about 6,747 new apartments, the inventory could total 3,374 units without being excessive. Finding 3 Vacancy rates have declined. The overall vacancy rates for the City of Miami and Miami -Dade have declined between 1990-2000. The City's declined from 9.9 to 9.6 percent, while the County experienced a significant drop from 10.2 to 8.9 percent. Finding 4 The majority of the multi -family rental activity is market rate or upscale. Market rate and upscale rental units comprise 76% of all units under construction/lease-up and 73% of all units currently planned. Finding 5 Tax credit multi -family rental comprises only 8 percent of units under construction/lease up within the City of Miami. Tax Credit multi -family rental activity comprises 24% of multi -family rental units under construction/lease-up and 27% of units currently planned. Of these totals, only 8% of the units under construction/lease-up are within the City of Miami and 13% of those units planned. Finding 6 The City of Miami's stock of affordable multi -family rental units are declining and being replaced with new construction. The Market Study also determined that the City of Miami experienced a loss in multi -family structure types between 1990-2000. The City lost 14% of its units in 10-19 unit structures (2,028 total units) and 4% of its units in 5-9 unit structures (581 units). These structure types traditionally support affordable rental housing in older urban neighborhoods. Finding 7 Significant single-family affordability gaps exists in the NDZs The Market Study determined that significant single-family home purchase "affordability gaps" exist within the City of Miami NDZs. The large affordability gaps are caused by two critical variables: 1) low. median household incomes within the NDZs, and 2) escalating single-family home prices within the NDZs. The affordability gaps are highest within NDZs where median single-family home prices are the highest including Wynwood ($65,202 gap), Little Havana ($64,676 gap) and Coconut Grove ($57,233 gap). Finding 8 Potential Condominium and Co-op Market exists within the NDZs, The Market Study determined that there is a potential "affordable" condominium and co-op market emerging within several of the NDZs. Condo/co-op sales activity in Little Havana and Overtown, in particular, show starting and median sale prices within or near the affordability requirements of households in these neighborhoods. Finding 9 Existing contract rents within the NDZs are above the 30 percent affordability threshold for neighborhood residents and will likely increase. The Market Study determined that existing contract rents within NDZs are above the 30% threshold for neighborhood residents. Lack of rental affordability is greatest in Overtown (38%) and Wynwood (36%). The lack of rental affordability is likely to increase as contract rents begin to catch up with market rents. Also, the dwindling supply of multi -family structures e.g. 5-9, 10-19 unit structures will tighten the rental market and impact rent prices. Finding 10 Most of the housing stock is over 30 years old. Deferred maintenance and costs associated with code violations will increase the overall purchase price of homes in the NDZs. The Market Study showed a correlation between neighborhoods having the highest percentages of "unsafe structures" and those neighborhoods having the highest percentages of older housing, e.g. Little Haiti, Model City and East Little Havana. Finding 11 Households that earn $10,000 or less make up the largest income categories in the NDZs. The Market Study concluded that the "less than $10,000" household income category comprises the largest (15,241) amount of households within the City's NDZs. Overtown (41 percent), Model City (39 percent), Wynwood (39 percent) and Allapattah (33 percent) have the highest percentages of households in the lowest income category. The existence of large concentrations of low-income households within the City's NDZs can be attributed to several factors including low wages, lack of education and worker skills and chronic unemployment. This creates a major impediment for these intended housing markets (NDZs). Finding 12 Existing land use and public infrastructure policies have limited private sector investment in the NDZs. The Market Study identified several barriers to affordable housing in the City including Iand use and public infrastructure policies and decisions that have limited private investment opportunity in the NDZs. Public infrastructure investment is critical to affordable housing development and neighborhood revitalization because it creates a physical stabilization effect that encourages private investment by homebuyers, while reassuring private lenders who may have been reluctant to invest in these areas. Streetscape improvements e.g. sidewalks, curbing, landscaping, are particularly important as they noticeably improve the physical image of a neighborhood. vi Finding 13 There are significant patterns of disparate service and underservlce in private lending to minorities. Hispanics and especially African Americans showed significant racial disparities related to higher failure rates for conventional loan applications, unusually high levels of FHA lending and clearly higher levels of subprime lending when compared to whites or predominantly white areas. Housing Recommendations Policy 1: Preserve Affordable Rental Housing In order to preserve affordable housing opportunities within the City of Miami, and more specifically, within the Model Blocks and NDZs, the City of Miami will seek to rehabilitate the existing affordable rental housing stock and encourage the construction of new housing. Through these two initiatives, the city will increase the inventory of affordable rental housing available to low and moderate income households. As recommended in the Housing Needs Assessment, the focus should be on serving those that are most in need of rental assistance, namely small families and single person households, such as the elderly and persons with HIV/AIDS. The scale of the projects should be relative to the neighborhoods. Policy 2: Preserve Existing Affordable Housing - Homeowner Retention Since a substantial number of the single family homes in the City fall below minimum housing quality standards (disrepair) and are owned by low and moderate income homeowners who lack the financial capacity and/or credit history required to obtain home repair financing from private lenders, this program is a key element necessary to revitalize the City's neighborhoods, the City of Miami will focus on providing rehabilitation assistance to homeowners. This will help to prevent the existing housing stock from continuing to decline and will assist low to moderate income households to maintain and retain their homes. Special outreach should be done to target housing units in the Model Block areas. The goal will be to assist homeowners with deferred maintenance, emergency repairs, removal of code violations, and replacement of unsafe structures. Preference will be given to the elderly, disabled and persons with HIV/AIDS. Below are the specific programs that will be used to implement this policy. Policy 3: Assist Residents to Achieve Homeownership The City of Miami will continue to assure that affordable homeownership opportunities are available for working class and middle class families who are seeking homeownership but may be priced out of the market due to increasing real estate costs. To do this, the City will seek to increase the inventory of affordable homeownership units through new construction and the creation of a Purchase Rehab program. In addition, the City will provide second mortgage, down payment, and closing cost assistance to homebuyers. This will be supplemented by a Homebuyer Counseling Program that will help residents prepare for homeownership. Finally, the City will create a Lease to Purchase vil Program that will enable rent€rs,Io save money toward a down payment while leasing. Policy 4: Stimulate Housing Development In addition to the policies listed above, the City of Miami will provide incentives to stimulate housing development. Such incentives should help to off -set the barriers that make it difficult for developers to undertake affordable housing projects. The following is a list of the policies that the City of Miami will implement in the next five years in order to facilitate the development of affordable housing. • Create a Land Acquisition Program for Infill ■ Identify Additional Funding for Affordable Housing ■ Help Expedite the Tax Credit Process ■ Develop a Mixed -Income Housing Set -Aside Program (New Program) ■ Create Special Districts • Continue to Provide Affordable Housing Incentives • Provide Training/Workshops to Developers on City Programs and Regulations • Streamline the RFP Process and Provide Multi -Year Funding • Increase Capacity of Non-profit Housing Providers Community Development Non Housing Recommendations Policy I: Anti -Poverty Strategy The City of Miami's anti -poverty strategy focuses on partnerships, linkages, and coordination between the City, County, non -profits, for -profits, State, Social Services Agencies, Urban Planning, private sector agencies, public safety and Federal agencies. One of the goals is to build community capacity to monitor and improve community health and related social services (to include housing and public safety) through community involvement. The Department of Community Development (CD) proposes to build and maintain an ongoing community profile using key community indicators to guide community planning in the areas of housing, public service and economic development. Policy 2: Public services In addition to housing needs, the need for improved public services was among the highest priorities identified through the public involvement process of Consolidated Plan. Elderly service programs, disabled services, youth services, childcare and head -start programs, substance abuse programs and employment training programs were all emphasized repeatedly at the public hearings. As a result, the ability of CD viii to provide quality public services in accessible means to the community is essential to the neighborhood viability. The role of CD is important in providing public services functioning as a facilitator in partnership with numerous local organizations to deliver services. Various organizations on the "front line" have assisted in determining priority needs and programs for the planning period. Their input through the means of public hearings and agency surveys has been invaluable in defining the extent of the problems impacting local neighborhoods and in developing solutions. Policy 3: Economic Development The Department of Community Development strives to enhance and increase economic opportunities for City residents through support of programs and activities that help low and moderate income persons attain employment in conjunction to facilitating small business development. The primary focus is to promote long-term economic viability and by doing so to expand the business development corridors. This will be accomplished by developing business attraction and retention programs that will expand the economic base. The City will take a proactive approach to business retention and attraction by developing and maintaining working partnerships with local lenders, local investors, developers, local government entities, chamber of commerce, and other agencies interested in business growth and development. Policy 4: Historic Preservation Preserving the historic resources of the City of Miami is essential because of its importance to the City's common history and community pride. The City will work with the structures it has inherited in the course of historical transformation. The mission is to properly restore historic sites by reversing the cycle of decay through reconstruction and rehabilitation of the identified monument. Policy 5: Public Facilities and Parks The main objective is to provide assistance for public facilities and parks to improve the health and welfare of revitalization neighborhoods and augment the availability of local services to low and moderate income persons. Public facilities are the primary vehicle for neighborhood services delivery, It is essential to the long term stability of City neighborhoods that these facilities continue operating and providing services to residents. The assistance will be directed towards neighborhood facilities, child care centers, parks and recreation facilities, health facilities, and parking facilities, where activities benefit low and moderate income citizens. Policy 6: Other Community Development Needs The City will ensure that targeted revitalization areas are adequately served and well-preserved. Community development studies have demonstrated a need to replace deteriorated streets, curbs, sidewalks, lights, and community facilities. CD will contribute CDBG dollars in eligible projects and neighborhoods, to address such conditions. Nevertheless, due to insufficient funds in other City departments committed to such improvements CD will allocate funding to those projects and neighborhoods deemed as CDBG compatible, as opportunities arise on a case -by -case basis throughout the life of this plan. ix Policy 7: Fair Housing Another face of community development is the need for fair housing practices aimed at reducing predatory lending and housing discrimination. Lower income groups, minorities and special needs populations experience discrimination in seeking out rental or home ownership units. This priority contains programs to ensure that fair housing laws are enforced in both the City of Miami and Miami - Dade County. Polley 8: Lead -Based Hazards Last, but not least one of the overall goals of the strategic plan is to significantly reduce lead base paint hazards and prevent childhood lead poisoning. The City will support and coordinate its efforts in securing the services of a consulting firm specializing in the reduction and stabilization of lead paint hazards in lower income neighborhoods. The City takes precautions measures providing pamphlets and guidelines to all public housing residents illustrating the hazards of lead base poisoning. I. Introduction An Illustration of Regulatory Mandates The National Affordable Housing Act (NAHA) of 1990 required that in order to be eligible for funding under programs emanating from the U.S. Department of Housing and Urban Development (HUD), each jurisdiction had to submit a Comprehensive Housing Affordability Strategy (CHAS). In 1992, NAHA was amended, and replaced the CHAS with a rule providing for a Consolidated Plan. The Consolidated Plan would serve as a single performance report for all HUD formula grant programs. The rule states that the participating jurisdiction must consolidate into a single capitulation the planning and application characteristics of their respective Community. As a result of the emergence of the Consolidated Plan, the CDBG, ESG, HOME, and HOPWA programs must be in compliance with the Code of Federal Regulations stipulated under Title 24 Volume 1 Part 91(24 CFR Part 91). HUD mandates all federal funds applicants that are states or units of general local government to submit an application with a certification affirming consistency with a HUD -approved Consolidated Plan. The City of Miami's Community Development Department prepares the Consolidated Plan as part of a collaborative process to establish a unified vision of community development actions. This process creates the opportunity for strategic planning and citizen participation to take place in a comprehensive context and aims to reduce duplication of effort at the local level. It also provides a method to measure progress of the various program goals, specific objectives, and annual goals set by the Department of Community Development. The formula grant programs guided by the Consolidated Plan consist of the following: Community Development Block Grant (CDBG), Home Investment Partnership (HOME), Housing Opportunities for Persons with AIDS (HOPWA) and the Emergency Shelter Grant (ESG) program. Funding of CDBG activities will be divided among the Five Commission Districts based on the HUD formula allocation distribution per district in the table below. 11 ill u1 \li:uui f nwnii' . ii Ilitili irl District 1 21.2% District 1 15.2% District 3 23.9% District 4 16.1% District 5 23.6% Total 100% As the lead agency, the Department of Community Development is responsible for administering programs covered under the Consolidated Plan's umbrella. Throughout the planning process of the Consolidated Plan, the Department of Community Development executed a unified vision to promote its objectives and enforce the standards set by the community. The Department of Community Development strives to deliver efficient, effective, and caring delivery of services to the community which it serves. The Department's City of Miami Consolidated Plan DRAFT 1 objective is to be a unit of local government responsive and strategically prepared for change and challenge. Guiding Principles Our core values of honesty, respect, and openness will constantly guide our actions. Lessons learned in the past have helped the department understand, where we have been and where we need to go! By understanding where have been, we establish the framework for the future. In looking into the future, the basic premise underlying the 2004-2009 Consolidated Plan is holistic development. Through holistic development the City of Miami seeks to address the housing, economic development, infrastructure and social service needs of its residents. In addition to a holistic approach, the following concepts were also used to guide the policy development in the Consolidated Plan: • Neighborhood -based community development • Mixed -income and spatial de -concentration of low income housing • Mixed -use development • Interagency/Interdepartmental