HomeMy WebLinkAboutExhibit 1Annual Action Plan
FY2013-2014
due February 15, 2013
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Table of Contents
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i EXECUTIVE SUMMARY I
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8Acxsnouwo 3
GOALS 3
11. CITIZEN PARTICIPATION 5
UiGEOGRAPHIC DISTRIBUTION O
COMMUNITY DEVELOPMENT TARGET AREAS D
[D8G^moHOPVVATAnscTAREAS 12
|V. FUNDING RESOURCES 16
EXPECTED GRANT FUNDS AND OTHER INCOME 16
MATCHING FUNDS 18
LEVERAGED FUNDS 20
COMMUNITY DEVELOPMENT BLOCK GRANT 21
EXTREMELY LowTOLOW-MOD BENEFIT 21
OUTCOME MEASURES 72
COMMUNITY DEVELOPMENT STRATEGY 23
Houuws 24
PUBLIC SERVICE 26
ECONOMIC DEVELOPMENT 28
PUBLIC FACILITIES AND PARK IMPROVEMENTS 30
HISTORIC PRESERVATION 30
|wpnAsTnucTunc 31
OTHER COMMUNITY DEVELOPMENT NEEDS 32
VI. HOME 33
AFFORDABLE HOUSING (91.22O9(s)) 34
HOMEOWNERSHIP NEW CONSTRUCTION PROGRAM 36
FIRST TIME HomEouvmASSISTANCE PROGRAM 37
MULTIFAMILY RENTAL HOUSING NEW CONSTRUCTION PROGRAM 38
COMMUNITY HOUSING DEVELOPMENT OnsAw/7ATmws([HDO) 41
HOMEAcrmmss 42
V|I.HOMELESS AND OTHER SPECIAL POPULATIONS 44
HOMELESS 44
AGENCIES SERVING THE HOMELESS 45
CITY opK4/Am/HOMELESS POPULATION CHARACTERISTICS 46
CURRENT HowcLcssENUMERATIONS 47
HOMELESS NEEDS GAP ANALYSIS 49
DISCHARGE POLICY 49
On*cnSpscmLNEsos—ELoExcv SI
OTHER SPECIAL NEEDS— PERSONS WITH HIV/AIDS 52
HOUSING ACTIVITIES FOR PERSONS WITH HIV/AIDS 54
NU.OTHER ACTIONS 55
UNDERSERVED NEEDS 55
BARRIERS TO AFFORDABLE HOUSING 55
EVALUATE AND REDUCE LEAD -BASED PAINT HAZARDS 57
REDUCE THE NUMBER OF POVERTY -LEVEL FAMILIES 58
DEVELOP INSTITUTIONAL STRUCTURE 59
ENHANCE STAKEHOLDER COORDINATION 60
PUBLIC HOUSING (91.220 (F) (2)) 60
IX. ANTI -POVERTY STRATEGY 61
USE OF FUNDS FOR FY 2013-2014 61
INSTITUTIONAL COORDINATION 62
X. ACTIVITIES TO BE UNDERTAKEN 66
HOUSING 66
PUBLIC SERVICE 73
ECONOMIC DEVELOPMENT 75
OTHER COMMUNITY DEVELOPMENT ACTIVITIES 76
Xl. SECTION 3 77
PROGRAM DESCRIPTION (24 CFR 135) 77
Eligibility Criteria. 77
Compliance Requirements: 77
Compliance Monitoring: 78
XII. SHIP 79
PROGRAM DESCRIPTION 79
LHAP HOUSING STRATEGIES: CHAPTER 67-37.005(5), F.A.C. 82
Name of the Strategy: SHIP Emergency Home Repair Assistance 82
Name of the Strategy: Single Family Rehabilitation Assistance 1 HA (a) 84
Name of the Strategy: Single Family Replacement Horne Program 1 HA (b) 86
Name of the Strategy: SHIP Homebuyers Financing Program 1 HO (c) 89
Name of the Strategy: SHIP Homeownership Development Program 1 HO (a) 91
Name of the Strategy: SHIP Rental Housing Development Program 1 RH (b) 93
LHAP INCENTIVE STRATEGIES 95
XIII. LOCAL AFFORDABLE HOUSING INCENTIVES FOR DEVELOPERS 96
DESCRIPTION OF LOCAL AFFORDABLE HOUSING INCENTIVES 96
Expedited Permitting 96
Ongoing Review Process 96
Impact Fee Deferral 97
Reduction of Parking and Setback Requirements 97
XIV. MONITORING I 98
RISK FACTORS 98
RISK ASSESSMENT CRITERIA 99
High Risk Level (6points for each instance), 99
a) Subrecipient is new to the CDBG program or experiencing turnover of key staff positions 99
c) Program Performance ( 99
d) Subrecipients with 4 or less funding cycles undertaking activities not previously funded for 99
Medium -Risk Level (3 points for each instance) 99
a) Subrecipients with 5 or more funding cycles undertaking activities not previously funded for 99
b) Subrecipients with findings resulting from previous monitoring visits 99
Low -Risk Level (1 point) ' 100
a) Subrecipients undertaking activities previously funded for 100
b) Cumulative Federal Grant Award 100
c) Subrecipients with areas of concerns from previous monitoring visits 100
MONITORING REVIEW LEVELS 100
On -going Review 100
Regular On -Site Monitoring Review 100
Comprehensive On -Site Monitoring Review 101
MONITORING PROCESS 101
HOME- CONTRACTCOMPLIANCE MONITORING 103
Davis -Bacon Prevailing Wages 104
Section 3 105
Environmental Reviews 105
PART 1: HOMELESS POPULATION 112
SHELTERED 112
UNSHELTERED 112
TOTAL 112
EMERGENCY 112
TRANSITIONAL 112
TOTAL 112
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I. Executive Summary
The Department of Community Development (DCD) annual Action Plan is a call to
action. It presents a series of initiatives to be accomplished in fiscal year 2013-2014 to
ensure that public, economic, and housing services are delivered in an efficient and
effective manner. The Action Plan identifies and seeks to implement various programs
administered and subsidized with the use of federal funds. Most important the Action Plan
is a reflection of the goals and objectives set -forth in the Five -Year Consolidated Plan
2009-2014.
FY2013-2014 marks the beginning of a 12-month period which starts on April lst,
2013 and ending on March 31, 2014. During FY2009-2010, the City of Miami requested
HUD to modify (shorten) its Program Year 2010 cycle, which started on October 1, 2010
and ended on March 315t, 2011, and to subsequently change the City's fiscal year to run
from April 1 and to end on March 31.
The Action Plan is submitted annually to the U.S. Department of Housing and Urban
Development (HUD) and constitutes an application for funds under the following federal
formula grants:
• Community Development Block Grant (CDBG)
• Home Investment Partnership (HOME);
• Housing Opportunities for Persons with AIDS (HOPWA);
• Emergency Shelter Grant (ESG); and
The Action Plan is a comprehensive plan that identifies key initiatives that would
significantly improve many City of Miami (City) residents' quality of life and/or financial
stability. The plan is derived from the methodologies established in the Consolidated Plan
and it is formulated in a collaborative manner with the assistance of management staff
within the Department of Community Development. In addition, the plan is integrated
with contributions from public forums and inter -departmental discussions.
The Action Plan is:
• An assimilation of initiatives aligned with the Code of Federal Regulations.
• A set of priorities evaluated by policymakers and citizens used to implement new
programs.
• A combination of short-term and long-term actions executed for monitoring
economic development, housing initiatives, and public service efforts.
• A work in progress since some of the recommendations will benefit City of
Miami residents within a five-year time span.
The FY2013-2014 Action Plan presents the City's priorities and the specific goals
formulated to address the housing and community development needs of extremely low-,
City of Miami 1
Action Plan FY2013-2014
very low-, and low to moderate -income citizens. Furthermore, the plan is a strategic
document written to accomplish the goals and objectives identified in Table 2C of the
Consolidated Plan. The Department of Community Development is the lead agency
responsible for drafting and submitting the Action Plan to HUD. The development of the
plan commenced through a series of public hearings held at the local level in each of the
five City Commission Districts. In this context, the Department gathered from City
residents input on housing and community development needs. Thus, citizens identified
priorities for their neighborhoods and for the City as a whole.
The Department's commitment remains with the local not -for -profit agencies
dedicated to serving the City's extremely low-, very low-, and low to moderate -income
residents. In today's economy, not -for -profit agencies are facing increased pressure to
address growing needs and demands with less funding; therefore, the Department
continues to make strides while attempting to leverage federal dollars with other funding
sources.
The Action Plan consists of goals, each with a set of implementation strategies and
policies. The plan recognizes the need for leadership at all levels and the importance of
local people working in partnerships to develop local solutions.
Who is involved in the Action Plan?
The Action Plan was written with the input of:
• Citizens
• City Commissioners
• Department of Community & Economic Development (DCD)
• Not -for -profit Organizations
• Community Based Organizations (CBO)
• Community Housing Development Organizations (CHDO)
• Faith -based Organizations (FBO)
The DCD is the lead agency in charge of the preparation of the annual Action Plan.
The City of Miami DCD 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 and provides a method to measure the progress of the various program goals, specific
objectives, and annual goals set by the DCD.
In the development of the annual strategic plan the department coordinates a series of
public hearings at the local level, to induce citizen participation to the greatest extent
feasible. The total number of public hearings orchestrated was seven, one per City
Commission District and two meetings countywide specifically for the HOPWA program.
City of Miami 2
Action Plan FY2013-2014
The annual Action Plan identifies how the funds from HUD will be spent in the forth
coming year, taking into account compliance with federal regulations and meeting national
objectives. For that reason, the Action Plan is a statement of how the City and the DCD
intend to allocate its HUD entitlement funds in the areas of housing and community
development, satisfying funding initiatives that benefit extremely low-, very low-, and low
to moderate -income individuals.
V' /ef"till %iy 'W
As per the Code of Federal Regulations 24 CFR 91.220, all entitlement jurisdictions
are required to submit an annual Action Plan to HUD, for the purpose of carrying out the
long-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 2009-2014 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. In accordance with federal
regulations, the plan must identify Federal resources (Sec. 91.215) and other resources
(Sec. 91. 1) 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 extremely low-, very low-, and low to moderate -income
households.
GOIES
The goals of the City of Miami are as follows: 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 from HUD are designed to benefit
low-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.
City of Miami 3
Action Plan FY2013-2014
• 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 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 2009-2014 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
remained 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 extremely low-, very low-, and low to moderate -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 NDZs that focus on the revitalization of target Model Blocks and CBCs, as
well as on providing Quality of Life Enhancements in each Commission District.
The Model Block system 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-income families, together with other
physical, social and economic development activities. These Model Blocks serve as the
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 is committed to assisting businesses operating within targeted CBCs. In
addition, the City continues to support improvements to the physical appearance of the
CBCs by providing commercial facade improvement assistance.
The key to encouraging housing and economic initiatives in distressed communities is
the improvement of the livability of those neighborhoods. As such, access to quality
facilities and services in a safe, livable environment are paramount to the efforts of
enhancing the quality of life of our residents; such enhancements focus on the following:
• A well coordinated life sustaining and community building program;
• An effective community -based delivery system;
• Achieving the most cost-effective use of limited resource 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, CBCs and NDZs and incorporate the
leveraging of other funding sources to maximize available resources.
City of Miami
Action Plan FY2013-2014
4
LI. Citizen Participation
In an effort to stimulate citizen involvement and promote citizen participation in the
planning process, the City Commission adopted a revised Citizen Participation Plan which
complies with federal regulations at a publicly advertised Public Hearing (See attached
Citizen Participation Plan at the end of this section). The Citizen Participation Plan was
designed to provide city residents the opportunity to be actively involved in the planning,
implementation, and assessment of community needs to be addressed through the City's
grant/loan programs funded by the U.S. Department of Housing and Urban Development
(HUD). These programs include: Community Development Block Grant (CDBG),
Emergency Shelter Grant (ESG), Home Investment Partnership Program (HOME), and
Housing Opportunities for Persons with AIDS (HOPWA), and any resulting program
income. The focus of the plan is to:
• Increase public participation;
• Encourage a diverse representation of residents, including minorities, non-English
speaking persons, and persons with disabilities;
• Involve extremely low-, very low-, and low to moderate -income residents,
especially those living in slum or blighted areas, and in areas where CDBG funds
are being utilized;
• Receive comments, views, suggestions or complaints from residents; and
• Reduce public isolation from govermnent.
In order to create maximum awareness and accessibility of the various activities
described above, the City of Miami implemented a public information campaign intended
to: 1) Inform the community about the Consolidated Planning process, 2) Obtain
community buy -in from the beginning, and 3) Build consensus on the end goals. To
accomplish this, the City carried out the activities listed below.
1: Published notice of public meetings in general circulation newspapers;
• Miami Herald advertisement published on 09/17/12 (English).
2. Made notices available in English and Spanish;
3. Used the City of Miami website to convey information on the tunes and schedules
of the public meetings;
• Posting on City of Miami website, City's public meetings webpage, and
Community Development website. The City of Miami website receives over
100,000 hits per month.
4. Worked in conjunction with community groups to help disseminate information
and assure attendance at public meetings;
• Email blast of Action Plan hearings schedule sent to current City of Miami
funded public service agencies, housing developers, and constituents who have
signed up to receive outbound departmental communications (approximately
500 subscribers combined).
City of Miami 5
Action Plan FY2013-2014
5. Utilized the Neighborhood Enhancement Team (NET) Offices to advertise and
market the public hearings to the local communities.
■ Action Plan schedule flyers sent to NET' s list of community contacts which
include Homeowner's Associations and community activists (approximately
200 persons).
6. Channel 77 Public Service Announcement with Action Plan schedule.
On December 13, 2012, the Department of Community Development convened a
public hearing at City Hall to hear comments from the public and interested organization
regarding the list of proposed projects and programs to be funded during this program
year. On January 14, 2013, the Action Plan draft was made available to the public for a
thirty (30) day comment and review period.
The development of the Action Plan began late in 2012 with a series of public hearing
conducted the Miami City Commission. The hearings were facilitated by the Department
Of Community Development. Such hearings were made to collect citizen input and to
establish priorities for the use federal funds from the Department of Housing and Urban
Development.
The public hearings for the determination of proposed listing of funded projects for
the upcoming fiscal year took place as follows:
Table 11-1: Neighborhood -level Public Hearing Activities
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Table 11-2: Countywide Public Hearings for HOPWA
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Comments and suggestions from the City of Miami residents at the public forums were
considered for the development of the Action Plan.
City of Miami 6
Action Plan FY2013-2014
Public Notice and Review
To assure that residents had an opportunity to provide input and review the proposed
polices in the Action Plan, the City of Miami advertised notice of the public hearings and
information on how residents could access the Action Plan document and submit
comments or complaints regarding the proposed activities. The notices were advertised in
The Miami Herald. Below is a list of the public notice activities:
• November 14, 2012 - Notice of Public Hearings. The advertisement referenced
following formula grants: Community Development Block Grant (CDBG),
Emergency Shelter Grant (ESG), Housing Opportunities for Persons with AIDS
(HOPWA), and Home Investment Partnership (HOME).
• December 13, 2012 — Public Hearing: Held a Public Hearing to solicit public
Comment and to provide the public an opportunity to participate in the planning
and implementation process of the annual Action Plan for the 2013-2014 program
year. Funding allocations were approved at the meeting.
• January 14, 2013 — Comment Period: Advertised notice that the Action Plan was
available for public review and written comment for a period of thirty (30) days.
The City did not receive a response to the advertisement for written comments regarding
the Action Plan during the thirty (30) day review period.
City of Miami 7
Acton Plan FY2013-2014
III. Geographic Distribution
24 CFR 91.220 (d)
AREAS
The City of Miami is a compact microcosm of economic; social, and ethnic diversity.
With an estimated population of more than 409,719, Miami is the largest city within
Miami -Dade County -the seventh -largest metro area in the United States with over 5.4
million residents. The City of Miami is also one of the most diverse municipalities in the
nation. The majority of its residents come from minority backgrounds, with 68.4 percent
Hispanic/Latino and 19.5 percent Black. Economically, the City is one of great contrasts
and is often referred to as the "Tale of Two Cities". Though it serves as one of the nation's
leading centers for trade, banking, and finance, it is considered among the poorest cities of
its size in the country. In addition to poverty, problems such as unemployment,
substandard housing, and illiteracy are widespread. All of these dynamics create great
challenges and opportunities 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 great 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:
• 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.
' Source: US Census Bureau, Population Estimates Program
City of Miami 8
Action Plan FY2013-2014
Model Blocks: The Model Block concept enables the City to advance the principles of
the NDZs 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 NDZs 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 and 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.
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
Commercial Business Corridors (CBCs): In addition to the Model Blocks, the City has also
identified 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
20th Street Merchant Corridor
Civic Center Corridor
Coconut Grove NDZ
Grand Avenue Corridor
Edison/ Little River/Little Haiti NDZ
City of Miami 9
Action Plan FY2013-2014
Little Haiti Corridor
East Little Havana NDZ
Flagler Street Corridor
West Little Havana NDZ
Flagler Street and Coral Way on a case -by -case basis and pending eligibility
Model City NDZ
Liberty City NW 15th Avenue Corridor
Liberty City NW 7th Avenue Corridor
Martin Luther King Boulevard Corridor
Overtown NDZ
Overtown NW 3rd Avenue Corridor
Wynwood NDZ
Wynwood NW 2°d Avenue Corridor
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 as a baseline
indicator to track change in the NDZs over time. This profile utilizes data from the Census
2000 as the American Community Survey (2007) data is not available by Census Block
category, which provides the necessary detail to produce statistical results at the NDZ
level.
Demographics: Almost half 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 61%.
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.
City of Miami 10
Action Plan FY2013-2014
Table III-1: Demographic Profile of the NDZs, 2000
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 Little Havana, Model
City, Overtown and Wynwood are in this category.
Table 111-2: Household Income in the NDZs, 2000
eighborbood Deie]o
menY
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;Eas't t;itfle: HaSaiia:
Source: US Census Bureau, 2000
jncomeb
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
City of Miami 11
Action Plan FY2013-2014
the highest percentages of older housing include Edison/Little River/Little Haiti, Coconut
Grove, and Wynwood.
Table III-3: Housing Characteristics of the NDZs, 2000
Mint Zone
Coconut Gro
Eduon/L ittle Rtti evZittle;
East Little Havana
tv ofMiami
Source: U.S. Census, 2000
AND
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ore 1970 (O er30,Nr
Although the City of Miami intends to concentrate funding within the NDZs and the
Model Blocks, it is important to note that there are community development programs
which target a broader geographic area. These include activities funded by CDBG and
HOPWA. Funding for CDBG activities are divided among the City's five Commission
Districts. As such, public service needs and other CDBG funded activities are generally
determined by Commission District. These activities include social services for the youth,
elderly, disabled, and economic development programs among other.
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 are available to extremely low-, very low-, and low to
moderate -income persons with 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. This profile utilizes data from the U.S. Census 2000 as the
American Community Survey (2010) data is not available by Census Block category,
which provides the necessary detail to produce statistical results at the Commission
District level. Currently, the DCD is working toward the creation of the Consolidated Play
FY2014-2019 and will be relying on data from the latest census, as provided by HUD.
City of Miami 12
Action Plan FY2013-2014
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 evenly distributed among Districts 4, 3, and 1.
Table III-4: Race, Ethnicity, and Language by Commission District, 2000
fispanic'
Source: U.S. Census, 2000
*LV4V: 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
9th grade education or less. Among the Commission Districts, it was found that the
greatest number of individuals with less than a 9th 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.
Table 111-5: Educational Attainment of Persons 25 Years or Older by Commission District, 2000
Source: U.S. Census, 2000
City of Miami 13
Action Plan FY2013-2014
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. District 5 also has
the highest concentrations of children living in poverty.
Table 111-6: Persons in Poverty by Age and Commission District, 2000
Source: U.S. Census, 2000 * Total numbers ofpersons that Poverty can be accounted for.
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.
Table 111-7: Employment for .Population 16 Years and Over by Commission Districts: 2000
Source: U.S. Census, 2000
City of Miami 14
Action Plan FY2013-2014
City of Miami -Neighborhood Development Zones
Legend
4,Mvi Allagattall
atli Coconut:Grove
East Little Havana
Edison, East Little River, Little Haiti
1,151 Model City
Overtown
West Little Havana
Wynwood
MI PM 1611
Model Blocks
Commercial Business Corridor
City of Miami
Action Plan FY2013-2014
15
TV Funding Resources
/drat p r % !my \
OW nfiu
r\ (drw il"
Within the City of Miami, the Department of Community Development 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 the Department of
Community and Economic Development has available to support such activities.
Description of Federal Funding Sources
Community Development Block Grant Entitlement Program (CDBG): The formula takes
into account total population, overcrowding and poverty. CDBG funds must be used for
activities that benefit extremely low-, very low-, and low to moderate -income persons.
Eligible activities include affordable housing, anti -poverty programs, and infrastructure
development. .
Home Investment Partnership Program (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 extremely low-, very low-, and low to moderate -income families,
including:
■ Homebuyer programs, which may include down payment and closing costs
assistance, construction loans, rehabilitation, new construction, or soft cost pre -
development.
• Rental housing programs, consisting of construction loans, permanent
mortgage loans, bridge loans, rehabilitation, new construction, or soft cost pre -
development and refinancing.
• Homeowner rehabilitation programs, including grants, loans, interest subsidies,
and loan guarantees to pay for hard costs, related soft costs, and refinancing
expenses
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 Miami -Dade County. The City uses ESG funds to provide
outreach services to the homeless.
City of Miami 16
Action Plan FY2013-2014
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 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.
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.
Table N-1: Federal Funding Resources
opment°Block
z.CDBG Program Inoom
,Housmg:Opportunities for'Persons
AIDS(HOP)VA)
Sechoii 8Trogrnui.
Tot;
�am:Fun
Pogranr.
ayment of Section 108 Loan_ s `:
Economic Revitalization
i Affordable Housing
Quality _of Life Enhancement
163 466_`
066 000
82rj.
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 uses SHIP dollars to fund emergency repairs, new construction, rehabilitation,
down payment and closing cost assistance, construction and gap financing, mortgage buy -
downs, matching dollars for federal housing grants and programs, and homeownership
counseling. Unfortunately, FY2013-2014 funding for the SHIP program was not
considered by the State in the recently approved budget.
City of Miami
Action Plan FY2013-2014
17
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 not -for -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 IV-2: City of Miami Programs by Non-federal Funds
Nun Fti=
State of Flonda Low Income Tax Credits
sv
Miami Dade County Food and Bev erage
m ate Foimdanons
IMICIFYING
as Pj\ Yh
ebabiiitation
omebuyer Assistan
ew Construction
cquisition
ew Const ruction'
omebuyer Assistance
w Construction
bilitation; Acquisition:
PubLcSenices'?
budget for
FY12 13
titiue;!.
ompetitive
Although it is required from entitlement jurisdictions to contribute or match 25 cents
for each dollar of HOME program funds spent on affordable housing, the City of Miami is
exempt from such requirement as it is considered to be a City in severe fiscal distress;
therefore, receiving 100 percent match requirement reduction (24 CFR 92.222). For a
jurisdiction to qualify as distressed based on the poverty criterion, its percent of families in
poverty must be of at least 11.5 percent and to qualify as distressed based on per capita
income (PCI), its average PCI must be less than $16,190.
In addition, the City complies with ESG requirements by matching ESG program,
funds, dollar for dollar, with locally generated amounts. It is anticipated that for FY2013-
2014 the City will continue to match ESG funding by working with its partners in an effort
to eliminate homelessness.
City of Miami
Action Plan FY2013-2014
18
Projected Revenue and Expenditures
The following tables provide detailed information on how the City of Miami will utilize
the resources it receives during FY 2013-2014 to carry out its community development
functions.
Table 1V--3: City of Miami Department of Community Development Revenue and Expense Projections: FY 2013-
2014
Table 117--4: CDBG Funding Recommendations by Categories
onomic Dev elopment
City of Miami 19
Action Plan FY2013-2014
/ I/ 1 / l/a fh)' e, i IU "
p�/ hY
Federal funds include, but are not limited to: HOPE VI, USDA, U.S. Department of
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 Govemor'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, Affordable Housing Trust
Funds, and the City of Miami LETF._
City of Miami
Action Plan FY2013-2014
20
V. CDBG
As an entitlement City, the City of Miami is dedicated to complying with the goals of
federal statutes in providing decent housing, suitable living environments and economic
opportunities for extremely low-, very low-, and low to moderate -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 national objectives:
• Provide benefits to extremely low-, veiy low-, and low to moderate -income families.
• Aid in the prevention or elimination of slums or blight.
• 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.
• Economic Revitalization.
• Affordable Housing.
• Quality of Life Enhancement - Capital Improvements.
• Quality of Life Enhancement - Social Programs.
WWI ID/
In fiscal year 2013-2014, the City of Miami is projected to receive $4,965,718
representative of CDBG monies by the U.S. Department of Housing and Urban
Development. In order to support neighborhood and community stabilization, the CDBG
program will prioritize activities that promote the development of healthy neighborhoods.
These activities include childcare, elderly services, and services for the disabled. As part
of increasing and improving services in our neighborhood the Department of Community
Development, estimates to invest approximately 90%, of CDBG funds toward programs
and activities that benefit extremely low-, very low-, and low to moderate -income persons
(with the exclusion of administration).
CDBG funding is intended to assist extremely low-, very low-, and low to moderate -
income persons through the enhancement of quality of life by promoting growth
City of Miami 21
Action Plan FY2013-2014
opportunities. Each incentive subsidized with CDBG dollars is tailored to meet the
particular local need of a geographical area within the City of Miami's commission district
boundaries.
The CDBG funding allocations will support the efforts of organizations which address
the needs and improve the quality of life of extremely low-, very low-, and low to
moderate -income citizens. This focus will support our ongoing endeavors to develop
quality performance measures for activities funded in the CDGB program. The tactical use
of CDBG dollars was prepared with participation by citizens, community based
organizations, City Commissioners, and not -for -profit organizations.
cc *wipe;
Overall program performance relative to the goals and objectives set -forth in the
Consolidated Plan is monitored on an ongoing basis. All of the initiatives and activities
subsidized in the Action Plan are receptive to goals and objectives identified in the
Consolidated Plan as highlighted on its Table 2C.
