HomeMy WebLinkAboutExhibit 1City of Miami:
4
Action Plan
31st Program Year
Draft
Community Development
Fiscal Years: 2005-2006
DRAFT
Table of Content
I. INTRODUCTION 3
BACKGROUND 3
GOALS 4
II. GEOGRAPHIC DISTRIBUTION 6
COMMUNITY DEVELOPMENT TARGET AREAS 6
CDBG AND HOPWA TARGET AREAS 10
III. FUNDING RESOURCES 14
EXPECTED GRANT FUNDS AND OTHER INCOME 14
LEVERAGED FUNDS 17
IV. ANTI -POVERTY STRATEGY 18
USE OF FUNDS FOR FY 2005-2006 18
INSTITUTIONAL COORDINATION 19
V. ACTIVITIES TO BE UNDERTAKEN 20
HOUSING 20
FAIR HOUSING 23
PUBLIC SERVICES 24
ECONOMIC DEVELOPMENT 25
OTHER COMMUNITY DEVELOPMENT ACTIVITIES 26
VI. HOMELESS AND OTHER SPECIAL POPULATIONS 28
HOMELESS 28
CONTINUUM OF CARE FOR THE HOMELESS 28
OTHER SPECIAL NEEDS — ELDERLY 32
OTHER SPECIAL NEEDS -- PERSONS WITH HIV/AIDS 33
VII. OTHER ACTIONS 36
UNDERSERVED NEEDS 36
BARRIERS TO AFFORDABLE HOUSING 36
EVALUATE AND REDUCE LEAD -BASED PAINT HAZARDS 38
REDUCE THE NUMBER OF POVERTY -LEVEL FAMILIES 42
DEVELOP INSTITUTIONAL STRUCTURE 43
ENHANCE STAKEHOLDER COORDINATION 43
PUBLIC Housir[G (91.220 (F) (2)) 44
VIII. CDBG 46
REDUCTION OF CDBG FUNDS 46
COMMUNITY DEVELOPMENT STRATEGY 47
HOUSING 48
PUBIC SERVICE DELIVERY 50
ECONOMIC DEVELOPMENT 53
PUBLIC FACILITIES AND PARK IMPROVEMENTS 55
HISTORIC PRESERVATION 56
INFRASTRUCTURE 56
OTHER COMMUNITY DEVELOPMENT NEEDS 57
IX. HOME
58
2005-2006 Action Plan
AFFORDABLE HOUSING STRATEGY 59
HOMEOWNERSHIP NEW CONSTRUCTION PROGRAM 60
FIRST TIME HOMEBUYER ASSISTANCE PROGRAM 61
MULTIFAMILY RENTAL HOUSING NEW CONSTRUCTION PROGRAM 62
COMMUNITY HOUSING DEVELOPMENT ORGANIZATIONS (CHDOS) 64
I TOME ACTIVITIES 65
X. AMERICAN DREAM DOWNPAYMENT INITIATIVE (ADDI) 67
ADDI FUNDS AND HOME 67
ADDI - ELIGIBLE ACTIVITIES 24 CFR 92.602 68
LOCAL USE OF ADDI FUNDS AND OUTREACH 69
ADDI ELIGIBILITY REQUIREMENTS 69
MONITORING 71
XI. SECTION 3 72
PROGRAM DESCRIPTION (24 CFR 135) 72
X1I. SHIP 74
PROGRAM DESCRIPTION 74
SHIP SINGLE FAMILY REHAB AND CODE VIOLATION ELIMINATION PROGRAM 76
SHIP EMERGENCY HOME REPAIR ASSISTANCE PROGRAM 78
SINGLE FAMILY REPLACEMENT HOUSING PROGRAM 79
SHIP HOMEBUYERS FINANCING PROGRAM 81
SHIP HOMEOWNERSHIP DEVELOPMENT PROGRAM 82
SHIP ACTIVITIES $3
XIII. LOCAL AFFORDABLE HOUSING INCENTIVES FOR DEVELOPERS 85
DESCRIPTION OF LOCAL AFFORDABLE HOUSING INCENTIVES 85
XIV. MONITORING $7
OUTCOME -BASED COMMUNITY DEVELOPMENT 87
CDBG- SUB -RECIPIENT CONTRACTS 87
HOME- CONTRACT EXECUTION PRE -REQUISITES 87
XV. CITIZEN PARTICIPATION 91
TABLE 1A HOMELESS AND SPECIAL NEEDS POPULATION 96
TABLE 1B SPECIAL NEEDS SUBPOPULATIONS 98
TABLE 1C SUMMARY OF SPECIFIC HOMELESS/SPECIAL NEEDS OBJECTIVES 99
TABLE 2A PRIORITY NEEDS SUMMARY TABLE 101
TABLE 2B COMMUNITY DEVELOPMENT NEEDS 103
TABLE 2C SUMMARY OF HOUSING AND COMMUNITY DEVELOPMENT OBJECTIVES105
TABLE 3 CONSOLIDATED PLAN LISTING OF PROJECTS 110
ATTACHMENTS 1 1 1
2005-2006 Action Plan ii
I. Introduction
The City of Miami Department of Community Development prepares the Annual Action Plan as part of a
collaborative process to establish a unified vision of community development objectives. The planning process
creates the opportunity for strategic planning and citizen participation to mesh together in a comprehensive context.
It aims to minimize duplication of effort at the local level. Furthermore, it provides a method to measure progress of
the various program goals, specific objectives, and annual goals set by the Community Development Department.
In the development of the annual strategic plan the department coordinates a series of public hearings at the local
district level, to induce citizen participation to the greatest extent feasible. The total number of public hearings
orchestrated is five, one per City Commission District. The meetings are designed to integrate the goals and
priorities identified in the strategic planning section of the Five Year Consolidated Nan (2004-2009), with current
community needs. Throughout this planning process the citizens, government officials/representatives, and the
Community Development Department will developed a unified vision for the allocation funding priorities in the
upcoming fiscal year (FY 2005-2006).
As such, the Action Plan identifies how the funds from the U.S. Department of Housing and Urban Development
(HUD) will be spent in the forth corning year, taking into account the regulations governing the funded activities.
For that reason, the Action Plan is a statement of how the City and the Department of Community Development
intend to allocate its HUD entitlement funds in the areas of housing and community development, satisfying funding
initiatives that benefit low and moderate income individuals,
Background
As per the Code of Federal Regulations 24 CFR 91.220, all entitlement jurisdictions are required to submit an
Annual Action Plan to U.S HUD, for the purpose of carrying out the Tong -term strategic plan. The Action Plan
shows how the jurisdiction will spend its Community Planning and Development (CPD) dollars in the upcoming
year in ways which bring the jurisdiction closer to the goals set in the 2004-2009 Consolidated Plan. The Action
Plan must identify all resources that will be used to meet housing and community development needs in the
upcoming program year (FY 2005-2006). In accordance with federal regulations, the plan must identify Federal
resources (Sec. 91.215) and other resources (Sec. 91. I) it plans to make available for the respective fiscal year.
The purpose of the plan is to provide current information on housing and community development needs, to identify
relevant issues, and to outline housing and development policies to address existing and future problems. The Action
Plan incorporates the overall goals and objectives of the Consolidated Plan. -The plan works to integrate economic,
community, housing, and human development needs in a comprehensive and coordinated effort. As a result, the plan
summarizes the major housing and community development needs in the City set -forth by low -to -moderate income
households (citizens).
The Action Plan constitutes an application for funds under four Community Planning and Development programs
from the Department of Housing and Urban Development (HUD):
Community Development 13lock Grant (CDBG)
Home Investment Partnerships (HOME)
Housing Opportunities for Persons with AIDS (HOPWA)
Emergency Shelter Grant (ESG)
2005-2006 Action Plan
3
This document represents a new program year for the Department of Community Development. The primary
planning tactic is to tie the regulations more closely to the specific objectives identified in the Consolidated Plan.
Goals
The goals of the City of Miami are the following: elimination of slums and blight; elimination of conditions that are
detrimental to health, safety, community development, economic expansion, preservation and expansion of housing
stock; and quality delivery of human services. The grant funds received by the City of Miami from the U.S.
Department of Housing and Urban Development are designed to benefit very low, low and moderate -income
persons and are intended to meet the following objectives:
• To enhance quality housing opportunities by increasing the availability of permanent affordable
housing for low-income residents, retaining the affordable housing stock and increasing
supportive housing to enable persons with special needs to live in dignity.
• To create quality of life enhancements that increase access to quality facilities and services,
improve the safety and livability of neighborhoods, restore and preserve natural and physical
features of special value for historic or architectural reasons and conserve energy resources.
• To stimulate economic revitalization that will create jobs for low-income persons; provide access
to credit for community development that promotes long-term economic and social viability; and
empower economically disadvantaged persons to achieve self-sufficiency.
• To revitalize the City of Miami's communities and integrate economic, physical, environmental,
and community and human development needs in the process.
The City of Miami must continue to submit an Action Plan to U.S. HUD to remain eligible for federal funds.
Depicted in the Action Plan are the activities which will address the housing, economic, and community
development needs of the Neighborhood Development Zones (NDZs), Commercial Business Corridors (CBCs), and
Model Blocks. These are the designated target areas for community development within the City of Miami.
The target areas were identified in the 2004-2009 Consolidated Plan. To select the target areas, the City revisited the
present dynamics, demographics and environments of the City's distressed neighborhoods. The analysis revealed
that pockets of poverty had expanded and that there was a special need to assist those communities that had
experienced the most housing and economic challenges. The analysis also revealed the need to reduce the isolation
of income groups in distressed communities by increasing housing opportunities for low and middle -income persons
and revitalizing deteriorating neighborhoods through quality of life enhancements and economic revitalization. As a
result of the analysis in the Consolidated Plan, the City of Miami created Neighborhood Development Zones that
focus on the revitalization of target Model Blocks and Commercial Business Corridors, as well as Quality of Life
Enhancements in each Commission District.
The Model Block program is_patterned after a program recognized as a "Best Practice" by HUD. The primary focus
of the Model Block concept is to concentrate investment in a geographically defined area in order to create a
substantial, visible improvement within that community. The intent is to revitalize the Model Blocks by providing
homeownership opportunities and expanded housing choice for low and moderate -income families, together with
other physical, social and economic development activities. It is anticipated that these Model Blocks will serve as a
foundation to restore commercial and housing reinvestment in the Neighborhood Development Zones, as new
homeowners create a demand for neighborhood economic activities, such as grocery stores and other retail.
In addition to the Model Blocks, the City of Miami has committed to assisting the businesses operating within the
targeted Commercial Business Corridors by providing a wide variety of business services and assistance. Such
services include loan applications, the review of business operating systems, development of business plans,
marketing plans, budget analysis, accounting and risk management procedures, insurance and bonding procedures,
inventory control, personnel management and customer relations. The City will also place a strong focus on the
recruitment anew businesses. In addition, the City will improve the physical appearance of the Commercial
Business Corridors by providing commercial facade improvement assistance and by investing in sidewalk repairs,
2005-2006 Action Plan
4
new signage, parking, and other infrastructure improvements. The City will also work to coordinate projects such as
road improvements with the County.
The key to encouraging housing and economic initiatives in distressed communities is to ensure the livability of the
neighborhoods. The two major mandates to enhancing the quality of life in the Neighborhood Development Zones
and the Model Flocks are access to quality facilities and services and a safe/livable environment. Quality of Life
Enhancements focus on the following:
• A well coordinated life sustaining and community building program
• An effective community -based delivery system
• The most cost-effective use of limited resources to support children and families, their economic
success and their abilities to meet basic needs
The proposed projects included in the Annual Action Plan closely support the goals and objectives of the Model
Block concept, Commercial Business Corridors and Neighborhood Development Zones and incorporate the
leveraging of other funding sources to maximize available resources.
2005-2006 Action Plan 5
II. Geographic Distribution
24 CFR 91.220 (d)
Community Development Target Areas
The City of Miami is a compact microcosm of economic, social, and ethnic diversity. Over 88% of its residents
come from minority backgrounds, with 65% Hispanic and 20% Black. Economically, the City is one of great
contrasts. 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. In addition to poverty, problems such as unemployment, substandard housing, and
illiteracy are widespread. All of these dynamics create great challenges for the City.
Given the scope and the severity of the problems found in Miami and the limited amount of resources available to
address these problems, the City has developed a two tiered approach to community development which seeks to
concentrate funding in target areas. The target areas consist of Neighborhood Development Zones (NDZs) and
Model Blocks, with priority given to the Model Blocks.
Neighborhood Development Zones: The NDZs represent the most distressed neighborhoods in the City of Miami.
These areas have the greatest concentration of poverty, unemployment, and housing problems within the City. By
focusing resources in the NDZs, the City seeks to bring about improvements that can create a notable impact in
these communities over time. The goal of the City of Miami is to bring about neighborhood revitalization in the
NDZs by identifying community assets and opportunities and providing comprehensive long-term investments in
these areas. As such, the City is committed to the following;
• Identifying Model Blocks within the NDZs where there are opportunities for redevelopment
• Building community -based leadership
• Establishing a community decision support infrastructure
• Providing an inventory of the built environment and social assets in the NDZs
• Creating a neighborhood -level plan for providing City services
Model Blocks: 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. Model Blocks
are small geographic areas within each NDZ with no more than 1,000 housing units. The goal is to concentrate
resources for housing, public infrastructure, slum and blight removal in these small geographic areas in order to
assure that there is a visible and measurable impact of change in the Neighborhood Development Zones that can
stimulate change in surrounding blocks. Specifically, the City will seek to accomplish the following in the Model
Blocks:
• Create physical improvements through infrastructure improvements, streetscape improvements,
code enforcement, and removal of slum and blight
• 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
2005-2006 Action Plan 6
Each NDZ has at least one Model Block. The exceptions are Model City and Overtown. These communities have
two Model Blocks, The following is a list of the NDZs. The Map at the end of this chapter illustrates the locations of
the Model Blocks within the NDZs,
Neighborhood Development Zones (NDZs)
■ Allapattah
■ Coconut Grove
■ Edison/ Little River/Little Haiti
■ East Little Havana
• West Little Havana
• Model City
• Overtown
• Wynwood
Community Business Corridors (CBCs); In addition to the Model Blocks, the City has also identified Community
Business Corridors (CBCs) within each NDZ. The CBCs serve as target areas for economic development activities.