collaboration • Concentration of resources and services in a small geographic area Anti -Poverty Initiative The Strategic Plan and the Anti -Poverty Strategy identified in this Consolidated Plan is reflective of the City of Miami Mayor's Anti -Poverty Initiative and the CDBG national objectives. The Consolidated Plan sets the framework for carrying out the Mayor's Anti- poverty Initiative at the neighborhood level. The national formula grant programs play a vital role through the provision of resources to address the roots and consequences of poverty. The funds will assist in alleviating some of the most pressing needs in the community, beginning with housing needs. CDBG dollars also foster economic development opportunities in the City, focusing on economic opportunity for those on the lower rungs of the ladder of prosperity. In addition, CDBG dollars help social services agencies provide essential public services to indigent citizens experiencing economic hardships. CDBG funding also assist in fostering equal access to health, public safety and senior and youth services. The upcoming plan will provide the framework used by the Department of Community Development to identify housing, homeless, community and economic development resources and needs in order to tailor a strategic plan for meeting those needs. The strategy will entail a.. set of recommendations for addressing current challenges, as well as those that can be expected to develop in the coming years. Public Participation This document is the output of an extended community involvement process designed to engage citizens in analysis of the issues that exist in their neighborhoods. The process also involved a wide range of groups including private organizations and community based organizations (CBOs) and others with an interest in the needs, challenges, opportunities, and priorities of the City of Miami. Much of the work in this document was prepared by various subject matter experts who researched issues, contributed studies, and helped develop recommendations for future initiatives and priorities of the City. For this Five Year Plan, the Department of Community 2 Development contracted with a variety of individuals andsonsulting firms to secure professional services. rga Izadon of Conisopdated Play. This report provides a broad overview of the state of the City followed by analyses, priorities, objectives, and recommendations for future programming. It is the work of many hands including public officials, citizens, consultants, subject matter experts and department directors. All have worked diligently to identify a present a clear plan of attack to combat poverty. Section I of the Consolidated Plan provides an overview which will synthesize a series of research on housing, the economy, demography, public services, and quality of life issues. The result is contingent in a new spirit of community building. Fostering this spirit and finding ways to transform it into actions will symbolize the success of this plan in the upcoming program years. Neighborhood Development Zones and Model Blocks, discussed in Chapter V, provide a framework on the "guiding principles" that have existed for some time yet remain relevant. The theory of community revitalization is introduced with a focus in a developed concept of concentrating funding in areas deemed as workforce ready with a stable environment supportive of homeownership opportunities. This new concept is referred as "Model Blocks" evident and reflective of the analyses of specific subject areas. The concept has been embraced by the Mayor, City Commission, City Departments and local area residents. The respective Model Blocks all have been coupled with economic business zones to confront community challenges that will serve as obstacles in the revitalization process. The Model Block concept and business development zones will be tangible goals expected to produce visible and measurable outcomes in the next five years. Last, Sections II and III of the report will conclude with a series of assessments containing information relevant to the strategy. These sections will proceed by current services that are offered by the Department of Community Development for housing (Section II) and non - housing (Section III) programs. The needs and challenges that confront the community followed by recommendations for dealing with such challenges. The recommendations will be presented in a declarative action format to include: priority, activity, strategy, targeted outcome and funding source. City of Miami Consolidated Plan DRAFT II. Citizen Participation Maximizing Community Engagement Citizen Participation The Consolidated Plan is not only a planning document; it is an expression of a community's vision regarding its future. For the vision to truly be reflective of the needs and desires of its residents, public involvement is critical. To assure maximum public input in the making of the Consolidated Plan, the City of Miami developed a Citizen Participation Plan designed to actively engage both residents and agency stakeholders. This section provides a description of the Citizen Participation Plan, an account of the public involvement strategies that were employed during the Consolidated Planning process and a summary of the input that was received from residents and agency stakeholders. The City of Miami Citizen Participation Plan The Citizen Participation Plan for the City of Miami, available as a separate document on Attachment 1, was designed to provide city residents the opportunity to be actively involved in the planning, implementation, and assessment of community needs to be addressed through the City's grant/loan programs funded by the US Department of Housing and Urban Development (HUD). These programs include: Community Development Block Grant (CDBG), Emergency Shelter Grant (ESG), HOME Investment Partnerships Program (HOME), and Housing Opportunities for Persons with AIDS (HOPWA), and any resulting program income. The focus of the plan is to: • Increase public participation; • Encourage a diverse representation of residents, including minorities, non- English speaking persons, and persons with disabilities; • Involve low- and moderate -income residents, especially those living in slum or blighted areas, and in areas where CDBG funds are being utilized; • Receive comments, views, suggestions or complaints from residents; and ▪ Reduce public isolation from government. HUD Policy Reports Consolidated Plan Annual Action Plan Annual Performance Evaluation Reports (CAPER} Housing Opportunities for Persons with AIDS Programs 1 City of Miami Consolidated Plan DRAFT Citizen Participation Plan Guidelines Types of Meetings and Activities Advertising of Public Hearings Citizen Complaint Process Technical Assistance Information Accessibility J 4 The Citizen Participation Ptanvstipulates the types of public involvement activities that the city must undertake in the making of the Consolidated Plan, the Annual Action Plan, and other HUD grant programs. To assure that the process is transparent and that residents have an opportunity to provide input and review proposed polices and amendments, the plan provides detailed guidelines that specify the types of activities that should be scheduled, the proper means of advertising the activities, how residents can access information and how they can submit comments or complaints. The table below provides a list of the public participation activities and guidelines related to the Consolidated Plan: Table l: Public Participation Activities and Guidelines for the Consolidated Plan I'11IYIi 1%111iciII.iIi11ii 1rli�iI Public Hearing Notice Public Hearings f;ui lctincti 14 days prior to event 5 Neighborhood Level Public Hearings (One per City Commission District) 3 HOPWA Public Hearings 2 Commission Level Hearings Public Review of Consolidated Plan 30 days Prior to Commission Approval Notice of Amendments and Public 30 days prior to Commission Approval Review Period Citizen Complaints Written response 15 days from date received Technical Assistance At least one Informational and Training Session to answer questions. Additional assistance available on demand. Description of Citizen Participation Activities In a community as diverse as Miami, where language, race, ethnicity and income often serve as barriers that keep communities segregated, creating a consensus building public participation process can be a challenge. In order to assure that residents, including hard -to - reach individuals and special needs populations, had an opportunity to participate, the City of Miami organized a series of activities intended to give individuals a variety of opportunities to engage in the Consolidated Planning process. These activities, which were primarily in the form of public hearings, included: • Neighborhood -level Public Hearings • Three Countywide HOPWA Public Hearings • Two City-wide Public Hearings before the City of Miami Commission 