A contract compliance analyst is assigned to each grant recipient. The contract analyst
is responsible for approving the scope of services in the contractual agreement, providing
technical assistance during the course of the contractual year, collecting and reviewing
progress reports, conducting on -site monitoring visits, and evaluating performance inputs
and program outcomes.
Table V-1: CDBG Program Year Funding
,FY2013 201
FY2012 2013
2011 20
FY2010 2'
:`FY2009 20
'FY2008 2009
.2006.20
200� 2(
2004 2(
*Projected
•965,71
005 85t
438 887
to0.357:
`928 000'
City of Miami 22
Action Plan FY2013-2014
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.
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 and
housing programs in the City of Miami, some of the public service and housing related
activities funded by CDBG must target broader geographic areas. This includes services
for the elderly, the disabled, youth and other underserved populations as well as affordable
housing opportunities for extremely low-, very low-, and low to moderate -income people.
As a result, funding for CDBG activities is generally divided among the City's five
Commission Districts. 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 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.
City of Miami 23
Action Plan FY2013-2014
Based on the findings of the Housing Needs Assessment and the Housing Market
Analysis in the 2009-2014 Consolidated Plan, a top priority for the City of Miami will be
to preserveaffordable housing. The City will seek to accomplish this through its CDBG
funds by providing single-family rehab and residential code compliance assistance,
supporting fair housing activities, and funding affordable housing developments. Below is
a description of the strategies and outcomes related to these activities as outlined in the
Consolidated Plan.
Activities for Rental Housing
Activity: Multi -Family Rental New Construction
Consolidated Plan Reference Code: RH(a)
Strategy: Partner with not -for -profit and for -profit housing developers to bring new
affordable housing rental units to the City.
Targeted Outcome: Increase the supply of affordable rental housing available to
extremely low-, very low-, and low to moderate income residents.
Outcome/Objective: DH-2
Source: CDBG, HOME, SHIP, AHTF
Activity: Housi.nR Choice Voucher Assistance
Consolidated Plan Reference Code: RH(b)
Strategy: Provide rental subsidies to extremely low-, very low-, and low to moderate -
income residents tlu-ough the Housing Choice Voucher and the Moderate Rehabilitation
Programs.
Targeted Outcome: Increase the affordable housing options for eligible populations.
Outcome/Objective: DH-2
Source: Housing Choice Voucher
Activity: Multi -Family Rental Rehabilitation
Consolidated Plan Reference Code: RH(c)
Strategy: Provide multi -family rental rehabilitation loans and/or grants for the
preservation of affordable rental housing available to extremely low-, very low-, and low
to moderate -income residents.
Targeted Outcome: Preserve affordable rental housing opportunities that may have been
lost to gentrification.
Outcome/Objective: DH-2
Source: CDBG, HOME, NSP, SHIP, AHTF
Activities for Homeowner Assistance
Activity: Single Family Rehab and Code Violation Elimination Assistance
Consolidated Plan Reference Code: HA(a)
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.
Outcome/Objective: DH-2
City of Miami 24
Action Plan FY2013-2014
Source: CDBG and SHIP
Activity: Replacement of Unsafe Housing
Consolidated Plan Reference Code: HA(b)
Strategy: Provide assistance to homeowners to replace unsafe housing structures.
Targeted Outcome: Tmprove the quality of life of existing homeowners by reducing the
number of unsafe structures that are owner occupied.
Outcome/Objective: DH-2
Source: HOME and SHIP
Activities to Increase Homeownership
Activity: New Construction of Homeownership Units
Consolidated Plan Reference Code: HO(a)
Strategy: Increase the supply of affordable homeownership units through new
construction.
Targeted Outcome: Provide greater opportunities for low to moderate income families to
achieve homeownership and improve their housing conditions.
Outcome/Objective: DH-2
Source: HOME and SHIP
Activity: Homeownership Financing
Consolidated Plan Reference Code: HO(b)
Strategy: Increase the supply of affordable homeownership units through new
construction.
Targeted Outcome: Assist very low- and low to moderate -income families obtain
homeownership by providing financing assistance (i.e. down payment, closing cost, and
second mortgages).
Outcome/Objective: DH-2
Source: HOME and SHIP
City of Miami 25
Action Plan FY2013-2014
(�If//Ifb), 1pIl
Public Service activities must be directed toward enhancing the health, safety, and
overall well being of extremely low-, very low-, and low to moderate -income residents
(low income) and persons with special needs. The specific activities that will be funded
with CDBG dollars include: elderly services, youths services, services for the disabled and
childcare services.
The Department of Community Development exercises a number of processes to
proper allocate funding to sub -recipients. Due to the limited amount funding available
attributed to the 15% public service cap, leveraging additional dollars for the provision of
public services is a City priority. The public services included are limited to HUD
compliance regulations (24 CFR 570 Sec. 201 (e) and 207). The following provides a list
of some of the public service activities and their respective strategies and outcomes. For
more information and for other activities, please refer to the Consolidated Plan:
Activities for Childcare/Head Start
Activity: Childcare Services
Consolidated Plan Reference Code: 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.
Outcome/Objective: SL-3
Source: CDBG
Activities for Youth Services
Activity: Recreational Activities, Tutoring, Arts, Counseling, and Mentoring
Consolidated Plan Reference Code: PS(b)
Strategy: Sponsor programs that assist in the various stages of child development, such
as; educational, physical, mental, social, nutritional and emotional development.
Targeted Outcome: Prepare children and youth to transition into successful adults.
Outcome/Objective: SL-3
Source: CDBG
Activities for Elderly Services
Activity: Nutritional Services (meals), recreational and transportation services
Consolidated Plan Reference Code: PS(c)
Strategy: To support agencies providing nutritional services, recreational activities and
transportation to lowand moderate elderly individuals.
Targeted Outcome: Increase the quality of health by providing balanced meals; reducing
isolation by promoting quality of life enhancement activities; and linking elderly to
available community resources.
Outcome/Objective: SL-3
Source: CDBG
City of Miami
Action Plan FY2013-2014
26
Activities for Disabled Services
Activity: Programs for the Disabled/Handicapped.
Consolidated Plan Reference Code: PS(d)
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.
Outcome/Objective: SL-3
Source: CDBG
Activities for Job Training
Activity: Job Skills Training Programs
Consolidated Plan Reference Code: PS(f)
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.
Outcome/Objective: EO-3
Source: CDBG
City of Miami 27
Action Plan FY2013-2014
'fir/tip (41>>i'l,(
far 1/3% (43NhV\V
The Department of Community Development strives to enhance and increase
economic opportunities for City residents through support of programs and activities that
help extremely low-, very low-, and low to moderate -income persons attain employment
in conjunction to facilitating small business development. The economic development
initiative will integrate job creation, micro enterprise 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
Activity: Job Creation /Retention
Consolidated Plan Reference Code: ED(a)(b)
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/retain 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.
Outcome/Objective: EO-1
Source: CDBG
Activities for Micro -Enterprises Assistance
Activity: Workinz Capital, Financial Support and Business Assistance
Consolidated Plan Reference Code: ED(c)
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 fine 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 will increase the demand for labor and create
living wage jobs.
Outcome/Objective: EO-1
Source: CDBG
City of Miami 28
Action Plan FY2013-2014
Activities for Commercial or Industrial Improvements (Commercial
Facades)
Activity: Commercial Facades Improvement Program
Consolidated Plan Reference Code: ED(e)
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: Overall business facade improvement to include some of the
following: pressure cleaning, painting, awnings, doors, store showcase windows, signs and
shutters.
Outcome/Objective: EO-3
Source: CDBG
City of Miami 29
Action Plan FY2013-2014
' i(� 'l ll1°;4,
7,»,1►br
/►1I,7" in•1 I/1,,h�� i\I
The main objective is to provide assistance for public facilities and parks to improve
the health and welfare of neighborhoods and augment the availability of local services to
extremely low-, very low-, and low to moderate income persons. Public facilities are the
primary vehicle for the delivery of neighborhood services. 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 toward neighborhood facilities, child
care centers, parks and recreation facilities, health facilities, and parking facilities.
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 not -for -
profit organizations to conduct business on city parks.
Activity: Provide fundinz for the acquisition, construction, reconstruction or
installation of eli.zible public facilities in response to the specific priority facility needs
of varvinz communities.
Consolidated Plan Reference Code: PP
Strategy: Achieve identified projects for quality public facilities which are responsive to
the unique character and differing needs of individual neighborhoods, taking into
consideration the needs of extremely low-, very low-, and low to moderate income
community members.
Targeted Outcome: Improve the health and welfare of target neighborhoods through the
revitalization of public facilities and parks open to the general public.
Outcome/Objective: SL-3
Source: CDBG
/ 4F; ►/fir,";, ,r
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 rehabilitated 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)).
Preserving the historic resources of the City of Miami is essential because of its
importance to the City's common history and community pride. The City will work with
the structures it has inherited in the course of historical transformation. The mission is to
City of Miami 30
Action Plan FY2013-2014
properly restore historic sites by reversing the cycle of decay through reconstruction and
rehabilitation of the identified monument.
Activity: Provide funding of special protects directed toward the rehabilitation,
preservation, and restoration of historic properties.
Consolidated Plan Reference Code: HP
Strategy: Encourage and support the restoration and preservation of sites and structures
that have historical significance when such restoration activities comply with CDBG
national objectives.
Targeted Outcome: Meeting the needs of the City's historic sites on a case by case basis
as the needs arise during the time frame of the Consolidated Plan.
Outcome/Objective: SL-3
Source: CDBG
The City will ensure that targeted revitalization areas are adequately served and well-
preserved. Community development studies have demonstrated a need to replace
deteriorated streets, curbs, sidewalks, lights, and community facilities. The Department of
Community Development (DCD) will contribute CDBG dollars for eligible projects to
address such conditions. Nevertheless, due to insufficient funds in other City departments
committed to such improvements, the DCD will allocate funding to those projects and
neighborhoods deemed as CDBG compatible and as opportunities arise on a case -by -case
basis throughout the life of this plan.
Activity: Ensure that CDBG target areas are adequately restored and preserved to
current City standards.
Consolidated Plan Reference Code: II
Strategy: Provide, to the greatest extent possible all necessary public infrastructures to
support the development of lower -income neighborhoods.
Targeted Outcome: Create safe, attractive and accessible neighborhoods through the
stimulation of economic growth and infrastructure improvement.
Outcome/Objective: SL-3/ EO-3
Source: CDBG
Note: The Department may choose to utilize CDBG dollars for other activities not listed
above under the any category in this chapter as long as such activities comply with HUD
regulations and meet a national objective.
City of Miami 31
Action Plan FY2013-2014
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
nor more than 10% of grant funds plus program income may be used for a•ministration
costs. (24 CFR 570.206 (a) (1)) (24 CFR 92.207HOME)
City of Miami 32
' Action Plan FY2013-2014
VI. HOME
Home Investment Partnership Program
The Home Investment Partnership Program (HOME) is intended to increase the
supply of safe, decent, sanitary, and affordable housing for extremely low-, very low-, and
low to moderate -income households. HOME also seeks to expand the capacity of not -for -
profit housing providers through Community Housing Development Organizations
(CHDOs). Jurisdictions can use HOME funds to carry out a wide variety of housing
activities for extremely low-, very low-income, and low to moderate -income families,
including:
• Homebuyer programs, which may include down payment 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.
The City of Miami offers five major programs funded under HUD's HOME Program:
■ Multifamily Rental New Construction
• Multifamily Rental Rehabilitation
• New Construction of Homeownership Units
■ Homeownership Financing
• Replacement of Unsafe Housing
Table VI -I: HOME Programs
e« construction/Rehabilrtatron
fulti family Rental New Construction Program
[ultr family Rental Rehabilitation
HOME '�
Homeov, nershrp lieu Constmctron Program
Program
Replacement of Unsafe Housing s
omebuyer Assistance;
first TimeeHomebuyer Assistance Program l 35 househo1 ..
* The annual peforinance measures include units funded with CDBG, AHTF, and SHIP funds and shall be measured in a 5-
year cumulative basis.
rinnnal1:Vbrmance 3easu 44 r
City of Miami 33
Action Plan FY2013-2014
Programs funded with HOME dollars are designed to further the City's overall
housing development strategy as outlined in the Five Year Consolidated Plan and to meet
the objectives of the National Affordable Housing Act of 1990 (NAHA). The NAHA
objectives are to:
• Provide decent affordable housing to lower -income households
• Expand the capacity of not -for -profit housing providers
• Strengthen the ability of state and local governments to provide housing
• Leverage private -sector participation
flUISING
''"/ )'l e
fie)
The City of Miami will use HOME funds to carry out the housing development strategy
described in the Consolidated Plan for 2009-2014. According to the Consolidated Plan, a
top priority for the City of Miami is to preserve affordable housing for extremely low-, very
low-, and low to moderate -income families. To do this, the City of Miami will implement of a
four -tiered strategy that focuses on:
• Preserving affordable rental housing for those most in need of housing
assistance through rehabilitation of existing rental stock and new construction.
As recommended 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 below 80% of the median income (with the elderly at 30% below the
median income demonstrating the most need).
• Assisting existing homeowners to retain and maintain their homes through
rehab assistance. The goal will be to provide financial assistance to low to
moderate income homeowners who lack the financial capacity and/or credit
history required to obtain home repair financing from private lenders. Preference
will be given to homeowners in the Model Blocks and to the elderly, disabled and
persons with HIV/AIDS that are between 51 to 80% of the MFI.
• Preserving affordable homeownership opportunities for working families who
may be eligible for homeownership but may be priced out of the market due to
the escalating cost of real estate. The City will seek to increase the inventory of
affordable homeownership units through new construction and the creation of a
Purchase Rehab program. It will also provide second mortgage, down payment,
and closing cost assistance to homebuyers.
• Stimulating affordable housing development through the provision of
incentives. The intent is to create incentives that off -set the barriers that make it
difficult to undertake affordable housing projects.
These strategies will be achieved through in -fill housing initiatives in the City's
distressed neighborhoods. These in -fill initiatives will continue developing properties in
targeted Neighborhood Development Zones as well as channeling substantial financial
resources into intensive redevelopment and development of vacant residential parcels
throughout the City. The in -fill housing strategy is supplemented with multi -unit
City of Miami
Action Plan FY2013-2014
34
developments in the form of condominiums, town homes and groups of detached homes,
to provide a variety of housing alternatives.
The Neighborhood Development Zones include Allapattah, Coconut Grove,
Edison/Little River/ Little Haiti , East Little Havana, Model City, Overtown and
Wynwood. The Neighborhood Development Zones were identified in the City's Five -
Year Consolidated Plan for intensive efforts to foster economic redevelopment, preserve
affordable housing and improve overall neighborhood quality. The Model Blocks provide
the primary location for the development of new affordable homeownership and rental
housing units through a cooperative effort with the private sector housing industry, not -
for -profit community development corporations (CDCs), Miami -Dade County, the State
of Florida and private banking institutions.
The City of Miami faces important challenges in providing affordable housing for all
socioeconomic segments of its population, given the highly competitive housing market
and the limited public dollars. This year's Action Plan outlines the approach the
Department of Community Development (DCD) plans to take during Fiscal Years 2013-
2014 — to meet these challenges. The Department's approach will be responsive to the
following:
Housing Market Analysis (2009-2014 Consolidated Plan) - provides an overview
of City demographics and projected housing needs in the City of Miami.
■ Department of Community Development Housing Policies —describes the
Department's current housing policies and summarizes the expected benchmarks
of each of these policies.
■ Funding Sources — outlines the various funding sources available to achieve the
department's affordable housing goals.
■ Implementing Actions — enumerates the specific undertakings the City will
embark on to address housing objectives throughout the life of the existing
Consolidated Plan.
The Department's comprehensive affordable housing strategy is charged with the
responsibility of policy development, and preservation planning. Furthermore, the
Department's Housing Division takes command of recommending solutions to problems
in the City's housing delivery system, and producing and monitoring the City's long range
and annual plans for affordable housing, including this Action Plan for FY2013-2014.
The activities and programs to address priority housing needs in FY2013-2014 have
been recommended by various entities inclusive of citizens, City Commissioners, Urban
Planning Consultants, Advisory Boards and City employees. The Housing Division
provides and on -going oversight and advice regarding implementation and refinement of
the housing element of the Action Plan during the course of the year.
The City will continue its commitment to increasing and preserving affordable
housing opportunities for a wide range of households. The City seeks to maintain and
improve housing conditions innovating financing mechanisms to secure resources for
additional affordable housing. In addition, the City will also continue to assure the safety
and health of extremely low-, very low-, and low to moderate -income residents enforcing
housing quality standards (HQS) requirements and the stringent local building codes.
City of Miami 35
Action Plan FY2013-2014
Priority will continue to be awarded to those who experience the greatest gap between
their personal resources and what is needed for long-term stable housing and those who
are also least likely to be served by profit motivated housing providers. Our goal is to
expand the stock of family rental and new construction of homes in an effort to increase
housing opportunities for middle working class families.
• The City's chronic lack of housing opportunities for the extremely low-, very low-,
and low to moderate -income families requires that continued emphasis is placed in
housing development activities in FY2013-2014. Additionally, the City is conscious of the
needs for supportive housing for person who are homeless or threatened with
homelessness.
Consequently, the DCD continues to support housing projects designated for the
homeless andaligned with the housing goals identified in the Consolidated Plan. The
department also supports projects intended for the elderly.
NEW
The Homeownership New Construction Program is designed to provide assistance to
developers for the production of new homeownership units for purchase by very low- and
low to moderate -income homebuyers. HOME Program funds will be provided for project -
specific technical assistance, land acquisition, site development, construction and,soft
costs associated with the development of new affordable homeownership housing units in
the City. Funding through this Program will accomplish the following objectives:
• Increase the supply of new homeownership units affordable to low-income
residents;
• Spur reinvestment of private capital in older residential neighborhoods;
• Complement other public neighborhood revitalization efforts; and
• Encourage the participation of CHDOs in the development of affordable housing.
f HOl<?EOvv ER" sill,5LIC
Program Description
'Funding
Repayment Requirements.
VELOP.
Provides assistance to developers for the construction of new
affordable homeownership units. The units can be condos town
homes, or single family scattered site developments
HOME, SHIP, CDBG, AHTF
Forgivable Loan converted to a forgivable second mortgage for buyers
once a project is completed. In case of a developer default (incomplete
project) full payment of construction loan and accrued default interest,
at the maximum rate allowed by law.
In addition the developer and all principals with a minimum of 10%
share in development will be barred. from participating in any City of
Miami programs for a mninum of five (5) years.
Secondmortgage to buyer will have the same terms as the
Homeownership Policy - Buyers, as approved by the City -
Commission with the exception of the amount of subsidy per unit to be
negotiated
City of Miami
Action Plan FY2013-2014
36
Mimmum/Maximum Subsidy $1,000 per umt fo HUD Maximum subsidy cap as published based on
_' •oom size :... ;
Affordability Period , 30 year affordability period for the second mortgages.. The second ::
mortgages *ill be at same terms and conditions as that for direct
subsidy to buyers at the time of
There will be a restrictive covenant and mortgage on the property
Upon completion of the project;_the total debt to the developer is
transferred in pro rats share to each assisted unit. In the "event of a
developer default, the restrictivecovenant will remain on the prope
and applicable interest rates will. be due
Developer Fee
Service Charge
MinimumRatio of City Funds to
other Funds in the Project
Maximum PurchasePrice/Value
of Property.
Miscellneous:
I,/Mel, �` 7 l Fig/
Up to16%of total project hard costs. Disbursements upon project
completion
1 % of City Loan;with a maximum of $1$,000 will be due and payable'.
as good: faith commitment fee for for profit developers, 30 days;: after
funding approval
1;2 Desirable on a project by project basis
Construction hard costs' and soft:costs or set aside for home uyer
assistance after completion
$190,000.00
ncome of buyers must be at or below 80% of Area Median Income as
iubhshed by HUD (up to 120% of AMI for SHIP funds; up to 150%
for AHT_funds) 3
/ /�� I/4,!rt(/ ��'► 21nn
ASSESTANCE
fele. ��►iir „� pi/1
Y
The First Time Homebuyer Assistance Program provides funding for subordinated
mortgages and down payment assistance to low-income first-time hoinebuyers for the
purchase of a principle residence. This program makes funds available directly to
homebuyers for newly constructed or existing single family homes and will be funded, in
part, with ADDI funds. The following are essential requirements of this program.
01\'1E0wi\rERSHIP .l
Program Description.
Fundiu
To assist low incomehomebuyers in thepurchase of a,hoine by
providing down paymment,•closing costs and/or second mortgage
financial assistance for the purchase of a newly constructed or existing
residential propertywithin the Gary
•
HOME, SHIP�;CDBG, AHTF
Repayment Requirements ii ' ''Zero (0%) non amortizing, deferred payment, 30 year loan Payment o
principal willbe forgiven at the end of affordability, period, provided
that the homeowner has resided in the house as their. primary residence: ,
Recapture Provision In the even• t that'at anytime prior to theaermmation of the Affordability
enod, the Borrot. er ceases to own and occupy the property as his/her :
nmaryresidence the total net; proceeds of funds prodded under thus
loan shall be due and payable tithe City of Miami
City of Miami
Action Plan FY2013-2014
37
Shared net procee
Maximum Subsidy
Affordability Perin
Securi
tY . ...
Developer Fee
;Minimum Down Payment;
Minimum Ratio of City Funds to
other Funds in the Project
or any `early' sale or transfer, the City,shallshare in any `gain
:realized based on its piorated share ofparticipation in the ongi
urchase Furthermore; if the sale occurs within the first:three years, the`
City shall keep I00% of its pro rated share of the `gam' from year 3 up
to year 20, the City's share of its pro rated `gain'. shall decrease: by 5%
every year, while m turn, the owner's share shall increase by 5%o each
year At year 20up to the City's loan maturity, the owner shall retain
100% of;the City's gain'
If the netproceeds are not sufficient to recapture.the full HOME
investment (or a reduced amount as provided above) plus enable the
homeowner to recover the amount of the homeowner's down payment
and any capital improvement ins estment made by the owner since
purchase, the participating jurisdiction may share the net proceeds The;
net proceeds are"the sales price minus loan repayment ,(other an
HOME funds) and closug costs
Varies by unit type. Based on HUD HOME Standard Maximum,
Subsidy Limits:'
3.0 Years;
.
Affordability period to be. enforced by restrictive covenant that will.:
run with the land as well as a mortgage.
ype of Assistance Down payment assistance and closmg costs
Maximum Purchase Price/Value $175,000.00
of Property
INOEYSINCNEWCONSYMICTION
Multifamily Rental New Construction Program is available for the new construction
of multifamily rental units located throughout the City of Miami. The program is
designed to provide financial assistance for developers to produce new rental housing
projects with five (5) or more units and is intended to accomplish the following objectives:
• Increase the supply of new rental units affordable to very low and low income
residents;
• Provide standard affordable housing to low and very low income residents;
City of Miami
Action Plan FY2013-2014
38
• To spur reinvestment of private capital in older residential neighborhoods, and;
• To complement other public neighborhood revitalization efforts.
The following terms govern the use of HOME funds for the Multi -Family Rental New
Construction Program: '
sRENTAL POLICY DEVELOPERS
Provides assistance to developers for the construction or rehabilitation of
affordable rental units
Fundm HOME, SHIP CDBG, AHTF, NSP &•NSP3
Program.Description
Repayment Requirements
Muumumlb4aunum Subsidy`
Affordability Period
Security
Default penalties
iii:Developer Fee
Service Charge;.
Minimum ratio of City funds;to,
otherfunds rnthe projec
Type of Assistance;
aximumRelit
3%
Zero percent construction loan converted to a permanent mortgage on
the property once project is completed. Payment of principal andinterest
principal will be required during the term of the loan. Or, payment of ..,_pincial during
p ...
the term of the loan and accrued interest to be paid at the end of affordability
period. Determination for repayment is made at the sole discretion of the
City. For not -for -profit developers, the loan will be forgivable at the end of
-the affordability period. No payment of principal and interest. will be
required during the affordability period.
1,000 per unit to HUD -Maximum subsidy cap as published based o
bedroom- size
a
de
f
t
m
in
e
m
ins
13'
ed
5
r
:ecorde d mortgage on the property In,addition, affordability period to be`
enforced by a restnchve covenant that will run i h theland In the case o
phased velopments, the covenant willrun with the land making up all_
'phases o the development In the case of a developer default, the restric
covenant will continue .throughout the affordability period
Full payment of construction loan (total disbursed amount) and accrued..:'
default ' terest at the maximum rate allowed by law depending on loan;
amount.
Developer and all principals with a minimum:of 10% share in the
develop _ ent will be barred from participating in any Cityof
progra for a: minimum of five (5) years
If the .Ci assistance is used for land acquisition (or any predevelopment
activity) profit: realized from the sale of the land will be considered program ..•
income and will revert to the City
Record covenant will not be removed upon sale of the property
p to 2 5 % of the allowable 16%0 of total development ;(excluding land); costs
eimbi sementwill be;made on project completion
1% of CityLoan up. to a maximum of $15,000 will be due and payable as
good, faith commitment fee for.for profit •developers, 30 days, after funding •
approval No commitment fee for :not -for profits
W ill be; determined, on ;a proj ect; by project basis
Construction hard costs,aOft cost (predevelopment
refinancing
As published by HUD
City of Miami
Action Plan FY2013-2014
39
Income of renters must be at or below 80% of Area Median Income as:
published by:HUD ..
Pnority and preference for projects m Neighborhood Development Zones or
Model Blocks :::
Selections from Request for Applications and: or Proposals Projects will be
`selected based on rankings and merits of the application.
Annual compliance monitoring for duration of affordability period.
Maximum Monthly Rent:
i. Monthly rent charged for HOME assisted units shall not exceed the High HOME
Rent published annually by HUD during the Affordability Period, except as
provided in (iii) of this section.
ii. In keeping with HOME regulations, a minimum of 20% of HOME assisted units
in a project will be rented to tenants with income not exceeding 50% of the area
media income at a monthly rent that does not exceed the Low HOME Rent
published by HUD.
iii. A project will not be required tolower monthly rents on HOME assisted units
below the HUD level in effect at the time Program documents are executed with
the City.