Like the Model Block concept, the City seeks to concentrate resources for economic development, public
infrastructure improvements and commercial rehabilitation in these business corridors in order to provide a visible
improvement that can create incentives for private investment. Each Model Block is in close proximity to a
commercial corridor. Below is a list of the CBCs in each of the Neighborhood Development Zones:
• Allapattah NDZ
20'h Street Merchant Corridor
Civic Center Corridor
■ Coconut Grove NDZ
Grand Avenue Corridor
Edison/ Little River/Little Haiti NDZ
Little Haiti Corridor
East Little Havana NDZ
Flagler Street Corridor
• Model City NDZ
Model City Corridor
Martin Luther King Corridor
• Overtown NDZ
Overtown NW 2"d Avenue Corridor
Overtown NW 3rd Avenue Corridor
• Wynwood NDZ
Wynwood NW 2"d Avenue Corridor
• Commission District 4
Flagler Street and Coral Way on a case -by -case basis and pending eligibility
Profile of NDZs
The following provides a brief profile of the NDZs, including information on demographics, household income and
housing. This information can be used a baseline indicator to track change in the NDZs over time.
2005-2006 Action Plan 7
Demographics: Almost half (43%) of the City's youth live within the NDZs, Most are found in Little Havana and
Edison/ Little River/Little Haiti. Approximately 28% of the City's elderly population also lives within the NDZs.
The majority of these individuals reside in East Little Havana. These demographic indicators demonstrate the need
to provide youth and elderly services within the NDZs.
Education: It is estimated that 47.3% of the population in the City of Miami (25 years and over) do not have a high
school diploma. Within the NDZs the number increases to 6I %. Wynwood, Allapattah and East Little Havana were
found to have the highest percentage of individuals without a high school diploma, ranging from 74% in Wynwood
to 64% in Allapattah, These figures indicate the critical lack of educational attainment among the residents of the
NDZs.
Table 1: Demographic Profile of the NDZs, 2000
Neighborhood
Development
Zone
Allapattah
Number of
Children
living in the
NDZs
4,282
Population
65 and Over
Living in the
NDZs
2,598
% of Persons
with No lligh
School Diploma
in Nl)Zs (25
years+)
64%
% Female
Ifeaded 1111 with
children I8 and
under in the
Nl)Zs
13%
Coconut Grove
643
37%
24%
Edison/Little
River/Little Haiti
9,306
3,377
57%
20%
10,183
8,446
66%
10%
Model City
4,844
MEI
48%
36%
Overtown
3,315
915
54%
27%
Wynwood
1,307
380
74%
20%
Total in NDZs
33,880
17,289
61%
17%
City of Miami
78,797
61,768
47%
9%
Source; U.S. Census, 2000
Income: Approximately 27% of the City of Miami's households make $12,000 or less per year. While
this is a large proportion of the City's households, the NDZs fair much worse. With the exception of
Coconut Grove, most of the households in the NDZs bring in an income of less than $12,000. Over
40% of the households in East LittlrHavana, Model City, Overtown and Wynwood are in this
category. In order to reduce poverty in the NDZs and improve the quality of life of its residents, the
earning potential of families living within these communities needs to increase,
2005-2006 Action Plan 8
Table 2: Household Income in the NDZs, 2000
Neighborhood Development
Zone
Total
households
6,123
Median Income
$17,865
'%, of 1111 with
income $12K or
less:
37%
Allapattah
Coconut Grove
912
$28,043
25%
Edison/Little River/Little Haiti
9,850
$19,526
35%
East Little Havana
17,501
$14,910
40%
Model City
4,449
$15,615
43%
Overtown
3,646
$13,212
46%
Wynwood
1,361
$14,794
44%
Total in NDZs
43,842
-
35%
City of Miami
134,344
S23,483
27%
Source: US Census Bureau, 2000
Housing: There are an estimated 49,311 housing units in the NDZs. The majority of these units are
renter occupied. Indeed, homeownership rates are extremely low, ranging from 32% in Coconut Grove
to 9% in East Little Havana. In addition to low homeownership rates, most of the housing stock in the
NDZs is over 30 years old. The neighborhoods with the highest percentages of older housing include
Edison/Little River/Little Haiti, Coconut Grove, and Wynwood. These findings indicate that most of
the housing units in the NDZs are rental properties in need of deferred maintenance.
Table 3: Housing Characteristics of the NDZs, 2000
Neighborhood
Development Zone
I lousing units
6,489
'%, Owner Occupied
Housing Units
20%
'%, housing Stock
Built Before 1970
(Over 30 yrs old)
77%
Allapattah
Coconut Grove
1,094
32%
89%
Edison/Lithe
River/Little Haiti
11,617
28%
90%
East Little Havana
18,572
9%
83%
Model City
5,288
25%
84%
Overtown
4,841
13%
82%
Wynwood
1,504
21%
87%
Total in NDZs
49,311
18%
84%
City of Miami
148,554
35%
81%
Source: U.S. Census, 2000
2005-2006 Action Plan 9
CDBG and HOPWA Target Areas
Although the City of Miami intends to concentrate funding within the NDZs and the Model Blocks, it
is important to note that there are a few community development programs which target a broader
geographic area. This includes activities funded by CDBG and HOPWA. Funding for CDBG activities
are divided among the City's five Commission Districts based an the HUD formula allocation. As
such, public service needs and other CDBG funded activities are generally determined by Commission
District. These activities include social services for the elderly and the disabled and economic
development programs.
The HOPWA program targets the entire geographic area of Miami -Dade County. The goal and intent
of the local HOPWA Program is to ensure that a continuum of housing options and related housing
services is available to low income persons with HIV/AIDS and their families.
Commission District Profile
The following provides a brief profile of the City of Miami Commission Districts, including
information on race and ethnicity, educational attainment, poverty, and employment. This information
will serve as a baseline indicator for change in the Commission Districts.
Race and Ethnicity; Of the five commission districts in the City of Miami, District 5 has the greatest
number of Blacks, Approximately 66% of the Black population in Miami lives in this district. The
Hispanic population is almost evenly distributed among Districts 4, 3, and 1.
Table 4: Race, Ethnicity, and Language by Commission District, 2000
Commission
District
Total
population
71,342
While
alone
53,292
Black
alone
7,705
Oilier
alone
6,686
21
races
3,659
Iispanic
60,484
English
1,VW'•
39,657
District 1
100%
75%
11%
10%
5%
85%
56%
District 2
72,701
50,624
15,488
4,256
2,333
33,862
19,301
100%
70%
21%
5%
3%
47%
27%
District 3
72,824
59,960
2,486
6,479
3,899
65,472
45,813
100%
82%
3%
9%
5%
90%
63%
District 4
74,180
7,481
728
3,263
2,708
66,179
42,042
102%
93%
1%
4%
4%
89%
57%
District 5
71,318
10,263
53,147
2,171
5,737
11,822
13,452
100%
14%
75%
3%
8%
17%
19%
Total
362,369
241,623
79,554
23,799
18,336
237,822
160,267
100%
67%
22%
7%
5%
66%
44%
Source: U,S. Census, 2000
*LVW: Less than Very Well
Educational Attainment: Approximately 47.3% of the population in the City of Miami (25 years and
over) do not have a high school diploma. Of these individuals, 30% have a 9`h grade education or less.
Among the Commission Districts, it was found that the greatest number of individuals with less than a
9'h grade education were concentrated in Districts 3, 1, and 4. These figures indicate the critical need to
increase the educational attainment among City of Miami residents.
2005-2006 Action Plan 10
Table 5: Educational Attainment of Persons 25 Years or Older by Commission District, 2000
Commission Population 9111 grade Iligh school Bachelor's Master's Doctorate
1)istric•t 25years 4 education graduate degree degree degree
or less (including
ctluivalenc•y)
District 1
49,091
18,668
9,664
2,318
100%
38%
District 2
54,206
l._
U
9.013
734
1"/0
4,868
2%
l)lcrrir{ -.
100%
41%
16.., :.,
. .
- ,
District 4
56,188
16,734
11,142
4,751
1,62',
100%
30%
20%
8%
3%
1%
District 5
41,620
11,377
10,541
1,597
564
76
100%
27%
25%
4%
I%
0%
Total
252,494
75,213
49,978
21,750
8,834
2,432
100%
30%
20%
9%
3%
1%
Source: U.S, Census, 2000
Persons in Poverty by Age: Approximately 28% of the City's residents live in poverty. The poverty
rate in most of the Commission Districts is similar to that of the City. The exception is District 5, With
43% of its residents living below poverty, this district has the highest concentration of poverty in the
City of Miami. District 5 also has the highest concentrations of children living in poverty. In terms of
raw numbers, District 3 has the most elderly living in poverty.
Table 6: Persons in Poverty by Age and Commission District, 2000
Commission
Districts
District 1
Persons
with income
below
poverty
19,564
Under 5
years
1,509
5-11
years
2,397
12-17
years
1.101EI
18-t -I
years
10,014
65-years
and older
MEM
20%
100%
8%
12%
9%
51%
District 2MEM
100%
1,040
1,425
1,264
9,576
1,952
7%
9%
8%
63%
13%
District 3
23,564
1,792
2,355
1,880
12,144
5,393
100%
8%
10%
8%
52%
23%
District 4
13,104
567
1,049
849
6,837
3,802
100%
4%
8%
6%
52%
29%
District 5
28,680
2,998
4,819
3,954
14,263
2,646
100%
10%
17%
14%
50%
9%
Total
100,169
7,906
13,803
9,718
52,834
15,908
100%
8%
14%
10%
53%
16%
Source: U.S. Census, 2000 * Total numbers of persons that Poverty can be accounted for,
2005-2006 Action Plan
11
Employment: According to the 2000 Census, only 50.3% of the population in the City of Miami is in
the labor force. This is considered the lowest labor force participation rate in the nation. The average
among large cities is 63%. When comparing this data at the Commission District level, it appears that
the only district that comes close to the national average is District 1, with a labor force participation of
59%. District 5 has the lowest labor force participation in the City. Only 44% of the working age adults
in this District are in the labor force. This means that 66% of the potential labor force in District 5 is
not actively seeking employment.
Table 7: Employment for Population 16 Years and Over by Commission Districts: 2000
Commission
District
Population
16 and
Over
56,782
In Labor
Force
26,991
Civilian
26,991
Employed
23,504
Unemployed
3,487
Not in
IAthol-
Force
29,791
District 1
100%
48%
48%
41%
6%
52%
District 2
61,366
36,475
36,357
33,415
2,942
24,891
100%
59%
59%
54%
5%
41%
District 3
59,157
28,951
28,934
25,367
3,567
30,206
100%
49%
49%
43%
6%
51%
District 4
63,126
31,631
31,619
28,956
2,663
31,495
100%
50%
50%
46%
4%
50%
District 5
52,126
23,192
23,184.
18,640
4,544
29,077
100%
44%
44%
36%
9%
56%
Total
292,7000
147,240
147,805
129,882
17,203
145,460
100%
50%
50%
44%
6%
50%
Source: U.S. Census, 2000
2005-2006 Action Plan 12
Figure 1: NDZs and CBCs in the City of Miami
2005-2006 Action Plan
13
III. Funding Resources
Expected Grant Funds and Other Income
Within the City of Miami, the Community Development Department is responsible for operating most
of the City's housing assistance programs and community development programs. The following
provides a list of the funding sources that the Community Development Department has available to
support such activities,
Description of Federal Funding Sources
American Dream Downpayment Initiative (ADDI): ADDI will provide downpayment, closing
costs, and rehabilitation assistance to eligible individuals. The amount of ADDI assistance provided
may not exceed $10,000 or six percent of the purchase price of a home, whichever is greater. The
rehabilitation must be completed within one year of the home purchase. Rehabilitation may include,
but is not limited to, the reduction of lead paint hazards and the remediation of other home health
hazards.
Community Development Block Grant Entitlement Program (CDBG): As an entitlement City,
Miami receives an annual CDBG grant on a formula basis. The formula takes into account total
population, overcrowding and poverty. CDBG funds must be used for activities that benefit low- and
moderate -income persons. Eligible activities include affordable housing, job creation, business
expansion opportunities, and services to the most vulnerable in the community.
HOME: The purpose of the HOME Program is to increase the supply of safe, decent, sanitary, and
affordable housing for low and very -low-income households. HOME also seeks to expand the capacity
of nonprofit housing providers through CHDOs. Jurisdictions can use HOME funds to carry out a wide
variety of housing activities for low- and very low-income families, including;
• Homebuyer programs, which may include downpayment and closing costs
assistance, construction loans, or loan guarantees for acquisition, rehabilitation, or
new construction
■ Rental housing programs, consisting of construction loans, permanent mortgage
loans, bridge loans, or loan guarantees for acquisition, rehabilitation, new
construction, and refinancing
■ Homeowner rehabilitation programs, including grants, loans, interest subsidies, and
loan guarantees to pay for hard costs, related soft costs, and refinancing expenses
• Tenant -based rental assistance (TBRA) to pay for rent, utility costs, security
deposits, and utility deposits
Emergency Shelter Grant Program (ESG): The ESG program is a formula grant program that
allocates monies to improve the quality and number of emergency homeless shelters and related social
services for the homeless. ESG provides a foundation for homeless people to begin moving to
independent living. The current level of funding is based on the yearly homeless assistance
appropriation, as well as the demand of HUD's other McKinney-Vento Act programs. The City of
Miami does not provide homeless shelters, since this is a function of the County. The City uses ESG
funds to provide outreach services to the homeless.
Housing Opportunities for Persons with AIDS (HOPWA): The City of Miami serves as the
administrator of the formula grant -funded Housing Opportunities for Persons with AIDS (HOPWA)
program for the entire geographical area of Miami -Dade County. The goal and intent of the local
2005-2006 Action Plan
14
HOPWA Program is to ensure that a continuum of housing options and related housing services is
available to low income persons with acquired immunodeficiency syndrome or related diseases to
prevent homelessness of such individuals and their families. HOPWA funds may be used for a wide
range of housing, social services, program planning, and development costs.
Section 8 Moderate Rehabilitation Program (Rental Assistance): Housing choice vouchers allow
very low-income families to choose and lease or purchase safe, decent, and affordable privately -owned
rental housing. Though the City of Miami does not operate any public housing, it is responsible for a
limited number of Section 8 Tenant Based Assistance. This is a housing choice voucher program
developed to assist eligible low-income families to receive housing assistance through a rental subsidy
that enables tenants to afford standard units.
Section 108 Loan Program: The CDBG Section 108 Loan Guarantee allows CDBG entitlement
communities to use their CDBG funds to guarantee loans/notes for large development projects. Under
this program, the applicant pledges current and future CDBG funds as principal security for a loan
guarantee. Eligible activities include acquiring real property, rehabilitating publicly owned real
property, housing rehabilitation, and certain economic development activities.