1 • City of Miami Consolidated Plan DRAFT 5 ■ Technical Assistance and Training Neighborhood -level Public Hearings Five neighborhood level public hearings were held in each City Commission District to encourage area residents to identify community needs and provide long-term recommendations for addressing those needs (see table below for the times, dates and location of the meetings). Specifically, the Neighborhood -level Public Hearings addressed needs in the following areas: housing, public services/social services, special need population, economic development, and other miscellaneous topics. All of the City's grant/loan programs funded under the HUD programs (CDBG, ESG, HOME and HOPWA) were discussed. The elected City Commissioner of each District and/or his designee presided over the meetings and the City of Miami Department of Community Development coordinated the events. Table 2 provides a list of the dates and times in which the public hearings were schededuled. Table 2: Neighborhood -level Public Hearing Activities Il:ur and I Inn. Jan 13, 2004 at 5:00 pm Jan 14, 2004 at 5:30 pm Jan 15, 2004 at 6:00 pm Jan 24, 2004 at 10:00 am Feb 4, 2004 at 6:00 pm I)I.l l'l el District 4 Commissioner Tomas Regaled° District 1 Commissioner Angel Gonzalez District 2 Chairman Johnny Winton District 5 Vice Chairman Arthur Teele District 3 Commissioner Joe Sanchez I ur.Niun Shenandoah Park Clubhouse 1800 SW 21at Avenue Allapattah Community Action, Inc. 2257 NW North River Drive Virrick Park Clubhouse 3230 Hibiscus Street Carrie Meek Cultural Center I350NW 50th Street Manuel Artime Theatre 900 SW 1st Street Countywide Public Hearings for HOPWA The City of Miami receives and administers Housing Opportunities for Persons with AIDS (HOPWA) for all of Miami -Dade County. Since the HOPWA program is countywide, the City of Miami scheduled three Public Hearings outside the City limits to solicit input and comments from residents of Miami -Dade County. The hearings were conveniently located in the northern, central and southern areas of the County (Table 3). Table 3: Countywide Public Hearings far HOPWA IIaL, au,l 1.11111' Jan 26, 2004 at 5:00 pm Jan 27, 2004 at 5:00 pm Jan 28, 2004 at 5:00 pm 1 itilrict Central Miami -Dade County [North Miami -Dade County South Miami -Dade County =MEM Joseph Caleb Center- Room 111 5400 NW 22nd Avenue. South Florida Workforce- Flamingo Rm. 4690 NW 183rd Street South Dade Regional Library 10701 SW 211th Street These hearings, like the Neighborhood -level hearings were properly noticed. The notice of the hearings included an estimate of the grant and program income amount available for the program and eligible program activities that may be undertaken with these funds. Public City of Miami Consolidated Plan DRAFT 6 comment was solicited and considered during the notice (comment) period as well as during the Public Hearings. City-wide Public Hearings held before the City of Miami Commission Two community -wide public hearings were held before the City of Miami Commission. These meetings provided a city-wide perspective to the issues being discussed in the Consolidated Plan and gave residents an opportunity to express their opinion regarding proposed policies prior to the Commission's approval. At the first city-wide public hearing, the Commission approved the "Priority Needs" identified during the Neighborhood -level meetings. In the second public hearing, the Commission reviewed and approved the Consolidated Plan and Action Plan (Table 4). Table 4: City-wide Public Hearings before the City of Miami Commission Paid .roil 1 March 11, 2004 June 10, 2004 District Priorities for Consolidated and Action Plan City Hall Approval of Consolidated Plan and Action Plan City Hall Technical Assistance and Training The City of Miami Department of Community Development made the planning process of the Consolidated Plan available to interested parties. In reflection of the previous statement, the city made several presentations to organizations on how to participate in the Consolidated Planning process and on the planned use of HUD program funds. This service was available upon request. In addition, the Community Development Department held two Training Sessions for non- profit organizations and groups interested in developing proposals for funding assistance. The training sessions were in response to the Request for Proposals (RFP) for the Action Plan and HOPWA. These sessions provided information regarding the allocation process, the funding cycle, and instructions on how to develop a complete and competitive application for funding assistance. Information was also provided on the planned use of HUD program funds. Public Information Campaign and Public Notice In order to create maximum awareness and accessibility of the various activities described above, the City of Miami implemented a public information campaign intended to 1) Inform the community about the Consolidated Planning process, 2) Obtain community buy -in from the beginning, and 3) Build consensus on the end goals. To accomplish this, the City carried out the activities listed below. The City diligently advertised the ratification of the Consolidated Plan fourteen (14) days prior to the June 10, 2004 Commission meeting and strictly followed. • Published notice of activities in general circulation newspapers, including minority and non-English language newspapers; a Made notices available in Spanish, English and Creole; • Used the City of Miami website to convey information on the times and schedules of the public meetings; • Worked with community groups to help disseminate information and assure attendance at public meetings; City of Miami Consolidated Plan DRAFT 7 • Mailedpost cards to city residents notifying them of the public hearings. This was done at the request of the City Commissioners. Outreach to Special Needs Populations The City of Miami developed and implemented culturally sensitive marketing strategies to reduce cultural obstacles deterring the special needs residents from participating in the public participation process. These activities included the following: • Distributing flyers of meetings in different languages at community centers, elderly establishments, public housing facilities and other areas of public gathering. + Scheduling of Public Hearings at times and locations convenient to City residents and at sites accessible to persons with disabilities. + Providing interpreter services in Spanish and Creole to assure that people with language barriers had an opportunity to participate, and making written materials available in other languages. • Disseminating information in a manner that suitable for the hearing and seeing impaired. Including the services of a sign -language interpreter. • Creating audio tapes and transcriptions of the proceedings and making this information accessible to the public upon request. • Encouraging participants to submit written continents in lieu of speaking at Public Hearings by distributing "Comment Sheets". Citizen Comments and Complaints Throughout the Citizen Participation Process, residents had a variety of ways to express their views and concerns. At the public hearings, individuals had the opportunity to voice their suggestions or complaints by making a public comment or by completing a Comment Sheet. Comment Sheets enabled participants to submit a written comment without having to speak in public. This innovative technique allowed individuals who would not normally be able to express their views at public hearings, because of fear of public speaking or because of language or disability difficulties, to participate in the process. In addition to the public hearings and comment cards, residents also had the opportunity to submit emails or letters to the City regarding their comments or concerns. All forms of written statements, including the Comment Cards, were analyzed and used in the making of the Consolidated Plan, as appropriate. Each comment received a written response from the City of Miami Community Development Department within fifteen (15) working days from the date received, Lessons Learned To improve its public participation process, the City of Miami evaluated the logistics exercised throughout the Consolidated Planning process and compiled a report of lessons learned. The interpretation of the analysis will be used to modify the Public Involvement Plan. A copy of the document is available in Attachment 2. City of Miami Consolidated Plan DRAFT a District Needs and Prio ities:What the Community Wan* During the Neighborhood Public Hearings, residents and non-profit agencies identified the needs and priorities for each of the city's districts. The following is a brief summary of the key topics of discussion. The needs identified are organized by topic area. it is important to note that the priorities were determined differently in the various commission districts. The District Commissioner, residents and community agencies selected the