Table VI-2: Maxiniuni Monthly Rent (Issued by U.S. HUD 2010) for Miami, FL PMSA
roomcouni
HOME
0
38::
07tr
http://www.hud.gov/offices/cpd/affordablehousing/prop rants/home/limits/rent/2010/index.efin
Occupancy Requirements:
1) HOME assisted units must be occupied by eligible tenants with income that does not
exceed 80% of the area median income, adjusted for family size.
2) A minimum of 20% of HOME assisted units must be occupied by eligible tenants with
income that does not exceed 50% of the area median income, adjusted for family size.
a. Floating Units: For projects in which less than 100% of units will be HOME
assisted, the program agreement with the City will indicate that HOME assisted
units are "floating" rather than "fixed" and may vary, while remaining
comparable, to allow flexibility as tenants more in and out of the project.
b. Code Compliance: All projects must meet the Florida Building Code, the Dade
County Building Code, the City of Miami Building Code, the Section 8 Housing
Quality Standards, and the Model Energy Building Code or HUD -accepted
equivalent.
c. Annual Inspection: Projects shall be subject to an annual re -inspection to insure
continuing compliance with minimum housing codes. This inspection will be
initiated one year after the date of the certificate of occupancy, and will occur
annually thereafter for the duration of the affordability period and affordability of
units assisted.
d. Affordability Period: The affordability period on an assisted project will be of 30
years.
City of Miami 40
Action Plan FY2013-2014
As required by HOME Program regulations, a minimum of 15% of the City's HOME
entitlement will be used as financial assistance for the production of new housing to be
sponsored or owned by Community Housing Development Organizations (CHDOs).
Financial assistance may be provided through any of the City's programs listed in this
section:
CHDO sponsored projects must meet all program requirements and are subject to the
same terms as non-CHDO sponsored projects. The focus on CHDO sponsored projects is
designed to assist the City of Miami in accomplishing the following objectives:
■ Spur reinvestment of private capital in older residential neighborhoods through the
production of new affordable housing units sponsored or owned by Community
Housing Development Organizations (CHDOs).
Provide standard housing affordable to low and very low income residents.
Complement other public neighborhood revitalization efforts.
To qualify for funding as a CHDO, an entity must meet the following HOME criteria:
CHDO must be organized under state and/or local laws;
Must have a tax exempt ruling from the IRS under Section 501(c)(3) of the
Internal Revenue Code of 1986;
No part of its earnings (profits) may benefit any members, founders, contributors
or individuals;
• Provision of decent housing that is affordable to extremely low-, very low-, and
low to moderate -income persons must be among the purposes stated in the charter,
articles of incorporation, resolution or by-laws of the CHDO; and
Appropriate organizational structure as required by the HOME Program.
City of Miami 41
Action Plan FY2013-2014
/ /WH Y
,i( %%'1/%lr4
Below is a list of the activities that the City of Miami will undertake in the utilization
of HOME funds: '
Strategies to Preserve Affordable Rental Housing
Activity: Multi -family Rental New Construction
Consolidated Plan Reference Code: RH(a)
Strategy: Increase the supply of affordable rental housing available to extremely low-,
very low-, and low to moderate -income residents through new construction.,
Targeted Outcome: Increase the supply of affordable housing rental stock
Outcome/Objective: DH-2
Source: CDBG, HOME, AHTF, and SHIP
Activity: Multi -Family Rental Rehabilitation
Consolidated Plan Reference Code: RH(c)
Strategy: Increase the supply of affordable rental housing available to extremely low-,
very low-, and low to moderate -income residents through rehabilitation of existing
structures.
Targeted Outcome: Increase the supply of affordable housing rental stock
Outcome/Objective: DH-2
Source: CDBG, HOME, AHTF, NSP, and SHIP
Strategies to Preserve Existing Homeowners — Homeowner Retention
Activity: Replacement of Unsafe Housing
Consolidated Plan Reference Code: HA (b)
Strategy: Provide assistance to homeowners to replace unsafe housing structures.
Targeted Outcome: Improve the quality of life of existing homeowners by reducing the
number of unsafe structures that are owner occupied.
Outcome/Objective: DH-2
Source: HOME and SHIP
Strategies to Increase Homeownership
Activity: New Construction ofHomeownership Units
Consolidated Plan Reference Code: HO(a)
Strategy: Increase the supply of affordable homeownership units through new
construction.
Targeted Outcome: Provide greater opportunities for low to moderate income families to
achieve homeownership and improve their housing conditions.
Outcome/Objective: DH-2
Source: HOME and SHIP
City of Miami 42
Action Plan FY2013-2014
Activity: Homeownership Financing
Consolidated Plan Reference Code: HO(b)
Strategy: Assist low to moderate income families obtain homeownership by providing
fmancing assistance (i.e. down payment, closing cost, and second mortgages).
Targeted Outcome: Increase the number of households able to achieve homeownership
throughout the City, especially within Model Blocks and the NDZs through financing
assistance.
Outcome/Objective: DH-2
Source: HOME and SHIP
Note: The Department may choose to utilize HOME dollars for other activities not listed
above under the any category in this chapter as long as such activities comply with HUD
regulations and meet a national objective.
City of Miami 43
Action Plan FY2013-2014
Vil. Homeless and Other Special
Populations
24 CFR 91.220 (e)
/113/lil,'�� ,"a1&
Background
Miami -Dade County has one of the highest homeless rates in the State of Florida.
According to the Shimberg Center for Affordable Housing2, Miami -Dade County is
second statewide to Hillsborough County in the number of homeless individuals residing
in the County; Hillsborough has 14 percent of the State's homeless population residing
within its jurisdiction and Miami -Dade has 10 percent. With respect to homeless families
with children, Miarni-Dade County has a significantly smaller population (ranked 8th in the
State) with five percent, compared to Hillsborough's rate of 20 percent.
According to homeless enumerations conducted in July 2007, approximately 36
percent of the 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.
Approximately 60 percent of treatment facilities are located in 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.
2 2007 Rental Housing Market Study- The Need for Housing for Homeless Persons. Shimberg Center for Affordable Housing. October
1, 2007.
City of Miami 44
Action Plan FY2013-2014
rag\ QUA
•4fna''' it \
►i ,n
/11piifrt
Miami -Dade Homeless Trust
The Miami -Dade Homeless Trust (Homeless Trust) is a County organization that
serves as the link between the five local entitlement jurisdictions, including the City of
Miami, and multiple systems of care that also represent various sub -populations impacted
by homelessness. The Homeless Trust was created in 1993 by the Board of County
Commissioners. One of its missions is to implement the community's Continuum of Care
Plan, the Miami -Dade County Community Homeless Plan. This plan delineates a
comprehensive strategy for the delivery and coordination of homeless housing and
services for the entire County, including all its municipalities and jurisdictions. It is
comprised of: temporary care (emergency housing), primary care (transitional housing)
with extensive case management services, and advance care (permanent) supportive
housing.
The City of Miami's pro rata share of McKinney funds, as well as those of the other
four entitlement jurisdictions, are pooled into the Homeless Trust's annual application for
funds under HUD's SuperNOFA. The Homeless Trust serves to reduce duplication of
efforts and resources, and ensures coordination between the entitlement jurisdictions,
multiple funders and providers of services to special needs populations. The Board of the
Homeless Trust sets policy on funding priorities and strategies utilizing'input from key
stakeholders. These priorities, as well as the gaps and needs analysis, are utilized by these
other major funders, and incorporated on an annual basis into entitlement jurisdictions'
Consolidated Action Plans and the local county -wide Social Services Master Plan.
Miami Homeless Assistance Program (MHAP)
MHAP is a City of Miami office that is a key component in a County -wide Continuum
of Care System. It should be noted that, as part of the Continuum of Care agreement, the
City of Miami does not operate any homeless facilities. These services are provided by the
County. However, since a significant number of the homeless population resides within
city limits, the City of Miami provides outreach services to homeless individuals and
families through MHAP. It is worthy to note that since MHAP's inception, the program
has placed 49,250 individuals and families into the Continuum of Care.
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.
City of Miami
Action Plan FY2013-2014
45
CRY
AMINVF
mop/ ;% I y yirt\
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 2007-2008:
Table VII-I: Demographics of Individuals Placed in Services, City of Miami (2007-2008)
African American
Anglo
Hispanic..
E.Br
Rarial $r
Source: Miami Homeless Assistance Program
City of Miami
Action Plan FY2013-2014
46
Miami -Dade County
The Continuum of Care Gaps Analyses is the method used for quantifying the housing
needs of homeless persons by local governments, including Miami -Dade County.
According to the Miami -Dade Continuum of Care, Miami -Dade County has a total of
4,343 homeless persons.
Table VII-2: Homeless Po.ulations and Subsopulations, Miami -Dade County: January 2012
amilies :th Children
Number of Peisons m Families wadi Child
Number of Sin'le Individuals and Person:
ouseholds witliqut children
TOTAL (lines 1+
is11dte ed'
11'5:
Source: Continuum of Care Housing Gaps Analysis and Housing Population Janumy 2012.
City of Miami
Despite the high number of homeless individuals in the County, it is worthy to note
that in recent years the City of Miami has demonstrated a continuous decline of the
homeless population. According to the last census performed by MHAP on January 24,
2012, the homeless population has continue decreasing in recent years with the most
current count showing the City's homeless population within its Neighborhood
Enhancement Team (NET) boundaries areas at 383 homeless individuals. This is a 54
percent reduction of the homeless street population in the City of Miami since the last
Consolidated Plan was updated in 2004. Furthermore, in July of 2007, the U.S.
Department of Housing and Urban Development recognized the City of Miami as a leader
in nationwide effort to end homelessness.
City of Miami 47
Action Plan FY2013-2014
Table VII-3: Homeless Enumerations
ETAREA
Coral Wa
P.4Downtown
Y
LittIHjiti
„
Mii-d el Eitj
Source: Miami Homeless Assistance Program, Analysis of Homeless Enumerations
*33 Sex Offenders residing under Julia Tuttle Causeway bring the total up to 416
383*
City of Miami
Action Plan FY2013-2014
48
ar
GAORVEISS
The existing inventoryof 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
these facilities. Under the Continuum of Care Agreement, the City is responsible for
providing outreach services to the homeless.
The Continuum of Care plan divides the demand for beds between homeless single
adults and persons in families with children, and the supply of beds among emergency
shelters, transitional housing facilities, and permanent housing facilities for each of these
populations.
Homeless Program Activities
Through the Miami Homeless Assistance Program, the Department of Community
Development 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.
*Ira/ Rife
POLICY
The new requirement of the McKinney-Vento Act (42 USC 11362) is to develop and
implement, to the maximum extent practicable and where appropriate, policies and
protocols for the discharge of persons from publicly funded institutions or systems of care
(such as health care facilities, foster care or other youth facilities, or correction programs
and institutions) in order to prevent such discharge from immediately resulting in
homelessness for such persons.
The Process for Developing a Continuum of Care Strategy:
The lead entity for the City of Miami Continuum of Care is the City of Miami Office
of Homeless Programs. The City of Miami Office of Homeless Programs provides staff
time and support services to convene planning meetings, coordinate communication to all
homeless assistance partners, and coordinate the scope of services in our application
submission under the ESG application HUD.
The City of Miami Continuum of Care continues to enhance a communication and
planning structure that is coordinated, inclusive, and integrated. The City is an active
member in the Continuum of Care Master Plan designed across the County.
Discharge Planning
The intended Discharge Policy will embody the public institutions discharge policies.
The groups consists of State and County Corrections and Human Services staff, shelter
and homeless street outreach personnel, community hospital social service staff and
homeless advocates. Our initial goals for this group are threefold:
City of Miami
Action Plan FY2013-2014
49
1. Develop a mutual understanding of current practices related to the discharge of
persons with no known address.
2. Develop a system of data collection that would give us an accurate picture of the
number of people in Miami -Dade County who are homeless directly upon
discharge from a public institution.
3. Create collaborative relationships between the public institutions and our housing
placement and homeless services providers aimed at preventing people from
becoming homeless upon discharge (including post -placement support
services/aftercare to ensure that people entering housing in the community
following discharge from public institutions can maintain their housing).
Critical elements of our discharge plan include:
1. Development of the plan in partnership with the other metro -area Continuum of
Cares.
2. Early and collaborative planning between the institutions and community
providers to ensure that persons being discharged from public institutions have
housing and supportive services whenever needed to prevent homelessness.
3. Accessing all available mainstream resources to facilitate long-term stability by
maximizing collaboration with agencies controlling those resources. To that end,
the Miami Homeless Trust and the Miami -Dade Department of Human Services.
4. Careful pre -discharge individualized plans that include eligibility assessment for
mainstream resources and a list of community agencies that should be a part of
discharge planning.
5. Good evaluation procedures to determine the plan's effectiveness.
Building independent living skills through education, job training, and accessing
community resources.
City of Miami 50
Action Plan FY2013-2014
11)1T/r erg
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Background
According to the 2007 American Community Survey, individuals 65 years and older
represent 17.7 percent of Miami's total population. Of the 61,599 elderly, 46.7 percent are
disabled; approximately 30.1 percent of the elderly in the City of Miami live below the
poverty level.
Within the NDZs, Little Havana has a significantly higher concentration of elderly
population when compared to the other NDZs. In fact, Little Havana's elderly population
alone makes up half of the total elderly population living within the boundaries of the
NDZs.
Table VII-5: Population 65 years and over, NDZs and City of Miami, 2000
borhooa Deli
Allapatra}i'
oconut.Gro
Edison/Little t j� er'Litt1e Hai
Little Havana ''y
,.Model City
Total`in'N
iti of Munn
Source: U.S. Census, 2000
*In 2007, this figured decreased to 61,599
nlafion 65 and Oi
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.
City of Miami
Action Plan FY2013-2014
51
SPECYAL
WIa
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lr (110,,\
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 HOPWA Program is to ensure
that a continuum of housing options and related housing services are available to
extremely low-, very low-, and low to moderate -income persons with acquired
immunodeficiency syndrome or related diseases to prevent homelessness of such
individuals and their families.
Background
Miami -Dade County ranks third nationally in the list of counties with the highest
number of AIDS cases. As of December 2008, there were 13,354 persons living with
AIDS and 11,391 persons living with HIV in the County. Although all segments of
County's diverse population are affected, HIV/AIDS cases are concentrated in certain
disadvantaged minority communities of the County. Blacks account for nearly half (52
percent) of the cases, Hispanics represent 33 percent, and Whites make up 14 percent of
the population living with HIV/AIDS.
The majority (70 percent) of the persons living with AIDS are male. Nevertheless, the
impact of HIV/AIDS on women has been significant. As of 2008, women account for 30
percent of the AIDS cases and 24 percent of the HIV cases.
Of the residents living with the disease today, a disproportionate number also struggle
with poverty, homelessness, substance abuse, and joblessness. These and other population
characteristics exacerbate the challenge to properly treat persons with HIV/AIDS.
According to the Miami -Dade County HIV -AIDS Partnership Comprehensive Plans for
HIV/AIDS 2006-2008: Miami's high poverty rate and the large number of insured
residents coupled with the high rate of HIV/AIDS cases converge to challenge the
County's large and sophisticated healthcare system.
Housing Preferences
According to the 2009 HIV/AIDS housing needs survey, respondents strongly
indicated a preference for independent living in a mainstream, non -institutionalized setting
and a overwhelming rejection of shared housing arrangements. The findings indicated that
83 percent of the persons surveyed would rather live in an apartment building where
different kinds of people live together, whether they have HIV, than live in an apartment
building where only people with HIV or AIDS reside.
An overwhehning 82 percent preferred their own place even if it meant paying more
rent rather than sharing a place with other people. Given a choice between living in a
building comprised of only residents living with HIV/AIDS or moving in with family or
friends, over 59 percent preferred moving in with family or friends.
City of Miami 52
Action Plan FY2013-2014
Projection of HIV/AIDS Housing Needs
There is no clear formula for projecting the amount of housing assistance necessary to
accommodate people living with HIV/ AIDS. However, the table below attempts to
measure the depth and intensity of need using existing data for an informed estimate,
based on a similar methodology employed by the Chicago EMSA. The following
projection of need (Table 14) is based on epidemiological data from the Miami -Dade
Health Department and data collected by the Ryan White Program.
Table VII-6: Estimated Number ofIndividuals Living with HIV/AIDS in Need of Housing Assistance within the
Miami -Dade Metropolitan Division
;l HivPositiveIndiv*41s:ReceivmgyR}anWhiteSenicesLivingatorBelow
y;Leve1 and m ]Need of Housing Assistance
xistmg Housing Resources
mg w ith HIV/AIDS
5 Estimated Number of Ryan White Clients Receiving
than HOPWA
TOTAL 'Estimated Gap Bet}c een Existing Husin og Resources andTotal um1
of lndt� iduahs Living w ith HIV/ AIDS m Need of Housing Assistance
Source: Apple Tree Perspectives, Inc on behalf of City of Miami HOPWA program. Projection of Need as of Februmy 2012.
This HIV/AIDS housing needs and gap analysis conducted in 2012, estimated that
• 8,445 persons living with HIV/AIDS need housing assistance. To meet the need, more
affordable housing units or subsidies dedicated to households living with HIV/AIDS
would be required. Currently, 1,132 units are subsidized; thus, the remaining gap
represents an additional 6,770 units needed.
Under the HOPWA program, the City targets extremely low-, very low-, and low to
moderate -income households and has been very successful in the implementation of its
rental subsidy program. However, in the past few years, the City has been forced to
decrease the number of subsidized units dedicated to clients with AIDS due to climbing
costs of rental and utility payments.
City of Miami 53
Action Plan FY2013-2014
ill % SIP% % rn
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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 AIDS.
Current programs include Long -Term Rental Assistance (LTRA), Project -based rental,
and home -delivered meals programs. The following describes the various activities that
the City of Miami will implement through the HOPWA program.
Activity: Tenant -Based Rental Assistance
Strategy: Provide Long -Term Tenant -Based Rental Housing to persons living with AIDS.
1. Provide long-term tenant -based rental subsidy and the support of a Housing
Specialist to individuals living with AIDS and their families.
2. Maintain the current number of households that can be served by the program at
1,000 households per year.
3. Continue to contract with community -based organizations to provide the services
of HOPWA Housing Specialists, who are responsible for:
a) Determining client eligibility, program enrollment, and recertification.
b) Assisting clients with housing searches and lease -up.
c) Serving as liaison between landlords and clients.
d) Performing housing stability assessment, intervention and referral
assistance.
Consolidated Plan Reference Code: SH(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.
Objective/Outcome: DH-2
Source: HOPWA
Activity: Project -Based Operatin, Support
Consolidated Plan Reference Code: SH(b)
Strategy: Provide with operating support multi -family dwellings who support subsidized
units rented to extremely low- to low to moderate income persons living with AIDS and
their families (currently there are approximately 26 units).
Targeted Outcome: Maintain affordability
Objective/Outcome: DH-2
Source: HOPWA
Activity: Short -Term Rent, Mortta-e & Utilities Assistance
Consolidated Plan Reference Code: SH(c)
Strategy: Provide short term interventions that help maintain stable living environments
for households who are experiencing a financial crisis and the potential loss of their
housing arrangement.
Targeted Outcome: Maintain affordability
Objective/Outcome: DH-2
Source: HOPWA
Note: The Department may choose to utilize federal dollars for other activities not listed
above under the any category in this chapter as long as such .activities comply with HUD
regulations and meet national objectives.
City of Miami 54
Action Plan FY2013-2014
VIII. OtherActions
24 CFR 91.220 (fl
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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.
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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 extremely low-, very low-, and low to 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. 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 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 the costs of the project. While the objective of the prevailingwage requirements
is to protect workers from being paid less than their labor is worth, the increased cost
results in higher construction expenses. The requirements for Davis -Bacon for housing
projects are different (# of units instead of the $2,000 threshold).
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 provides the maximum amount subsidies allowable under federal
regulations to keep up with the costs of real estate.
City of Miami 55
Action Plan FY2013-2014
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 not -for -profit developers can help a City address the housing needs
of its extremely low-, very low-, and low to moderate -income population. In addition,
provide zoning incentives that increase the density of housing development and provide
for mix uses including transit, 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 -prune lending when compared to whites or predominantly white areas
(Calvin Bradford & Associates, 2003). The City works 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 many 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 not
high 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. The City of Miami was
forced to reduce its tax base making it increasingly difficult for the City to allocate dollars
into projects that spur economic growth in the City. In addition, as the buildings get older
and begin to deteriorate and neighborhoods begin to decline, the tax base will continue 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
protect its residents, even under adverse conditions for the City, the City will encourage
property owners to apply for tax exemptions.
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
City of Miami 56
Action Plan FY2013-2014
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 extremely low-, very low-, and low to moderate -income families and
individuals. In addition, current market conditions have made the development of
affordable housing increasingly unattractive for developers due to a surplus of multi-
family rental and homeownership units that were recently completed, but remain
unoccupied.
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 has identified city -owned
properties that have been made available for the development of affordable housing.
3111/ TS"
Lead poisoning is a serious yet preventable health problem that can cause long-term
neurological damage among young children. The leading cause of lead -based poisoning is
exposure to dust from deteriorating paint 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 high
risks of lead exposure due to poor housing conditions related to lower levels of
maintenance exercised by 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.
Housing Units Built Prior to 1949 and 1979
Although there are various factors that can be attributed to the high number of lead
cases in the City of Miami, one important factor is exposure to lead -based paint found in
homes constructed before 1979. As can be seen on Table XI-1, 81 percent of the housing
units in the City of Miami were constructed before 1979, compared to 67 percent in
Miami -Dade County.3 This indicates that 81 percent of the housing units in the City of
Miami are a potential lead -paint hazard. In the Neighborhood Development Zones, the
number of homes built before 1979 increases to 84 percent, with Coconut Grove, Edison
Little River, and Wynwood showing the greatest risk. Because of the high number of
homes built before 1979 in the City of Miami, lead paint hazards pose a potential health
risk to many households living in the City.
3 US Census data was used to determine the number of housing units that were constructed before 1978 in the City ofMiami. It should
be 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 internals.
City of Miami 57
Action Plan FY2013-2014
Low Income Households in Units with Lead -Paint Hazards
Estimates show that extremely low-, very low- and low to moderate -income
households occupy 73,406 of the housing units that have a potential for lead hazards. As
Table XI-2 demonstrates, approximately 77 percent of these units are located within the
Neighborhood Development Zones, with Little Havana, Overtown and Wynwood showing
the greatest number of units. Households with very low income ($12,100 or less) occupy
the largest number of units with lead -paint hazards. In some Neighborhood Development
Zones, these households are estimated to occupy over 40 percent of the units built before
1979.
Number of Children at Risk
Because 81 percent of the housing structures in the City of Miami were constructed
prior to 1979, it is estimated that most of the children in the City are at risk of being
exposed to lead -paint hazards at some point in their lives. Those that are most vulnerable
to lead exposure are children under the age of six, dueto the harmful effects that lead can
have on the development of the brain. According to the Census 2000, 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 percent 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.
In an effort to reduce lead -paint poisonings among children in the City of Miami, the
Miami -Dade County Health Department has targeted all children under six years of ages
who live in the City's zip codes to be tested for childhood lead poisoning.
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 lead hazard evaluation and reduction
efforts into its existing housing programs.
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.
311 (17 7 ll el
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mn.,l ►,Vie%
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, the Office of Economic
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:
City of Miami 58
Action Plan FY2013-2014
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;
• 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 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 has implemented 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.
During the process of developing the 2009-2014 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. Many social service agencies, not -for -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 is shaping various
programs into effective, coordinated neighborhood and community strategies. This also
City of Miami 59
Action Plan FY2013-2014
facilitates 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.
FEWANCE
• r..,►t ►no i rt"r
11•371' r/ ii\ ''I % riP\
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 2009-2014 Consolidated Plan
provides a blue print to guide City actions in the direction of performance outcomes, such
as improving neighborhoods and increasing homeownership opportunities. 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:
• Provide clear and eloquent public leadership for the identified initiatives;
• Fortify the partnering and collaboration of local government agencies, private
organizations, and not -for -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 Commercial Business Corridors;
• Work with developers to achieve acceptable environmental standards while not
compromising the health and safety of the public;
IffOUSING
090)
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.
MDHA provides federal -subsidies for about 9,340 units of public housing, which it
manages, maintains, and inspects on an annual basis.4 MDHA 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.
Public Housing Activities
Though the City of Miami does not operate any public housing, it is responsible for a limited
number of Housing Choice Voucher program 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.
° Miami -Dade Housing Agency Nvebsite: Nww.miamidade.govAiousing
City of Miami 60
Action Plan FY2013-2014
IX. Anti -Poverty Strategy
The Anti -Poverty Strategy describes programs and policies utilized to reduce the
number of households with incomes below the poverty line, in coordination with
affordable housing efforts. The Department of Community Development will continue to
deploy a strategy responsive to the needs of low-income citizens and disadvantage
populations throughout the five Commission Districts. The realization of this strategy has
been sustained by the Mayor, City Commission, and City Departments.
The Department of Community Development will further the U.S. Department of
Housing and Urban Development (HUD) National Objectives by coordinating the
priorities collectively established in the public hearings with goals and objectives. The
strategy will synchronize:
• The Mayor's Anti -poverty initiative called ACCESS Miami;
• The existing funded programs;
• The coordination process, policy development and leveraging potential of CDBG
eligible activities with private, state, and local funds.
Furthermore, the 2009-2014 Consolidated Plan's poverty strategy shares a unified
vision with the Mayor's city-wide master plan. The city-wide master plan identifies
priorities with a focal point, on the following objectives:
■ Making capital investments that will facilitate future economic growth;
■ Safeguarding the City's fiscal solvency; and
■ Ensuring the delivery of quality services to enhance quality of life.
The Mayor's enhancement of quality life services compliments HUD's CDBG
national objectives by seeking to expand a modern communication system, reduction of
crime, quality park system, clean streets, suitable living enviromnent and adequate
transportation infrastructure.
NOTE: the Mayor's Poverty initiative is not dependent of HUD funding, but instead it shares a
unified vision with HUD's National Objectives, striving to promote connnzunity development and
economic revitalization through potential leveraging and coordination with HUD programs.
617 7lf1\hS
I/I/.l �b\
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 the comprehensive revitalization of designated
neighborhoods. The Department supports core programs that combat poverty by
disseminating funds in a manner that complies with federal requirements. The agencies
City of Miami 61
Action Plan FY2013-2014
which are awarded funding provide services designed to meet the priority needs of City
residents. The funded 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.