Federal Funding Source
* *ADDI
City of Miami Programs
■ Downpayment Assistance
Program Funding
$137,000.00
Community Development
Block Grant (CDBG)
■ Section 108
* Economic Revitalization
• Housing
• Quality of Life Enhancement
$9,398,140,00
CDBG Program Income
$1,000,000,00
HOME Program
• New Construction:
Homeownership and Rental
• Homebuyer's assistance
$4,920,334.00
Emergency Shelter Grant
Program (ESG)
• Homebuyer's assistance
$363,122.00
Housing Opportunities for
Persons with AIDS(HOPWA)
1 New Construction
■ Rental Assistance
■ Support Services
$10,351,000.00
Miami Unleaded
■ Eliminate Lead base paint
hazards
$1,000,000.00
Section 8 Moderate
Rehabilitation Program
■ Rental Assistance
$3,794,265.00
Total
S30,964,161.00
*Funds Include: 30` Year, Administration, Housing, Quality of Life
**ADDI 2003 Funds $204,049 are not accounted for on the table.
Description of Non -Federal Funding Sources
State Housing Initiatives Partnership program (SHIP): State Housing Initiatives Partnership is the
first permanently funded state housing program in the nation to provide funds directly to local
governments to increase affordable housing opportunities on a noncompetitive basis. The funds are
used to produce and preserve affordable homeownership and multifamily housing for very low, low
and moderate income families. The City of Miami may use SHIP dollars to fund emergency repairs,
new construction, rehabilitation, down payment and closing cost assistance, impact fees, construction
and gap financing, mortgage buy -downs, acquisition of property for affordable housing, matching
dollars for federal housing grants and programs, and homeownership counseling.
2005-2006 Action Plan
15
Miami -Dade County Documentary Stamp Surtax Program: The Documentary Stamp Surtax
program is a dedicated source of revenue for affordable housing collected from commercial real estate
sales in Miami -Dade County. The Surtax Program subsidizes both development and consumer
financing to make home ownership more affordable for low-income working families.
Low -Income Housing Tax Credit Program: The Low -Income Housing Tax Credit Program is a tool
for private developers and non-profit entities to construct or rehabilitate affordable rental units. This
program gives developers tax credits in exchange for substantially rehabilitating or constructing rental
housing projects that set aside 20% or more units for individuals or families with low incomes.
Miami -Dade County Food and Beverage Tax Funds: The Food and Beverage tax is levied to
provide a dedicated source of funding for homeless assistance centers and projects.
Table 8: City of Miami Programs by Non-federal Funds
Non -Federal Funds:
State SHIP Program
City of Miami Programs
• Rehabilitation
• Homebuyer Assistance
• New Construction
Funding
$1,755,441.00
Miami -Dade County Documentary
Stamp Surtax Program
• Acquisition
■ New Construction
• Homebuyer Assistance
Competitive
State of Florida Low Income Tax
Credits
• New Construction
• Rehabilitation, Acquisition
Competitive
Miami -Dade County Food and
Beverage Tax Funds
Homeless Assistance/Prevention
Competitive
Private Foundations
Public Services
Competitive
Projected Revenue and Expenditures
The following tables provide detailed information on how the City of Miami will utilize the resources
it receives during FY 2005-2006 to carry out its community development functions.
Table 9: City of Miami Community Development Department Projected Revenue and Expense
Projections: FY 2005-2006
Category
CDBG
31" YEAR
$9,398,140.00
Adminis.
$1,879,628.00
!lousing
$0
Quality of
life
$2,566,876.00
Economic
Development
$4,000,000.00
Section
I08
$951,636.00
I'(1'1'Al.
$9,398,140.00
ESG
$363,122,00
$10,894.00 .
$0
$352,228.00
$0
$0
363,122,00
HOME
$4,920,334.00
$492,033.00
$4,428,301.00
$0
$0 ti.
$0
$4,920,334.00
ADD1*
$137,300.00
50
$137,300.00
$0
$0
$0
5137,300.00
HOPWA
$10,351,000.00
$310,530.00
$10,040,470,00
$0
$0
$0
$10,351,000.00
SHIP
$1,755,441.00
$175,544.00
$1,579,897.00
$0
$0
$0
$1,755,441.00
Section 8
Housing
$3,794,265,00
$360,301.00
$3,433,964.00
$0
$0
$0
$3,794,265.00
Lead -base
Grant
$1,000,000.00
$0
$0
$0
$0
$0
$0
Program
Income
$1,000,000,00
$200,000.00
$700,000.00
$0
$0
$100,000.00
$1,000,000.00
TOTAL
$32,719,602.00
$3,428,930.00
$20,319,932,00
S2,919,104,00
$4,000,000.00
$1,051,636.00
$31,719,602.00
*The figures on the table account for the 31" Year 2004 ADD! funds. ADD! 2003 Funds, whtcn total $1U4,049, are
not listed.
2005-2006 Action Plan
16
Table 10: CDBG Funding Recommendations by Categories
CDBG FUNDING RECOMMENDATIONS By CATEGORYEntitlement
Allocations
108 Debt Service
$951,636.00
Administration
$1,879,628.00
Economic Revitalization
$4,000,000.00
Housin:
$20,319,932.00
Qualit of Life Enhancement -
$2,919, I04.00
TOTAL
S30,070,300.00
Table 11: Municipal Programs
MUNICIPAL
PROGRAMS:
108 Debt Service
Code Enforcement
TOTAL
200,000
200,000
('ominents:
Scheduled Section 108 Loan payments for Wynwood Foreign
Trade Zone and S.E. Overtown Park West.
Unsafe Structures/ City of Miami Building Department
Leveraged Funds
The following table provides detailed financial information on the agencies that the City of Miami will
be funding during FY 2005-2006. The table demonstrates the other funds the City will be able to
leverage in its efforts to carry out its community development functions. (See pages 16-17)
Federal Funds include, but are not limited to: HOPE VI, USDA, US Housing and Urban
Development (HUD), Federal Emergency Management Agency (FEMA), Economic Development
Initiative (EDI), Volunteers in Service to America (VISTA), and Americorp.
State Funds include, but are not limited to: Florida Department of Education, the Florida
Department of Health, the Florida department of Juvenile Justice, the Florida Department of
Children and Families, the Governor's Drug Free Communities, Florida Front Porch, the State of
Florida Historic Preservation, and Florida International University.
County Funds include, but are not limited to: Miami -Dade County, Miami -Dade County CDBG,
Miami -Dade County Head Start, Miami -Dade County Office of Community and Economic
Development (OCED), Miami -Dade County Department of Human Services, Metro -Miami
Action Plan Trust (MMAP), Alliance for Human Services, and the Public Health Trust.
City Funds include, but are not limited to: City of Miami Park and Recreation Department, City of
Miami Redevelopment Agency, City of Miami CDBG, and the City of Miami LETF.
Local Jurisdiction Funds include, but are not limited to: Fisher Island, City of Miami -Beach
CDBG, and HOME funds.
2005-2006 Action Plan 17
Private Funds/Grants include, but are not limited to: United Way, Cora! Gables Plymouth
Church, RSCJ Fund, Bank of America, Alliance for the Aging, Barry University, University of
Miami, Haitian American Foundation Inc (HAFI), Kraft Foods, Lions Foundation, Knight
Foundation, Key Biscayne Rotary Club, Women's Fund Dade County, Blue Cross Blue Shield,
Coconut Grove Arts Festival, and other donations, fees and contributions.
JV Anti -Poverty Strategy
The City of Miami's Anti -Poverty Strategy describes the City's programs and policies to reduce
poverty and provide affordable housing. The Department of Community Development will be
responsible for executing this strategy and for carrying out programs that are responsive to the needs of
low-income residents and disadvantage populations throughout the Five Commission Districts. The
realization of this strategy has been sustained by the Mayor, City Commission and the Department of
Community Development.
The activities in the Action Plan are reflective of the Anti -Poverty Strategy. As such the Action Plan
seeks to address: obstacles to meeting underserved needs; fostering and maintaining affordable
housing; removing barriers to affordable housing; promoting fair housing; evaluating and reducing
lead -based paint hazards, reducing slum and blight; infrastructure improvements; reducing the number
of poverty level people; developing institutional structured and enhancing coordination between public
and private housing.
Use of Funds for FY 2005-2006
The following describes how the City of Miami will use the various HUD funds to advance the Anti -
Poverty Strategy.
Community Development Block Grant (CDBG): The Department of Community Development uses
CDBG funds for comprehensive revitalization of designated neighborhoods. The department supports
core programs that combat poverty by disseminating funds through a competitive request for proposals
(RFP) process. The agencies awarded funding are designed to meet the priority needs of the citizens.
The ffunded programs place an emphasis on neighborhood economic development, improving the
physical environment and target the need for affordable housing. The use of CDBG funds are directed
at senior centers, economic development activities, public facility improvements, homeownership
activities, social services, and small business development initiatives.
Investment Partnership Program (HOME): The City will allocate HOME funds towards the
creation of quality affordable housing, acquisition, rehabilitation, and home buyer/owner programs.
HOME funds will also be used to meet the reservation of funds for Community Housing Development
Organizations (CHDO) and the City's administrative cost.
Housing Opportunities for Persons with AIDS Program (HOPWA): The HOPWA program
provides housing assistance supportive services to low-income persons with HIV/AIDS and their
families. The City allocates funding to agencies that specialize in housing related services and supply
such services to the HIV/AIDS infected community. The funding is provided through a competitive
RFP process.
2005-2006 Action Plan 18
Emergency Shelter Grant Program (ESG): ESG awards grants for the assistance of homeless
individuals. The funds are directed towards the provision of transitional services for the homeless
population, ESG funds for the City of Miami are administered by the Miami Homeless Assistance
Program. The funds cover operating costs, homeless prevention activities, and administrative costs.
The funds provide a foundation for homeless persons to move into independent living.
Institutional Coordination
A collaborative effort has taken place in coordination with the Mayor's Office, City Commission, City
Manager, City Departments and Local CDBG funded providers aimed at disarming poverty in the
City's impoverished neighborhoods. This effort could not be catapulted without the funding and
coordination of services of the local CBOs, CDCs and CHDOs. These funded providers are the core of
our operation attributed to their direct connection with the members of the local community.
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 Community Development Department 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 designated target
areas, The City will pursue this venture in the forthcoming program year in coordination with the local
HUD Community Development Planner (CPD).
2005-2006 Action Plan
19
V. Activities to be Undertaken
Housing
During the next year, the City of Miami will focus on implementing policies that advance housing
preservation and neighborhood revitalization, with the overall goal of improving the quality of life of
the residents and preserving the social and historic character of low income neighborhoods threatened
by gentrification. As such, the 2005-2006 Action Plan concentrates on the following activities:
■ Affordable housing preservation and new construction
• Neighborhood revitalization through the creation of the Model Block concept
• Mixed use/income redevelopment
Below is a detailed description of the housing policies and activities that the City will undertake. The
HUD Matrix at the end of the document provides a more detailed account of the activities that the
various agencies funded by the Community Development Department will be undertaking.
Preserve Affordable Rental Housing Activities
In order to preserve affordable rental housing opportunities within the City of Miami, and more
specifically, within the Model Blocks and NDZs, the City of Miami will seek will encourage the
construction of new rental units. Through this initiative, the City will increase the inventory of
affordable rental housing available to low and moderate income households. As recommended in the
Housing Needs Assessment in the Consolidated Plan, the focus will 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. Below is a description of the proposed programs.
Finance Construction of New Rental Units: To increase the inventory of affordable rental
housing in the Model Blocks and the NDZs, the City of Miami will continue to encourage the
construction of new rental units. The City will finance project costs for site development and will
offer hard and soft construction financing and permanent financing associated with the
development of affordable housing units.
Continue to Provide Section 8 Rental Housing Assistance: The City of Miami will continue to
provide rental housing assistance to very low income households through the Section 8 Program.
This assistance consists of Project Based and Tenant Based vouchers. The Project Based units are
privately owned buildings. The owners of these rental structures were given moneys to rehabilitate
the buildings in return for securing all the units for very low income residents. Through this
program, very low income residents are able to live in safe, decent, and affordable privately -
owned rental housing.
Preserve Existing Affordable Housing - Homeowner Retention Activities
The City of Miami will focus on providing housing rehabilitation assistance to low and moderate
income households in order to help them maintain and retain their homes and in order to prevent the
existing housing stock from continuing to decline, This is important since there are a substantial
number of the single family homes in the City that fall below minimum housing quality standards
(disrepair) which 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. Special outreach
will 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
2005-2006 Action Plan 20
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.
Rehab Existing Homeowner Units and Correct Code Violations: The City of Miami will
provide home improvement and rehabilitation assistance to homeowners throughout the City in
order to improve the condition of existing housing stock. Under this rehab program, homeowner(s)
that reside and maintain a property as their principal residence in the City of Miami will be able to
obtain a deferred loan to bring their property to decent, safe and sanitary housing standard, or to
correct existing code violations. Through this program, the City will be able to encourage low to
moderate income owners that have illegal units to bring their properties up to code or to remove
the illegal structures. To do this, the Community Development Department will work closely with
Code Enforcement to target areas that have a high number of code violations. The intent is to
provide incentives for homeowners to correct code violations.
Emergency Grant Home Repair Assistance: The City will provide deferred payment loan
assistance to an eligible homeowner to carry out limited repairs such as roofing, electrical and
plumbing to immediately rectify life hazardous and potentially hazardous conditions that threaten
the safety and health of the occupants of the home.
Replace Unsafe Housing Structures: The City will provide assistance to replace dilapidated
owner -occupied housing units which are not suitable for rehabilitation. Funds will be used to
defray the cost of temporary relocation expenses, demolition of the dilapidated structure, and soft
and hard construction costs associated with the reconstruction of the new home.
Homeownership Activities
The City of Miami will continue to assure that affordable homeownership opportunities are available
for working class and moderate income families who are seeking homeownership opportunities 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. In addition, the
City will provide second mortgage, down payment, and closing cost assistance to new homebuyers.
Finally, the City will help renters to prepare for homeownership by referring them to Homebuyer
Counseling Programs. The following describes the specific programs.
Finance Construction of New Homeownership Units: The City of Miami will promote
affordable homeownership opportunities for low and moderate income families by financing new
construction. The City will provide hard and soft construction financing and permanent financing
for affordable housing units.
Provide Homeownership Financing: To assist homebuyers in the purchase of a home, the City
of Miami will provide down payment, closing cost and/or second mortgage financing assistance to
eligible persons and households who are first time homebuyers. Although this assistance will be
available to anyone who -wants to purchase a home in the City of Miami, Gity residents will have
access to the maximum allowable subsidy. Residents who are moving into the City will be eligible
for assistance, but at a lower cap.