priorities for each district. For more detailed description of the meeting discussions, please see Attachment 3. Housing District 1 District 2 District 3 District 4 District S Needs • Administrative funding for affordable housing agencies • Affordable housing • Reduce Impact of Gentrification • Release liens to non -profits to build affordable housing • Reduce Restrictions on Section 8 Requirements Needs • Affordable Housing for Homeownership • Reduce Impact of Gentrification • Mixed -Income Mixed -Use development ■ Subsidized Mortgage Program for Homeownership • Support Land Trust in West Grove Needs • Affordable Housing • Loans for home repairs • Reduce Impact of Gentrification • improve housing stock quality • Increase homeownership • Reduce housing density Needs • Affordable Housing for low and very income families • Facade improvements for homeowners Needs • Affordable Housing • Home repair assistance for elderly • Refurbish abandoned houses • Security -related home improvements • Leverage HOME funding with the state Priorities • Affordable housing • Release liens to nonprofits to build affordable housing • Administrative funding for affordable housing agencies Priorities • Support land trust in West Grove • Subsidized mortgage program for homeownership • Mixed -income and mixed -use development Priorities • Affordable housing • Create homeownership opportunities • Reduce density Priorities • Open to all facets of housing services Priorities • Open to all facets of housing services City of Miami Consolidated Plan DRAFT 9 Public Service/Social Service and Special Needs Populations District I District 2 District 3 District 4 District S Needs • Assistance for non -citizens and illegal immigrants • Child care and youth services • Elderly services and activities • HIV/AIDS programs • Programs for persons with developmental disabilities • U.S. Citizenship Courses Needs • Child care and youth services • Domestic violence counseling/transitional housing ■ Elderly food services/activities • Emergency food programs • HIV/AIDS programs • Homelessness programs • Job skills development • Programs for ex -offenders and prior release services • Programs for persons with developmental disabilities Needs • Child care and youth services • Elderly services • Homeless programs • Job training and placement for youth and ex - offenders • Programs for persons with developmental disabilities • Substance abuse services Needs • ADA funding • HIV/AIDS programs • Honic-bound services for the elderly • Programs for persons with developmental disabilities • Services for at -risk youth • Social security benefits for immigrants • Transportation services for elderly Needs • Heatth care ■ Programs for persons with developmental disabilities ■ School Tutorial/Computer skills programs • Youth programs Priorities • Elderly services and activities • Child care and youth services • Programs for persons with developmental Disabilities Priorities • Job training and placement • Child care and youth services • Substance abuse services • Programs for persons with developmental disabilities Priorities • Open to all facets of Public Services Priorities • Open to all facets of Public Services Priorities • After school programs partnering with Parks and Park programs • Programs for Ex -Offender Re-entry • Programs for persons with developmental disabilities City of Miami Consolidated Plan DRAFT 10 Economic Development District 1 District 2 District 3 District 4 District 5 Needs • No specific economic development needs identified Needs ■ Business Development • Business facade improvements • Creation and expansion of small/mid size business through technical assistance • Quality jobs Needs • Additional parking for tourist and commercial areas • Business facade improvements • Job creation ■ Small business technical assistance Needs • No specific economic development needs identified Needs • Business development and creation • Business facade improvements ■ Concentrate/ leverage funding on MLK and in Overtown • Economic development through arts/culture/parks • Historic Preservation • Increase parking for commercial areas • Job training and placement • Quality jobs • Refurbish abandoned businesses • Small business loan • Support credit unions and other financial institutions that do community landing • Use set asides as a tool for economic development Priorities ■ Open to all facets of economic development Priorities ■ Business development • Job creation • Facade Improvement Priorities • Technical assistance 10 businesses • Job creation • Commercial Parking • Facade Improvement Priorities • Open to all facets of economic development Priorities • Open to all facets of economic development City of Miami Consolidated Plan DRAFT 11 Capital Improvements District 1 District 2 District 3 District 4 District 5 Needs • Parking for the Community Center • Sidewalks for Durham Park Needs • ADA compliance • Infrastructure improvements ■ Parking Needs • 8th Street beautification and maintenance/trees and shade in Little Havana • Parking in the Orange Bowl area Needs ■ Fund improvements on Cuban memorial boulevard • Improve community "look" • Lights on Coral Way corridor ■ Repair and replace damaged curbs and sidewalks Needs • Capital Improvements • Maintenance of roadways and rights of way Code Enforcement and Law Enforcement District 1 District 2 District 3 District 4 Needs • Code Enforcement • Use Law Enforcement Trust Fund to address youth crime Needs ■ No specific needs identified Needs • Abandoned houses • Illegal dumping • Neighborhood security • Noise control in residential areas • Traffic ControVSpeeding Needs • Address hotel/motels that cater to prostitution • Address gang problems in area • Enforce municipal liens for homeowners with homestead exemptions • Illegal housing units • Use law enforcement trust fund for police overtime Priorities • Sidewalks for Durham Park • Parking Priorities • Parking • ADA compliance Priorities • Beautification of 8th Street • Parking Priorities • Open to all facets of capital improvements Priorities • Capital Improvements • Maintenance of roadways and rights of way Priorities • Code Enforcement • Use Law Enforcement Trust Fund to address youth crime Priorities • Open to all facets of Code and Law Enforcement Priorities • Illegal dumping • Abandoned houses • Traffic ControVSpeeding • Noise control in residential areas Priorities • Open to all facets of Code and Law En forcement City of Miami Consolidated Plan DRAFT 12 District 5 Needs ' Code Enforcement • Neighborhood appearance • Security in residential areas Coordination and Government Administration District 1 District 2 District 3 District 4 District 5 Needs • Lobby Washington for funds • Outreach/education regarding government programs • Reduce bureaucracy and politics • Representative City Boards (i.e. Zoning Board) Needs • Improve reporting system for community agencies • Improve coordination of city services with neighborhood plans • Technical assistance for self sustainability of community agencies Needs • No specific needs identified Needs • Improve coordination of capital improvement projects with businesses • Outreach/education regarding government programs Needs • Outreach regarding government business development programs HOPWA Program County -wide Needs and Priorities for Persons with HIV/AIDS • Long -tens tenant based rental subsidies • Emergency rental, mortgage and utility assistance ' Project -based rental subsidiaries • Housing information, referral and advocacy ■ Special needs residential care • Program inspections • Technical assistance Priorities • Neighborhood appearance • Code Enforcement Priorities • Lobby Washington for funds • Representative City Boards (Le. Zoning Board) • Lobby for programs to assist non -citizens and illegal immigrants Priorities • Open to various improvements Priorities • Open to various improvements Priorities • Open to various improvements Priorities • Open to various improvements City of Miami Consolidated Plan DRAFT 13 City-wide,: Priority Neods What the Residents and Stakeholders Said The information provided by the residents, local officials and stakeholders was compiled and analyzed in order to determine the high priority needs for the City of Miami. The following are the issues deemed to be the highest priority needs for the city: • Poverty Reduction • Neighborhood Preservation (Infrastructure Improvements, Slum and Blight Removal, Crime Reduction, Code enforcement, etc.) • Preservation of Affordable Housing (rental and ownership) • Economic Development and Community Revitalization • Workforce Development/Job Creation • Education • Services to Persons with HIV/AIDS • Elderly Services • City of Miami Consolidated Plan DRAFT 14 III. Institutional Structure & Coordination Establishing Partnerships The following section explains the institutional structure through which the City of Miami will carry out its housing and Community Development plan. The City will execute its housing