Home 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).
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.
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 essential
activities, and administrative costs. The funds provide a foundation for homeless persons
to move into independent living.
.r.�, ��;�,;, �,;�►� -� ►r r ty
The City of Miami is governed by a five -member City Commission which, in
conjunction with the Office of the Mayor, the Department of Community Development,
and City residents, determines funding priorities for the four formula grants the City
receives. The City Commission approves the Consolidated and Action Plans and their
respective submission to the U.S. Department of Housing and Urban Development.
The City works with its community partners to ensure that services are provided in an
effective and culturally diverse manner. Most of the programs the City offers are
administered by non-profit organizations and other City organizations such as the
Neighborhood Enhancement Teams (NET) which carries out outreach and referral
services utilizing ESG funding.
Public Institutions
City of Miami Department of Community Development (Lead Agency) — coordinates
programs funded through federal, state, and local funding sources to assist the City's
economically disadvantaged residents and neighborhoods. Through cooperative
partnerships with the public and private sectors, the Department oversees various divisions
dedicated to providing low-income residents access to the region's economic growth and
prosperity. The Department of Community Development manages federal, state, and local
funding in excess of $30 million annually and it is managed through four different
divisions.
City of Miami
Action Plan FY2013-2014
62
They include:
A. Housing Division
Administers a variety of housing programs to assist eligible low- and moderate -
income residents to purchase, rent or rehabilitate existing housing units located in
the City. The division's funding sources include State Housing Initiatives Program
(SHIP), HOME Investment Partnership Program (HOME), Community
Development Block Grant (CDBG), and Affordable Housing Trust Fund (AHTF).
B. Fiscal Division
Responsible for the fiscal accountability and reporting requirements to various
funding sources. The division is also responsible for the development and
management of the Department's budget and the processing and reporting of all
financial activities and transactions, including the collection of funds and the
control of payments to sub -grantees.
C. Policy & Program Development Division
Responsible for research and development of the Consolidated Plan, annual
Action Plans, the Consolidated Annual Performance and Evaluation Reports
(CAPER), the Analysis of Impediments to Fair Housing and managing the Citizen
Participation process. The division is responsible for the administration and
maintenance of HUD's on-line databases systems and the creation of
Geographical Information System (GIS) maps and reports that assist management
in the decision making process. In addition, the Policy & Program Division
oversees the HOPWA Tenant Based Rental Assistance, Project Based Operating
Subsidies and the Section 8 Moderate Rehabilitation and Housing Choice Voucher
programs.
D. Contracts Division
Monitors community based organizations contracting with the City to serve local
residents in the areas of social services and economic development. The division
is responsible for contract management, including contract negotiations with over
100 agencies, the monitoring of such contracts, and the provision of technical
assistance. In addition, the Contracts Division oversees the environmental review
process and the enforcement of Section 3 and Davis Bacon compliance.
U.S. Department of Housing and Urban Development (HUD) — increase homeownership,
support community development and increase access to affordable housing free from
discrimination. HUD embraces high standards of ethics, management and accountability
and forges new partnerships with organizations that leverage resources and improve
HUD's ability to be effective on the community level.
Florida Housing Finance Corporation (FHFC) — created by the Florida legislature over
25 years ago, the FHFC assist state residents obtain safe, decent affordable housing that
might otherwise be unavailable to them.
Community Redevelopment Agency (CRA) — established by City Commission, the CRA is
a main component in the redevelopment of some of the most distressed communities in the
City. The CRA's mission is to improve the quality of life for residents and stakeholders
within the redevelopment areas by generating successful redevelopment projects from
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both the private and public sectors, in accordance with approved redevelopment plans. It
envisions neighborhoods filled with urban parks, multi -use complexes, greenways, and
pedestrian -friendly streets.
Objectives:
• Increasing property values throughout the redevelopment areas through
community redevelopment efforts;
• Promoting smart growth principles;
• Encouraging private investment throughout the redevelopment areas;
• Encouraging the development of affordable housing while promoting mixed
income residential projects;
• Encouraging the preservation of historic properties;
• Initiating and funding infrastructure upgrades; and
• Implementing programs that foster economic development for new and existing
businesses, and further the creation and retention of jobs for the CRA's residents.
Non -Profit Organizations
The City of Miami Department of Community Development partners with over a hundred
non-profit organizations on a yearly basis to provide programs and services that help
enhance the quality of life of its citizens and spring economic progress. Non-profit and/or
community based organizations provide with an efficient structure for delivering services
to our residents. These organizations provide services in a culturally responsive manner
and have an in-depth understanding of the people they serve.
Private Industry
Housing Developers — the majority of affordable housing construction in the City of
Miami is the result of partnerships with for -profit housing developers who have the
capacity, expertise, and management skills to bring projects to fruition. Funding from
different sources is leveraged to provide city residents with additional affordable housing
units.
Micro -Business Enterprises — the City partners with micro businesses to bring economic
revitalization to neighborhoods and help them flourish. Micro businesses and small
businesses are the heart of the economic activity in many City neighborhoods and their
progress is vital for communities to thrive.
Residential Lenders — many of the City's housing programs rely on the participation of
mortgage lenders committed to affordable housing by providing first mortgage financing
to first time homebuyers that qualify under the City's housing guidelines.
Strengths of the Institutional Structure
Community Based Organizations (CBOs)
The success of City programs depends on the experience and commitment of numerous
community based organizations. These entities are intimately involved in assisting the
communities they serve and provide services in a manner that is both professional and
culturally sensitive.
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Leveraging
Efforts to bring other federal, state, local, and/or private funding for programs and
activities that assist extremely low-, very low-, and low to moderate -income people have
been paramount. During the past five years, it is estimated that the City leveraged over
$550 million on affordable housing projects. For each dollar the City invested, it was able
to obtain at least $15 from other non -City funding sources.
Weaknesses/ Gaps in the Institutional Structure
Limited Funding Resources
The major gap in this institutional structure is the lack of available funding resources to
meet the growing demand of low-income affordable housing and the provision of social
services for the different segments of our population. The City works diligently to
leverage local, state, and federal monies by forging meaningful public and private
partnerships. The lack of available funding has forced the department to do more with less
and in many instances this translates into increased workloads that hinder the work of staff
members in meeting increased affordable housing demands and social service needs.
Turnover of staff is common and creates the need for constant training to ensure that
programs are managed properly.
Demographic Barriers
Part of the high population growth projection in the City is attributed to the large
immigration inflow from other countries which support the City's demographic data
characterized by its rich diversity. Different races and cultural backgrounds merge to form
neighborhoods and communities. The constant influx of immigrants into the City, many of
whom are in immediate need of social services, presents a challenge to the department as
revenue sources are limited and restricted to residency and income eligibility.
Language Barriers
In a community as diverse as Miami, language, race, and ethnicity often serve as barriers
that keep communities segregated. It is estimated that over 74.6 percent of the population
in Miami speak a language other than English at home. According the 2000 Census, many
do not speak English very well or at all. Though the predominant foreign language is
Spanish, Creole is also common. As a result, there is a great need to provide infonnation
on govenunent services in English, Spanish, and Creole. In addition, many low-income
residents who do not speak English very well are discouraged from seeking needed
services
Scarcity of Housing Developers
The current economic downturn has discouraged many housing developers to build
affordable housing due to the relative low profitability. This fact has created a difficult
scenario for the City as it depends on its private housing partners' capacity, expertise, and
management skills to be able to provide its communities with additional affordable
housing units.
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X. Activities to be Undertaken
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 2013-
2014 Action Plan concentrates on the following activities:
• Affordable housing preservation and new construction;
• Neighborhood revitalization through the implementation 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 Department of Community
Development 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 to
rehabilitate the existing affordable rental housing stock that is vulnerable to deterioration.
Furthermore, the City will encourage the construction of new rental units. Through these
two initiatives, the City will increase the inventory of affordable rental housing available
to extremely low-, very low-, and low to moderate -income households. As recommended
in the Housing Needs Assessment, the focus should be on serving those that are most in
need of rental assistance, namely small families and single person households, such as the
elderly and persons with HIV/AIDS. The scale of the projects should be relative to the
neighborhoods. Below is a description of the proposed program strategies.
Finance the 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 Housing Choice Voucher Rental Assistance: The City of Miami
will continue to provide rental housing assistance to very low income households through
the Housing Choice Voucher 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, extremely
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low-, very low-, and low to moderate -income residents are able to live in safe, decent, and
affordable privately -owned rental housing.
Provide Multi -family Rental Rehabilitation Assistance: To prevent the affordable
rental housing inventory from continuing to decline and to improve the quality of the
rental stock available to extremely low-, very low-, and low to moderate -income families
in the NDZs and the Model Blocks, the City will continue to look for opportunities for
Multi -family Rental Rehabilitation. Under this, owners of multi -family rental units receive
assistance for rehabilitation in the form of a loan. In return, the owner guarantees that a
certain number of housing units remain affordable for a specified period of time. The
remaining units can be offered at market rates. As the Market Analysis indicated, such a
program will not only help to improve the condition of the housing stock, it will also
assure that rental units remain affordable. Furthermore, it will encourage mixed -income
development and the spatial de -concentration of affordable housing.
There are a significant number of small -scaled (under 50 units) multi -family
properties in the NDZs and the Model Blocks that can provide basic and affordable
housing for low income households. While many of these properties have become obsolete
and will ultimately be razed, there are many that could be rehabilitated to provide both
quality of life and affordable rental housing for local residents.
Preserve Existing Homeowners - Homeowner Retention Activities
The City of Miami will focus on providing housing rehabilitation assistance to
extremely low-, very low-, and low to 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 program is a key element to the revitalization of City's
neighborhoods since a substantial number of single family homes in the City fall below
minimum housing quality standards (disrepair) and are owned by low-income
homeowners who lack the financial capacity and/or credit history required to obtain home
repair financing from private lenders. The goal is to assist homeowners with deferred
maintenance, emergency repairs, removal of code violations, and replacement of unsafe
structures. Preference will be given to the elderly, disabled and persons with HIV/AIDS.
Below are the specific programs that will be used to implement this policy.
Rehabilitation 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
rehabilitation 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 standards, 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 Department of Community Development 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.
In addition to the rehabilitation program, the City will provide funding for emergency
repairs to rectify conditions that could endanger the health and safety of occupants.
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Replace Unsafe Housing Structures: In order to reduce the number of homeowners who
live in unsafe structures, the City will provide assistance for replacing dilapidated owner -
occupied housing units. These are typically 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. This strategy will be used only where the most
appropriate solution would be to demolish the existing housing structure and replace it
with a newly constructed housing unit on the exiting lot.
Increase Homeownership
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. To do this, the
City will seek to increase the inventory of affordable homeownership units through new
construction. In addition, the City provides second mortgage, down payment, and closing
cost assistance to homebuyers.
Finance Construction of New Homeownership Units: The City of Miami will seek to
increase the supply of affordable homeownership units though new. construction. The
focus will be to promote and create affordable homeownership opportunities for very low -
and low to moderate -income families and individuals. This will be achieved by financing
project costs associated with the development of affordable housing units and by
providing hard and soft construction financing and permanent financing.
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.
Such assistance can be used for the purchase of newly constructed or existing residential
properties within the City.
Homebuyer counseling is a vital component of any homeownership program. Such
programs assure that prospective homebuyers receive training in financial management,
budgeting, mortgage financing, home maintenance and community improvement. In the
next five years, the City of Miami will work to assure that families who are interested in
homeownership are referred to a homeowner counseling program.
Stimulate Housing Development — Other Non -HUD Activities
In addition to the policies listed above, it is important for the City of Miami to provide
incentives to stimulate housing development. Such incentives should help to off -set the
barriers that make it difficult to undertake affordable housing projects. The following is a
list of the policies that the City of Miami will implement in the next five years in order to
facilitate the development of affordable housing.
Identify Additional Funding for Affordable Housing: Within the next five years, the
City of Miami will attempt to identify additional funding sources for affordable housing.
Greater diversity in funding resources will help to protect the City in the event that State
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and Federal resources continue to decline. The Affordable Housing Trust Fund offers such
a possibility. The City of Miami Affordable Housing Trust Fund is available for the
construction of affordable housing; however, the regulations that govern the program do
not provide the flexibility needed to focus the resources in the Model Block areas.
Help Expedite the Tax Credit Process: Targeting of existing housing resources alone
will not enable the level of housing production that is needed in the Model Blocks and the
NDZs. 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. The LITTC has become the nation's primary
mechanism for encouraging the production of housing to be occupied by low -or moderate -
income households. Nationally, the LITTC program has worked effectively for smaller -
scale multi -family rental projects of 40-50 units. Although the Market Study showed that
the City of Miami has been successful in attracting such programs, more can be done to
assure that applications for affordable housing projects that are within the Model Blocks
and NDZs are expedited through the City. To this end, the City of Miami can assist
developers by making sure that the items on the LITHC application checklist that apply to
the jurisdiction are completed promptly.
Continue to Provide 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 Deferrals.
• Reduction of Parking and Setback Requirements.
Provide Training/Workshops to Developers on City Programs and Regulations: In
addition, the Community Development Department will work with other City departments
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 percent 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,
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individuals living with HIV/AIDS, and persons with disabilities who are within the
extremely low-, very low-, and low to moderate -income range. The programs for special
needs populations are described below.
Continue to Provide Affordable Housing to Special Needs Populations: In addition to
some of the programs described above, which give preference to special needs
populations, 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
extremely low-, very low-, and low to moderate income range.
Increase Housing Opportunities for the Elderly and the Disabled: The City of Miami,
with one of the highest elderly populations in the nation, will continue to work with
housing providers that assist the elderly and handicapped persons by supporting the
development of housing through HUD's Section 202 Support Housing for the Elderly
Program.
Expand Housing Opportunities for Individuals with HIV/AIDS: Through HOPWA,
the City of Miami will work to ensure affordable housing opportunities for Miami -Dade
County residents who are low income and have been diagnosed with AIDS. The overall
objectives of this effort are to increase housing stability of persons living with AIDS and
their families and reduce homelessness among such persons, thereby facilitating increased
access to care. Current HOPWA-funded programs are the Long -Term Tenant -Based
Rental Assistance Program and the Project -Based Rental or Operating Subsidy Program.
Continue to Support the Homeless Program: The Department of Community
Development continues 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 assistance to homeless individuals and homeless families. The assistance
is limited to outreach services, mainly in the form of referrals to a myriad of social
services, including behavioral, mental, health, and supportive housing. The Homeless
Office operates in collaboration with the Miami -Dade Homeless Trust office in a
coordinated effort; to exhaust all available resources disposable for concentrations of
homeless individuals drifting through the City's roadways. Note: For more specific
strategies, please refer to the Homeless Needs Assessment chapter in this report.
Other Housing Activities (Fair Housing)
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.
The Department of Community Development is actively engaged in promoting fair
housing for City of Miami residents. In FY 2013-2014 the City of Miami will engage in
actively promoting and securing compliance with fair housing. The City's fair housing
program is designed to affirmatively further fair housing objectives of Title VI of the Civil
Rights Act of 1964, Title VIII of the Civil Rights Act of 1968, as amended, and other
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Action Plan FY2013-2014
relevant federal, state, and local fair housing laws. "Affirmatively further fair housing"
means that the City will actively work to reduce illegal housing discrimination. The
program's strategy is to promote equal housing opportunities through education and
training, monitor and investigate complaints using proven techniques to support fair
housing litigation, and conduct research and studies to identify and address fair housing
impediments.
The impediments to fair housing choice and the conclusions and recommendations
were identified through an analysis of the data previously mentioned, as well as by
obtaining information through key informant interviews of the participants listed above.
Home Mortgage Disclosure Act (HMDA) data used to analyze impediments to fair
housing in the home buyers market in the City of Miami was provided by the National
Community Reinvestment Coalition (NCRC).
Summary of the conclusions and recommendations
The following is a brief synopsis of the impediments identified and the recommendations
suggested.
Impediment FH 1:
Scarcity of Developable Vacant Parcels
Recommendations
FH 1.1 The Department of Community Development will continue to manage a citywide infill
program and will ensure that available city parcels are used for the provision of affordable housing.
Impediment FH 2:
Lack of adequate federal funding for rental assistance programs
Recommendations
FH 2.1 Continue to attempt to accommodate as many HOPWA clients as possible in the City's
Long -Term Rental Assistance Program.
FH 2.2 Continue funding to private developers to build affordable housing units within the limits
of the City of Miami. In return for the City funding, a portion of the total cost of the project, the
developer provides a pre -determined number of affordable rental housing units to be rented to low -
to -moderate income families. The number of affordable housing units in a project is based on the
amount of subsidy provided by the city.
Impediment FH 3:
Federally Funded Public Assisted Housing Clients May be Occasionally Turned Down by
Landlords Due to prior Experiences with Assistance Programs
Recommendation
FH 3.1 Provide information that demonstrates the City's successful history of timely payments to
other landlords. In addition, post on the City's website the program's standard policies, changes to
polices (i.e. the reduction in fair market rent coverage), and Frequently Asked Questions (FAQs) by
landlords.
Impediment FH 4:
Disparate Service in Private Lending to Minorities
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Action Plan FY2013-2014
Recommendations
FH 4.1 Develop and implement steps to foster conventional lending and other banking services in
neighborhoods that appear to be underserved or to specific groups of citizens that appear to be
underserved.
Impediment FH 5:
Foreclosure Rescue Fund
Recommendations
FH 5.1 Develop a media campaign that will educate the City's residents about fair housing rights,
including the new Florida law — Foreclosure Rescue Fraud Prevention Act of 2008.
FH 5.2 Develop a 311 recording to provide city residents with information about their rights
detailed in the Foreclosure Rescue Fraud Prevention Act of 2008 and where to find legitimate
foreclosure assistance.
Impediment FH 6:
Not Enough AffordableAVorkforce Housing Units to Meet the Needs of City Residents
Recommendations
FH 6.1 Continue to advocate on behalf of affordable housing developers streamlining the
application process.
FH 6.2 Continue to implement the actions to increase affordable housing identified in the 2009-
2013 Consolidated Plan.
FH 6.3 Continue to support the city's Affordable Housing Trust Fund
FH 6.4 Identify opportunities for intergovernmental collaboration to address housing affordability
issues. In particular, examine the most effective manner to partners with the County, State, and
Federal governments to coordinate activities and leverage funding.
FH 6.5 Require strong affirmative marketing programs for all affordable housing developments
using City administered Federal funds.
Impediment FH 7:
Housing Discrimination on the Basis of Race, Color, National Origin, Religion, Sex, Familial
status, and Disability
Recommendations
FH 7.1 Develop a educational fair housing rights campaign for city residents that will help them
identify and challenge discrimination.
FH 7.2 Conduct regular targeted fair housing testing. Retest in areas where trends (i.e. geographic
concentration of complaints by zip code) are identified in the monitoring process.
FH 7.3 Provide fair housing education and training to housing providers to ensure compliance
with fair housing laws.
Impediment FH 8:
Lack of Public Awareness of Fair Housing Rights
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Action Plan FY2013-2014
Recommendation
FH 8.1 Implement a fair housing information campaign that specially targets City residents and
clearly informs the public about fair housing rights.
• Develop marketing material (i.e. brochures, postcards, Public Service Announcements
(PSAs), web site) in English, Spanish, and Creole; all material should specify where a
resident should call to report a complaint. Use HUD developed collateral (i.e. print, radio,
and television ads).
• Include fair housing information during the Section 8 and HOPWA intake process and at
the time of recertification.
• Establish a mailing list of existing Section 8 and HOPWA agencies and periodically mail
fair housing information.
• Identify where it is best to provide fair housing collateral (i.e. Neighborhood Enhancement
Team (NET) offices, public places such as libraries, and social agencies such as the
welfare office).
■ Conduct an annual mass media campaign during the Fair Housing Month each April.
FH 8.2 Continue to implement the Affirmative Fair Housing Marketing Plan; ensure that outreach
includes developers, realtors, landlords, financial institutions and the minority community.
Impediment FH 9:
Mobility Impaired Individuals Lack Access to Housing with Accommodations and
Modifications for the Disabled
Recommendations
FH 9.1 Conduct random testing of the new housing developments to ensure that technical
requirements are in place for accessibility to buildings and facilities by individuals with disabilities
under the Americans with Disabilities Act (ADA) and the Fair Housing Act.
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 will continue to
provide educational pamphlets and guidelines to all public housing residents informing them of the
hazards of lead base poisoning.
r
r'(D(' 1/liar
The main objective for addressing public service needs is to enhance the health,
safety, and overall well being of extremely low-, very low-, and low to 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, and job training programs. The distribution of CDBG funds for these activities
will be divided among the Five Commission Districts. Below is a description of each
public service program.
Childcare Services: Community Development is committed to providing financial backing
to childcare service providers that provide quality childcare to low -to moderate -income
families Childcare subsidies will also be available to low income working groups so that
the cost of day care does not serve as a barrier in families striving to increase their earning
potential through employment. The City will assist in meeting the demand for
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Action Plan FY2013-2014
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.
Youth Services: The Department of Community Development will secure special recognition
to youth activities conducted on City Parks. The Department provides funding to entities
inclined towards youth enrichment activities, such as; health and fitness programs; educational
tutoring/counseling; after -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.
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 providing
funding that support 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.
Services for People with Disabilities: 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.
Employment 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.
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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 (CBCs). The
distribution of CDBG funds for economic development activities will be divided among
the Five Commission Districts. The funding priority for economic development activities
will be awarded to the CBCs. The following provides describes the various economic
development programs the City may fund.
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: Regulations define it as a for -profit 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 whose owners are of low
to moderate income 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 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: Assist businesses in securing financial stability and sound business
practices. 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.
Commercial Facade Program: The Department of 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.
Code Compliance: Support code enforcement activities. 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.
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Infrastructure: Community Development allocates funds under this category to improve the
safety and livability of targeted 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 extremely low- to very low- 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 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))
Planning and Administration: 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)
City of Miami 76
Action Plan FY2013-2014
XI. Section 3
ile„„,' opt/ rip\.
1.7111/11
In 1994, the Housing and Urban Development Act of 1968 (12 U.S.C. 1701u) was
amended by Congress to help give citizens deprived of economic opportunity increased
access to employment and job training. The Section 3 Act requires recipients of HUD
funds and the contractors they employ to ensure that the economic opportunities generated
by the expenditures shall, to the greatest extent feasible, be directed to extremely low- and
very low-income persons, particularly those who are recipients of government assistance
for housing.
HUD -funded housing and development projects represent a major source of economic
activity in many distressed neighborhoods. The Section 3 legislation assures that such
funds help to foster local economic development, neighborhood economic improvement,
and self-sufficiency among residents in the communities being served. It is the legal basis
for providing jobs for residents and awarding contracts to businesses in areas receiving
certain type of H1.JD financial assistance for certain construction projects.
The City of Miami will continue to enforce Section 3 compliance in all applicable
programmatic requirements.
Eligibility Criteria:
Eligible applicants are characterized as residents of public housing and low income
persons who live in an area in which a HUD -assisted project is located. A Section 3
business is defined, as a business that employs residents of public housing, welfare
recipients, local construction area residents, low and very low income persons, or a
business who subcontracts with businesses which provide economic opportunities to low
and very low income persons.
Compliance Requirements:
The City of Miarni requires recipients who are awarded Federal Financial Assistance from
HUD for construction projects which exceed $100,000 to provide economic opportunities,
to the greatest extent feasible, to the following:
• Residents of public housing
• Residents of the neighborhood of the project under construction
• Residents of HUD Youth Build Programs
• Homeless persons
• TANF/AFDC welfare recipients
Compliance is based on the numerical hiring goals and contract awards of each
individual project. The numerical goals for each category differ based on two types of
economic opportunities: (1) employment or training opportunities; (2) and award of
contract or subcontract to employers who take into service low to very low income
City of Miami 77
Action Plan FY2013-2014
persons. Moreover, the regulations require that "efforts to employ Section 3 candidates to
the greatest extent feasible should be made at all job levels". The other principal way for
Section 3 recipients to comply with the regulations is to award contracts to Section 3
certified businesses, contractors and subcontractors.
Compliance Monitoring:
The City of Miami monitors compliance with Section 3 requirements in an effort to secure
uniformity and consistency with Federal Regulations by requesting that entities awarded
contracts in excess of $100,000 develop an Economic Opportunity Plan. The plan will
serve as verification that a good faith effort was executed to solicit, recruit, facilitate and
hire public housing residents and other low-income persons by the contractor or
subcontractor.
The City of Miami has constructed the following Economic Opportunity Plan with the
intent to measure Section 3 training and employment numerical goals and subcontracting
goals (where subcontracting is allowable). In addition, the City distributes a copy of its
plan to all contracts recipients who must adhere to Section 3 regulations. All those who are
held accountable for compliance with Section 3 requirements must render the Economic
Opportunity Plan issued by the City. Each plan submitted must answer and provide written
documentation to the following objectives:
■ Identify individual(s) responsible for planning, implementing and tracking the
projects under Section 3 training and employment goals;
• Describe efforts (contractors and subcontractors) to be taken to recruit, solicit,
encourage, facilitate, and hire public housing and other low-income persons,
identify any private or public resources that will be used;
• Describe contractor's activities to be taken for recruiting, soliciting, encouraging,
facilitating and selecting Section 3 subcontractors, where applicable; and
• Describe plans to structure project activities in ways that create opportunities for
Section 3 firms' participation, where applicable.
The City of Miami offers training sessions to contractors, subcontractors and
businesses, on how to solicit, recruit, encourage and facilitate employment of low to very -
low income residents. The City also provides training to those entities that need technical
assistance completing program forms in an attempt to maintain compliance with
regulatory guidelines. The City demands from all contractors, subcontractors, as well as,
any entity seeking payment/reimbursement that compliance with Section 3 requirements
are met and cleared by the in-house Section 3 compliance monitor. Lack of clearance by
the Section 3 compliance monitor will cause a delay in the receipt of payment.
City of Miami 78
Action Plan FY2013-2014
XII. SHIP
State Housing Initiatives Partnership Program:
Local Housing Assistance
State Housing Initiatives Partnership program (SHIP) 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- to moderate -income families. SHIP dollars may be used 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. Unfortunately, under the currently approved Florida State
budget, SHIP funds ($166 million) were redirected and no monies were allocated for
FY2013-2014. As such, the City will not receive State funding for this fiscal year.