Provide Homeownership Counseling: Homebuyer counseling is a vital component of any
homeownership program, In the next year, the City of Miami will work closely with the Miami -
Dade Dousing Agency and Greater Miami LISC to assure that families who are interested in
homeownership are referred to their Comprehensive Housing Counseling Program. The goal is to
create a pipeline of qualified buyers who will be able to purchase a home. To achieve this goal, the
City will conduct outreach in the Model Blocks, with the goal of referring residents to participate
in the Comprehensive Housing Counseling Program.
2005-2006 Action Plan
21
Stimulate Housing Development Other Non -HUD Activities
In addition to the activities listed above, it is important for the City of Miami to provide incentives to
stimulate housing development. Such incentives help to off -set the barriers that make it difficult to
undertake affordable housing projects. The following is a list of the incentives that the City of Miami
will provide in order to facilitate the development of affordable housing.
Tax Credit Assistance/Housing Credit Match: Untapped resources such as the Low -Income
Housing Tax Credit (LITHC) program will need to be creatively utilized and combined with
private financing to create a viable housing production incentive. To this end, the City of Miami
will assist developers by providing matching funds and by making sure that the items on the
LITHC application checklist that apply to the jurisdiction are completed promptly.
Affordable Housing Incentives: The City of Miami will continue to provide incentives to
developers through the Affordable Housing Incentive Plan. This plan provides developers of
affordable housing projects with a number of local incentives that are intended to expedite the pre -
development process and reduce certain cost(s) in connection with the production of affordable
housing projects in the City of Miami. The incentives include:
• Expedited Permitting for Affordable Housing Projects
• Review of Legislation, Policies and Plans that Impact Affordable Housing.
• Impact Fee Wavier / Exemption
• interim Proprietary and General Services Fee Waiver / Exemption
• Reduction of Parking and Setback Requirements
• interim Proprietary and General Services Fee Waiver / Exemption
The requirements of the plan will be amended to limit incentives to projects that are located within
the Model Block and the NDZ areas.
Training/Workshops to Developers on City Programs and Regulations: The Community
Development Department will work with other City departments and Miami -Dade County to
provide training to developers on the rules and regulations that govern the development process.
Such training may include workshops on the permitting process, zoning, and environmental
clearances.
Increase Capacity of Non-profit Housing Providers: To help improve the capacity of non-profit
housing providers, the City of Miami will provide various services intended to assist these
organizations. Specifically, the City will provide local government matching for community
development corporations (CDCs) applying for tax credit financing for affordable housing
---.projects. Furthermore, the City will encourage CDCs to partner with private developers by giving
developers extra credit points in their RFP applications if they have a 51% partner that is a non-
profit.
Special Needs Affordable Housing Activities
The City of Miami is committed to assisting persons with special needs and their families obtain
affordable housing. Special needs populations include the elderly, individuals living with HIV/AIDS,
and persons with disabilities who are within the very low to moderate income range. The programs for
special needs populations are described below.
2005-2006 Action Plan 22
Housing Opportunities for the Elderly: The City will provide funds for rehabilitation and new
construction of residence projects that are Section 202 Support Housing.
Housing Opportunities for Families with AIDS through HOPWA: Through HOPWA, the City
of Miami will work to expand housing opportunities for county residents that are low to moderate
income and have been diagnosed with HIV/AIDS. Programs include project -based rental
subsidies, the Emergency Rental, Mortgage and Utility Assistance Program, and the Housing
Information, Referral & Advocacy Program. Preference will be given to units that have a mix of
residents with various household incomes,
Homeless Program: The Community Development Department will continue its efforts in the
prevention of homelessness by supporting the City of Miami's Homeless Program and its outreach
programs. The City's Homeless Office provides outreach services in the form of referrals for a
myriad of social services, to include behavioral, mental, health, and supportive housing.
Other Housing Activities
Fair Housing
Fair housing practices are aimed at reducing predatory lending and housing discrimination, The City
will ensure that fair housing laws are enforced and that low income groups, minorities, and special
needs populations are protected against discriminatory practices. For the 315` Program Year the City
of Miami contracted the services of CIVICA Consulting to assist in the preparation of its Analysis to
Impediments (Al) to Fair Housing Choice. The new plan will deploy a strategy that will set a precedent
for performance based tracking. As such, the plan will organize a comprehensive approach and
methodology consistent with the Code of Federal Regulations, while simultaneously complimenting
the goals and objectives set -forth in the 2004-2009 Consolidated Plan. The new Al will move forward
seeking accountability contingent on performance measures integrated in the following manner:
impediment, action, and record keeping.
It is the responsibility of the Department of Community Development to ensure compliance with the
recommended action steps formulated for each respective impediment. Nevertheless, the ultimate goal
is to track performance implementing an input and output metric system. In previous years the
Department of Community Development outsourced all activities responsive to fair housing matters to
a private non for profit entity. Indiscriminately the City strives to internally administer its forthcoming
AI Plan in an effort to centralize all major HUD reports, under the reporting umbrella of Community
Development.
This undertaking by the Department of Community Development attempts to satisfy federal regulatory
compliance concurrently with performance measures. Most important the upcoming plan will
concentrate in a citywide strategy for citizens residing within the boundaries of the City of Miami. All
efforts and actions will grant priority to City residents only. Furthermore, the AI will execute a
collaborative Strategic Plan through a Memorandum of Understanding (MOU) with the Miami Dade
Equal Opportunity Board (EOB). The logistics in support of the MOU consist of the following
initiatives:
■ Training of City staff, Developers, and Public on Fair Housing Guidelines;
■ A Referral System of fair housing complaints to the Miami Dade EOB;
The Department of Community Development will refer all fair housing violation claims
emanating within the City boundaries to the EOB Office and record all referrals;
2005-2006 Action Plan 23
• Miami Dade will investigate all complaints deemed of fair housing violations and
provide a quarterly report to the Department of Community Development;
• The City and the EOB Office will put into operation a partnership receptive to outreach
efforts;
• The EOB Office will deliver a report inclusive of all judicial determinations upon
obtaining the final disposition of each case;
■ The EOB office will provide technical assistance to the Department of Community
Development on fair housing matters on case by case basis.
The execution of this agreement looks forward at diminishing the redundancy and inconsistency in the
reporting of fair housing complaints. The City seeks to condense the reporting of complaints by the
means of a centralize system. This new system will offer accuracy in the record keeping aspect of
complaints and the actions carried out to address complaints.
Lead Based Paint Hazards: The City of Miami is committed to significantly reducing lead base paint
hazards and preventing childhood lead poisoning. To this end, the City aggressively sought a Lead -
base paint grant for the reduction and stabilization of lead paint hazards in lower income
neighborhoods. In addition, the City will administer the lead base program recognized as "Miami
Unleaded".
Miami Unleaded will be managed by the Community Development Department of the City of Miami.
The Program will rely on an experienced Project Director to provide management of the program from
initial intake to property clearance. The program will be managed directly by the Assistant Director of
Community Development, Housing Division and the Housing Program Manager, The Lead Program
Coordinator will report to the Housing Program Manager who has responsibility over all rehabilitation
activities and will provide management direction for the program. Currently the community
development Housing Specialist and a Lead Program Inspector will also work full time on this
initiative.
Public Services
The main objective for addressing public service needs is to enhance the health, safety, and overall
well being of low and moderate income residents and persons with special needs. The public service
priorities established for disbursement of CDBG funds is reflective of the needs identified by the
community at public hearings. These include elderly services, youth services, services for the disabled,
childcare, job training, and programs ex -offender rehabilitation. The distribution of CDBG funds for --
these activities will be divided among the Five Commission Districts based on the HUD formula
allocation. Below is a description of each public service program.
Elderly Services: One of the fastest growing segments of the City of Miami's
population is seniors. The Department of Community Development is responsible for the
design and implementation of programs that assist seniors and the frail elderly in
providing a variety of benefits. In general, service needs of the elderly include adult
nutritional services, home services (medical), transportation, mental health, protective
services, day care, basic needs life skills, and health information.
Youth Services: The Department of Community Development will secure special
recognition to youth activities conducted on City Parks. Moreover, the department will
provide funding to entities inclined towards youth enrichment activities, such as; health and
2005-2006 Action Plan
24
fitness programs; educational tutoring/counseling; alter -school activities; youth mentoring
training; character development services; cultural and historical services; anti -gang outreach;
advocacy for abuse; and neglected children; music and art education.
Childcare/Head Start: Community Development is committed to providing financial backing to
childcare service providers that provide quality childcare to low and moderate income families.
Childcare subsidies will also be available to low income working groups so that the cost of day
care does not serves as barrier in families striving to increase their earning potential through
employment. The City will assist in meeting the demand for comprehensive programs that meet
the educational, social, health, dental, nutritional, and psychological needs of children living in
poverty. Head start programs target low-income preschool age children and their families.
Disabled Services: Community Development will continue to support and advocate on
behalf of persons with disabilities through the provision of funding to programs that provide
support services, nutritional meals, educational assistance, care giver support services, special
transportation, in -home services, mental health, legal intervention/referrals, and outreach
services. Furthermore, Community Development promotes and secures the rights of the
disabled population by demanding compliance with the "Americans with Disabilities Act of
1990" (ADA) in all of its existing funded programs.
Job Training: The City will support agencies that offer employment training and life skills to low to
moderate income citizens. Organizations receiving CDBG dollars will be required to streamline
services towards employability skills that expand and enhance employable proficiency. The challenge
is to provide job training assistance to the underemployed subgroup of the local community.
Economic Development
Economic development activities will target job creation, micro enterprise assistance, technical
assistance, Commercial/industrial improvements and assistance to private for profit entities within the
identified Commercial Business Corridors (CRCs), The distribution of CDBG funds for economic
development activities will be divided among the Five Commission Districts based on the HUD
formula allocation. The funding priority for economic development activities will be awarded to the
CBCs. The following provides describes the various economic development programs.
Job Creation and Retention: Job creation and retention provides the stabilization and expansion of
small businesses in areas stricken by economic disadvantages. An activity claiming job creation must
comply with the regulations set -forth by HUD. The entity seeking credit for job creation must be able to
verify that at least 51% of the jobs identified by an activity will be held or made available to lower
income people. Pertinent documentation for each distinct scenario must be secured for compliance
monitoring purposes, as identified in 24 CFR 570 Sec. 203 and 208.
Conversely, when an activity secures credit for job retention proclaiming salvage of jobs held by lower
income persons, it must provide evidence that the jobs would have been lost without the assistance of
CDBG funds. Primarily the entity must justify how the assistance meets the national objective of
benefiting lower income people. Consequently the business must execute a written agreement that
contains a promise by the business that at least 51% of the retained jobs will be available to lower
income citizens.
Micro -enterprises Assistance: A micro -enterprise is defined in the regulations as a business that
has five or fewer employees; and at least one of those employees is the owner. The Department of
Community Development will channel funding to small businesses with the intent to restore economic
soundness in neighborhoods economically distressed. The assistance provided can be in the form of
credit, technical assistance, loan guarantees, financial support, and general support. Under this category
funds may be used to provide services of any kind that are needed by the owner for the expansion of the
2005-2006 Action Plan 25
business. The overall mission is to assist small businesses to grow. in addition, services provided do not
count against the 15 % public service cap. (24 CFR 570 Sec. 201)
Technical Assistance: CDBG assistance can be used to pay for technical assistance to build the
capacity of nonprofits to carry out eligible neighborhood revitalization or economic development
projects. In order to make use of available funds under this category, the grantee must determine, prior
to providing assistance the eligibility of the activity for which the capacity is to be built and that such
activity meets a national objective. The subsequent factors must be evaluated to determine ifa national
objective will be met; the nature of the organization receiving the assistance; the type and eligibility of
the activity to be carried out; the location of the activity; and clientele expected to be served. Forms of
assistance could be training, loan underwriting, rehab loan program and capacity building, (24 CFR
570.201 (p))
Commercial or Industrial Improvements (Rehabilitation): Community Development provides
funding under rehabilitation for a commercial facade treatment program. CDBG funds may be used to
finance the cost of rehabilitation for commercial and industrial improvements where such property is
owned by a for profit entity. The facade treatment program deems the following as eligible projects;
pressure cleaning, painting, awnings, doors, store showcase windows, signs and shutters, fences,
resurfacing of parking lots and parking lot infrastructure. If a business is classified as for -profit, the
facade is limited to the outside of the building. The primary objective of the program is to provide
assistance to business owners attempting to rectify code compliance violations. (24 CFR 570,202 (a)
(3))
Code Compliance: The Code Compliance program is designed to alleviate economic strain on low
income business owners in violation of city codes. Without the implementation of this program small
business owners may be severely impacted by the financial expenditures spent in correcting code
violations. The commercial component is designed to provide financial assistance to eligible businesses
in violation of codes. The business must have a violation notice as a pre -requisite for assistance. The
conditions that qualify for assistance are electrical, building, fire, plumbing, mechanical and ADA
compliance.
Special Economic Development Activities: CDBG assistance can be utilized to assist private for -
profits businesses when the assistance is deemed appropriate or in observance with the regulations
under 24 CFR 570.203 (a). The assistance must be classified as appropriate in order to assess the degree
to which the public benefits from the aid to a business. The assistance may be in the form of grants,
loans, loan guarantees, interest supplements, and technical assistance.
Other Community Development Activities
Infrastructure: Community Development allocates funds under this category to improve the safety
_. and livability of targ.ed revitalization areas and -secure economic development growth incentives by
upgrading, replacing or developing necessary infrastructure systems, in response to the priority needs of
distinct neighborhood areas. The repairs further the needs and requirements of the economic
development areas identified in the CBCs. The goal is geared at stimulating private investment in
distressed economic development areas through the improvement or renovation of streets, sidewalks,
flood drains, water system upgrades, flood drains and solid waste disposal sites. The assistance can be
provided to community facilities, such as; senior centers, youth centers, parks, and childcare facilities.
Infrastructure improvements will sprout quality of life enhancements through the elimination of
deteriorating conditions, in conjunction with the facilitation of economic development opportunities.
The funded projects or activities must take place in low to moderate income neighborhoods.