and Community Development plan in harmony with public, private and nonprofit agencies. Nonprofit organizations include nonprofit developers and community housing development organizations. Private sector partners include local financial institutions, for - profit developers and local businesses. The City works closely with its partners to design programs that work to address needs present in the city. Still it is eminent that program delivery gaps attributed to funding shortfalls serve as impediments to the coordination process. Institutional Structure In order to make the Consolidated Plan a true "consolidated" effort, the Department of Community Development sought to identify opportunities for cooperation and collaboration among other city departments. The goal was to encourage city departments to work together in addressing the needs of the target communities and to develop inter -departmental agreements for coordinating projects and maximizing the use of funds. Below is a list of the departments that participated in the process. City Departments/Offices Involved in the Consolidated Planning Process: Building Department Capital Improvements Program City Stats (311) Code Enforcement Commissioners Communications Community Redevelopment Agency Economic Development Grants Administration Information Technology Manager's Office Mayor's Office Model City Trust Neighborhood Enhancement Teams Park & Recreation Planning & Zoning City of Miami Consolidated Plan DRAFT 15 1 Planning Department Police Department Public Works Solid Waste Department Strategic Planning, Budget and Performance Department During the process of developing the Consolidated Plan the City drew upon its close working relationship with the Miami -Dade Housing Authority (MDHA). This working relationship will be continually fostered to enhance coordination between City, public housing providers and assisted housing providers. Many social service agencies, non-profit agencies, youth organizations, and community based organizations were consulted to endow the consolidated plan, as a comprehensive document addressing regulatory compliance. After several consultations, the participating City departments determined that the Consolidated Plan Should: ■ Provide an interdepartmental plan for housing, economic development, and social services that will inform the Anti -poverty strategy. ■ Facilitate greater efficiency in the use of resources through collaboration and coordination among departments ■ Encourage information dissemination regarding projects and programs It has been noted that given the geographic size of the City, and the number of and variety of priority needs, a high degree of coordination is necessary in order to deliver housing and Community Development programs and resources in a timely, efficient and cost-effective manner. Throughout the implementation of the Consolidated Plan, Community Development will benefit from recently established partnerships and working relationship with a number of governmental entities, such as the Miami -Dade Office of Economic Development (OCED). To further enhance coordination, the City of Miami's Community Development will endeavor to strengthen and expand these relationships. As a good faith effort to respond to increasing demands for affordable housing, Community Development will continue its dialogue with MDHA. Community Development will also continue its cooperative relationship with the Alliance for Human Services in an effort to reduce fragmentation of social services. The local Continuum of Care for Homelessness was also consulted in the development of the five year plan. This group serves a good example of the City's actions to enhance coordination among the local service agencies by analyzing benefits which result from collective problem solving and coordinated activities. The group's purpose and current activities are described in detail in the homeless section of the housing market analysis and the homeless individual needs table. The institutional coordination of the Consolidated Plan establishes a unified vision for Community Development actions. A collaborative process will be followed by which the City of Miami will shape various programs into effective, coordinated neighborhood and community strategies. This process also facilitates the opportunity for strategic planning and citizen participation to take place in a comprehensive context attempting to reduce duplication of effort at the local level. Coordination In addition to public hearings held across the five Commission Districts City staffs attended special focus group meetings to solicit input from local service providers. The City of Miami City of Miami Consolidated Plan DRAFT 16 • - ,1 would like to thank Greater Miami Local Initiatives Support Corporation (LISC) for coordinating such meetings. The assembly attended by City representatives included members from the community, local government entities, social service providers, CHDOs and CDCs. The coordination process provides for stakeholder agencies and all interested parties to analyze and discuss local housing needs, priorities, and program strategies. The Department of Community Development has served as the facilitating agency for this local process. As a result of the meetings coordinated with various service providers, CHDOs and CBOs, community development implemented RFP workshops designed to assist agencies in capacity building, technical assistance and proposal review. The coordination process analyzes the full local context and the connection established with the larger regions. The premise is directed at building on local assets and coordinating objectives and resources in a holistic approach, by means of securing partnerships with private, non -profits, State, Local and Federal agencies. The incorporation of such practice will coordinate economic development, affordable housing, and Community Development into a comprehensive and coordinated strategy, so that organizations can work together and thrive. The plan will institute goals, specific objectives, annual goals, and benchmarks for measuring progress. In so doing, the City will facilitate the accomplishments of such goals to citizens in the Consolidated Annual Performance Report (CAPER). The coordination plan will serve as a clear blue print designed to guide City actions over the next five years in the direction of performance outcomes such as improving neighborhoods, increasing homeownership, and raising income levels for all city residents. Primarily the plan will guide City leadership and financial resources in route with the priorities set forth by the community. The plan is aggressive in its approach to leverage other funding and build partnerships. The strategic approach builds on the City strengths safeguarding efficient city services, business retention, preserving the housing stock and increasing income levels for all of our residents. The strategy will coordinate a new plan requiring the City to: ■ Provide clear and eloquent public leadership for the identified initiatives. • Endorse a performance based operation for all of the department's divisions and contracted sub -recipients, where goals and priorities equal accomplishments. ■ Put into effect a performance based request for proposal process for all categories of funding. • Fortify the partnering and collaboration of local government agencies, private organizations, and non -profits to increase leveraging potential. ■ Publicly market the City's assets and aggressively leverage other financial support. • Establish a unified vision and focus for the Model Blocks, the Neighborhood Development Zones and the Community Business Corridors. ■ Work with developers to achieve acceptable environmental standards while not compromising the health and safety of the public, • Prepare a plan for the City which identifies gaps in the continuum of services and support projects which fill those gaps. City of Miami Consolidated Plan DRAFT 17 The cornerstone of the overall coordination strategy is centered on neighborhood planning. •- which creates the framework for City officials to operate in partnership with community organizations, private businesses and citizens to bring about desired changes. Over the next five years, the Department of Community Development will endeavor to incorporate Neighborhood Revitalization Strategy Areas (NRSA). Community Development will strive to coordinate and develop individual plans containing goals and strategies reflective of distinctive community priorities sharing a cohesive vision. In subsequent years, the City's CDBG and other resources will be injected within the model blocks. The City will pursue this venture in the forthcoming program year in coordination with the local HUD Community Development Planner (CPD). Upon, identification and adoption of the NRSAs Community Development will seek to amend its Action Plan and Consolidated Plan. The priorities outlined in strategic plan, represent