The State of Florida SHIP program is a result of the William E. Sadowski Affordable
Housing Act. The centerpiece of this legislation is the State Housing Partnership Act
which provides a dedicated revenue source to state and local governments to facilitate the
creation of public/private partnerships whose purpose is to preserve the existing housing
stock and stimulate the production of new affordable housing. The City of Miami Local
Housing Assistance Plan describes how the municipality will use SHIP funds to meet the
affordable housing needs of the community. The following provides an overview of the
items the City would typically fund with SHIP monies.
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The City of Miami will use its SHIP allocation to undertake various homeownership
and rental housing development activities designed to enhance and facilitate the
development, purchase and maintenance of housing units in the City. These housing
strategies and activities will be carried out through the SHIP programs listed on the table
below.
ehabilitation
>HIP Single Tainl-l} RehabihtaUon Program
L i
mergency-Home; Repazr A's s�stance; Program
HIP Single F�milyReplacement HouSin� Program
ew construction
HIP Homeoa nerghip Development_Pmgth n
HIP Rental Housing Development Program
*The annual Performance Measures include units funded by HOME and CDBG.
Performance
feasuFes . �.
ousmg unit
housing uni,'
City of Miami 79
Action Plan FY2013-2014
Income Category to be served
These activities will involve the construction, reconstruction, rehabilitation and
acquisition/purchase of housing to be occupied by very low, low and moderate income
households and homeowners or renters with incomes at or below 120% of the area median
income, adjusted for family size, as defined in Section 420.907, Florida Statutes as
follows:
Very low income - one or more natural persons or a family that has a total annual
gross household income that does not exceed 50% of the median annual income
adjusted for family size for households within the Metropolitan Statistical Area.
Low-income - one or more natural persons or a family that has a total annual gross
household income that does not exceed 80% of the median annual income adjusted
for family size for households within the Metropolitan Statistical area.
Moderate income - one or more natural persons or a family that has a total annual
gross household income that does not exceed 120% of the median annual income
adjusted for family size for households within the Metropolitan Statistical Area.
Support Services and Counseling
Chapter 67-37.005(5)(g),F.A.C.
Applicants applying for SHIP funding receive support services based on the type of
assistance requested. These services are in the form of counseling and or referral to other
programs that provide services they may need. The City of Miami will work with
members of the Housing Partnership to provide support services to those
residents/homeowners participating in the various housing programs. The services include,
but are not limited to:
• Assistance/referral to Legal Services of Miami, Inc. to homeowners who have title
problems or outstanding liens that would prohibit their participation in the
program.
• Referrals to other agencies and programs to applicants that do not qualify for
assistance.
• Assist homeowners participating in the Single Family rehabilitation and Single
Family Housing Replacement Programs throughout the
rehabilitation/reconstruction process, from the time of application until project
completion:
• Referrals to consumer credit clinics and homebuyer counseling programs provided
by local lenders and not -for -profit organizations.
• Referrals to agencies funded by the South Florida Employment and Training
Consortium for employment and job training.
• Referrals to appropriate local agencies for fair housing assistance, information and
counseling.
• Tnformation and referrals on how to apply for Property Tax Exemption,
specifically for the elderly and the disabled.
• Legal aid referrals for counseling and guidance on other legal matters.
City of Miami 80
Acton Plan FY2013-2014
Purchase Price Limits
420.9075(4)(c), F.S. and Chapter67-37.007(6)F.A.C.
The sales price or value of new or existing eligible housing may not exceed 90% of the
median area purchase price in the statistical area in which the eligible housing is located.
Such average area purchase price may be that calculated for any 12-month period
beginning not earlier than the fourth calendar year prior to the year in which the award
occurs.
Purchase price limit for New & Existing Homes: $175,000
Income Limits, Rent Limits and Affordability
Chapter 67-37.005(5)(e), F.A.C. and Section 420.9071(2), F.S.
The City of Miami will use Income and Rent Limits updated annually from the U.S.
Department of Housing and Urban Development and distributed by Florida Housing
Finance Corporation. The City will ensure that housing provided through this program is
affordable. Affordable means that monthly rents or mortgage payments including taxes
and insurance do not exceed 30% of that amount which represents the percentage of the
median annual gross income for the households as indicated in Sections 420.9071 (19),
(20) and (28), F.S. However, the City will not limit an individual household's ability to
devote more than 30% of its income for housing, if the first institutional mortgage lender
is satisfied that the household can afford mortgage payments in excess of the 30%
benchmark. In the case of rental housing the City will ensure that rents do not exceed
those rental limits adjusted for bedroom size.
Monitoring and First Right of Refusal
Section 420.9075(3)(e)and (4) (f), F.S.
The City of Miami will monitor rental projects annually to determine tenant eligibility for
at least fifteen (15) years or the affordability period, whichever is greater. However, any
loan or grant in the original amount of $3,000 or less shall not be subject to these annual
monitoring and determination of tenant eligibility requirements.
Eligible sponsors that offer rental housing for sale before 15 years or that have remaining
mortgages funded under this program must give a first right of refusal to eligible nonprofit
organizations for purchase at the current market value for continued occupancy by
eligible persons.
Leveraging
Chapter 67-37.007(1)(b)(c), F.A.C. and Subsection 420.9075(1)(a) and (1)(b3, and (1)(c),
F.S.
The City of Miami intends to use HOME and CDBG funds from U.S. HUD to leverage
SHIP funds, thereby reducing the cost of housing. In addition, the City plans to use SHIP
funds for developers to use as local match to leverage additional HOME or Local Housing
Credits from Florida Housing Finance Corporation.
City of Miami 81
Action Plan FY2013-2014
City of Miami SHIP -funded Programs
The following describes the programs the City of Miami will undertake to meet the
affordable housing needs of its very low, low and moderate -income residents using the
State Housing Initiatives Partnership Act (SHIP) funds according with the requirements of
Section 420.907 of the Florida Statutes and Chapter 67-37 of the Florida Administrative
Code.
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Provide Description:
Name of the Strategy: SHIP Emergency Home Repair Assistance
a. Summary of the Strategy:
The Ship Emergency Home Repair Assistance Program will provide emergency
repair assistance to very low, low and moderate income owner occupied single
family homes located within the corporate limits of the City of Miami. 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 threatens the safety and
health of the occupants of the home.
b. Fiscal Years Covered:
The strategy identifies in this section will cover the following fiscal years:
2010-2011, 2011-2012, and 2012-2013.
c. Income Categories to be served:
Available SHIP funds shall be reserved for housing units occupied by income
eligible persons or households. To comply with the overall requirements under
Chapter 67-37 of the Florida Administrative Code, eligible persons or households
will be very low, low and moderate income.
d. Maximum award is noted on the Housing Delivery Goals Charts:
The maximum award under this strategy will be $15,000
e. Terms, Recapture and Default:
Financial assistance to be provided under the SHIP Emergency Home Repair
Program will be provided to eligible homeowners in the form of a three (3%)
percent, deferred forgivable payment, ten (10) year loan. There are no monthly
payment requirements associated with this loan. There is no amortization of this
loan. Repayment of the full principal balance of the loan is required if the
property receiving the financial assistance is rented, leased or sold during the life
of the loan. Homeowners that qualify and receive assistance must execute a
Mortgage and Note that will be recorded in the records of Miami -Dade County
City of Miami 82
Action Plan FY2013-2014
Clerk of the Circuit Court for compliance with the recapture provisions for the
program.
In the event of death of all eligible homeowner(s), the heirs to the property can
assume the obligation based on the original terms and conditions provided to the
homeowner as long as the heirs qualify based on income and household size,
remain owner occupants of the property and do not sell or rent the property for the
remaining term of the mortgage and note. A heir or prospective purchaser who
does not qualify based on the provisions of this strategy will be required to repay
the full loan amount provided by the City of Miami.
f. Recipient Selection Criteria:
All recipients of assistance must meet the eligibility requirements as stipulated in
the Florida Statutes, Florida Administrative Code, the SHIP Ordinance,
Resolution and.this Plan. Eligible housing includes single family homes, owner -
occupied town houses or twin homes only. Manufactured housing and mobile
homes are not eligible for assistance under this program. The properties to be
assisted must be owner -occupied and located within the corporate limits of the
City of Miami.
Applications will be processed on a first -come -first serve basis from all applicants
meeting the selection criteria, subject to funding availability and in such a manner
as to comply with the statutory requirements.
• Applicants with household income above (120%) of the median area income
limit are ineligible for SHIP assistance under this strategy.
• Staff will review actual performance data on a continuous basis to ensure that
adjustments are made as necessary to remain in compliance with funding
requirements.
Other selection criteria will include the following:
• The property shall consist of one (1) owner -occupied residential unit.
• Preference will be given to eligible handicapped/disabled and elderly (62
years or older) households and homeowners.
• Handicapped and/or disabled individuals will be considered an individual
having a mental impairment which: (1) Is expected to be long continued and
indefinite duration, (2) substantially impedes his/her ability to live
independently; and is of such a nature that such disability could be improved
by more suitable housing conditions.
The property must be located in the City of Miami.
• The appraised value of the home may not exceed the maximum sales price
(value) allowed under the SHIP Program.
• The property must require needed repairs such as roofing, electrical and
plumbing to meet the decent, safe and sanitary standard to immediately rectify
hazardous and potentially hazardous conditions.
• The maximum amount of financial assistance to be provided may not exceed
the lesser of (1) the actual cost of rehabilitation or (2) $15,000.
• The applicant may not be delinquent on any debt owned to the City of Miami
or Miami -Dade County.
City of Miami 83
Action Plan FY2013-2014
g. Sponsor Selection Criteria:
The City of Miami intends to administer this program. However, if the need for a
sponsor should arise, the City of Miami will use a Request for Proposals process
in accordance with Chapter 67-37.005(6)(b)7. Florida Administrative Code to
select an eligible sponsor. Eligible persons, sponsors or other recipients of
assistance under this program will be required to contractually commit and
comply with all SHIP Program requirements.
Request for proposals will be accepted from both for -profit and not -for -profit
corporations. Proposals received will be reviewed based upon a selection criterion
which include but not be limited to the following:
The not -for -profit corporation must have received a tax exempt ruling from the
Internal Revenue Service (IRS) under Section 501c(3) of the Internal Revenue
code;
The for profit corporation must be organized and established under the laws of the
State of Florida;
• The not -for -profit or for -profit corporation must have financial accountability
standards that permit the Department of Community Development to account for and
audit SHIP funds;
• The organizational capacity and experience of the not -for -profit or for -profit
corporation in administering home renovation and/or homebuyers financing
programs;
• The soundness of the proposal;
• The cost per family to administer the program.
Name of the Strategy: Single Family Rehabilitation Assistance 1 HA (a)
a. Summary of the Strategy:
The Single Family Rehabilitation Program will provide rehabilitation assistance to
very low, low and moderate income residents who live in single family owner-
occupied properties located within the corporate limits of the City of Miami. The
City will provide deferred payment loan assistance to an eligible homeowner to
complete needed repairs such as roofing, plumbing and electrical work to meet the
decent, safe and sanitary standard conditions after rehabilitation.
The City of Miami, Department of Community Development will be the primary
agency responsible for the implementation of the Local Housing Assistance Plan
Strategy.
b. Fiscal Years Covered:
The strategy identifies in this section will cover the following fiscal years:
2010-2011, 2011-2012, and 2012-2013.
c. Income Categories to be served:
City of Miami 84
Action Plan FY2013-2014
This strategy will serve very low, low and moderate income families as stipulated
in FAC Chapter 67-37.
d. Maximum award is noted on the Housing Delivery Goals Charts:
Residents meeting the selection criteria will be awarded a maximum of $35,000 to
complete all needed repairs to bring the property to a safe and decent standard.
However, in cases where the amount needed to bring the property to code is
higher than, $35,000 a higher amount may be provided upon approval by the City
Manager or the Director of the Department of Community Development acting as
his/her designee.
e. Terms, Recapture and Default:
Financial assistance to be provided under the Single Family Rehabilitation
Program will be provided to eligible homeowners in the form of a three percent
(3%), deferred forgivable payment, ten (10) year loan. There are no monthly
payment requirements associated with this loan. There is no amortization of this
loan. Repayment of the full principal balance and accrued interest of the loan is
required if the property receiving the financial assistance is rented or sold during
the life of the loan. Homeowners that qualify and receive assistance must execute
a Mortgage and Note that will be recorded in the records of Miami -Dade County
Clerk of the Circuit Court for compliance with the recapture provisions for the
program.
In the event of death of all eligible homeowner(s), the heirs to the property can
assume the obligation based on the original terms and conditions provided to the
homeowner as long as the heirs qualify based on the original terns and conditions
provided to the homeowner as long as the heirs qualify based on age, income and
household size, remain owner occupants of the property and do not sell or rent the
property for the remaining term of the mortgage and note. A heir or prospective
purchaser who does not qualify based on the provisions of this strategy will be
required to repay the balance of the outstanding loan amount provided by the City
of Miami.
f. Recipient Selection Criteria:
All recipients of assistance must meet the eligibility requirements as stipulated in
the Florida Statutes, Florida Administrative Code, the SHIP Ordinance,
Resolution and this Plan. Eligible housing includes single family homes, owner -
occupied town houses or twin homes only. Manufactured housing and mobile
homes are not eligible for assistance under this program. The properties to be
assisted must be owner -occupied and located within the corporate limits of the
City of Miami.
Applications will be processed on a first -come -first serve basis from all applicants
meeting the selection criteria, subject to funding availability and in such a manner
as to comply with the statutory requirements.
• Applicants with household income above (120%) of the median area income
limit are ineligible for SHIP assistance under this strategy.
City of Miami 85
Action Plan FY2013-2014
g•
• Staff will review actual performance data on a continuous basis to ensure that
adjustments are made as necessary to remain in compliance with funding
requirements.
Other selection criteria will include the following:
• The property shall consist of one (1) owner -occupied residential unit.
• Preference will be given to eligible handicapped disabled and elderly (62
years or older) households and homeowners.
• The property must be located in the City of Miami.
• The appraised value of the home may not exceed the maximum purchase price
limits (value) allowed under the SHIP Program.
■ _ The property must require needed repairs such as roofing, plumbing and
electrical work to meet the decent, safe and sanitary standard conditions after
rehabilitation.
■ The applicant may not be delinquent on any debt owed to the City of Miami.
Sponsor Selection Criteria:
The City of Miami intends to administer this program. However, if the need for a
sponsor should arise, the City of Miami will use a Request for Proposals process
in accordance with Chapter 67-37.005(6)b(7) Florida Administrative Code to
select an eligible sponsor. Eligible persons, sponsors or other recipients of
assistance under this program will be required to contractually commit and
comply with all SHIP Program requirements.
Request for proposals will be accepted from both for -profit and not -for -profit
corporations. Proposals received will be reviewed based upon a selection criteria
which include but not be limited to the following:
• The not -for -profit corporation must have received a tax exempt ruling from
the Internal Revenue Service (IRS) under Section 501c(3) of the Internal
Revenue code;
• The for profit corporation must be organized and established under the laws of
the State of Florida;
■ The not -for -profit or for -profit corporation must have financial accountability
standards that pennit the Department of Community Development to account
for and audit SHIP funds;
• The organizational capacity and experience of the not -for -profit or for -profit
corporation in administering home renovation and/or homebuyers financing
programs;
• The soundness of the proposal;
■ The cost per family to administer the program
Name of the Strategy: Single Family Replacement Home Program 1 HA (b)
City of Miami 86
Action Plan FY2013-2014
a. Summary of the Strategy:
The Single Family Replacement Housing Program is designed to address •
substandard and dilapidated housing units that the cost of repairs or poor housing
conditions cannot be addressed through the SHIP and HOME assisted Single
Family Rehabilitation Programs.
Under this strategy, only single family residential properties which are beyond
repair and unsafe for human habitation will be provided assistance. The Single
Family Housing Inspection Unit will determine the economic feasibility (cost) of
the rehabilitation and soundness of the structure, in consultation with the City of
Miami Building Department.
The SHIP funds will be used to defray the cost of temporary relocation expenses,
demolition of the dilapidated structure, soft and hard construction costs associated
with the reconstruction of the new home. This strategy will be used primarily to
assist existing owners of single family homes where the most appropriate solution
to their housing problem would be to demolish the existing structure and replace it
with a newly constructed housing unit on the exiting lot.
b. Fiscal Years Covered:
The strategy identifies in this section will cover the following fiscal years:
2010-2011, 2011-2012, and 2012-2013.
c. Income Categories to be served:
Available SHIP funds shall be reserved for housing units occupied by income
eligible persons or households. To comply with tlie overall requirements under
Chapter 67-37 of the Florida Administrative Code, eligible persons or households
will be very low, low and moderate income
d. Maximum award is noted on the Housing Delivery Goals Charts:
Residents meeting the selection criteria will be awarded a maximum of $150,000
for temporary relocation expenses, demolition of the dilapidated structure, and all
costs associated with the reconstruction of the new home.
e. Terms, Recapture and Default:
Financial assistance under the Single Family Replacement Housing Program will
be provided to eligible homeowners based on incomes adjusted for household
size. The terms will be a zero (0) percent loan that will be repaid in thirty (30)
years.
Persons or households that qualify and receive fmancial assistance must execute a
Deferred Payment Loan Mortgage and Note that will be filed with the Miami -
Dade County Clerk of the Circuit Court for compliance with the recapture
provisions for the program. This mortgage will remainagainst the property for
thirty (30) years.
If the property is rented, leased or sold during the thirty (30) year period, then the
loan and accrued interest will become due and payable to the City of Miami at that
time. In the event of death of all eligible homeowner(s), the heir to the property
can assume the obligation of the original owner as long as the heirs are income
eligible, remain owner -occupants of the property and do not sell or rent the
property for the remaining term of the mortgage and note.
City of Miami 87
Action Plan FY2013-2014
f. Recipient Selection Criteria:
All recipients of financial assistance must meet the eligibility requirements as
provided in the Florida Statutes, Florida Administrative Code, the SHIP Program
Ordinance, Resolution, the Plan and this Strategy. Eligible housing includes
single family owner -occupied homes that have been determined by the housing
inspector, in consultation with the Department of Building, to be beyond repair,
unsafe for human habilitation and suitable for demolition. Mobile homes or
manufactured homes will not be a type of replacement home offered under this
strategy. The properties to be assisted must be the primary residence of the owner
and the property must be located within the corporate limits of the City of Miami.
g•
Applicants will be selected from an existing waiting list, on a first come first serve
basis, subject to funding availability and in such a manner as to comply with the
statutory requirements:
• Applicants with household income above one hundred and twenty percent
(120%) of the median area income limit are ineligible for SHIP assistance
under this strategy.
■ For eligible persons or households who are building a new home on land
that they own, a State -certified Appraiser will determine the sales price or
value of the newly constructed unit. The appraisal must include the land
value and the after construction value of the property and must be dated
within twelve (12) months of the date construction is to commence.
■ The amount of the financial assistance provided will be the full cost of
demolition, temporary relocation and reconstruction of the property, to
include hard and soft costs, not to exceed $150,000.
The following costs associated with this strategy are eligible:
• Hard costs, which are typical and customarily viewed as construction
cost(s) by institutional lenders;
• Payment of impact fees;
• Infrastructure fees typically paid by the developer;
• Construction soft cost such as architectural and engineering fees,
appraisals, if directly related to housing construction.
■ Temporary relocation cost associated with the reconstruction of the home.
Sponsor Selection Criteria:
The City of Miami intends to administer this program. However, if the need for a
sponsor should arise, the City of Miami will use a Request for Proposals process
in accordance with Chapter 67-37.005(6) b7. Florida Administrative Code to
select an eligible sponsor. Eligible persons, sponsors or other recipients of
assistance under this program will be required to contractually commit and
comply with all SHIP Program requirements.
Request for proposals will be accepted from both for -profit and not -for -profit
corporations. Proposals received will be reviewed based upon a selection criteria
which include but not be limited to the following:
City of Miami 88
Action Plan FY2013-2014
The not -for -profit corporation must have received a tax exempt ruling
from the Internal Revenue Service (IRS) under Section 501c(3) of the
Internal Revenue code;
• The for profit corporation must be organized and established under the
laws of the State of Florida;
• The not -for -profit or for -profit corporation must have financial
accountability standards that permit the Department of Community
Development to account for and audit SHIP funds;
• The organizational capacity and experience of the not -for -profit or for -
profit corporation in administering home renovation and/or homebuyers
financing programs;
The soundness of the proposal;
■ The cost per family to administer the program.
Name of the Strategy: SHIP Homebuyers Financing Program 1 HO (c)
a. Summary of the Strategy:
The City of Miami through the Homebuyers Financing Program will provide
down payment, closing cost and/or mortgage financing assistance to eligible
persons and households who are first time homebuyers to purchase a newly
constructed or existing residential property within the City of Miami. The strategy
will be available to assist very low, low and moderate income residents to
purchase a single family home, town home or condominium.
b. Fiscal Years Covered:
The strategy identifies in this section will cover the following fiscal years:
2010-2011, 2011-2012, and 2012-2013.
c. Income Categories to be served:
This strategy will serve very low, low and moderate income families in
proportions as stipulated in the SHIP Statutes and FAC Chapter 67-37.
d. Maximum award is noted on the Housing Delivery Goals Charts:
Residents meeting the selection criteria will be awarded a maximum amount based
on the number of bedrooms as shown in the chart below. However, the amount
cannot be more than $86,020 or the amount necessary to meet the first lenders
credit criteria, whichever is lower.
e. Terms, Recapture and Default:
Financial assistance to be provided under the SHIP Homebuyer Financing
Program will be provided to eligible homeowners in the form of a zero percent,
deferred payment, thirty (30) year loan. There are no monthly payment
requirements associated with this loan. There is no amortization of this loan.
City of Miami 89
Action Plan FY2013-2014
Recipients will be required to resell the property to income eligible homebuyers
approved by the City. The principal will be forgiven at maturity of the loan.
Homeowners that qualify and receive assistance must execute a Mortgage and
Note that will be recorded in the records of Miami -Dade County Clerk of the
Circuit Court for compliance with the recapture provisions for the program.
In the case of sale or transfer of the unit, the City will share in the gain realized by
the borrower according to the following schedule:
• 0 to 3 years — 100% of the City's pro rata share of the gain generated.
• 3 — 20 years — On the 3rd year, City receives 85% of the City's pro rata share
of the gain generated and borrower receives 15%. Thereafter, the borrower
receives additional 5% of the City's prorated share per year reducing the
City's share by the same percentage.
• Year 20 and above: The borrower receives 100% of the gain.
The above gain sharing proposal will terminate in foreclosure; however, the city
will require lenders to provide us a right of first refusal to purchase the loan at a
negotiated price.
In the event of death of all eligible homeowner(s), the heirs to the property can
assume the obligation based on the original terms and conditions provided to the
homeowner as long as the heirs qualify based on income and household size,
remain owner occupants of the property and do not sell or rent the property for the
remaining term of the mortgage and note. A heir or prospective purchaser who
does not qualify based on the provisions of this strategy will be required to repay
the outstanding loan amount provided by the City of Miami.
f. Recipient Selection Criteria:
Applications will be processed from existing waiting list on a first -come, first
ready, first serve basis from all applicants meeting the selection criteria, subject to
funding availability and in such a manner as to comply with the statutory
requirements.
Other selection criteria will include the following:
• The property shall consist of one (1) owner -occupied residential unit.
• The property must be located in the City of Miami.
• The appraised value of the home may not exceed the maximum purchase price
limits (value) allowed under the SHIP Program for new and existing homes.
• The property must meet safe and sanitary standard conditions at closing or
funds must be held in escrow to bring it to safe and sanitary standards after
closing.
• The applicant may not be delinquent on any debt owed to the City of Miami
or Miami -Dade County.
■ Applicants purchasing Manufactured or Mobile homes are not eligible for
funding under this strategy.
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Action Plan FY2013-2014
g•
Sponsor Selection Criteria:
The City of Miami intends to administer this program. However, if the need for a
sponsor should arise, the City of Miami will use a Request for Proposals process
in accordance with Chapter 67-37.005(6)b(7) Florida Administrative Code to
select an eligible sponsor. Eligible persons, sponsors or other recipients of
assistance under this program will be required to contractually commit and
comply with all SHIP Program requirements.
Request for proposals will be accepted from both for -profit and not -for -profit
corporations. Proposals received will be reviewed based upon a selection criteria
which include but not be limited to the following:
• The not -for -profit corporation must have received a tax exempt ruling from
the Internal Revenue Service (IRS) under Section 501c(3) of the Internal
Revenue code;
• The for profit corporation must be organized and established under the laws of
the State of Florida;
• The not -for -profit or for -profit corporation must have financial accountability
standards that permit the Department of Community Development to account
for and audit SHIP funds;
• The organizational capacity and experience of the not -for -profit or for -profit
corporation in administering home renovation and/or homebuyers financing
programs;
• The soundness of the proposal;
• The cost per family to administer the program
Name of the Strategy: SHIP Homeownership Development Program 1
HO (a)
a. Summary of the Strategy:
The SHIP Homeownership Program is designed to promote and create affordable
homeownership opportunities for very low, low and moderate income families and
individuals. SHIP Program funds reserved for this strategy will be used to assist
not -for -profit and for profit housing developers or the City. SHIP funds reserved
for this strategy will be utilized by the City of Miami to finance the project cost
associated with site development, hard and soft construction financing and
permanent financing associated with the development of affordable housing units
by for -profit and not -for -profit housing developers or the City.
b. Fiscal Years Covered:
The strategy identifies in this section will cover the following fiscal years:
2010-2011, 2011-2012, and 2012-2013.
c. Income Categories to be served:
This strategy will serve very low, low and moderate income families in
proportions as stipulated in the SHIP Statutes and FAC Chapter 67-37.
d. Maximum award is noted on the Housing Delivery Goals Charts:
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Action Plan FY2013-2014
Developments meeting the selection criteria will be awarded a maximum amount
per unit based on the number of bedrooms as shown in the chart below:
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e. Terms, Recapture and Default:
The financial assistance provided under this strategy to the developer consists of a
deferred payment loan. The assistance provided under this strategy will be
provided in the form of a construction loan at zero (0%) percent interest with no
monthly payments associated with the loan during the construction phase. Once
the developer has successfully completed the construction the average subsidy per
unit provided to the development during construction shall be passed through to
the eligible homebuyer in the form of a permanent mortgage loan as described in
the Homebuyers Financing Program Strategy as previously outlined in this Plan.