Historic Preservation: The National Historic Preservation Act of 1966 directs federal agencies to
take into account the effects of their undertakings on historic properties. The regulations are mandated
under Section 106 (36 CFR 800). Furthermore, this implies that public or private places can be
2005-2006 Action Plan 26
rehabbed if they are eligible to be on the national list of Historic Places or are officially recognized by
state or local law, as such. This category also authorizes the costs of preserving or restoring properties
of historic significance, whether publicly or privately owned. The following are potentially eligible
categories for CDBG assistance under historic preservation: events significant in the broad patterns of
our history; persons significant in our past; distinctive characteristics of type, period, method of
construction, or the work of a master, or possessing high artistic values; yielding information important
to history of prehistory. (24 CFR 570.202 (d))
Administration and Planning: CDBG and HOME funds are allowed to cover general and
reasonable costs related to the planning and execution of community development activities, assisted in
whole or partially. These costs are not directly related to providing a specific activity. Program
administration includes items such as overall management, coordination, monitoring, and evaluation of
the jurisdictions programs. Some of the tasks affiliated with program administration are preparing
budgets, performance reports, and staff salaries. The use of program administration has a monetary cap
responsive to distinctive grants. The following are the cap limitations set -forth for the subsequent
categories: the cap limitation for CDBG funds states that no more than 20% of grant funds plus
program income may be used for planning and administration; the cap limitations for the HOME
program funds states that no more than 10% of grant funds plus program income may be used for
administration costs. (24 CFR 570.206 (a) (1)) (24 CFR 92.207HOME)
Section 108 Loan: Section 108 loan is an extension of the CDI3G program. It involves the pledging
up to five years of a community's entire CDBG entitlement as backup collateral for a loan. Section 108
loans serve as the following: a tool to accelerate current CDBG activities; an opportunity to match
sources; a means of providing long-term fixed rate financing; and a tool to receive funds without
obligating general tax funds. The loan terms may last up to twenty (20) years. Some of the eligible
activities under a 108 loan include but not are limited to acquisition for economic development
activities, acquisition, rehabilitation of real property owned or acquired by a public entity, clearance,
demolition, site preparation for construction or reconstruction of public site improvements, and housing
rehab and preservation. (24 CFR 570.703 & 705)
2005-2006 Action Plan
27
VI. Homeless and Other Special
Populations
24 CFR 91.220 (e)
Homeless
Background
According to homeless enumerations conducted in December 2003, approximately 42% of Miami -
Dade County's homeless population is located within the City of Miami. The high concentration of
homelessness in the City can be attributed to the following factors:
▪ Three of the five major shelters in the County are located in the City; one of the two
remaining is located across the street from the City limits
• Jackson Memorial Hospital (the public hospital that serves the homeless and
indigent) is located in the City of Miami
• The County's major correctional facility is within the City and releases arrestees
from throughout the County into the City of Miami
Other factors that that attribute to the high homeless numbers and make Miami unique are the
continual flow of immigrants and the warm weather conditions throughout the winter months.
Continuum of Care for the Homeless
The Miami -Dade Homeless Trust (Homeless Trust) is a County organization that serves as the
coordinating link between five local entitlement jurisdictions, including the City of Miami, and
multiple systems of care impacted by homelessness. The coordination is achieved through a local
Continuum of Care Agreement which delineates a comprehensive strategy for the delivery and
coordination of homeless housing and services for the entire County, including all its municipalities
and jurisdictions. Key components of the continuum include:
• Outreach assessment of needs, information, referrals, and transportation
• Provision of emergency shelter/assessment effort which provides immediate shelter
and ability to identify an individual's or family's need
• Provision of transitional housing and the necessary social services. Such services
include short-term mental health services, substance abuse treatment, case
management, job training and independent living skills, etc.
• Provision of permanent support housing or permanent housing for individuals and
families
The Homeless Trust serves to reduce duplication of efforts and resources and ensures collaboration
between the entitlement jurisdictions, multiple funders and providers of services to special needs
populations.
2005-2006 Action Plan 28
Miami Homeless Assistance Program (MHAP)
As stipulated in the Continuum of Care agreement, the City of Miami does not operate any homeless
facilities. Such services are provided by the County. However, since a significant number of the
homeless population resides within the city limits, the City of Miami provides outreach services to
homeless individuals and families within its jurisdiction through the Miami Homeless Assistance
Program (MHAP). The Mission of MHAP is to provide outreach, assessment, placement, information,
referral and transportation services to homeless individuals and families in a caring and professional
manner and to employ and train formerly homeless men and women. MHAP's goals are to:
• Identify, and engage homeless individuals and to place them into appropriate
housing
• Facilitate employability skills, a work history and instill life management
responsibilities to our formerly homeless employees, thereby strengthening their ties
to the community
• Significantly reduce the number of homeless individuals and families in the City of
Miami
Current Homeless Enumerations in the City of Miami
According to MHAP, there has been a decline in the homeless population in the City of Miami in
recent years. The most recent count shows the City's homeless population within the Neighborhood
Enhancement Team (NET) areas at 827 homeless; a 28% reduction since a peak in homelessness in
April of 2003,
Table 12: Homeless Enumerations, City of Miami: 1997-2003
NET AREA
Allapattah
4/19/
2000
85
11/16/
2000
75
6/13/
2001
96
11/7/
2001
91
4117/
2002
68
11/13/
2002
80
4/16/
2003
119
12/4/
2003
44
4/16/
21104
28
NE Coconut Grove
15
05
7
15
12
09
08
16
12
SW Coconut Grove
12
03
12
22
33
18
27
9
13
Coral Way
18
27
13
18
09
18
35
12
4
Downtown
399
310
327
307
321
346
381
350
291
Flagami
02
00
34
16
23
8
34
25
13
Little Haiti
30
47
69
39
93
89
98
127
86
Little Havana East
62
73
92
39
49
86
31
43
36
Little Havana West
11
49
30
12
04
01
13
6
2
Model City
53
59
135
107
33
76
27
52
120
Overtown
79
124
_ 187
115
132
170
246
186
128
Upper Eastside
49
24
89
26
97
_ 20
32
—20
42
Wynwood/Edgewater
23
26
56
55
51
6I
101
51
52
ll.A ',A ,. wpr ..
'.rLi $3:)1,•F
. :011a1i;it li
25
.?.'Y.,
' , 7$ ,
A ! it '
Z t041
,„ ,Y2 l'L
.i.
Snnrre• Miami i-Inmeless Assistance Program. Analysis of Homeless Enumerations
City of Miami Homeless Population Characteristics
Miami's homeless population is as diverse as its residents. Those facing homelessness have two main
commonalities —they experience dismal poverty and they are unable to access safe and affordable
housing. The following is a brief description of the City's homeless population based on data collected
of the homeless served by the City of Miami Homeless Program in 2003.
2005-2006 Action Plan
29
• 49% of the homeless served by MHAP were male adults from the ages of 31 to 50
years
• 72% of the homeless were non -Hispanic and 60% were African American
• 51% of this population finished high school or completed the General Education
Development (GED) program
• 76% were single or never married
• 23% of the homeless had health insurance
• 37% had utilized an emergency room for medical care
• 21% had been admitted into Detox or a Crisis Unit for treatment
• 25% had been arrested because they had nowhere else to go
• 48% had been jailed or in prison
Homeless Needs Gap Analysis
The existing inventory of shelter facilities for the homeless in the City of Miami includes emergency
shelters, transitional housing and permanent housing for both homeless individuals and families. As
indicated earlier, however, the homeless shelter facilities located within the City of Miami are not
managed or operated by the City. The Miami -Dade Homeless Trust is responsible for funding and
overseeing the operation of the homeless shelters. As such, the Homeless Trust tracks the demand for
beds. The following tables summarize the unmet housing needs of homeless single adults and
homeless families with children,
Table 13: Housing Gap Analysis for Homeless Individuals and Families (by beds), Miami -
Dade County: 2004
Current tinder llumet
Type of [lousing Assistance Inventory Development Need/Cap
2004 2004
INDIVIDUALS
Illi
773
0
710
Transitional Housin:
957
24
514
Permanent Su..ortive Housin:
710
197
1,967
TOTAL
2,440
221
3,191
PERSONS IN FAMILIES WITH CHILDREN
617
-- 0
60
Transitional Housin.
1,060
- 104
131
Permanent Su..ortive Housin:
751
200
2,329
TOTAL
2 428
304 .
2,520
Source: Continuum of Care Housing Gaps Analysis and Housing Population (revised Mar
Homeless Program Activities
Through the Miami Homeless Assistance Program, the Community Development Department will
continue its efforts in the prevention of homelessness. As indicated previously, the assistance is limited
to outreach services, mainly in the form of referrals to social services, including behavioral, mental,
health, and supportive housing. The following provides a brief description of the various activities and
Miami Homeless Assistance Program
2005-2006 Action Plan
30
strategies that the City of Miami will undertake in the next year in order to further reduce
homelessness in the City.
I. Activity: Homeless Prevention Strategy
Consolidated Plan Reference Code: 4 SN (a)
Strategy: Develop a homeless prevention strategy for City residents.
Targeted Outcome: Adopt a plan to end chronic homelessness.
2. Activity: Limit Street Feeding
Consolidated Plan Reference Code: 4 SN (b)
Strategy: Develop a plan to limit street feeding,
Targeted Outcome: Enact legislation.
3. Activity: Expand Outreach Services
Consolidated Plan Reference Code: 4 SN (c)
Strategy: Sustain support services to meet the needs of the homeless population and the
development of a continuum of care system on a City wide basis.
Targeted Outcome: Increase outreach services for the homeless
Source: ESG
4. Activity: Low/Demand Safe Haven Beds
Consolidated Plan Reference Code: 4 SN (d)
Strategy: Expand the availability of low -demand safe haven beds.
Targeted Outcome: Increase availability of low -demand safe haven beds.
5. Activity: Mental Health Services
Consolidated Plan Reference Code: 4 SN (e)
Strategy: Fund the availability of mental health services at the street level by hiring a LCSW.
Targeted Outcome: Increase the mental health services provided to the homeless at the street
level.
6. Activity: Collaboration with City of Miami Police Department
Consolidated Plan Reference Code: 4 SN (f)
Strategy: Strengthen communication and collaborative efforts with the City of Miami- Police
Department by participating in yearly training sessions,
Targeted Outcome: Improve collaboration with City of Miami Police Department.
2005-2006 Action Plan 31
Other Special Needs - Elderly
The City of Miami annually selects, through a competitive Request for Proposals process, agencies that
can provide high quality and comprehensive services to the senior and frail elderly population. Many
activities are carried out through non-profit sub -recipients that are Community Based Organizations
and recognize the needs of the local neighborhoods and their respective communities as a whole.
Background
The City of Miami has the third largest elderly population in the nation, representing 20% of the
population in the City. Of the 60,279 elderly, 49% are disabled. In total, the elderly population makes
up more than 37,000 households, 38% of which are low-income. Approximately 76% of these low-
income seniors live in rented housing and 52% of these individuals have incomes lower than 30% of
MFI.
Table 14: Population 65 years and over, NDZs and City of Miami, 2000
Neighborhood Development
Zone
1 UIniI u IoI1 �1 and over
'%, of Seniors ill the
City of Miami
Allapattah
2,598
4%
Coconut Grove
321
t%
Edison/Little River/Little Haiti
3,377
5%
Little Havana
8,446
14%
Model City
1,252
2%
Overtown
915
1
Wynwood
380
]%
Total in NDZs
17,289
28%
City of Miami
61,768
100%
Source; U.S. Census, 2000
Elderly Housing Activities
The City of Miami will continue to work with housing providers that assist the elderly and
handicapped persons by supporting the development of housing for these special needs populations.
Below is a description of the activities that the City will implement in the coming year.
1. Activity: Elderly Housing
Consolidated Plan Reference Code: 1 SN (a)
Strategy: Apply for special-purpose vouchers targeted to the elderly, should they become
available, and target available assistance to the elderly.
Targeted Outcome: Increase housing assistance to the eligible elderly population.
Source: Section 8
2. Activity: Housing for Persons with Disabilities
Consolidated Plan Reference Code: i SN (b)
Strategy: Apply for special-purpose vouchers targeted at persons with disabilities and assure that
housing providers follow ADA standards.
2005-2006 Action Plan
32
1) Apply for special purpose vouchers targeted to residents with disabilities, should the
vouchers become available.
2) Support an intensive effort to educate and encourage housing providers using City funds
to use universal design features in new construction and rehabilitation projects whenever
possible.
Targeted Outcome: Increase in housing assistance to residents with disabilities that is ADA
compliant.
Source: Section 8
Other Special Needs Persons with HIVIAIDs
The City of Miami serves as the administrator of the formula grant -funded Housing Opportunities for
Persons with AIDS (HOPWA) program for Miami -Dade County. The goal and intent of the local
HOPWA Program is to ensure that a continuum of housing options and related housing services is
available to low income persons with acquired immunodeficiency syndrome or related diseases and
their families.
Background
Miami -Dade County ranks fourth nationally for the number of persons living with HIV/AIDS, with an
estimated 11,314 persons.2 Blacks account for more than half of the cases; Hispanics represent 33%
and whites 16%.3 Residents living with HIV/AIDS are concentrated in Central Miami -Dade County,
primarily in low-income minority neighborhoods within the City of Miami.
Table 15: Number oflIV/AIDS cases by Race and Gender, Miami -Dade County: 2002
Ethnic Group
White
His.anic
Black
Total
Male
111V
83%
83%
55%
65%
Number of Cases
AII)S
90%
85%
61%
73%
IIIV
Female
AII)S
17%
17%
45%
35%
10%
15%
39%
27%
Source: Miami -Dade HIV/AIDS Partnership, Comprehensive Plan for HIV/AIDS (2003-2005), October 2002.
Housing Gap
According to an HIV/AIDS housing needs and gap analysis conducted in 2003, it is estimated that
35% of all HIV/AIDS cases need housing assistance. To meet the need, 6,996 affordable housing units
or subsidies dedicated to households living with HIV/AIDS will be required. Of this total number,
1,610 units and/or subsidies are in place; thus, there is a need for an additional 5,386 units.4
Research also revealed that consumers and providers consider the following to be priority needs:
assistance with rent or mortgage payments, locating and securing affordable housing, emergency
rental, and mortgage or utility assistance.
2 Centers for Disease Control and Prevention, Characteristics of Persons Living with AIDS and HIV, 2001,
HIV/AIDS Surveillance Supplemental Report, 2003; 9(No.2): I0.
} Miami -Dade County Health Department, HIV/AIDS Surveillance Report Through October 2003.
4 Apple Tree Perspectives, Inc., 2003 HIV/AIDS Housing Needs Gap Analysis, October 2003.
2005-2006 Action Plan
33
Housing Activities for Persons with HIV/AIDS
Through HOPWA, the City of Miami will work to expand housing opportunities for county residents
that are low to moderate income and have been diagnosed with HIVIAIDs. Current programs include
project -based rental subsidies, the Emergency Rental, Mortgage and Utility Assistance Program, and
the Housing Information, Referral & Advocacy Program. Preference will be given to units that have a
mix of residents with various household incomes. The following describes the various activities that
the City of Miami will implement through the HOPWA program.