the strategic goals, programs, and policies designed to address human development needs, economic need and housing needs of' the community in the next five years. This plan is also inclusive of the homeless needs. The main goal is synchronize the aforementioned into a single cornponent aimed at reducing the number of poverty level families and individuals taking into consideration the many factors over which Community Development has no control (i.e. reduction in funding resources, funding shortfalls, inexperienced CHDOs, poor financial controls practices by subrecipients) The cumulative efforts of this unified process wilt result in direct preservation and provision of housing. This is particularly true for those activities which preserve and produce housing units planned for low income families and individuals, collectively with the coordinated programs undertaken with other public agencies, service providers and private organizations. These efforts will incrementally assist in the reduction of number of poverty level families through the provision of housing and community services. City of Miami Consolidated Plan DRAFT 18 IV. Community Profile The State of the City The City of Miami is a compact microcosm of economic, social, and ethnic diversity. While Miami has a population of 362,470, it represents less than two percent of Miami -Dade County's total area. With approximately 10,500 inhabitants per square mile, it ranks 16"' in the nation for population density. In addition to its population density, the City of Miami is also one of the most diverse municipalities in the nation. Over 88 percent of its residents come from minority backgrounds, with 65 percent Hispanic and 20 percent Black. Economically, the City is one of great contrasts as well. Though it serves as one of the nation's leading centers for trade, banking and finance, it is considered the poorest city in the country. Indeed, the City is home to many of the County's economic engines (including the Airport, the Seaport, the Civic Center, and the Central Business District), yet its population has the lowest median income in the nation-- $23,483. All of these contrasting dynamics create great challenges and opportunities for the City of Miami. In order to understand how these factors can affect the City's ability to carry out its community development and revitalization efforts, it is important to examine the trends that have shaped the current social and economic conditions. The following section of the Consolidated Plan provides a general overview of the demographic and economic trends that have affected the City of Miami in recent years. Table 5: General Population Characteristics, 2000 Total population Median age Foreign Ram Speak a language other than English at home (5 years and older) (il� u1'Vlinuii 1lieuii-IIJdC (uunl ®®® 362,470 37.7 215,739 254,536 ti 100.0 2,253,362 100.0 100.0 (X) 35.6 (X). 59.5 1,147,765 50.9 74.6 1,432,165 67,9 35,3.: 11.1 17.9 Median Household Income (dollars) 23,483 (X) 35,966 (X) 41,994. Families below poverty level 19,779 23.5 80,108 14.5 9.10 Individuals below poverty level 100,405 28.5 396,995 18 12,40 Source: US Census Bureau, 2000 (x) Not Applicable City of Miami Consolidated Plan DRAFT 19 Demographic Profile Population Growth Over the last 30 years, Miami -Dade County has experienced rapid growth while the City of Miami (the County's urban core) has grown modestly. This is most evident when comparing the population growth from 1970 to 2000. Whereas the County's population ballooned by 77.7 percent over the last thirty years, the City of Miami only grew by 8.1 percent during this same time period. From 1990 to 2000, the population increased by a mere 1.1 percent, constituting an increase of only 3,922 people. Many believe that, had it not been for the continuous flow of immigrants, the City would have most likely experienced a decline in population. This lack luster growth, however, is not likely to continue. Renewed interest in urban living has spurred new housing construction in the City and has stimulated a trend to move back to the urban core. It is likely that within the next five years the City will witness its greatest population growth in decades. Table 6: Total Population, 1970-2000 EMI Total Population 1970 1980 1990 2000 \li:3nii I),I1L t•moil% 1,267,792 1,625,781 1,937,094 2,253,362 \Ilallll, II 335,075 346,865 358,548 362,470 845,743 1,182,618 1,485,907 1,802,959 Percent Change 1970 to 1980 28.2 3.5 39.8 1980 to 1990 19.1 3,4 25.6 1990 to 2000 16.3 1.1 21.3 1970 to 2000 77.7 8.2 113.2 Source: U.S. Housing and Urban Development Department, State of the Cities Data Systems (SOCDS); HUD USER. *Suburb data are defined as the total for the Miami, FL PMSA Tess the sum of data for these cities: Miami Beach, FL and Miami, FL Race & Ethnic Composition Miami ranks third among the nation's 100 largest cities in the share of non -white population, with an estimated 88. percent of its residents considered non -white) I As a result, the 2000 Census gave Miami the designation of a "majority minority" city, meaning that over half of its population is non-white.2 Though the "majority minority" phenomenon is a recent national trend among large U.S. cities, the City of Miami become a "majority minority" city as early as 1970, making it one of the first cities in the country to achieve such a status? The growth in the minority population in the City of Miami is largely due to the increase in Hispanic and Latino populations. As such, the "majority minority" designation does not mean The Brookings Institute Center on Urban and Metropolitan Policy. Miami in Focus: A Profile from Census 2000. From the series Living Cities: The National Community Development Initiative, 2003 2 IBID. 3 Center for Immigration Studies. Shaping Florida: The effeets of immigration 1970-2020, 1995.. City of Miami Consolidated Plan DRAFT 20 that Miami lias'15ecome more diverse; rather it has beconie increasingly a city of immigrants from the Caribbean and Latin America. This is evident by the fact that the White and Black Non - Hispanic populations have declined in absolute numbers since the 1970s; whereas the Hispanic population has experienced steady growth. Today, Hispanics constitute approximately 65 percent of the population, Black Non -Hispanics 20 percent, White Non -Hispanics 12 percent and Asians and other Non -Hispanics the remaining three percent. Of the five commission districts in the City of Miami, District 5 has the greatest number of Blacks -approximately 66 percent of the Black population in Miami lives in this district. The Hispanic population is almost evenly distributed among Districts 4, 3, and 1. Table 7: Population by Race and Ethnicity, 1980-2000 �t:i(1 I Ihniril, White, Non - Hispanic Black, Non - Hispanic Other Races, Non -Hispanic Total Hispanic (All Races) at \fianii U,ulr f uunh tiulnu I,. 1980 755,974 46.5 67,799 19.5 614,967 1990 588,063 30.4 44,091 12.3 499,0.10. 33.6 2000 465,772 20.7 42,897 11.8 386,916 21.5 1980 271,184 16.7 81,921 23.6 188,610 13,9 1990 371,691 19.2 88,763 24.8 279,701 18.8 2000 427,140 19.0 72,190 19.9 352,459 19.5 1980 18,598 1.1 2,960 0.9 14,524 1.2 1990 27,640 1.4 2,256 0.6 23,822 1.6 2000 68,713 3.0 9,032 2.5 57,198 3.2 1980 580,025 35.7 194,185 56.0 364,517 30.8 1990 949,700 49.0 223,438 62.3 683,374 46.0 2000 1,291,737 57.3 238,351 65.8 1,006,386 55.8. Source: U.S. Housing and Urban Development Department, State of the Cities Data Systems (SOCDS); HUD USER *Suburb data are defined as the total for the Miami, FL PMSA less the sum of data for these cities: Miami Beach, FL and Miami, FL Segregation According to the Brookings institute, the segregation index in the City of Miami between Hispanics and Blacks is one of the highest in the nation (ranked second in the United States). Demographic patterns of income, race and ethnicity reveal great disparity and insular racial and ethnic enclaves. The Black population is clustered north of downtown and the Hispanic population is concentrated in the Southern and Western portions of the City. This polarization creates challenges for the City in trying to integrate distressed communities into the broader economy. City of Miami Consolidated Plan DRAFT 21 Table 8: 100 largest cities in the U.S. Black/Hispanic segregation index, 2000" `�- Chicago, IL ilflmnl, FL Detroit. MI Cleveland, OH. lil:IcI.;IIIuiila!ih in�l�'+ I'illllll 84.2 82.2 81.6 80.5 5 Milwaukee, WI 78,7 Source: The Brookings Institute, Living Cities Dalabook Series 2000 Immigration Since the 1960s, the City of Miami has been the settling ground for large waves of immigrants from the Caribbean, Central America, and Latin America who have sought refuge from political and economic turmoil in their countries. As early as 1970, foreign born residents made up 41.8 percent of Miami's population, with Cubans constituting 75 percent of the foreign born,° Today, the City of Miami has the second highest share of foreign born residents in the