In the event through no fault of the developer the project suffers a reduction in
market value, the City reserves the right to allow for a buy -down (forgiveness)
equal to the difference between the project development cost and market value.
Financial assistance provided to a project in the form of permanent second
mortgage fmancing for the homebuyers will be provided to eligible households
based on the same criteria as described in the Homebuyers Financing Program
Strategy as previously outlined in this Plan.
f. Recipient Selection Criteria
SHIP funding to be provided by the City of Miami under the Homeownership
Development Program strategy will be awarded through a Request for Proposal
process.
Any SHIP Program allocation including the term of the loan will be recommended
by City staff to the City's Housing and Commercial Loan Committee for
approval/disapproval based on the following criteria:
• Project feasibility and ability of the developer/sponsor to commence
construction within six (6) months funding award.
• Evidence of availability of construction and first mortgage financing.
• Consistency with the City's Five (5) Year Consolidated Plan (2009-2014).
• Ability to demonstrate project will be affordable to low and moderate income
households.
g. Sponsor Selection Criteria:
The City of Miami intends to administer this program.
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Action Plan FY2013-2014
Name of the Strategy: SHIP Rental Housing Development Program 1 RH
(b)
Summary of the Strategy:
The SHIP Rental Housing Development Program is designed to promote and
create affordable homeownership opportunities for very low, low, and moderate
income families and individuals. SHIP Program funds reserved for this strategy
will be used to assist not -for -profit and for profit housing developers or the City.
SHIP funds reserved for this strategy will be utilized by the City of Miami to
finance the project cost associated with site development, hard and soft
construction financing and permanent financing associated with the development
of affordable housing units by not -for -profit housing developers or the City.
b. Fiscal Years Covered:
The strategy identifies in this section will cover the following fiscal years:
2010-2011, 2011-2012, and 2012-2013.
c. Income Categories to be served:
This strategy will serve very low, low and moderate income families in
proportions as stipulated in the SHIP Statutes and FAC Chapter 67-37.
d. Maximum award is noted on the Housing Delivery Goals Charts:
Developments meeting the selection criteria will be awarded a maximum of forty
thousand dollars ($40,000) per unit.
e. Terms, Recapture and Default:
The financial assistance provided under this strategy to the developer will be
provided as a deferred payment construction/permanent loan. There will be no
monthly payments associated with the loan during the construction phase. Upon
completion of the construction period and upon the project obtaining a certificate
of occupancy, the loan shall convert to a permanent loan at a rate of zero (0%) to
three (3%) amortized for thirty (30). During the underwriting stage, the level of
financial assistance , the interest rate (if any) and the terms provided are
determined based on the projects ability to generate cash flow sufficient to secure
all private and public financing needed to successfully complete the development
cost. Typically, a project's needs to generate cash flow sufficient to result in a
debt service ratio of 1.15.
Once the developer has successfully completed the construction and all the
housing units are occupied by income eligible renters, the City of Miami will fully
satisfy the developer's obligation to the City in connection with the financing of
the project. Financial assistance made to the developer as a grant will also be
satisfied upon completion of the construction phase and all the housing units have
been occupied.
Recipients of funding under this strategy will be required to make the property
affordable for a period of not less than twenty years (20) years.
• Project feasibility and ability of the developer/sponsor to commence
construction within six (6) months funding award.
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Action Plan FY2013-2014
• Evidence of available of construction and first mortgage financing.
• Consistency with the City's Five (5) Year Consolidated Plan (2009-2014).
• Ability to demonstrate project will be affordable to low and moderate income
households.
f. Recipient Selection Criteria:
SHIP funding under this strategy will be awarded through a competitive Request
for Proposals (RFP) process. Through the City of Miami's solicitation, proposals
will be received from for -profit and not -for -profit housing developers for the
construction of new affordable housing units targeted for very low, low, and
moderate income families and individuals.
All housing developers applying for financial assistance under the strategy will be
awarded SHIP funding using criteria, including, but not limited to the following:
• Financial capacity and strength of the not -for -profit or for -profit housing
developer;
• Ability of not -for -profit or for -profit housing developer to complete the
housing project by the expenditure deadline requirements established by the
SHIP Program and State of Florida;
• Ability to document/demonstrate that construction will be underway within
six (6) months from the date of funding award by the City;
• Firm evidence of site control;
• Document and/or identify other project financing from other public and/or
private sources which would leverage financial assistance provided by the
City at a minimum of one (1) to five (5) for rental projects as stipulated by
City of Miami's Resolution No. 98-587 adopted June 9, 1998.
• Consistency with the City of Miami's Five Year Consolidation Plan (2009-
2014) and, SHIP Local Housing Assistance Plan (2007 — 2010).
All recipients or households that will receive housing or assistance under this
strategy once the housing project has been completed must meet the eligibility
requirements as stipulated in the Florida Statutes, Florida Administrative Code,
the SHIP Program Ordinance, Resolution, the Plan and this strategy. Only multi-
family housing will be eligible under this strategy. The properties to be developed
must be located within the corporate limits of the City of Miami.
The non -for -profit or for -profit housing developer(s) must rent the newly
constructed housing units to an eligible household on a first come first -served
basis.
The following expenditures shall qualify and will be eligible under this strategy:
• Those hard costs which are typical and customarily treated as construction
costs by institutional lenders;
• Construction costs, such as architectural, engineering studies and appraisals, if
directly related to housing construction;
• Infrastructure expenses typically paid by the developer;
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Action Plan FY2013-2014
• Payment of impact and permitting fees.
• Costs associated with land acquisition and site development.
Any SHIP Program allocation including the term of the loan will be recommended
by City staff to the City's Housing and Commercial Loan Committee for
approval/disapproval based on the criteria enumerated above.
g. Sponsor Selection Criteria:
The City of Miami intends to administer this program
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Section 420.9071(16), F.S.
In addition to Strategy A and Strategy B listed below, list all incentives as provided in
420.9076(4) FS.
A. Name of the Strategy: Expedited Permitting
Permits as defined in s. 163.3164(7) and (8) for affordable housing projects are expedited
to a greater degree than other projects.
• Established policy and procedures: In March, 2007, the City of Miami revamped
its policy and procedures related to expedited permitting. A copy of the Policy
and Procedure is attached as Exhibit I
B. Name of the Strategy: Ongoing Review Process
The City has an ongoing process for review of local policies, ordinances, regulations and
plan provisions that increase the cost of housing prior to their adoption.
• Established policy and procedures: The Department of Community Development
conducts on -going reviews of actions being considered by the City of Miami's
Planning Advisory Board, Zoning and Code Enforcement Boards and the City
Commission that are being considered and may have an impact on affordable
housing. Any new ordinance or resolution to be presented to the City
Commission is reviewed by head of departments. This provides an opportunity for
the department director to bring all items affecting affordable housing to the
department for further review and analysis. Such input is presented to the
department responsible for the ordinance or resolution for consideration.
Note: Please refer to the LHAP for additional programs, if available.
City of Miami 95
Action Plan FY2013-2014
XIII. Local Affordable Housing
Incentives for Developers
The City of Miami will continue to provide incentives to developers through the
implementation of 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 Deferral.
■ Reduction of Parking and Setback Requirements.
The requirements of the plan will be amended to limit the incentives to projects that
are located within the Model Block and the NDZ areas.
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Below is a detailed description of the Affordable Housing Incentives.
Expedited Permitting
Priority is given to affordable housing developments by expediting the permitting
process. The City of Miami Department of Conununity Development works closely with
the Building Department in assisting developers through this process. Developers of
affordable housing projects whose projects have been certified as affordable by the City of
Miami Department of Community Development are eligible for certain incentives that
assist with expediting the permitting process. This process can shorten the permit
approval process by 15 days or more. There is no charge for this service to developers of
certified affordable housing projects.
Ongoing Review Process
The Department of Community Development conducts on -going reviews of actions
being considered by the City of Miami's Planning Advisory Board, Zoning and Code
Enforcement Boards and the City Commission that are being considered and may have an
impact on affordable housing.
City of Miami 96
Action Plan FY2013-2014
Impact Fee Deferral
Affordable housing projects are exempted from the payment of Development Impact
Fees, as stipulated in Ordinance No. 10426, adopted April 25, 1998. The Department of
Community Development is required to certify to the Office of Zoning that the proposed
housing project(s) will be affordable to low and moderate income families and individuals,
which results in the developer securing a deferral of impact fees. This incentive is
functioning as intended.
Reduction of Parking and Setback Requirements
Affordable housing projects are afforded an opportunity to receive a reduction in
parking by the City of Miami, as stipulated in Section 917.5 of Ordinance No. 11000,
adopted September 4, 1990. The Department of Planning and Zoning is responsible for
facilitating this incentive for providers of housing affordable to low and moderate income.
This incentive is functioning as intended.
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Action Plan FY2013-2014
XIV Monitoring
The Community Development Director, Assistant Directors and Program Managers
oversee the planning process and budgeting process to ensure that projects are developed
in accordance with grant requirements. This planning process also ensures that each
funded project is consistent with the Consolidated Plan and makes progress toward
identified community development objectives.
CITY OF MIAMI
DEPARTMENT OF COMMUNITY DEVELOPMENT
MONITORING PLAN
The City of Miami is responsible for ensuring that all funds under its oversight are utilized
in accordance with all program requirements and for determining the adequacy of the
subrecipient's/project sponsor's ("subrecipient") performance. The goal of this
Monitoring Plan ("plan") is to make informed decisions as to which subrecipients have an
increase likelihood of experiencing performance difficulties and to make sure the
Department of Community Development ("DCD") devotes extra attention to such
agencies. The DCD intents to perform monitoring visits to subrecipients that are flagged
for potential performance issues based on a set of risk factors.
This plan shall allow the city to make informed judgments about the subrecipients'
program effectiveness and efficiency, and their ability to comply with all applicable laws
and regulations. In addition, monitoring helps to identify deficiencies, and highlight
accomplishments.
Another objective of this plan is to provide internal control mechanisms designed to
review performance and to evaluate compliance with Community Development Block
Grant ("CDBG") regulations pursuant to 24 CFR 570, Housing Opportunities for People
with AIDS ("HOPWA") pursuant to 24 CFR 574, Emergency Solutions Grant ("ESG")
pursuant to 24 CFR 91,576,582, and certain HOME program agreements pursuant 24 CFR
92, Applicability of Uniform Administrative Requirements, which includes compliance
with OMB Circular No. A-122, A-133, and/or A-110 whenever applicable.
All employees within the DCD and subrecipients shall comply with the policies contained
herein.
11S
Monitoring reviews shall be conducted utilizing a set of factors set by the City of Miami to
properly assess risk levels of subrecipients' work programs. This set of criteria shall
permit the DCD to make informed decisions regarding the selection of the subrecipients
that will be monitoring during any given program year.
City of Miami 98
Action Plan FY2013-2014
IREFOBERENTORFFERA
The following criteria shall be utilized by the Contract Compliance Analyst to determine
subrecipients' risk levels:
Fligh Risk Level (6 points for each instance)
a) Subrecipient is new to the CDBG program or experiencing turnover of key staff
positions
First time subrecipients or subrecipients experiencing turnover of key staff positions
such as a new Executive Director, Financial Officer, and/or Program Manager shall be
monitored. In addition, subrecipients that merge with another non-profit or detaches
from an existing non-profit to form a new non-profit also shall be monitored.
b) Compliance with Fiscal and Administrative policies
Extent to which the subrecipient has submitted proper reimbursement packages with
adequate supporting documentation of the expenditures for which reimbursements are
being requested. Having to return 3 or more reimbursement packages for corrections
constitute grounds for a "Comprehensive On -Site Monitoring Review".
c) Program Performance
Lack of Progress (as of the date of this review) in implementing the subrecipient's
work program, meeting proposed accomplishments, and expenditure goals.
d) Subrecipients with 4 or less funding cycles undertaking activities not previously
funded for
This occurs when a subrecipient, which commonly receives funding for a specific type
of activity (i.e. public service activity), is now receiving funding to undertake a
different type of activity (i.e. economic development activity).
Medium -Risk Level (3 points for each instance)
a) Subrecipients with 5 or more funding cycles undertaking activities not previously
funded for
This occurs when a subrecipient, which commonly receives funding for a specific type
of activity (i.e. public service activity), is now receiving funding to undertake a
different type of activity (i.e. economic development activity).
b) Subrecipients with findings resulting from previous monitoring visits
Subrecipients that were monitored the previous year and received a fmding(s) must
have submitted and implemented a city -approved Corrective Action Plan ("CAP").
c) Compliance with Fiscal and Administrative policies
Extend to which the subrecipient has submitted proper reimbursement packages with
adequate supporting documentation of the expenditures for which reimbursements are
being requested. Having to return 2 or more reimbursement packages for corrections
constitute a medium -risk level.
City of Miami 99
Action Plan FY2013-2014
Low -Risk Level (1 point)
a) Subrecipients undertaking activities previously funded for
Subrecipient is being funded to undertake same (with improvements) or similar
activities they were funded for the previous program year.
b) Cumulative Federal Grant Award
Subrecipients receiving cumulative federal grant awards of $500,000 or more are
subject to the Single Audit Act and are required to provide a copy of this audit to the
city. No audit findings or management letter in record.
c) Subrecipients with areas of concerns from previous monitoring visits
Subrecipients that were monitored the previous year and received either findings that
were adequately addressed and cleared or any concern may require a monitoring visit.
The city shall utilize the above listed criteria to determine the subrecipient's risk level.
A score of 6 or higher is considered a "High Risk Level" and requires a
"Comprehensive On -Site Monitoring Review". A score of 5 points triggers a "Regular
On -Site Monitoring Review". A score of 4 or less does not require an on -site review,
falling under the "On -going Review" category. Notwithstanding the risk criteria of
this section, the DCD reserves the right to schedule monitoring visits to any
subrecipient at any time at its sole discretion.
Monitoring shall be conducted at one or more of three levels depending upon the risk
involved. All monitoring review levels are performed by the assigned Contract
Compliance Analyst.
On -going Review
This review is conducted on a continuous basis each time a reimbursement request
package is submitted for payment, or on a quarterly basis (whichever is earlier) of
expenditures incurred against the CDBG, HOPWA, HOME, and/or ESG grant.
In addition, to reviewing the subrecipient's file on an ongoing basis, the Contract
Compliance Analyst, shall review the contract file focusing (if available) on the
subrecipient's year-end financial statement or audit, and where applicable, the Single
Audit. If the Single Audit contains audit findings or contains a management letter, the
subrecipient may be selected for a "Comprehensive On -Site Monitoring Review".
Regular On -Site Monitoring Review
This review consists of a site visit and will achieve a balance between programmatic and
fiscal review. Most of the documentation needed for this review can be completed prior to
the on -site visit during the In-house desk review. The regular on -site monitoring includes a
tour of the program facilities, meetings with program and administrative staff. As a result
of this visit, the Contract Compliance Analyst may determine that a comprehensive review
is needed for further clarification of one or more issues that arose during the on -site visit.
Proeram Review
City of Miami 100
Action Plan FY2013-2014
Focuses on the specific subrecipient's program activities. Program staff may be asked to
define the strategic plans for the programs being funded and how those plans are used to
assist clients in those programs.
Financial Review
Contract Analyst will review the connections between the program budget, expenditures,
and actual beneficiaries assisted; including reviewing payroll documents for the service
period, bank accounts and will check that expenditures are all allowable and necessary.
Invoices
Contract Analyst will randomly select invoices for review and will trace the payments
back from the corresponding CDBG reimbursement.
Case File Review
Ensures that a national objective is being met by verifying beneficiary information. All
beneficiary files must be in order and properly show the beneficiary's eligibility. On a
typical public service program, the number of files to be reviewed will be the lesser of
10% of the total number of clients served or 20 client files. If there appears to be areas that
require further verification, the Contract Analyst may request additional files to be
reviewed.
Comprehensive On -Site Monitoring Review
In addition to performing a Regular On -Site Monitoring Review, this review is a
concentrated and focused around a particular activity or program area. This would
typically be a review of a known high -risk area or critical function, such as but not limited
to:
• Financial review for expenditures for ineligible activities;
• Financial review for expenditures that cannot be traced through supporting
documentation;
• Denial of services for apparent no valid reason;
• Client/Peer complaints for unfair business practices.
MOORE
All monitoring reviews are conducted by a properly trained Contract Compliance Analyst
("Analyst"), who for certain specialized programs (i.e. Tenant Based Rental Assistance
programs) may elect to take a more seasoned staff member to assist on the review of client
files. The on -site monitoring review shall include an examination of the subrecipient's
book of accounts and check the status of the work program.
Notification Letter
Analysts shall utilize the Risk Assessment Criteria identified in this plan to determine the
annual list of subrecipients to be monitored. This annual list must be approved and verified
by the immediate supervisor. Once the list is finalized, Analysts shall contact the
subrecipient via phone to arrange a mutually convenient date for the on -site visit and
explain to the agency the purpose of the monitoring review. Once the date has been
established, the Contract Analyst shall mail the monitoring Notification Letter to the
subrecipient. The monitoring checklist shall be provided to the subrecipient at that time.
City of Miami 101
Action Plan FY2013-2014
Such letter must be mailed at least two weeks prior to the date of the on -site review. All
appointments shall be reconfniued via phone or email.
In -House Review
In preparation for the on -site monitoring visit, the Analyst must perform a "Desk -Review"
of the file and all relevant data found in-house to confuiu compliance. Such data includes,
but is not limited to verification of:
a. the Subrecipient's approved work program;
b. the Subrecipient's approved budget;
c. the written agreement with the Subrecipient;
d. quarterly progress reports;
e. agency's submission of client certifications (if applicable);
f. the most recent monitoring report(s);
g. reimbursement payment — potential timeliness & disallowance issues;
h. the most recent A-133 audit report
i. the most recent budget vs. actual spreadsheet
j. the agency's policies and procedures manual
k. the performance vs. value assessment report
On -site review shall focus on ensuring that fiscal processes are in place and the review of
client files along with other documentation only available at the subrecipient's site.
The Entrance Conference
Once on -site, the Analyst shall hold an entrance conference with the subrecipient's
executive director and relevant financial and program staff responsible for the
administration and operation of the funded program immediately before the monitoring
starts. This meeting will allow for a clear understanding of the purpose, scope, and
schedule of the monitoring from the very beginning.
Documentation and Data Acquisition
The Analyst shall maintain records of the information reviewed during the visit and shall
document any conversations with the subrecipient is staff. This information shall be
utilized for analyzing information and developing conclusions.
The Exit Conference
At the end of your visit, the Analyst shall meet again with key representatives of the
subrecipient's organization to present the "tentative" conclusions from the monitoring
visit. This exit conference shall accomplish four objectives:
a. Present preliminary results of the monitoring visit;
b. Provide the Subrecipient an opportunity to correct any misconceptions or
misunderstandings from the Analyst's part;
c. Secure additional information from the Subrecipient's staff to clarify or support their
position;
d. For a deficiency that the Subrecipient agrees with, to provide an opportunity for the
Subrecipient staff to report on the steps they are already taking to correct the matter.
The Monitoring Report
The Analyst shall prepare the monitoring report and provide it to the division's supervisor
for review.
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Action Plan FY2013-2014
The Analyst shall send the subrecipient the monitoring report, which summarizes the
outcome of the review. This monitoring report should fully identify any findings and
concerns and provide for a deadline of approximately 21 calendar days (from the date of
the monitoring report) for the subrecipient to respond to any non-compliance. The fording
must be:
• correctly identified;
• based on applicable law, regulation, or program policy; and
• supported by the facts presented in the monitoring letter.
Make sure to include the deadline in the monitoring report for:
■ providing a written response to the findings describing how the Subrecipient shall
resolve any fmding(s); and
• correcting any deficiency identified.
Concerns do not require a written response. Staff will be ready to provide technical
assistance to correct any deficiencies found.
/
CONERACIMONPLIANCEMONETWING
For projects carried out with the use of HOME funds Contract Compliance Analysts
are assigned to monitor the progress of each project. All payment requests for HOME
construction projects will be cleared and verified by City of Miami Inspectors. The
inspectors will assume responsibility for inspecting construction projects prior to
authorization of payment. Payments for reimbursement are reviewed and approved by
Fiscal Assistants, whom then obtain final approval from the Assistant Director of the
Administration Division. This operation protocol preserves a checks and balance system
that minimizes overpayment and promotes sound fiscal management practices. In addition,
Contract Analysts assure that all prerequisites have been finalized, as it concerns to
environmental reviews, Section 3 compliance, and Davis -Bacon monitoring in an attempt
to coincide with federal regulations. Consequently, all pertinent documentation will be in
accordance with Federal Mandates prior to submission for reimbursement and payment.
The Department of Community Development will continue implementing an
outcome -based Consolidated Plan. The goal is to increase the focus, accountability,
impact, and ease of monitoring funded projects. Funds expended through the fiscal years
will be tied to performance benchmarks. A formal monitoring strategy is utilized to
evaluate the viability, reliability and impact of funded projects. The decision to provide
continuing funding for an organization should be shaped, in large part, upon review of
their success in meeting established outcomes.
The City understands that all efforts using Federal, State and Local resources must be
in accordance with established laws, regulations, and sound management accounting
practices. All programs awarded Federal monies will be monitored and reported according
to the program statutory and regulatory rules of those programs.
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Action Plan FY2013-2014
Affordable housing programs are monitored on an on -going basis by contract compliance
analysts. CD has established a sub -recipient monitoring plan which calls for the
submission of periodic reports and audited financial statements.
A description of the standards and procedures that the City uses to monitor activities
carried out in furtherance of the plan and assurance of long term compliance with
requirements of the programs involved, including minority business outreach. The
objectives of CD's monitoring system are:
• To minunin the City's liability by identifying and correcting major program
deficiencies before resulting in financial payment or funding sanctions.
• To conduct production monitoring as part of an overall process.
• To conduct quality control and compliance monitoring, by assessing the quality of
the process and product delivery.
CD will continue to comply with HUD's requirements by preparing the following
documents:
• Five -Year Consolidated Plan
• Annual Action Plan
• Consolidated Annual Performance and Evaluation Report (CAPER)
Davis -Bacon Prevailing Wages
This section provides a brief overview of Davis -Bacon Streamlining and Labor
Standards Administration and Enforcement Objectives:
Apply Federal labor standards properly. Make certain that labor standards,
including Davis -Bacon prevailing wage rates, are applied where required. Ensure
that any exemptions or exclusions are identified.
• Through education and advice, support contractor compliance with labor
standards. Provide basic training and technical support to contractors to ensure
that they understand their obligations under prevailing wage and reporting
requirements.
• Monitor contractor perfonnance. Perform reviews of payroll submissions and
other information to help ensure contractor compliance with labor standards
provisions and the payment of prevailing wages to workers.
• Investigate probable violations and complaints of underpayment. Thoroughly.
explore any evidence of violations, especially allegations of underpayment.
• Perform periodic site inspections and employee interviews.
• Pursue debarment against repeat labor standards violators. HUD will not tolerate
contractors who violate the law.
The Davis -Bacon Act (DBA). The Davis -Bacon Act requires (when applicable) the
payment of prevailing wage rates (which are determined by the U.S. Department of Labor)
to all laborers and mechanics on Federal construction projects. Construction includes
City of Miami 104
Action Plan FY2013-2014
alteration and/or repair, including painting and decorating, of public buildings or public
works.
The City makes sure that all project sponsors awarded Federal funding are aware and
in compliance with the prevailing wages and required documentation of the prevailing
wages for compliance with labor monitoring requirement.
Conversely, many of the workers hired for such projects are better paid attributed to
Davis -Bacon requirements. This is vital for low income limited skilled workers who are
intended to be the beneficiaries of this federal law. The City of Miami will continue to
enforce Davis -Bacon in full compliance with Federal requirements.
Section 3
In compliancewith the Code of. Federal Regulations 24 CFR 135, recipients and
covered contractors must demonstrated compliance with the "greatest extent feasible"
requirement of Section 3 by meeting the goals set forth for providing training,
employment and contracting opportunities to section 3 residents and section 3 business
sectors.
Under Section 3 of the Housing and Urban Development Act of 1968, wherever HUD
financial assistance is given for housing or community development construction projects,
to the greatest extent feasible, economic opportunities will be given to residents and
businesses in that area. The assistance may be in the form of job training, employment or
contracts. The Housing and Urban Development Act was amended by Congress in 1994 to
help give citizens deprived of economic activity increased access to employment and job
training. The Section 3 Act requires recipients of HUD funds and the contractors they
employ to ensure that the economic opportunities generated by the expenditures go to
benefit low-income persons "To the greatest extent feasible". The City of Miami will
continue to enforce Section 3 compliance in all applicable programmatic requirements.
Environmental Reviews
The environmental review process for entitlement jurisdictions is outlined in the Code
of Federal Regulations 24 CFR 58. The procedures outlined in this regulation are used by
entities that assume HUD's environmental review responsibilities in determining program
compliance with the intent of satisfying the National Environmental Policy Act (NEPA).
Jurisdictions must assume this responsibility in all applicable federal programs through a
system of enforced rules and policies.
CD maintains an effective system of communication with HUD to sustain departmental
regulatory compliance. The City endows compliance monitoring by adhering to the
following categories:
• Exempt
• Categorically Excluded
■ Not Subject to 58.5
■ Subject to 58.5
• Environmental Review Assessment
City of Miami 105
Action Plan FY2013-2014
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City of Miami
Action Plan FY2013-2014
106
Attachment 1:
Attachment 2:
Attachment 3:
Attachment 4:
Attachment 5:
Summary of Activities
HUD Tables
Certifications
HUD Application forms
Newspaper Ads
City of Miami 107
Action Plan FY2013-2014
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City of Miami
Action Plan FY2013-2014
108
Attachment 1
NOTE:
THE FOLLOWING ACTIVITIES WERE APPROVED BASED ON LAST YEAR'S
ALLOCATIONS. ONCE THE FINAL ALLOCATIONS ARE APPROVED, A
SUBSTANTIAL AMENDMENT WILL BE SUBMITTED DETAILING THE LIST OF
AGENCIES AND THE SERVICES THEY WILL PROVIDE.