1. Activity: Long -Term Tenant -Based Rental Housing
Strategy: Provide Long -Term Tenant -Based Rental Housing to persons living with HIV/AIDS
I) Provide long-term tenant -based rental subsidy and the support of a Housing Specialist to
individuals living with AIDS and their families.
2) Increase the current number of households that can be served by the program from 1,200
households to 1,250 households per year.
3) Continue to contract with community -based organizations to provide the services of
HOPWA Housing Specialists, who are responsible for (i) determining client eligibility,
program enrollment, and recertification, (ii) assisting clients with housing searches and
lease -up; (iii) serving as liaison between landlords and clients, and (iv) performing
housing stability assessment, intervention and referral assistance.
Consolidated Plan Reference Code: 2 SN (a)
Targeted Outcome: Increase housing stability of persons living with AIDS and their families and
reduce homelessness among such persons, thereby facilitating increased access to care.
Source: HOPWA
2. Activity: Project -Based Rental or Operating Subsidy
Consolidated Plan Reference Code: 2 SN (b)
Strategy: Expand the number of project -based, rent -subsidized units for low income persons
living with AIDS and their families (currently there are approximately 60 units).
Targeted Outcome: Expand existing inventory of project -based housing units.
Source: HOPWA
3. Activity: HOPWA Emergency Assistance
Consolidated Plan Reference Code: 2 SN (c)
Strategy: Provide emergency rental, mortgage, and utility assistance to persons living with AIDS.
Targeted Outcome: Reduce the number of low income persons living with AIDS who become
homeless due to temporary financial pressures.
Source: HOPWA
4. Activity: Housing Information, Referral, and Advocacy
Consolidated Plan Reference Code: 2 SN (d)
2005-2006 Action Plan 34
Strategy: Maintain housing information, referral, and advocacy services (including a web -based
housing referral site) for persons living with AIDS through contract with a community -based
organization. Such services include generating and maintaining a web -based listing of decent,
affordable rental units, housing advocacy for persons who experience difficulty in securing or
maintaining rental housing, self -advocacy education and referral to HUD -approved housing
counseling services for pre -purchase and default/foreclosure counseling.
Targeted Outcome: Expand affordable housing opportunities to persons living with AIDS and
their families beyond that which can be accommodated by the existing HOPWA-funded tenant
and project -based housing programs.
Source: HOPWA
2005-2006 Action Plan 35
VII. Other Actions
24CFR91.220(f)
Underserved'Needs
The City of Miami petitions for federal funds through the Action Plan to assist the needs of residents
that have traditionally been underserved by existing local social service programs. The activities
funded via the Action Plan are carefully designed to provide appropriate and needed services,
particularly to those that may not be eligible for assistance from other local sources, those that are
geographically isolated by lack of transportation and those that lack basic amenities in their
neighborhoods. Such individuals include senior citizens, homebound frail elderly persons, physically
and developmentally disabled persons, victims of domestic violence, and infants and youth. Funds
provided through the Action Plan often make the difference between independent living and
institutionalization.
Barriers to Affordable Housing.
This section identifies public policies and issues, which to some degree act as a barrier or tends to
impede the production of affordable housing; especially housing that is targeted for low and moderate
income households in the City of Miami. It also provides information on what the City is doing to
address these barriers.
Building and Housing Codes: The South Florida Building Code is a series of standards and
specifications designed to establish minimum safeguards in the construction of buildings to protect the
health and safety of the public. The problem is that some of these building codes increase the costs of
housing production, such as the requirement to install shutters on all new construction projects.
Through housing subsidies and other financial assistance, the City helps builders to meet the building
code requirements while keeping the properties affordable.
Davis -Bacon Prevailing Wage (Davis -Bacon Act of 1931): When federal dollars are used to pay
housing construction or rehabilitation labor costs in contracts valued at more than $2,000, a prevailing
wage must be paid to laborers and mechanics, which is usually higher than competitive wages.
Additionally, federal paperwork requirements are extensive, which increase housing costs. While the
objective of the prevailing wage requirements is to protect workers from being paid less than their
labor is worth, the increased cost results in higher housing construction expenses.
Land and Construction Costs: Land costs are one of the most significant factors determining high
housing costs, and vary considerably in different parts of the City of Miami, but in all neighborhoods,
both land and construction costs are high. The high costs of land and construction have made it
difficult for the private market to construct affordable housing for lower income households in Miami
without government subsidies. As such, the City plans to raise its subsidies to keep up with the costs of
real estate.
Land Use and Zoning: City land use policies play a significant role in determining the amount and
availability of affordable housing within a community. City land use policy guides the location of
housing types and densities. Zoning is the planning tool for implementing housing development and
regulating its construction. Through zoning incentives, private and non-profit developers can help a
City address the housing needs of its low- and moderate -income population. Moreover, zoning
incentives that increase the density of housing development and provide for mix uses including transit,
2005-2006 Action Plan 36
are important tools for expanding the local supply of both affordable homeownership and renter
housing.
Currently, the City of Miami uses "special districts" in locations throughout the City to provide for
greater densities, uses and design standards. Similar districts will be considered for NDZs as part of
larger neighborhood revitalization plans.
Private Lending: A recent survey and analysis of private lending patterns in Miami and Miami -Dade
revealed certain institutional barriers to affordable housing. Analysis of home purchase and refinance
loans in Miami -Dade County market shows "several patterns of disparate service and under -service to
minority markets." Hispanics and especially African Americans show significant racial disparities
related to higher failure rates for conventional loan applications, unusually high levels of FHA lending
and clearly higher levels of sub -prime lending when compared to whites or predominantly white areas
(Calvin Bradford & Associates, 2003). The City plans to work closely with the Banking industry to
address some of these issues and to encourage compliance with the Community Reinvestment Act
(CRA) regulations.
Public Infrastructure: Public infrastructure investment can be an important catalyst for housing
development activity. Public infrastructure investment has been used successfully in South Florida
when targeted to community redevelopment areas, Public infrastructure improvements have also been
effectively used in conjunction with the Model Block purchase/rehabilitation programs, helping to
insure the investment of both private lenders and first time homebuyers,
It is clearly evident that most streets within the City's NDZs lack adequate public infrastructure. Not
only does this detract from the physical aesthetics of the streets and surrounding neighborhoods, it also
transmits a message that these neighborhoods are low priority. By focusing on infrastructure
improvements in the Model Blocks, the City seeks to change this perspective.
Real Property Tax: Real property tax normally constitutes the major source of income for most local
governments. The City of Miami is no exception. In Miami, as in older cities, the tax base has
stabilized over the years. As the buildings get older and begin to deteriorate and neighborhoods begin
to decline, the tax base actually begins to decrease. As owners begin to reinvest and rehabilitate their
properties, the value of the property begins to climb, as do the assessed values, resulting in higher
property taxes. To address this issue, the City will encourage property owners to apply for tax
exemptions. Other options are also being considered which would assist those who are most severely
affected by increases in property taxes.
Resistance to the Development of Affordable Housing: Developers of affordable housing have
further challenges that increase the cost of housing, such as resistance in the form of active opposition
to new housing projects by neighborhood residents. The Not in My Back Yard (NIMBYism) attitude
can often play a critical role in impeding the development of housing affordable to low and moderate
income families and individuals.
Scarcity of Large Vacant Parcels: There are few large residentially zoned vacant tracts in the City of
Miami as compared to other areas in Miami -Dade County. In addition, many of the City's available
vacant parcels are scattered and situated in the City's most economically distressed neighborhoods and
would have to be developed on an in -fill basis. The scarcity of large vacant residential parcels raises
housing development costs since the private market is unable to realize cost -savings attributed to
economy of scale or higher density housing projects. As a result of this problem, the City is in the
process identifying city -owned properties that can be assembled and made available for the
development of affordable housing.
2005-2006 Action Plan 37
Evaluate and Reduce Lead -based Paint Hazards.
According to several recent studies, the City of Miami is one of the highest risk areas for lead
poisoning in the nation, with the City's poorest neighborhoods demonstrating the highest risks.5
Indeed, data collected by the Miami -Dade County Department of Health from 1999 to 2003 indicate
that 66% of lead poisoning cases in the City of Miami occurred in some of the city's most distressed
areas, including all of the Neighborhood Development Zones.6 Because lead poisoning is a serious yet
preventable health problem that can cause long-term neurological damage among young children, the
City of Miami is committed to addressing this health hazard. As a result the City of Miami will be
introducing its "Miami Unleaded Program" to alleviate the lead base paint hazards identified in the
City of Miami. The Program will rely on a strong network of community -based referral sources to
identify older, low income properties with pregnant women and children. Referrals sources include:
City of Miami Neighborhood Enhancement Teams (NET offices), FCEHA, Miami -Dade County
Health Department, schools, clinics and faith -based partners in the target area. In addition, residents
will, as a result of community outreach and education, become a consistent source of referral and self -
referral.
The seven target neighborhoods include a large percentage of distressed pre-1950 low-income housing
that historically will have a greater risk for lead hazards. Thus, the City's first-time homebuyer
program using HOME and SHIP funds will become a natural source of referrals as homebuyers, with
young children or pregnant women, known to be purchasing older units will be required to have a
visual assessment done prior to funding. Should the unit be determined to have lead hazards, it will be
referred for hazard control. Another source is the Health Department who will refer units with children
with EBL's >l0pg/dL. Compliance assistance packets including information on the Miami Unleaded
Program, Title X compliance, and lead safe work practices will be included in packages sent to all
owners of referred properties and a Miami Unleaded staff member will follow with a call. Lastly,
Miami Unleaded's media campaign will also market the Program in an effort to both recruit applicants
and to alert the target communities to the dangers of lead poisoning. Application forms for the
Program will include qualifying information such as income, date of construction of the property,
number and age of children occupying property, and proof of ownership.
Community Development is committed to linking owners and families who are currently a part of
Community Development's Section 8/Housing Programs to Miami Unleaded, Section 8 owner
mailings will be also be conducted to notify owners to ensure compliance with 1012/1013 regulations.
By expanding the supply of safe, affordable housing (including Section 8) in these communities,
Miami Unleaded will be expanding the housing choices of residents receiving housing subsidies or
housing assistance. In addition, the project will aid rental owners by improve the marketability of their
units through the rehabilitation of non -compliant units and the promotion of compliant rental
properties on the Program's Lead Safe Housing Registry. All referrals received will be entered
promptly into the Program's database and reviewed for eligibility for Program services. The City
estimates to take an application within 48 hrs of receiving a qualified referral if the schedule of the
applicant will permit. In the case of units known to have a child with an EBL , the application will be
taken within 24 hours. For the grant period, the City estimates receiving between 325 to 375
applications. The Program's Intake Specialist will review all applications and accompanying
documentation to verify that the property meets the eligibility standards for preliminary screening and
enrollment in the program. Non -qualifying applications will be referred to more appropriate resources,
where possible. Mandatory criteria for preliminary enrollment in the program requires that the property
be constructed prior to 1978, that children under the age of 6 or a pregnant women reside in the
property if occupied, that the owner submits proof of ownership, that the tenant and/or owner meet the
5 Gasana J, Chamorro A. Environmental Lead Contamination in Miami Inner-city Area,
httpa/www.ncbi.nlm.Hillgov/entrez/query.fcgi?emd Retrieve&db=pubmed&dopt=Abstract&list uids
6 66 % of the lead poisoning cases in the City of Miami reported from 1999 to 2003 were located in the following
zip codes: 33125, 33127, 33128, 33133, 33135, 33136, 33142, 33147, and 33150.
2005-2006 Action Plan 38
HUD program income guidelines, that blood lead testing of children under age 6 in the property will be
conducted, and that the owner agrees to comply with all applicable Title X requirements.
Housing Units Built Prior to 1949 and 1979
The leading factor attributed to the high number of lead cases in the City of Miami is exposure to dust
from deteriorating paint found in homes constructed before 1978. This is due to the high Lead content
used in paint during that period, particularly in homes built before 1950. Pre-1978 housing occupied by
lower income households with children offer particularly high risks of lead exposure due to the lower
levels of maintenance among lower -income households. This is an important factor since it is not the
lead paint itself that causes the hazards, but rather the deterioration of the paint that releases lead -
contaminated dust and allows children to peel and eat lead -contaminated flakes.
Approximately 81% of the housing units in the City of Miami were constructed before 1979, compared
to 67% in Miami -Dade County.? This indicates that 81.% of the housing units in the City of Miami are
potential lead -paint hazards. In the Neighborhood Development Zones, the number of homes built
before 1979 increases to 84%, with the following neighborhoods showing the greatest risk:
• East Little Havana (15,343 units built before 1979)
• Edison Little River (10,642 units built before 1979)
Low Income Households In Units with Lead -Paint Hazards
Estimates show that extremely low income, low-income and moderate income households occupy
73,406 of the housing units that have a potential for lead hazards. Approximately 77% of these units
are located within the Neighborhood Development Zones, with Little Havana, Overtown and
Wynwood showing the greatest number of units built before 1979 occupied by low to moderate
income households.
Number of Children at Risk
Those that are most vulnerable to lead exposure are children under the age of six, due to the harmful
effects that lead can have on the development of the brain. According to the 2000 Census, there are a
total of 27, 358 children in the City of Miami that are five years of age or younger. It is estimated that
43% of all the children in this age group reside within the Neighborhood Development Zones, with the
highest number of children found in Edison Little River/Little Haiti and in Little Havana. These are
also some of the areas reported as having the highest potential for lead -paint hazards.
integration of Lead Paint Policies into Housing Programs
Lead -paint exposure poses a serious health hazard to the children of the City of Miami, particularly
those residing in the Neighborhood Development Zones. To address this health issue, the City of
Miami has committed to take active steps to reduce the incidents of lead poisonings among children
ages six and under caused by lead -paint exposure. To achieve this, the City will integrate the following
lead hazard evaluation and reduction efforts into its existing housing programs.
■ Inspections: Prior to issuing any type of housing assistance for properties
constructed on or before 1978, the City of Miami will inspect the units for lead -paint
hazards. Special attention will be given to units that will house children less than six
years of age.
7 US Census data was used to determine the number of housing units that were constructed before 1978 in the City
of Miami. It should he noted that the year 1979 was used in the analysis instead of 1978 due to the manner in
which the Census reports this type of data, Data is reported in ten year intervals.
2005-2006 Action Plan 39
■ Abatement of Lead Hazards: The City will provide housing monies to abate lead
paint hazards in properties that have been reported to have a lead problem. Priority
will be given to families with children under six years of age.