nation, totaling 60 percent of the population. Over 20 percent of these residents are estimated to have arrived within the last five years. Although Cubans have declined in number since the 1970s, they still constitute the majority of foreign born (51 percent). According to the 2000 Census, most new foreign -born residents are from Nicaragua (12 percent), Honduras (7 percent) and Haiti (7 percent). It is important to note that even though many of these immigrants arrived in Miami prior to 1990, less than half are naturalized citizens. Given the fact that the federal government is limiting certain programs to citizens, this factor could have a potential impact on many foreign born residents in Miami.s Due to the continuous flow of immigrants, it is estimated that 74.6 percent of the population in Miami speak a language other than English at home, compared to 17.9 percent at the national level. According to the 2000 Census, many do not speak English very well. Though the predominant foreign language is Spanish, Creole is also common. As a result, there is a great need to provide information on government services in both Spanish and Creole in order to assure fair access. With continued economic and political instability in South and Central America and the Caribbean, it is projected that immigration will continue. As such, the City is committed to meeting the needs of the new arrivals and facilitating their assimilation. ° Ibid. 3 Brookings Institute. Growing the Middle Class: Connecting All Miami Residents to Economic Opportunity. October 8, 2003 (Slideshow presentation) City of Miami Consolidated Plan DRAFT 22 Table 9: Foreign Ban. Population, 1970-2000- ureil burn Total Foreign Born Foreign Born as Percent of Total Population. 1 to 11i.wu tl:ulc { 41111111 Nita mi. 1 1970 309,593 144,709. 1980 578,055 186,280 1990 874,569 214,128 2000 1,147,765 215,739 1970 24.4 43.2' 1980 35.6 53.7 1990 45.1 59.7 2000 50.9 59.5 11111 1 11 111 Source: U.S. Housing and Urban Development Department, State of the Cities Data Systems (SOCDS); HUD USER *Suburb data are defined as the total for the Miami, FL PMSA Tess the sum of data for these cities: Miami Beach, FL and Miami, FL Figure 1: Share offoreign-born by region of birth, 2000: City of Miami Other 0.3%-- Caribbean 82.8% Asia 1.0° Europe 2.11'. South America 9.1%. — Africa 0.2' Mexico & Central America 24.4% Source: Chart is reproduced from The Brookings Institute, Living Cities Series; Miami in Focus: A Profile from Census 2000 City of Miami Consolidated Plan DRAFT 23 EcanomicT rends Industries An analysis of the business establishments in the City indicates that Miami is overly dependent an the service and trade industries. Should these industries begin to decline, the economic health of the City would also falter. Furthermore, the service and trade industries do not create the types of opportunities that are needed to help working poor families improve their economic condition. For the most part, these industries tend to create low paying jobs, many of which are minimum wage. In order to overcome its status as a low -wage economy, the City needs to diversity its industries. Efforts to revitalize communities must take into account the need to attract, grow and retain businesses in high paying industries. Labor Force To attract higher paying industries to Miami, it is important to improve the quality of the labor force in the City. The challenge is that Miami's labor force is primarily composed of low -skilled workers. This is mainly due to the fact that the majority of the population in the City lacks basic educational skills. It is estimated that 47 percent of the working age population have less than a high school education. This is compared to 29 percent at the County level. Indeed, Miami ranks 98th in the nation in its share of population with a high school degree. As a result, many of the City's residents lack the basic skills and the work experience needed to fill technical positions. This is further complicated by the large number of immigrants who may be disadvantaged by their lack the language skills. All of these factors make it difficult to attract high -paying industries to the area. As such, it is imperative to undertake efforts that will help to improve the education and job skills of Miami residents. Poverty Ranked first among the poorest cities in the nation, poverty is by far the greatest economic challenge that faces the City of Miami. Although the City's poverty rates have decreased from an astounding 45.4 percent in 1993 to 28.5 percent in 2000, much needs to be done to decrease the level of poverty in the City. Part of the problem has been the decline of middle class. From 1969 to 1999, for example, Miami's middle income households decreased from 63 percent to 48 percent. In comparison, low income households increased from 25 percent to 40 percent during that same time period. The result has been a growing concentration of poverty throughout the City. In order to reduce the level of poverty that exists in Miami, the City is committed to waging a comprehensive strategy that will address the various factors related to poverty, namely job training, employment, and access to capital. Table 10: 100 largest cities in the U.S. Poverty rate. all individuals, 2000 1 Miami, FL 2 Newark, NJ 3 New Orleans, LA 4 Buffalo, NY 5 Cleveland, OH 1'upulaliun lui sshuiii liu+rrls ,1 Iuh h (II lcl (244041) 352,916. 261,451 468,453 282,377 4156,305 !MOH% dual~ l,CIUII liuswls hill 421H1111 Source: The Brookings Institute, Living Cities Databook Series 2000 100,405 74,263 130,896 75,120 122,479 IiIIII' 11111 .lI� 'ill111 26.69 26.30. City of Miami Consolidated Plan DRAFT 24 Table I I: Poverty Rate (Percent), 19694999 .111 1969 1979 1989 1993*. 1995* 1997* 1998* 1999 \Iianli-Il itI (uuI1I 14.0 15.0 17.9 25.4 23.6 21.1 19.8 18.0 \liawi. 1.1 20.4 24.5 31.2 45.4 42.8 38.9 37.0 28.5 .111is1.1r 1 '. Source: U.S. Housing and Urban Development Department, State of the Cities Data Systems (SOCDS); HUD USER *Estimated poverty rates for 1993, 1995, 1997, and 1998 are derived from the Census Bureau's Small Area Income & Poverty Estimates, **Suburb data are defined as the total for the Miami, FL PMSA less the sum of data for these cities: Miami Beach, FL and Miami, FL City of Miami Consolidated Plan DRAFT 25 V. Neighborhood Development Zones and Model Blocks A Holistic Approach to Development With some of the highest concentrations of poverty, segregation, low educational attainment, homelessness, and HIV/AIDS in the nation, the City of Miami is one of the most difficult redevelopment areas in the country. Indeed, problems such as unemployment, substandard housing, and illiteracy are widespread throughout the City. Given the scope and severity of these problems, a concentrated neighborhood level approach to community development is necessary, As such, the 2004-2009 Consolidated Plan calls for a two tiered approach to community development. Under this system, the city will target distressed neighborhoods within the City which are in most need of assistance, known as Neighborhood Development Zones (NDZs). Within each NDZ, the City will identify small geographic areas that are poised for revitalization (Model Blocks). Over the course of the next five years, the City will concentrate investment in the Model Blocks. By concentrating resources for housing, public infrastructure improvements, slum and blight removal, and economic development in the Model Blocks, the aim is to provide a visible and concentrated neighborhood revitalization initiative that can serve as a catalyst for further private investment and change in the Neighborhood Development Zones. Community Development funding and incentives will be targeted within the Model Blocks and the NDZs. Priority will be given to projects in the Model Blocks followed by those in the NDZs. The following provides a description of how the NDZs and the Model Blocks that were selected, as well as a brief profile on each target area. Background The idea of concentrating community development efforts and resources is not new to the City of Miami. In fact, the two tiered system describes above builds on the concept of Community Revitalization Districts (CRDs) introduced during the last Consolidated Plan. The CRDs were selected based on the following criteria: household incomes of less than 50 percent of the county median income and homeownership rates of less than 20 percent. As such, the CRD areas represented some of the largest concentrations of poverty in the City. The goal was to revitalize these communities by stimulating economic growth and increasing homeownership. Although the idea of concentrating efforts to small geographic areas was meritorious, there were certain limitations with the concept. First, the geographic span of the CRDs was too According to the 2004 IRS Section 42(d)(5)(C) Qualified Census Tracts, the Miami PMSA is a 2004 Difficult Development Area. City of Miami Consolidated Plan DRAFT 26