City of Miami — Department of Community Development
CDBG Program Administration
Description: CDBG Program Administration
Category: Administration
Matrix Code: 21A General Program Administration
National Objective: N/A
Proposed Accomplishment: N/A
Objective: N/A
Outcome: N/A
CDBG: $993,143.60
Start Date: 04/01/2013
End Date: 03/31/2014
City of Miami — Department of Community Development
Economic Development Reserve Account
Description: Reserve account to be allocated at a future time for economic development activities.
Category: Economic Development
Matrix Code: N/A
National Objective: N/A CDBG: $3,227,716.70
Proposed Accomplishment: N/A
Objective: N/A Start Date: 04/01/2013
Outcome: N/A End Date: 03/31/2014
City of. Miami — Department of Community Development
Public Services Reserve Account
Description: Reserve account to be allocated at a future time for public service programs.
Category: Public Services
Matrix Code: N/A
National Objective: N/A CDBG: $744,857.70
Proposed Accomplishment: N/A
Objective: N/A Start Date: 04101/2013
Outcome: N/A End Date: 03/31/2014
ESG/HESG Program
City of Miami — Homeless Programs, NET
Description: Provide outreach services to get homeless people off the streets and into shelters.
Category: Homeless Programs
Activity Category: Homeless Assistance ESG: $389,852
Proposed Accomplishment: -
Objective: Create Suitable Living Environments Start Date: 04/01/2013
Outcome: Availability/Accessibility End Date: 03/31/2014
City of Miami 109
Action Plan FY2013-2014
City of Miami - HESG Program Administration
Description: ESG Program Administration
Category: Administration
Activity Category: Administration
Proposed Accomplishment: N/A
Start Date: 04/01/2013
End Date: 03/31/2014
ESG: $32,488
Citrus Health Networks, Inc. — Rapid Rehousing & Homeless Prevention
Description: Implementation of the Rapid Rehousing
Category: Homeless Programs
Activity Category: Homeless Assistance
Proposed Accomplishment: -
Objective: Create Suitable Living Environments
Outcome: Availability/Accessibility
& Homeless Prevention program through ESG funding.
ESG: $211,170
Start Date: 04/01/2013
End Date: 03/31/2014
Citrus Health Networks, Inc. Program Administration
Description: ESG Program Administration for the Rapid Rehousing & Homeless Prevention programs
Category: Administration
Activity Category: Administration ESG: $16,244
Proposed Accomplishment: N/A
Start Date: 04/01/2013
End Date: 03/31/2014
HOME Program
City of Miami - Department of Community Development
Housing Programs
Description: Housing Programs Reserve Account
Category: Housing
Activity Category: TBD
Proposed Accomplishment: TBD Housing Units
Start Date: 04/01/2013
End Date: 03/31/2014
HOME: $1,158,010
City of Miami — Department of Community Development
District - Home Ownership Zone
Description: D2 Home Ownership Zone Reserve Account
Category: Housing
Activity Category: TBD
Proposed Accomplishment: TBD Housing Units
Start Date: 04/01/2013
End Date: 03/31/2014
HOME: $1,500,000
City of Miami 110
Action Plan FY2013-2014
City of Miami — Department of Community Development
HOME Program Administration
Description: HOME Program Administration
Category: Administration
Activity Category: AD/CO/CC Only
Proposed Accomplishment: N/A
Start Date: 04/01/2013
End Date: 03/31/2014
HOME: $295,334
HOPWA Program
City of Miami — HOPWA Program Administration
Description: HOPWA Program Administration
Category: N/A
Activity Category: Administration
Proposed Accomplishment: N/A
Start Date: 04/01/2013
End Date: 03/31/2014
City of Miami — HOPWA Program Reserves
Description: Reserve to be allocated to eligible activities
Category: Housing
Activity Category: Tenant -Based Rental Assistance (TBRA)
Proposed Accomplishment: 1,050 Household Units
Objective: Provide decent affordable housing
Outcome: Affordability
HOPWA $364,904
HOPWA
$11,798,562
Start Date: 04/01/2013
End Date: 03/31/2014
City of Miami 111
Action Plan FY2013-2014
U.S. Department of Housing
And Urban Development
OMB Approval No. 2506-0117
(Exp. 4/30/2011)
Table 1A
Homeless and Special Needs Populations
Continuum of Care: Housing Gap Analysis Chart
Current
Inventory
Under
Development
Unmet Need/
Ga
p
Individuals
Example
Emergency Shelter
1.0(Y
40
Beds
Emergency Shelter
786
132
0
Transitional Housing
931
150
24
Permanent Supportive Housing
1,012
429
1,509
Total
2,729
711
1,533
Persons in Families With Children
Beds
Emergency Shelter
616
0
0
Transitional Housing
900
46
86
Permanent Supportive Housing
1,251
107
1,152
Total
2,767
153
1,238
Continuum of Care: Homeless Population and Subpopulations Chart
rAiurnownesspionvincw
simuusfy
EgNsicriumED
1
EIPMFIEWS
Number of Families with Children (Family
Households):
144
202
1
347
1. Number of Persons in Families with
Children .
474
753
2
1,229
2..Number of Single Individuals and
Persons in Households without children
830
955
1,378
3,163
(Add Lines Numbered 1 & 2 Total
Persons)
1,304
1,708
1,380
4,392
Part 2: Homeless Subpopulations
Sheltered
Unsheltered
a. Chronically Homeless
133
274
407
b. Seriously Mentally Ill
360
Yh�
c. Chronic Substance Abuse
586
d. Veterans
133
G
e. Persons with HIV/AIDS
68
f. Victims of Domestic Violence
166
g. Unaccompanied Youth (Under 18)
68
All figures are based on the Miami -Dade County current inventory of housing needs for this segment of the population.
U.S. Department of Housing
OMB Approval No. 2506-0117
City of Miami 112
Action Plan FY2013-2014
And Urban Development
Table 1B
Special Needs (Non -Homeless) Populations
(Exp. 4/30/2011)
SPECIAL NEEDS
SUBPOPULATIONS
Priority Need
Level
High, Medium,
Low,
No Such Need
Unmet
Need
Dollars to
Address
Unmet
Need
Multi-
Year
Goals
Annual
Goals
Elderly
High
12,944
$116 M
Frail Elderly
High
Severe Mental Illness
N/A
Developmentally Disabled
High
25,700
$231 M
Physically Disabled
High
Persons w/ Alcohol/Other Drug Addictions
N/A
Persons w/HIV/AIDS
High
8,934
$80 M
Victims of Domestic Violence
N/A
Other
N/A
TOTAL
45,578
$427 M
City of Miami 113
Action Plan FY2013-2014
Transition Table 1C
Summary of Specific Housing/Community Development Objectives
(Table 1A/1B Continuation Sheet)
"
Obj.# Specific Objectives
omeless Objectives
Sources of
Funds
Performance,
indicators -
..
Expected
:Number
Actual
Number.
Outcom e/'
Objective*;
.., . ,..... .
HS(a)
Homeless Prevention Strategy —
Extension of Outreach services
ESG
People
1,000
1,200
DH-1
HS(b)
Banning Organised Street Feeding
Programs
Miami Dade
Homeless
Trust
-
-
-
n/a
HS(c)
Low/Demand Haven Beds: Expand
the availability of low-demand/safe
haven beds
To be
determined
Beds
80
n/a
n/a
SpecialNeedsObjectiVes xv
�
SN(a)
Elderly Housing: Apply for special-
purpose Section 8 vouchers targeted
to the elderly, should they become
available, and target available
assistance to the elderly
Section 8
-
-
-
n/a
SN(b)
Housing for Persons with Disabilities:
Apply for special-purpose Section 8
vouchers targeted at persons with
disabilities and assure that housing
providers follow ADA standards.
Section 8
-
n/a
= SpecialaNeedsiHousing for Individualswith.FIIV/AIDS
SH(a)
Tenant -Based Rental Assistance:
Provide Long -Tenn Tenant -Based
rental subsidies and the support of a
Housing Specialist to individuals
living with AIDS and their families.
HOPWA
Households
1,000
1,250
DH-2
SH(b)
Project -Based Operating Support
HOPWA
Households
26
26
DH-2
SH(c)
Short -Term Assistance: Provide
Short -Term assistance for individuals
living with AIDS. The City may elect
to provide this service.
HOPWA
Households
To be
determined
0
DH-2
*Outcome/Objective Codes
Availability/Accessibility
Affordability
Sustainability
DH-3
Decent Housing
DH-1
DH-2
Suitable Living Environment
SL-1
SL-2
SL-3
Economic Opportunity
EO-1
EO-2
EO-3
The City of Miami only provides outreach services to homeless individuals and families and as such, it will
implement its objective within the first year of the plan. As Housing units become available within Miami -Dade
County Continuum of Care System of Services, we hope to eliminate homeless by year 2012.
City of Miami
Action Plan FY2013-2014
114
Table 2A
Priority Housing Needs/Investment Plan Table
PRIORITY HOUSW NEEDS a`
i
(househoids)..
Priorit
Unmet Nee• d 'r
Renter
Small Related
0-30%
H
7,363
31-50%
H
3,714
51-80%
H
1,548
Large Related
0-30%
H
6,769
31-50%
H
5,323
51-80%
H
5,536
Elderly
0-30%
H
2,185
31-50%
H
1,764
51-80%
H
2,370
All Other
0-30%.
M
4,277
31-50%
M
2,916
51-80%
M
2,344
Owner
Small Related
0-30%
L
2,205
31-50%
M
1,825
51-80%
H
1,379
Large Related
0-30%
L
830
31-50%
M
1,199
51-80%
H
1,870
Elderly
0-30%
L
293
31-50%
L
324
51-80%
L
990
All Other
0-30%
L
528
31-50%
M
363
51-80%
M
434
Non -Homeless
Special Needs
Elderly
0-80%
H
3,500
Frail Elderly
0-80%
H
Severe Mental Illness
0-80%
L
_
Physical Disability
0-80%
H
75
Developmental Disability
0-80%
H
Alcohol/Drug Abuse
0-80%
L
_
HIV/AIDS*
0-80%
L
-
Victims of Domestic Violence
0-80%
L
_
*This table pertains to CDBG funding. The City utilizes HOPWA funding to assist this segment of the population.
Source: US Department of Housing and Urban Development — SOCDS CHAS Data, 2000
City of Miami
Action Plan FY2013-2014
115
Table 2A
Priority Housing Needs/Investment Plan Goals
Renters
0-30ofMFI
31 - 50% of MFI
51 - 80% of MFI
Owners
0-30ofMFI
31 - 50 of MFI
51 - 80% of MFI
Homeless*: ` . .. .
Individuals**
Families**
5-Yr.
Goal
Plan/Act,
175
250
200
50
125
Yr. l
Goal
Plan%Act
35
50
40
10
25
Plan/Act'.:`
35
50
40
10
25
35
50
40
10
25
Yr 4.
Goat
Plan/Act
35
50
40
10
25
coal'
Plan/Act
35
50
40
10
25
Non -Homeless S
Elderly
p
ecial Needs
Frail Elderly
3500
700
700
700
700
700
Severe Mental Illness
Physical Disabili
ty
Developmental Disability
Alcohol/Drug Abuse
HIV/AIDS***
Victims of Domestic Violence
Total
Total Section 215
215 Renter
215 Owner
75
4375
15
875
15
875
15
875
15
875
15
875
* Homeless individuals and families assis ed with transi ional and permanent housing.
**City only provides referral services for• Homeless individuals utilizing ESG funds.
***This table pertains to assistance provided with CDBG funds. The City utilizes HOPWA funding to assist this segment of
the population.
City of Miami
Action Plan FY2013-2014
116
Table 2A
Priority Housing Activities
Priority Need
5-Yr.
Goal
Plan/Act
Yr. 1
Goal
Plan/Act
Yr. 2
Goal
Plan/Act
Yr. 3
Goal
Plan/Act
Yr. 4
Goal
Plan/Act
Yr. 5
Goal
Plan/Act
Acquisition of existing rental units
Production of new rental units
Rehabilitation of existing rental units
Rental assistance
Acquisition of existing owner units
Production of new owner units
Rehabilitation of existing owner units
Homeownership assistance
HOME
"-'
Acquisition of existing rental units
Production of new rental units
Rehabilitation of existing rental units
Rental assistance
Acquisition of existing owner units
Production of new owner units
Rehabilitation of existing owner units
Homeownership assistance
HOPWA
25
100
5
20
5
20
5
20
5
20
5
,20
625
75
125
15
125
15
125
15
125
15
125
15
•
175
35
35
35
35
35
Rental assistance
Short term rent/mortgage utility payments
Facility based housing development
Facility based housing operations
Supportive services
1100
1100
1100
1100
1100
1100
26
1100
26
1100
26
1100
26
1100
26
1100
City of Miami
Action Plan FY2013-2014
117
Table 2B
Priority Community Development Needs
Priority Need
Priority
Need Level
Unmet
Priority
Need
(Optional)
Dollars to
Address
Need
(Optional)
5 Yr
Goal
Plan/Act
(Optional)
Annual
Goal
Plan/Act
(Optional)
Percent
Goal
Completed
(Optional)
Acquisition of Real Property
M
Disposition
M
Clearance and Demolition
M
Clearance of Contaminated Sites
M
Code Enforcement
M
Public Facility (General)
M
Senior Centers
M
Handicapped Centers
M
Homeless Facilities
M
Youth Centers
M
Neighborhood Facilities
M
•
Child Care Centers
M
Health Facilities
M
Mental Health Facilities
L
Parks and/or Recreation Facilities
M
Parking Facilities
M
Tree Planting
M
Fire Stations/Equipment
L
Abused/Neglected Children Facilities
M
Asbestos Removal
L
Non -Residential Historic Preservation
M
Other Public Facility Needs
M
Infrastructure (General)
M
Water/Sewer Improvements
M
Street Improvements
M
Sidewalks
M
Solid Waste Disposal Improvements
M
Flood Drainage Improvements
M
Other Infastructure
M
Public Services (General)
H
Senior Services
H
Handicapped Services
H
Legal Services
M
Youth Services
H
Child Care Services
H
Transportation Services
M
Substance Abuse Services
M
Employment/Training Services
H
Health Services
H
Lead Hazard Screening
M
Crime Awareness
M
Fair Housing Activities
M
Tenant Landlord Counseling
L
Other Services
M
Economic Development (General)
H
C/I Land Acquisition/Disposition
M
C/I Infrastructure Development
M
C/I Building Acq/Const/Rehab
M
Other C/I
M
ED Assistance to For -Profit
H
ED Technical Assistance
M
Micro -enterprise Assistance
H
Other
H
City of Miami
Action Plan FY2013-2014
118
Table 2C
Summary of Specific Housing/Community Development Objectives
(Table 2A/2B Continuation Sheet)
pecfic Objectives
1Rental Housing (RN)
RH(a)
• RH(b)
?reserve°Affordable Rental.Housin
Multi -Family Rental New Construction:
Increase the supply of affordable rental
busing available to extremely low-,
very low- and low to moderate income
residents through new construction.
Housing Choice Voucher Assistance:
Provide rental assistance to residents
through the Housing Choice Voucher.
RH(c) ? Multi -family Rental Rehab: Provide
loans and grants toward the
rehabilitation of multi -family rental
properties to help preserve affordable
rental housing for extremely low-, very
( low- and low to moderate income
residents.
Multi -family
Rental New
Construction
Housing Choice
Voucher
Assistance
i Multi -family
Rental
Rehabilitation
omeowner Assistance HA . Homeowner Retentio
HA(a) Single Family Rehab and Code
( Violation Elimination Assistance:
Provide rehab assistance to
homeowners for deferred maintenance,
home repairs and elimination of code
violations.
HA(b) Replacement of Unsafe Housing:
Provide assistance to homeowners to
replace unsafe housing structures.
Single Family
Rehab Loan
Program
Emergency
Grant Home
Repair
Assistance
Program
Single Family
Replacement
Housing Program
CDBG
HOME
SHIP
AHTF
Housing
Choice
Voucher
Program
CDBG
SHIP
125/yr Housing Units
136 Households
Voucher +
280 Mod -
Rehab/
Year
4/yr Housing Units
HOME 4/yr 1 Housing Units
SHIP
Affordable Homeownership Opportunities• (HO) p IncreasezHomeownershi
HO(a) New Construction of Homeownership i Homeownership HOME ' 15/yr
Units: Increase the supply of affordable Development SHIP
homeownership units through new I Program
construction. Homeownership
New
Construction
Program
HO(b) I Homeownership Financing (Down
Payment Assistance): Assist low to
moderate income families obtain
s homeownership by providing financing
assistance (i.e. down payment, closing
costs, and second mortgages).
'mutate Housing Development"(H
First Time
Homebuyers
Financing
Program
Homebuyers
Financing
Program
€ HD(a) Tax Credit Assistance/Housing Credit The Housing
Match: Provide Tax Credit Assistance I Credit Match is
I Housing Units
HOME 35 Households
SHIP
a 1 Approved
projects/yr Applications
::Expected
.Units =
3-Year •
625
136 136 DH-2
Voucher+ Voucher
280 Mod- + 280
Rehab/ Mod -
Year ? Rehab/
Year
20 0
5 projects 12
at projects
City of Miami
Action Plan FY2013-2014
119
Specific Objectives
to projects located in the City,
preferably to those located within the
NDZs and Model Blocks, by providing
matching funds and assuring that all
municipal items on the Tax Credit
application checklist are addressed in a
timely manner.
part of the New
Construction of
Multi -family
Rental.
$250,000
each for 5
years
HD(b) l Capacity Building to Non -Profits: Capacity CDBG 1 CDC # of capacity 3 CDCs 5 CDCs
Provide capacity building support to Building/Technic I I building support over a
non-profit developers and assist such al Support period of 5
organizations to develop partnerships years
with private developers.
mmunrty Development
ublicServicesObjectives (F
1
I partnership I # of partnerships 3
partnership
s over a
period of 5
years
PS(a)
Endow a suitable living environment to Childcare
low income children and families that Services
helps to meet both quality of health and
sustains economic self-sufficiency
through the provision of quality
childcare services.
PS(b) Prepare children and youth to transition
into successful adults.
PS(c) I Increase the quality of health for elderly
i citizens through the reduction of
) malnourishment.
Youth Services
Elderly Meals
CDBG 200/yr . Number of
CDBG
CDBG
Amplify the supply of supportive and I Services for CDBG
PS(d) I transitional services required to enable I People with
persons with special needs to live with I Disabilities
dignity and independence.
PS(e) l To link elderly persons in need of I Elderly
I support services to essential I Transportation
community resources. Services
CDBG
PS(f) To prepare youth and unskilled adults Employment & CDBG
for entry into the labor force. I Training
conomic Development`Objectivesi
ED(a) Create employment opportunities in
financially distress neighborhoods
i while promoting job creation in the
i Commercial Business Corridors (to
include areas within the vicinity of the
CBCs).
ED(b) Develop business attraction and
retention programs within the
Commercial Business Corridors
creating a chain reaction that will
sprout economic development activities
for extremely low-, very low-, and low
I to moderate -income residents.
Job Creation
Job Retention
Persons Served
1,000 1,117
100/yr l Number of 500 769
I Persons Served
700/yr I Number of 3,500 ' 5,272
persons served
I
SL-3
SL-3
SL-3
20/yr Number of 100 95 SL-3
Persons Served
20/yr Number of 100 240 SL-3
Persons Served
5/yr Number of 25 0 E0-3
Persons Served
CDBG 25/yr l Number of 125 294 E0-1
persons served
CDBG 5/yr i Number of
Persons Served
s ED(c) I Improve the financial growing potential ' Micro -Enterprise CDBG 25/yr I Number of 125 126
of micro businesses in and around I businesses
targeted Commercial Business I assisted
Corridors that will increase the demand I
for labor and create living wage jobs.
City of Miami
Action Plan FY2013-2014
120
ED(d) I Secure small business incubators, I Technical CDBG 1 5/yr Number of 1 25 0i EO-1
loans that provide inexpensive Assistance businesses
manufacturing space to include support I assisted
services, managerial advice and
consulting services for business
activities that benefit extremely low-,
very low-, and ow to moderate -income
persons.
ED(e) I Execute facade improvements 1 Commercial : CDBG 200/yr : Number of I 1,000 1 1,667 I EO-3
preferably within the Commercial Facade Program ! businesses
Business Corridors. Improvements of I assisted
awnings, signs, lighting and other
, I exterior fixtures.
ED(f) I Improved safety and appearance of : Code I CDBG 20/yr : Number of : 100 i 0 : EO-3
commercial corridors and 1 Compliance i businesses
neighborhoods. .
i assisted
Ottitt,f1Nrciri;Quaiitifie4;!MeditirrifLovEPtiority.:Objectiyet.g,...,.
HP I Encourage and support the restoration I Historic i i CDBG I Housing Units/ SL-3
. I and preservation of sites and ! Preservation I Public Facilities
structures that have historical
i .
significance when such restoration •
activities comply with CDBG National
. .
• • . :
Objectives
• . i
PP Acquisition, construction, rehabilitation : Public Facilities CDBG i Public Facilities i - ! - SL-3
or installation of public facilities in I and
response to the needs of the i Improvements
community. ..
II i Create safe, attractive, and accessible 1 Infrastructure CDBG : I Public Facilities i
i SL-3/
neighborhoods through the stimulation I Improvements EO-3
of economic growth and infrastructure
improvements i i
: .
City of Miami
Action Plan FY2013-2014
121
Table 3A
Summary of Specific Annual Objectives
Obj
Specific Objectives
Rental Housing Objectives
RH(a) Multi -Family Rental New
Construction: Increase the supply of
affordable rental housing available to
extremely low-, very low- and low to
moderate income residents through
new construction.
RH(b)
Housing Choice Voucher Assistance:
Provide rental assistance to residents
through the Housing Choice Voucher.
RH(c) I Multi -family Rental Rehab: Provide
loans and grants toward the
rehabilitation of multi -family rental
properties to help preserve affordable
rental housing for extremely low-, very
low- and low to moderate income •
residents.
Owner Housing Objectives
Sources of Performance Expected Actual Outcome/
Funds Indicators Number Number (5-Year) ±Objective*
(2004-09
CDBG
HOME
SHIP
AHTF
Housing 625
Units
706 DH-2
Housing Households
Choice
Voucher
Program
136
Voucher +
280 Mod -
Rehab/
Year
CDBG Housing = 20
HOME Units
NSP
SHIP
AHTF
136 DH-2
Voucher +
280 Mod -
Rehab/
Year
0 DH-2
HA(a) i Single Family Rehab and Code CDBG Households
•
Violation Elimination Assistance: SHIP
Provide rehab assistance to
homeowners for deferred maintenance,
home repairs and elimination of code
violations.
HA(b) Replacement of Unsafe Housing:
Provide assistance to homeowners to
replace unsafe housing structures.
HO(a) New Construction of
Homeownership Units: Increase the
supply of affordable homeownership
units through new construction.
HOME
SHIP
HOME
SHIP
100 138 DH-2
Housing
Units
Housing
Units
20 15 DH-2
75
176 DH-2
HO(b) Homeownership Financing (Down
Payment Assistance): Assist low to
moderate income families obtain
homeownership by providing financing
assistance (i.e. down payment, closing
costs, and second mortgages).
HOME Households
SHIP
175
284 DH-2
City of Miami 122
Action Plan FY2013-2014
Homeless Objectives
Special Needs Objectives
Community Development Objectives
Infrastructure Objectives_
i II Create safe, attractive, and accessible CDBG Public SL-3/ _
neighborhoods through the stimulation Facilities EO-3
of economic growth and infrastructure
improvements
Public Facilities Objectives
PP Acquisition, construction, rehabilitation CDBG Public
or installation of public facilities in Facilities
response to the needs of the
community.
Public Services Objectives _..._ ...................__._......_
PS(a) Endow a suitable living environment to CDBG
low income children and families that
helps to meet both quality of health and
sustains economic self-sufficiency •
through the provision of quality
childcare services.
PS(b) Prepare children and youth to transition CDBG
into successful adults.
Number of
Persons
Served
Number of
Persons
Served
1,000
500
1,117
PS(c) Increase the quality of health for CDBG Number of
elderly citizens through the reduction persons.
of malnourishment. served
Amplify the supply of supportive and
PS(d) transitional services required to enable
persons with special needs to live with
dignity and independence.
PS(e) To link elderly persons in need of
support services to essential
community resources.
PS(f) To prepare youth and unskilled adults
for entry into the labor force.
3,500
SL-3
SL-3
769 SL-3
5,272 SL-3
CDBG Number of i 100
Persons
Served
95 SL-3
CDBG , Number of 100
Persons
Served
CDBG Number of 25
Persons
Served
240 SL-3
0 EO-3
Economic Development Objectives
ED(a) Create employment opportunities in CDBG Number of 125 294 EO 1
financially distress neighborhoods persons i t
while promoting job creation in the served
Commercial Business Corridors (to
include areas within the vicinity of the
CBCs).
City of Miami 123
Acton Plan FY2013-2014
ED(b) Develop business attraction and
retention programs within the
Commercial Business Corridors
creating a chain reaction that will
sprout economic development activities
for extremely low-, very low-, and low
to moderate -income residents.
ED(c) ` Improve the financial growing potential
of micro businesses in and around
targeted Commercial Business
Corridors that will increase the demand
for labor and create living wage jobs.
ED(d) 1 Secure small business incubators, loans
that provide inexpensive manufacturing
space to include support services,
managerial advice and consulting
services for business activities that
benefit extremely low-, very low-, and
low to moderate -income persons.
ED(e) Execute facade improvements
preferably within the Commercial
Business Corridors. Improvements of
awnings, signs, lighting and other
exterior fixtures.
ED(f) Improved safety and appearance of
commercial corridors and
neighborhoods.