■ Education: A notice will be given to each family or applicant with a child six years
or younger, who is receiving housing assistance for units built before 1978. Families
will be required to sign the notice to ensure awareness of any potential problems.
Families are to report paint and dust hazards (i.e. the chipping, peeling and scaling of
paint).
Strategies to Reduce Lead -Paint Hazards
In addition to the activities listed above, the City will undertake the following strategies to reduce the
serious health problems related to lead -paint hazards.
Strategy is Grant/Loan and Financing Plan
The Miami Unleaded Program will perform lead hazard reduction under a two -tiered lead hazard
reduction intervention approach. The Program will perform Low Level Interim Control Hazard
Reduction Interventions in 150 properties in the target areas at an average cost of $7,000 per unit. Low
Level Interim Control Hazard Reduction will involve lead -based paint stabilization, HEPA-
Vacuuming, and lead specific wet cleaning. The Program will also conduct larger scale Lead Hazard
Reduction Interventions in 120 properties at an average cost of $15,000 per unit. Program anticipates
that approximately 50 % of the units enrolled and completed by the Program will be rental units and
50% will be homeowner units. The vast majority of units will be single family structures rather than
multi -family dwelling units.
The Lead Hazard Reduction Interventions will include window replacement and some abatement of
components where warranted in accordance with the Scope and assessment. Due to the age of
Miami's housing stock and the difficulty of salvaging deteriorated leaded windows damaged by
moisture, window replacement will be a significant intervention strategy for the Program. Properties
that require large-scale structural repairs (roof repair, gutter replacement, plumbing repair) to correct
underlying defects that are creating paint destabilization will be coupled with funding from
Community Development's rehabilitation program to complete a comprehensive intervention. By
coupling lead hazard reduction funding with rehabilitation funding, Miami Unleaded will produce
stable, safe, and affordable housing in the targeted communities. Based on significant housing
rehabilitation work in compliance with the HUD Lead Safe Rules and Guidelines, the Program projects
that it will complete units in accordance with the following unit production schedule:
2005-2006 Action Plan 40
Activity
Time frame (days)
Application Intake
3 days
Application processing
5 days
Unit selection
5 days
Risk Assessment
5 days
Scope of Work and Review
7 days
Contractor selection
14 days
Hazard Control
5 to 15 days (Relocation)
Clearance Testing
3 days
Total Program Completion
Time
45 to 60 days
The Program's goal is to hire contractors who have the capability to perform both the lead hazard
reduction and the rehabilitation portions of the Scope. In situations where there are separate
contractors for different aspects of the project, the Program's Project Director and Lead Program
Inspectors will coordinate the lead hazard reduction phase with the rehabilitation work to insure that
lead clearance is obtained prior to re -occupancy of the property. All lead hazard reduction work
undertaken by the Program will be performed by State certified and accredited Lead Workers,
Inspectors, and Risk Assessors. All lead hazard reduction work will be performed in accordance with
the provisions of Title X, the HUD Guidelines, EPA regulations, and the City of Miami Code.
Strategy 2: Final Inspection and Lead Dust Clearance Testing.
Following the completion of the lead hazard reduction, private, certified Miami Unleaded inspection
companies will perform visual inspections and lead dust clearance examinations of the properties.
Property clearance inspections will be performed in accordance with all HUD and EPA regulations and
guidelines and all propec—ti ies will pass lead dust clearance standards of 40 ug/sq.ft2 for floors, 250
-ug/sq.ft2 for window sills,_and 400 ug/sq.ft2 for window wells. Any property that fails initial lead dust
clearance will have problem areas addressed or re -cleaned and retested to insure clearance standards
are met.
Strategy 3: Temporary Relocation
The City will contract with apartment owners or hotels in the community to ensure the availability of
lead -safe relocation units for families while lead hazard control activities are being performed in their
units. For larger scale rehab units, the cost of the relocation will be made part of the loan and in
situations where there is an insufficient fund in the loan, additional resources from CDBG or SHIP will
be used for the relocation. The average cost of relocation is estimated to be $150 a day. This includes
the provision of storage and stipend to the family. It is estimated that an average of 8 days will be
needed for relocation, resulting in an estimated total cost of $1,200.00. The Program anticipates the
development of a Lead Safe House for longer term temporary relocations. The Lead Safe House will
be used for occupants of properties that need more than 10 days of relocation.
2005-2006 Action Plan 41
Miami Unleaded will develop a relocation plan to detail the logistical protocols that will be followed
by the Program in performing or contracting for moving, storage, payment of daily stipends, and the
securing of temporary housing facilities for the relocated occupants. The Lead Program Inspector will
be responsible for implementing the relocation plan and insuring that all relocations occur prior to
intervention and that families are returned to their homes promptly following lead dust clearance. In
response to a known EBL referral, the child and his or her family may be temporarily prior to the
commencement work if major lead hazards exist in the property. Permanent relocation assistance may
also be offered through other housing assistance programs if the family of a lead poisoned child is
residing in a property that is unsafe and cannot be remedied through the Program. For any property
going through the Program that is vacant due to permanent relocation prior to the intervention, priority
for re -occupancy of the property must be given to pregnant women and families with children under
six years of age.
The Program will satisfy all regulations under the Uniform Relocation Act in conducting its relocation
operations. When required by the Scope, all belongings and furniture in the property will be removed,
HEPA vacuumed and placed in storage while the work is proceeding. When safe and reasonable, in
place containment of belongings will be utilized to avoid the time and cost of off -site storage, The
Program will secure the services of a moving company to provide for the transport of the occupant's
belongings to the temporary storage facility. Once the property has been cleared for re -occupancy, the
Lead Program Inspector will arrange for the return of the occupants and their belongings to the
property.
Reduce the Number of Poverty -Level Families
As a result of the Anti -Poverty Strategy discussed earlier, the City of Miami has undertaken a number
of efforts and programs to reduce the number of residents living in poverty. Jointly the Department of
Community Development and the Mayor's Poverty -initiative have put into practice a partnership
strategically designed to support a holistic approach to poverty reduction with activities that focus on
human services, affordable housing and economic development. These activities include the following;
Holistic Anti -Poverty Approach
• Economic development activities that generate living wage jobs and community
sustainability
• Access to a variety of housing options that promote family and community stability
• Neighborhood -based safety strategies that help residents create safer neighborhoods
• A comprehensive financial education system that prepares citizens for participation
in the economic and social fabric of the community
• Coordinate Community -based services that nurture and support young people and
their families
The rationale behind the Anti -Poverty Strategy is to merge and invest all available resources in
targeted areas in order to obtain the biggest impact for the dollar. As such, the City seeks to reduce the
number of poverty -level families in the Neighborhood Development Zones and Model Blocks by
2005-2006 Action Plan 42
supporting human development and employment programs that facilitate the creation and retention of
job opportunities. The mission is to provide programs that work towards getting families out of
poverty. Thus, the City will implement a comprehensive plan that will use its resources and efforts to
develop a skilled and employable resident workforce capable of receiving living wage jobs and
conquering the need for affordable housing. Other activities to reduce poverty include legal assistance,
childcare, healthcare, transportation, housing, social services, financial literacy, economic
enhancement and educational attainment. The strategy to combat poverty is not only to accomplish the
listed attributes, but to sustain those attributes when accomplished.
Develop Institutional Structure
During the process of developing the 2004-2009 Consolidated Plan, the City of Miami developed a
unified vision for Community Development actions that will serve as the institutional structure for
cooperation and collaboration among public and private agencies. Specifically, the Department of
Community Development sought to identify opportunities for cooperation and collaboration among
city departments and other entities. 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. In addition, the City drew upon its working
relationship with the Miami -Dade Housing Authority (MDHA), the Miami -Dade County Office of
Community and Economic Development (OCED), the local Continuum of Care for Homelessness, and
the Alliance for Human Services in order to foster and enhance coordination between the City, public
housing providers and assisted housing providers. Many social service agencies, non-profit agencies,
youth organizations, and community based organizations were also consulted. After several
consultations with these organizations, the City determined that the Consolidated Plan and the annual
Action Plans 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 and agencies
■ Encourage information dissemination regarding projects and programs
By institutionalizing this collaborative structure, the City of Miami will shape various programs into
effective, coordinated neighborhood and community strategies. This will also facilitate the opportunity
for strategic planning and citizen participation to take place in a comprehensive context that will
reduce duplication of effort at the local level.
Enhance Stakeholder Coordination
The coordination process provides for stakeholder agencies and all interested parties to
analyze and discuss local housing needs, priorities, and program strategies. As explained
above, the Department of Community Development has served as the facilitating agency for
this local process. To this end, the 2004-2009 Consolidated Plan provides a blue print to guide
City actions in the direction of performance outcomes, such as improving neighborhoods,
increasing homeownership, and raising income levels for all city residents. Primarily the plan
guides 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
residents, The overall strategy is for the City to:
2005-2006 Action Plan 43
■ 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
The Community Development Department will strive to coordinate and develop individual plans for
each Neighborhood Development Zone containing goals and strategies reflective of distinctive
community priorities; yet cohesive with the city-wide vision. In subsequent years, the City's CDBG
and other resources will be injected within the Mode! blocks. The City will pursue this venture in the
forthcoming program year in coordination with the local HUD Community Development Planner
(CAD).
Public Housing (91.220 (f) (2))
It should be noted that the City of Miami does not manage public housing units, The Miami -Dade
Housing Agency (MDHA) is responsible for this function; however, a large portion of the County's
inventory is located within the City limits.
All of the public housing units within the City of Miami are managed and operated by MDHA. MDHA
provides federal -subsidies for 10,500 units of public housing, which it manages and maintains, and for
17,700 units of private housing, which it inspects annually. It also provides limited supportive services
and programs to improve the quality of life and general environment of public housing residents, and
coordinates most of the County's affordable housing programs, including the in -fill housing initiative.
It should be noted that of the total number of public housing units, only.72% are occupied. ---.
Public Housing Activities
Though the City of Miami does not operate any public housing, it is responsible for a limited number
of Section 8 Tenant Based Assistance units. This is a housing choice voucher program developed to
assist eligible low-income families to receive housing assistance through a rental subsidy that enables
tenants to afford standard units. The public housing strategies detailed in this section is a summary of
the activities of the City's five-year plan for housing choice vouchers
1. Activity: Section 8 Housing Assistance
Consolidated Plan Reference Code: 1 RH (c)
Strategy: Provide rental assistance to very low and low income residents through the Section 8
Program.
2005-2006 Action Plan 44
1) Maintain or increase Section 8 lease up rates by establishing payment standards that will
enable families to rent throughout the jurisdiction.
2) Undertake measures to ensure access to affordable housing among families assisted by
the City, regardless of unit size requirements.
3) Maintain or increase Section 8 lease -up rates by marketing programs to owners,
particularly those outside of minority and poverty concentration.
4) Maintain or increase Section 8 lease -up rates by effectively screening Section 8
applicants to increase owner acceptance of the program,
5) Apply for additional Section 8 units or vouchers should they become available,
6) Leverage affordable housing resources in the community through the creation of mixed -
finance housing —in particular, the City of Miami will direct CDBG funds towards
housing management support for new construction homeownership projects and will
make available local Surtax funds for rehabilitation of Section 8 multi -family rental
projects with predominately eligible elderly tenants that have met their affordability term
requirements.
7) Affirmatively market families of races/ethnicities shown to have disproportionate
housing needs
Targeted Outcome: Increase the affordable housing options for all eligible populations, and
increase awareness of housing assistance resources among families of races and ethnicities found
to have disproportionate needs.
Source: Section 8
2005-2006 Action Plan 45
VIII. CDBG
Community Development Block Grant
As an Entitlement City, the City of Miami is dedicated to complying with the goals of the federal
statutes in providing decent housing, a suitable living environment and economic opportunity for low
and very low-income residents through its Community Development Block Grant (CDBG) Program.
As such, projects included in the Annual Action Plan are designed to give the maximum priority to
feasible activities that implement the national objectives:
■ To provide benefits to low and moderate -income families
■ To aid in the prevention or elimination of slums or blight
• To meet other community development needs that have a particular urgency because
existing conditions pose a serious and immediate threat to the health and welfare of the
community
Grants under the CDBG Program are awarded by the City of Miami for projects and programs that
further these national objectives. Specifically, the City utilizes CDBG funds to carry out the following:
• 108 Debt Service
• Administration
• Economic Revitalization
• Housing
• Quality of Life Enhancement - Capital Improvements
Quality of Life Enhancement - Social Programs
Reduction of CDBG Funds
— Program Year 31 promises to be a painful transition year for the City of Miami in the area of public
services due to the lessening of financial support. Several factors have contributed to the current
situation. First, the City of Miami has experienced a considerable reduction in Community
Development Block Grant (CDBG) funds in the last few years. Second, the federal government has
established that no more than 15% of CDBG funds can be used for social services in the community.
As a result of the reduction in CDBG funds, the City has had to downsize a significant number of
community service agencies that provide social services. This was achieved through a painstaking and
competitive approach in concurrence with a point rating criteria set forth in the RFP process for CDBG
subsidy. Nevertheless, the City of Miami will continue strive to improve the economic opportunities
and quality of life of its residents through the use of its CDBG funds and other resources.
2005-2006 Action Plan 46
Table 16: CDBG Program Year Funding
"D13(: Program Year Funding
FY 2005-2006
FY 2004-2005
FY 2003-2004
FY 2002-2003
Entitlement Allocations
$9,398,140
$ 9,928,000
$15,132,000*
$15,904,263*
*Including close-out funds
Community Development Strategy
According to the Five -Year Consolidated Plan, the community development strategy for the City of
Miami is firmly rooted in the concept of neighborhood revitalization. The City understands the
importance of a vital and diversified economy, a growing workforce with competitive skills, and how
that relates to healthy neighborhoods. As such, the focus of the strategy will be to work toward these
interrelated ends. The strategy seeks to promote not only strong economic growth in its major
employment centers but, also, renewed economic development in commercial areas throughout its
neighborhoods. Further, the strategy aims to empower residents economically and bring physical
renewal to distressed areas through new business activity.
Specifically, the City of Miami will seek to stimulate neighborhood revitalization by concentrating
funding within the Neighborhood Development Zones (NDZs), the Model Blocks and the Community
Business Corridors (CBCs). The intent is to fuel development and encourage investment by focusing
on areas that are poised for revitalization. As such, CDBG dollars will be directed to these target areas
as much as possible. In particular, CDBG funds used for economic development activities will be
concentrated within the CBCs.
It is important to note, however, that due to the tremendous need for social programs in the City of
Miami, some of the public service activities funded by CDBG must target broader geographic areas.
This includes services for the elderly, the disabled, youth and other underserved populations. As a
result, funding for CDBG activities are generally divided among the City's five Commission Districts
based on the HUD formula allocation. The HUD formula takes into account the total population,
number of persons living in poverty, and the number of overcrowded units in each area. The table
below indicates the percent of funds that each commission district will receive based on the HUD
formula.
Table 17: CDBG Funding Allocation Percentage by Commission District
Commission
District
District 1
Total
Population
67,847
Persons in
Poverty
19,060
Overcrowding
Entitling Allocation
lly District
21.2%
8,463
District 2
72,008
15,157 IMMIN
15.2%
District 3
72,824
23,564
8,920
23.9%
District 4
75,528
13,352
6,294
16.1%
District 5
73,247
29,272
6,915
23.6%
Total
361,454
100,405
35,719
100.0%
Source: City of Miami Planning & Zoning
2005-2006 Action Plan 47
The following sections provide a detailed description of how the City of Miami will use CDBG funds
to carry out its community development strategy and provide social services in the various target areas.
Housing
Based on the findings of the Housing Needs Assessment and the Housing Market Analysis in the 2004-
2009 Consolidated Plan, the top priority for the City of Miami will be to preserve affordable housing.
The City will seek to accomplish this through its CDBG funds by supporting the Section 8 Rental
Assistance Program, providing single-family rehab and residential code compliance assistance,
supporting fair housing activities, and developing a lead -based hazard program. Below is a description
of the strategies and outcomes related to these activities.
Activities for Section 8 Rental Housing Assistance
1. Activity: Section 8 Housing Assistance
Consolidated Plan Reference Code: 1 RH (c)
Strategy: Provide rental assistance to very low and low income residents through the Section 8
Program.
1) Maintain or increase Section 8 lease up rates by establishing payment standards that will
enable families to rent throughout the jurisdiction.
2) Undertake measures to ensure access to affordable housing among families assisted by
the City, regardless of unit size requirements.
3) Maintain or increase Section 8 lease -up rates by marketing programs to owners,
particularly those outside of minority and poverty concentration.
4) Maintain or increase Section 8 ]ease -up rates by effectively screening Section 8
applicants to increase owner acceptance of the program.
5) Apply for additional Section 8 units or vouchers should they become available,
6) Leverage affordable housing resources in the community through the creation of mixed -
finance housing —in particular, the City of Miami will direct CDBG funds towards
housing management support for new construction homeownership projects and will
make available local Surtax funds for rehabilitation of Section 8 multi -family rental
projects with predominately eligible elderly tenants that have met their affordability term
requirements.
7) Affirmatively market families ofraces/ethnicities shown to have disproportionate
housing needs
Targeted Outcome: Increase the affordable housing options for ail eligible populations, and
increase awareness of housing assistance resources among families of races and ethnicities found
to have disproportionate needs.
Source: CDBG, Section 8, and Miami -Dade County Surtax
Activities for Homeowner Assistance
1. Activity: Single Family Rehab and Code Violation Elimination Assistance
Consolidated Plan Reference Code: 1 HA (a)
2005-2006 Action Plan 48
Strategy: Provide rehab assistance to homeowners for deferred maintenance, home repairs and
elimination of code violations.
Targeted Outcome: Improve the quality of existing owner occupied housing through rehab
assistance.
Source: CDBG and SHIP
Fair Housing Activities
The Analysis of the Impediments to Fair Housing Choice (Al) is required of state and local
governments that receive federal funds from HUD. This primarily includes Community Block Grants
(CDBG) and HOME Investment Partnerships Program (HOME). AI is an assessment of housing and
housing related policies and practices in use throughout the Jurisdiction that inadvertently or
deliberately prevent its residents to choose where they live. The analysis includes a discussion of the
barriers to housing choice within the City of Miami, a plan of action to overcome the identified
impediments, and a strategy to maintain records and results of the actions taken. Although the AFFH
obligation arises in connection with the receipt of Federal funding, the obligation extends to all
housing and housing related activities in the City of Miami whether publicly or privately funded.'
Factors that could restrict housing choice include, but are not limited to:
■ Discrimination based on race, color, national origin, sex, religion, familial status
and disability;
■ In addition to the federally protected classes listed above, Miami -Dade County
Code Chapter I IA prohibits discrimination on the basis of race, color, religion,
ancestry, national origin, gender, pregnancy, age, disability, marital status,
familial status, and sexual orientation in housing, public accommodations,
and employment other than government employment;
In 1998, the Human Rights Ordinance amended the Miami -Dade County Code
by prohibiting discrimination based on sexual orientation in housing, credit and
finance, public accommodations, and employment;
Lack of affordable housing;
• Lack of housing that is accessible to the disabled;
■ Lack of housing that is accessible to persons holding Section 8 vouchers due to
discrimination;
■ Location -of jobs and availability of housing in the area;
• Lack of reasonable and accessible transportation services;
• Inability to obtain a mortgage; and
• Inability to obtain homeowner's insurance because of where the individual lives.
HUD recommends that the Al be updated every three to five years, or in accordance with the
timeframe of the Consolidated Plan. The City of Miami last conducted an Al in 2002, The City's
2004-2009 Consolidated Plan, a required five-year plan that describes a community's needs, resources,
a US Department of housing and Urban Development, Office of Fair Housing and Equal Opportunity, Fair Housing Guide.
2005-2006 Action Plan 49
priorities, and proposed activities to be undertaken with HUD funding. The City of Miami updated its
Consolidated Plan in 2004 and is available to the public on the City of Miami Department of
Community Development website:
httn://ci.miami.il.us/communitydevelopment/ConPlan/index.hcm
1. Activity: Fair Housing
Consolidated Plan Reference Code: 1 FH (a)
Strategy: Provide funding for fair housing services, landlord tenant mediation services and
analysis of Impediments to Fair Housing Study.
1) Support a program performing fair housing counseling, investigation, and mediation
services to respective individual's victimized by discriminatory practices.
Targeted Outcome: Guarantee and secure the fair housing rights of all individuals including
special needs groups and minorities.
Source: CDBG
Lead -based Paint Activities
1. Activity: Lead -based Paint Hazard Program
Consolidated Plan Reference Code: 1 LP (a)
Strategy: Implement a comprehensive Lead -based Paint Hazard Program that provides lead -based
paint mitigation, prevention, outreach and education services.
1) Strive to integrate lead hazard evaluation and reduction activities into existing housing
programs.
2) Continue to provide quality assurance inspection monitoring and tenant education.
Targeted Outcome: Prevent and reduce lead poisoning of children and fully developed adults in
low income neighborhoods stricken by the deterioration of building structures and housing units
built prior to 1978.
Source: Lead Base Grant
Pubic Service Delivery
Public Service activities must be directed toward enhancing the health, safety, and overall well being
of low and moderate income residents and persons with special needs. The specific activities that will
be funded with CDBG dollars include: elderly services, youths services, services for the disabled,
childcare, job training, substance abuse programs, and ex -offender rehabilitation.
The Department of Community Development must exercise a rigorous competitive Request for
Proposal (RFP) process to ensure that only the most qualified and committed organizations receive
CDBG public service dollars, due to the limited amount funding available attributed to the 15% public
service cap. The public services included are limited to HUD compliance regulations. (24 CFR. 570
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Sec. 201 (e) and 207) The following provides a list of the public service activities and their respective
strategies and outcomes.
Activities for Elderly Services
1. Activity: Nutritional Services (elderly meals)
Consolidated Plan Reference Code: 1PS (a)
Strategy: To support agencies providing nutritional services and activities to low and moderate
income senior citizens, in a manner where health, dignity, and nutritional needs are excelled.
Targeted Outcome: Increase the quality of health for elderly citizens through the reduction of
malnourishment.
Source: CDI3G and Transportation Funds
2. Activity: Recreational Activities for the Elderly
Consolidated Plan Reference Code: 1 PS (b)
Strategy: To reduce isolation of income groups through de -concentration of housing for lower
income elderly persons.
Targeted Outcome: Reduce isolation and deprivation of elderly citizens by promoting quality of
life enhancements in a supervised setting.
Source: CDBG
3. Activity: Transportation Services
Consolidated Plan Reference Code: I PS (c)
Strategy: To link elderly persons in need of support services to essential community resources.
Target Outcome: Provide elderly residents who are destitute with available community resources
which fulfill social and monetary gaps in the continuum of care,
Source: CDBG
Activities for Youth Services
1. Activity: Recreational Activities, Tutoring, Arts, Counseling, and Mentoring (Preference
given to activities executed on City Parks)
Consolidated Plan Reference Code: 3 PS (a)
Strategy: Sponsor programs that assist in the various stages of child development, such as
physical, mental, social, nutritional and emotional development.
Targeted Outcome: Prepare children and youth to transition into successful adults.
Source: CDBG
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Activities for Childcare/Head Start
1. Activity: Childcare Service
Consolidated Plan Reference Code: 4 PS (a)
Strategy: Assist low income families and poverty stricken children by supporting childcare
facilities that offer quality childcare services and promote a safe environment, while
simultaneously enabling low to moderate income parents to join the workforce.
Targeted Outcome: Endow a suitable living environment to low income children and families
that helps to meet both quality of health and sustains economic self-sufficiency.
Source: CDBG
Activities for Disabled Services
1. Activity: Programs for the Disabled/Handicapped.
Consolidated Plan Reference Code: 2 PS (a)
Strategy: Amplify the supply of supportive and transitional services required to enable persons
with special needs to live with dignity and independence
Targeted Outcome: Promote a stable and economically sound environment coupled with a
healthy supportive system through the provision of compassionate services.
Source: CDBG
Activities for Job Training
1. Activity: Job Skills Training Programs
Consolidated Plan Reference Code: 6 PS (a)
Strategy: Assist economically disadvantage individuals and others who face barriers to
employment enhance their quality of life through the attainment of marketable labor skills —or by
improving their earning capacity.
Targeted Outcome: To prepare youth and unskilled adults for entry into the labor force.
Source: CDBG
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Activities for Substance Abuse Services
1. Activity: Substance Abuse Programs
Consolidated Plan Reference Code: 5 PS (a)
Strategy 5 PS (a): To support programs designed to reduce drug and alcohol dependency in
selected neighborhoods by allocating funds to Commission Districts identifying this priority in the
local public hearings, as part of the Citizen Participation process.
Targeted Outcome: Provide a supportive network, structure and environment that will assist
individuals in remaining drug -free and alcohol dependent.
Source: CDBG
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 economic
development initiative will integrate job creation, micro enterprise assistance, technical assistance,
Commercial/Industrial improvements and assistance to private for profit entities, within the identified
Commercial Business Corridors (CBCs). The distribution of CDBG funds for economic development
activities will be divided among the five Commission Districts based on the HUD formula allocation,
As a result, the funding priority for economic development activities will be awarded to the CBCs.
The City aims at reducing the number of poverty level families by supporting human development and
employment programs that facilitate the creation and retention of job opportunities. This will be
accomplished by developing business attraction and retention programs which will result in the
expansion of the Community Business Corridors. Below is a description of the economic development
strategies and outcomes.
Activities for Job Creation and Retention
I. Activity: Job Creation
Consolidated Plan Reference Code: 1 ED (a)
Strategy: Support economic development designed to create job opportunities while ---
simultaneously supporting business expansion and recruitment; to include funding priorities
directed at the Commercial Business Corridors.
Targeted Outcome: Create employment opportunities in financially distressed neighborhoods
while promoting job creation in the Commercial Business Corridors, to include areas within the
vicinity of the corridors as well.
Source: CDBG
2. Activity: Job Retention Assistance to Businesses
Consolidated Plan Reference Code: 2 ED (a)
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Strategy: To promote the long term viability of the local area residents expanding economic
opportunities for extremely low, low and moderate income persons.
Targeted Outcome: Develop business attraction and retention programs within the Commercial
Business Corridors creating a chain reaction that will sprout economic development activities for
low and moderate income residents.
Source: CDBG
Activities for Micro -Enterprises Assistance
1. Activity: Working Capital, Financial Support and Business Assistance
Consolidated Plan Reference Code: 3 ED (a)
Strategy: Support small businesses and entrepreneurship development through the provision of
working capital, loan guarantees, and financial support to continue emphasis on the delivery of
strategic technical assistance and business modernization services which raise firm productivity
and help companies align entry level jobs.
Targeted Outcome: Improve the financial growing potential of small business firms in the
Commercial Business Corridors that wilt increase the demand for labor and create living wage
jobs.
Source: CDBG
Activities for Technical Assistance
1, Activity: Technical Assistance for Start Up Businesses
Consolidated Plan Reference Code: 4 ED (a)
Strategy: Offer technical assistance to start up businesses structured upon the successes of the
organization in an effort to safeguard the company's future investment, building a network of
private and public investors.
Targeted Outcome: Secure smallbusiness incubators that provide inexpensive space to include
support services, managerial advice aidconsulting services for business activities that benefit low
and moderate income persons.
Source: CDBG
Activities for Commercial or Industrial Improvements (Rehabilitation)
1. Activity: The Facade Improvement Program
Consolidated Plan Reference Code: 4 ED (a)
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Strategy: Execute facade improvements along the Commercial Business Corridors where there is
a prospect of serious business investment, dividing the cost with business owners.
Targeted Outcome: The improvement of street trees, landscaping, sidewalk replacement,
awnings, signs, lighting and other exterior facade improvements.
Source: CDBG
Activities for Code Compliance
I. Activity: Code Enforcement
Consolidated Plan Reference Code: 5 ED (a)
Strategy: To support the use of coordinated enforcement of building and zoning codes in order to
ensure the safety and health of low and moderate income residents.
Targeted Outcome: Improved safety and appearance of commercial corridors and
neighborhoods.
Source: CDBG
Other Economic Development Activities
CDBG assistance can be utilized to assist private for -profits businesses when the assistance is deemed
appropriate or in observance with the regulations under 24 CFR 570.203 (a). The assistance must be
classified as appropriate in order to assess the degree to which the public benefits from the aid to a business.
The assistance may be in the form of grants, loans, loan guarantees, interest supplements, and technical
assistance.
Public Facilities and Park Improvements
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.
Consequently the City's parks and recreation facilities are in need of repair. The need to repair and
maintain them is critical. Revitalization of City parks is an important aspect of community
development, These facilities are a safe haven for many city youth. The restoration and rehabilitation
of parks is a key component in the recruitment of non-profit organizations to conduct business on city
parks.
I. Activity: Provide funding for the acquisition, construction, reconstruction or installation of
eligible public facilities in response to the specific priority facility needs of varying
communities.
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