Other Objectives
HP Encourage and support the restoration
and preservation of sites and structures
that have historical significance when
such restoration activities comply with
CDBG National Objectives
*Outcome/Objective Codes
CDBG Number of 2-5 EO-1
Persons
Served
CDBG ' Number of ` 125 126 EO-1
businesses
assisted
CDBG Number of 25
businesses
assisted
0 EO-1
CDBG Number of ! 1,000 1,667
businesses
assisted
EO-3
CDBG ! Number of 100 0 EO-3
businesses
assisted
Housing
Units/ Public
Facilities
SL-3
Availability/Accessibility I Affordability ' Sustainability
Decent Housing DH-1 I DH-2 DH-3
Suitable Living Environment I SL-1 SL-2 SL-3
Economic Opportunity EO-1 EO-2 _ EO-3
City of Miami 124
Action Plan FY2013-2014
U.S. Department of Housing OMB Approval No. 2506-0117
And Urban Development (Exp. 4/30/2011)
Table 3B
Annual Affordable Housing Completion Goals
Grantee Name:
Program Year:
BENEFICIARY GOALS (Sec. 215 Only)
Homeless Households
Expected Annual
Number of Units
to be Completed
Actual Annual
Number of Units
Completed
Non -homeless Households
Total Sec. 215 Beneficiaries*
RENTAL GOALS (Sec. 215 Only)
1,203
Resources used during the Period
: I :
CDBG ! HOME I ESG i HOPWA
•
- 0
-
1,203 ! - 1 0
0
0 0
Acquisition of existing units - ; - i 0 0 .
0
Production of new units 125 _ El 2 0
Rehabilitating of existing units ! - : - ; Ei E Ej • 0 0
. .
Rental Assistance 1,000 ! 1,510 1 0 0 :
. 0
:
Total Sec. 215 Affordable Rental 1,129 1,510 E
E ,
,
. 0 2
HOME OWNER GOALS (Sec. 215 Only)
Acquisition of existing units - :
. - 1 0 ID
Production of new units 15 ! - . p 0
1 Rehabilitating of existirqunits 24 ! 19 1 0 . 0
1
, Homebuyer Assistance 35 ! 78 1 0 ; 0 0
Total Sec. 215 Affordable Owner 74 97 ! E I E
. 0 ' 0 i
COMBINED RENTAL AND OWNER GOALS (Sec. 215 Only)
1 Acquisition of existing units - -
Production of new units ; 140
1 Rehabilitating of existing units 24 ; 19 El i 2 0 0
Rental Assistance . 1,000 ; 1,510 i 0 0
Homebuyer Assistance 35 ; 78 i 0 ; El 0 I
- o o
Combined Total Sec. 215 Goals* • . 1,203 : 1,607
OVERALL HOUSING GOALS (Sec. 215 + Other Affordable Housing)
Annual Rental Housing Goal -
1,129 i 1,510 F El ! 0
Annual Owner Housing Goal ; 74 ' , - 97
Total Overall Housing Goal 1,203 i 1,607
0 !
0 0
0
0 0
* The total amount for "Combined Total Sec. 215 Goals" and "Total Sec. 215 Beneficiary Goals" should be the same number
:7)
City of Miami 125
Action Plan FY2013-2014
BB i MONDAY, SEPTEMBER 17, 2012 rt
LOCAL & STATE
MiamiHers:eom i THE MIAMI HERALD
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Coy of Mlsml
! apalm . of Curranllnly Denbwnent
District Public Hearings Conducted by
Chy of Miemi Commission to
dleouee district prfortdes for the
2013.2011 Annual Action Pien
PUBLIC HEARINGS
Vrbu Lagos.. M ern CM el u..r,l plobicl and MIvnIA.9. County
City of a4m i rulda'ds N mxlm0r0 to pow.0oa e n Dialno P006 FMmrrg. u a laid ey 1M Ry a i4H Cwmrsmrorrr
lspwl9Mp roll D.Iiel TM maws. of Ind P16flc 1WnM b to dud wnrn0Nly nods and 7. tlm Eutiaw of CulnmvNy
Drv.lapme11Bb0Jr Gnrll (CMG). HOME 3n4wllrwnl Pa 1,3103 3 3HOMEI, tblmlp Cppm11niba5 for 0rlu0w wnh 0JDS (4JPWAI,
and Enw'prr0Y Shceioa Gad )ESG) Fund& for Ills law, yaw' of 2019-2011, wirJ1 not, from Aonll 1.2013 brooch Maras 31, 2014.
That. WNc Mamge M Cdpna710 dN11Ay W Mess 011warder. and *MMON A pronli0 for fadardry Loa. acOvNas. Th. dales,
Moat an0 bcdioru 01I1 6.6 fwevpa N as r0bwa:
David 1l Vhdnwday, bomber 17, 2012, 6.10 am, 21a01e1l: Tuareae, October 1a, 2012, 636 pm.
Cammlulenr Wnlwdo -wow- Goal CN1mW 1«w. Fling Suns
Apaastan Canvnu'ary Aa0o, etc. Oa 1001 DrLabona Mora
2257 NW North Raw 01iw, M.mi,FL 30121 2055 Cord Wry, Mlrry FL 33145
Dl.bla 2 Mondry. Os40c SI..12,.9 m.
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YJ 30 Pon Amina.anCan D, Malt, FL 63: J3
Olaeia31 FHdry, Oe101Wn 1;23t2, 6 town
Comm/Wooer Flunk Carob
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401 bw 3 Avant., Mla'N. FL 32130
H OPWA Wednesday. comber 10, 2012. 6 NT.
C.n0M Tr. Iowan Case GSM., Room 1,0
MIan, 5403 NW 22"Areno., Mimi. FL 32142
Oaclw Dade
Diatom b; Monday. Ortlmw 13, 0012, I p.m.
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9a7W.ndo
20355 SCUM F.SerdIaphw.y
Ilomwtead FL33011
INw1led Indirltluah 61e arowaod to alnnd 6Ma0 Public Hwnps Mean Cwn'rlrtls hoer W p,bl: w. a Auld and
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Denkunem o' Community Dn3opm.N at DOS) 41620E0 no Mee Nan Ira O; baa.nn morn ono to UN Pubs Hump data
For mow 6lomedd, sboa pre hearing. MIMI Robes T a sl p051416-196{. Si raed da.0 Wm MP antmcio .1 IMMd.
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"rev mir.'teemvrnmfsommuMlvdeveavmrnrl•ura.s0nen c. Ind No. saw)
PUBLIC NOTICE
ANY PERSON WHO RECENES COMPENSATION, fEMJNERAT)ON OR EXPENSES FOR com:Nr TMG 105371NG
AC7MTIE5 IS REOL07E0 TO REGISTER AS A LOBBYIST WITH THE CITY CLERK PRIOR TO ENGAGING IN
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THE APPLICABLE ORDINANCE IS AVAILABLE IN THE OFFICE OF THE CRY CLERK )MIAMI C7TY NALL), LOCATED AT
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AT ITS MEE7WG ON THURSDAY, SEPTEMBER 27. 2012 AFTER 1107 PM.AT MIAMI CITY MALL, 3531 PAN AMERICAN ORNE
THE MIAMI CITY COMMISSION WILL CAI:SIOEE THE FOLLOWING PINNING AND ZONING (IEA1:
0400181cr APPROVING A RELEASE CF COVENANTS AT MS NE a CT.
12-00651ac CLOSING, VACATING, ABANDONING AND DISCONTINUING FOR PUBLIC USE AN ALLEY BETWEEN
BISC BLLT A NE 2 AV 6 BETWEEN NE 20 TER A NE 21 5T
12. 061NIe DENYING OR GRANTING THE APPEAL OF AN AFTER-T'E.FACT SPECIAL CERTIFICATE OF
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Coptea of Ow proposed luolnbm and ad/emcee are available for reMaw al Huth.; Boards, 4M 5W 2" Avenue,
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pates be award ce remounted al We nlaketp and are MAW to amass., thee view.. N amoaa*e N01 u1.
Amok -Mass with Diuba des Act of 1000, as p.raoru who r.004a Woman aeeo1117odetiem In oldr to Pentoirme In
the meting should corneal the Office or the Chy Cie* at (3'35) 250.6360 at hum three laciness days prbn to the
precedkc. Srn1Ad any person desire to appeal any decision 07 the Chy Communion seal, respect to any mane, to be
eardltlened at Lh)1 mewing etat parson shalt metre that a varWnn retard or Ind proceedings 1s made In0udec ell
lest6naly and rick.. upon wadtdl any appeal may be treed IF/5 266.01051. Hearing Basins Ad No. 10140
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PARALYMPICS
Disabled athlete
courts tennis, girl
■AWhe le hair tennis player from Palm Beach
County didn't win at the Panlympie Games, but
• he st01 came helm. With a prize - a fiancee.
BY 00i WOIFOR3
Sin Semael
Wheeldmir tennis play-
let Noah Yablong had prat -
Coed several hours every
day for months. The Parr
lympic Games in Landon
were his big.bor at a rue
opportmsily.
But that wasn't why he
The day before matdt-
surtoe,lmelupwins taw
girlfriend., who is now my
amok: said Yablocg, 24.
of Ocean Ridge, a seaside as .000Jm *Mani
town in Palm Beach LOVE STORY: Tennis
County, Gayer Noah Yablon0.
Shesaidyestohbmae-
riaye proposal, but he lost people were watching his
his matches.As he wheeled singles match on a side
onto the courttha 5xst day. court. Meanwhile, thou -
the mormiry of playing on sands watched wheelchair
a world stage struck him. tennis on renter court.
He suspects those latent She called the loss to
nerves played a pan in hla Waa)u Yusuf, 33. of Nigeria,
loss to a Nigerian player in 'extremely disappointing"
has nogloi match and to a because it was an oppo-
par of Swedish phenoms neat Yeblong could have
who evennr9Oy bowled ev- beaten
0 7bedy and iron gold. The doubler match
Nonetheless, 'the whole against the Swede was in-
experience was ewrmm4' .that nar7. The7 won the
said Yablong. a sturdy athb gold medal handily.
lets whose mobility was 'It was laugh trying to
knee/nod by a disease Mc adjust to their pace, the
attacked his femur. The spin. thtag. Ike dealt with
discuss called Legg Calve before but helm quite on
Perthes, starves bones of thk keel.' Yebiong said
blood strips sway cartilage On Friday, Yablong
and giros preteens the hips joined more than 400
of76ymolds Olympians and Parelym-
Despite IL he discovered piens on the White Hoene
an aptitude for playing lawn to shale herds with
sports sitting down epe- President Haack Obama
oaly tends By the end of Now it's beck to the real
20ll he was ranked No.4lin world for the buddinRermi.
the world and was soon neer,whoreeentlygrodual.
bound for theUnited 7)atg- ed with a degree from the
dons to compete among 112 Universiry of Aruom His
of the very best wheekluir ranch lives in Arizona, so
tennis pie-pers. he's looking West for his
'7Le Brits put on en ate rule 'ph
whitely phenomena 'My personal bright and
event,' add Yablong•s shining moment didn't
Boynton Beach mart' Sari really have to dl with the
Yerg. who estimated 75 treat itself' Y.bbng said
5B I 'USDAY. N.OVEMBER 13. 2012 MamiHeratd.com I THE MIAMI Hc00ALD
THE BUSINESS REPORT I BUSINESS STARTS ON 8B
ECONOMY
Corporate earnings not quite as bad as expected
■ For the third quarter, 7D percent of 429
companies that have reported earnings have
beaten analyst projections of thalr profitability.
BY salt IRWIN
mow... rote Serves
E•miogge season Is wind.
ing dodn with ton major
companies having npotssd
on how they did m the third
g'uarrer of the year And Me
rem. lure some interest-
ing intone for where cite
economy it going.
D(the 42a eeunpmies that
have reported, acvo&og to
Facet, 70 percent have
beast malysr projections
of their profitability. 1t is
duping up, as analyzes had
forest to be the (en qua.
to io almost three years in
whicb earnings declined.
But boom'[ quite the blood•
bath that had been expected
Analysts had form. a 31
percept derlrne in eraro o
when the quarter ended, yet
so far it has dropped by only
an 0.: percent
But roars particularly
notable is bow the good
news on etarningi came
about les ow from higher
sales In fact, only 40 per.
cent of the companies that
have mooned beat analyst
forecssu on their revenues.
In other words, corporate
Amain found othv says
to become more ;cafe -able
in the third quaver, sque..
ing impasses such u weal.
salaries to improve their
hanom ex even.hen thee•
cop line wasn't doing all that
welt
The Fa ether numbers
cover only the pobucry trad-
ed companies that repon
their results to the world
earl grunter. Hu: Alan Le -
ems.. the chief economist
oft Bowe 1 rsoe. hes a tr:h-
od for cerracring a quick-
and•dsrcy picture of how
corporate America as
whole is doing from the
quarterly repon on gross
dorr:es:ic product
Levenson looks a: the
oumut by the corps's nee•
for relative to unit labor
cost or gay to viers rele•
tive m the" pndum:onibe
resins show profs margins
raying n hisosically ele-
vated levels lo the July-
thmugb-September quarter.
And things neat looking
gees: fro future seem.. ei-
the Azmding It the Fact.
Se numbers. 62 companies
beve issued negadvo guid-
ance about their exported
profits, versus 24 who put
out podrivc projc tram
Sire'. what all these
menbes may sal us: Sven
Witt some apparent im-
pra0mmin theiob andet
in the lss. few months, em-
ployers seat (eelnoreal mes-
ons m sw.teo ten wages
to get good workers. That
cersimem meth. M with the
fir: wags reported i:, morn
jobs reports
But while workers don't
have the negotiating
strength to demand higher
pay. allowing businesses to
1•wp improving their profit
margins, the mmromy also
bait grossing fan enough co
make soles riee inem mean-
ingful way Thst allows burl•
ne55es to Increase (heir
earnings men when rove -
ale Ian•: [(sing much.
So, why is reswue tiziog
fo slowly? The easy answer
is the one dun. those com-
panies have used io their
earnings conference cells.
The globs economy is slow•
ing, with Europe likely IDre
cession and key emerging
markets sunk as Chia and
Bract downshifting their
econonies' pace of growth
For funs whose wo-kspem
the globe those weakeoiog
global ea000roies quickly
translate to blower sales
itnasea
BusinPs 6e6 have sumo tent
feeling anxious about the
Cls�: c!i1A wped:1.11y over
potential us Likes sod
spending cum ft is lens der
low much the pole., ofthe
budge: debate famoned ham
the third quart.... and
the upward pressure on
prom margins. One could
imagine some companies
putting of( purchases of
large capital goods to see
how things are resolved
lb see just .•bar damage
that ken: caused, we can wet
for the fourth quarter
numbers.
MEDIA
BBC debacle might bring more British oversight
•MUa00Ca, FM it all
Many say the repu:a5ot
of the Heins media is at an
optima loss•.
" ]e issues the BBC is
dsmgwithm. the moment -
are .•eery Efferent horn the
phone ha --jag and Nepalis
te:apt of co1n.-r01.•dra5ons
which led to the l.evyon in.
eoiry," mud Bob Calve[, •
iocn:iir professor at Be-
ar:wh m City University
"(But) clearly In the public
mind there wee,'[ be ch. din
dreoon the puhli: will we it
as plot so.-sdar5 avow the
board"
M.urdoch'm grudge against
the BBC was violad in derail
in a 2039 speck by his son
)sates, a The executive who
railed against the BBC's
banding, which comes from
television license fee paid
by every TV household in
Britain
Beta uce o(iu funding,
-the BBC feel rmpowaed•
and "the scope of its activi-
ties and ambitions is chill-
ing," said James Murdoch
Phil Harding. tie BBC's
former controller of editori.
d(»hcs•,ssaztledUllrnedia
to resist the temptation to
criticize too much
if you really tear ion- an.
ocher journalistic org ni:a-
ton. whet you are going m
do is ... undermine public
confidence In journalism,"
he said Monday at a bode;•
ofEiim05 conference inBei-
fart Northern Ireland.
BBC chid George Fnwis-
de resigned last weekend,
an? on Morale)• the bead of
news. Eden Bowden, and
deputy Stephen Mitchell
were temporarily removed
from their porn though the
broadcaster slid neither
save gored M the errors
involving its child am abuse
reports
The brtwdoste aso and
under fire Monday fro the
tarns of Errwisde. remoal
after any Se tan on the job
Re is eating a Rd; yearssai-
any of 676,000.
"Clearly it is bard to jutdfy
a sir&Sle payoEof that sort'
Czneron's apoM•0'r Steve
field cold reposes.
lain Overton arm
vowed in prefer.- og the was
-
anjght nay oboes: the poao-
clan resiped Mar...05' as en.
imr of the Buoo of iwesd-
gative Iou:neliom. The
org.oiauon is a nonprofit
mambas.. n Gq•Uorrd-
n in Loadan tau weeks witb
several >rns cepat'mant
Further resignations or
suspensions at the BBC are
REAL ESTATE
Commercial Boulevard office vacancies soaring
•D:FCE5 FROM BB
main Na-nr•
Along Commercial, Me
.rep often found its puling
spaces filled by students
Eon- a local college said
Donna Berger, managing
paler of Eataoar, Car'fsn-
lira w-har's mote, the'ryou corlortable when they per ftcult far Commercial to
of the building was i2An- dune - Berger said''Welted make s mmea:l, brokers
verde. ab= said a happy home there for may.
'When you're running a years, but at the end or the There real k is no great
business you're loo.g for den'. just outgrew it" hope for that corridor,
5. fig space pa.-ksng, had for ComPeition Bom the Cy. Kbplev said
it to be easy fro ciierq Mad press Creek market and fair- "'h'eprojee cher it will al.
customer, to find you — et comp(ses in southwest- ways be a socondsry
and you want them to be, enaBno and wlilmskeltd!(- m•rk<."
PHILANTHROPY
Social entrepreneurs out to make a difference .
•PHOANTH0OPY, Fnen sions took piece ire ]]-gl!sb
and Spanish. and Mandel•
presentations, videns and mash said she hoped the s-
questioo-and-answer are• mesal conversations between
l
:1i:1
1
Proudly serving The State o1 Flortda Since 1998
We Offerthe `tx."�.
following programs:
• Conventional loans
• FBA Purchase Leans: ...
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FHA Streamline Refinancing : No amorists. Required
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• Mon be 62 years or older,
• social 5scudh g Medicare benefit* an not aRadad.
• Deed (Tidy) gray! in Your name.
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tt you owe more than the property Is worth and you are
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0IBR10a
CH1ICE
S OItMELCE
1.w.s De same tunas
4,44
sessions would feed co :a -
cure ideas and organiza-
tions.
Even enerepre neuc
whose pet -jeers are not eho-
sm for the abc• grant have
kr' the op poyummy this week
to inevan with investors
had leaders of the Indus-
tries they seek to influence.
Pets Rai, of Grupo Froteg-
leo5ierrs Gorda in Mexico
said her a1!iaoee of f,e coo-
se. orlon organizations is
already active in central
Mexico, but V awarded rbe
grant she would tuck toes -
panel to the riot of the corm• tender who didrt want to
be named bemuse he works
for one of toe cc -sponsors
of the conference. "We
come, watch, applaud and
leave"
Still, abc• continues to
connect
d oweso of the most
creative innovators in e
yoagv generation to cur-
rent political and business
Madero who have the re.
sources to give ihei ideas
wings Mandeiman said,
and the rem, of the Con]nu'
icy Foram promises to help
make this happer-
t1Ve believe that collet•
tive engagement can ad -
the Americas," she
said
The abc`
Continuity
Forum'
try end into South Arnie.
The strength ofour proj-
ectis that 11 s already up and
riming,' Ruse said in Span-
ish afro her presentation
•'Ne ysve the tools to ex.
Find and reproduce what
we're doing."
Although moil of the
conference attendees were
excited about the Ideas,
snrine expressed frussedon
with the lack of avenues for
individuals to get involved,
1 think that's the prob.
lent with • lot of these car
ferencec, There are nose•
lion items. nothing you can
really do if you're not a big
time donor" said one at
Pre5eiLed by Rned¢s
&uineu Count( Ftwn:a-:
tint m 010201aldo•9.
When and where Ho.
1244. Ret•Carnnn. Coto-
nut Grove. •
More information
titters www.abv ntin
uihhummm
4%a NOTICE OF PUBLIC HEARING
Clty of Miami- Community d Economic Development Department E.,D`
Thursday, December 13, 2012 Si f.00 A.M. .
The pry of Miami Community es Economic Development Depremenl will held • public hearing an Thursday,
December 13, 2012 at 0:00 gym. at Cny Commiuian Cnembes. 3500 Pen Prone. Ddve. Miaow Ft 33133, to
fr0yide the pu613 an op1Vtunity to comment on folding amendments a3adirq me :ny's annual AC10n Plan Ip
US Department 01 Houain• a U2sn Development (HUD) programs. The proposed amendmentlejj and respective
due ipdenlal can ben lobed at www.mlamioputomfinennwnm-development,
The tdpman or ae demean p gasc6nioa by den City CO'nm,W on mkt.. Ise ('00,2 d amwnment.. u7wruu ow City
144tra5er Ins dreJemend mr mpnp0ate Gly d Mum Anlw.1 Maim, Pbl. rumaln earn)[) mr, Se Annanx for ramie: eamm•nr
rA nMew fort period of no less lean 30 days. The RVM0 ono Commis penx nep„li on Tue0Cay, November 13, 2012 ere
coos on Wedneadry', December 12, 2012. The popoa40 amwldrn•rltlrl 0Yl be p.senlyd lose Chy Comrvnion t> eppmwl
en T5'vrsd0Y, 1H•cemner ten, 2012. Daft copra: v1a be evellonle n me City d Huai Donna/12y a Exnomw Deve op our,
Demnmem onae bated at u, SW 7. AVE 2 Floor, Miami, FL 3310C (CO Addreaa). Comments to emmdmenlsi mull be
t.40030 d air tolling to Inn Addrea, Ana Nattseal. Bo- ,and man w mneivad no leer". Deorrter 12, 2012. lute-estw'
MOrriOusl0 Ls ...caged 10 eete,E Pia Pv0'C Hemino. The meednp ell ire ecannla In IN nav3achad. Emus. ter s0•Ga'
emoymodaliore rosy w 0irmesh el 305-e16-2D0C no Inter Par, thaw 13 nusinu days poor to the nine huMg oats.
NATIONAL/INTERNATIONAL
• ENERGY
Report: U.S. to be No. 1
oil producer by 2017
Tee United Stetes .rill overtake Saudi Arabia as
the world's leading oil producer by about 2017 and
will become a net oil exporter by 2030. according to
a repon. released Monday by the lntrntiona! Ever
53 Agency.
That increased oil production. combined with new
U.S. policies to improve energy e2cien--y-awes
that the United States x:1 become "all but tale-suni.
tient' in meeting its comm. needs in about rem de-
cades — a 'dramatic sevctxal of the veld" in most
developed countries, the repon, says.
-Toe foundations of the globe! energy systems are
shifting" Fara Biro', chiefewmodnr et the Paris -
based orpeoiadon, which produces the annual
World tome? Outlook, said is au Interview before
^re release. T are agervy, whiff advises ihdust-irlirr4
nation- on energy issues, had previously me dieted
5eudi Arabia would be the lead producer uo:il 2735
The repo,also predicted that global energy de-
rn.d world grow- by 35 to 46 percent between 2010
and 2005, depending on whether -policies that live
been proposed are actually put in place. Mott of that
growth will come from China, India, and the huddle
Fist where the consuming class is goring rapidly.
• Greece may get 2 more years for reforms:
Greece'; inte,rs:ioaal creditors are proposing giving
the country nvo re years to reform its economy,
but=uropear. fma3ce ministers were split Monday
over how toput together a comprehensive deal to
help Athens dig out of its mountain of debt
A draft report on Greece's progress from the so-
ceded ooi1 of creditors — the European Cenral
Bank the _oropexo Commission, and the Interna-
tional Monetary Fund — recommends giving Athens
une] 2016 to implement the reforms necessary to
rests growth and bring debts down
The main aim of the bailout program Is to get
Greece back to a point where it no longer relies on
international aid and can raise money on the debt
markets. B. the Greek government has been asking
its creditors for more time to reach that you - hop
ing that a slower pace will release the stranglehold
the cuts have on the economy.
The country is heeding into the sixth yeor of a
deep recess ioo, with more than a quarter of Greeks
unemployed Without growth, Greece has no pa.5i-
hility of collecttug enough in saxes m put a dem io
!a debts. Cu.^ent projections suggest the country
his no hope of reaching the programs goal ofbing-
ing its deb. down to 120 percent of GDP by 2727 —
a level generally considered sustainable.
• More changes at Best Bur. Struggling con-
sumer electronics chain Best Buy mid Monday that a
former Williams -Sonoma eaetvtive will become its
new chief fmanca: officer beginning Dr-. 10. hS the
Ines[ executive move (or the Minneapolis company
since turnaround expert aobenloly became CEO in
August. Sharon 54rCollcm 50, bad been chief opcat-
g officer and chid faaa--isl °Meer at the home -
goods mailer before retiring. She also tiles the title
of chie(.L.'n'suasive Mier as Best Buy.
• Stocks Nose flat U.S. stocks closed teeny
unchanged Monday, after a day of uneven trading
plagued by inv0tori fun about the approaching
"fiscal eli2" The focal cliff refers to government
spending eats and tax increases that are scbedo!ed to
kid: in at the beginning of the new yea.-. unless •
divided Congress had the white Boum can work out
a compromise before then
Toe closing Intel of the Dow Jones industrial aver-
age as revised revere/ times alter trading closed.
Tne Dow }ones indusaisi average finished down 021
points et alLOB The Standard Z410.9600 index
rose 049 points to 1.380. Tee Nasdaq composite Lo-
dex (e1 36: points to 2,904.26.
Iu1A1.A RLWILD STAFF AND WIRE I EPORTS
DIVIDENDS
w tami. n i a40Dotal ' v .11 iW yen L•11 s•+rv. v.w, an 11 s:.n • tin al u-a n
• i,er•,hMr It Ilea L-n
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e .III 11.1 Il
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ew I, .ap lieu[ r hngt,vF.w
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04.64444.....114..
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I5,60.e o w lull ii.Ii I w
OCTAL e, a 1w1 n.K I-
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11.1.11.11 i 1 ,
...rum • Ica n.x u.0 .lama Cu
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Fn
City of Miami - Community Development Page 1 of 1
Public Notice - City of Miami Commission Meeting
December 13, 2012
(Posted 11/13/2012)
•
Federal regulations governing Community Development Block Grant (CDBG) and other HUD programs require that a
participating jurisdiction provide citizens with reasonable notice of and an opportunity to comment on any new allocation
and/ or amendment of HUD programs. In addition, the public is advised of the proposed new allocation(s)/ amendment(s)
to the funding of the City program. Thursday, December 13th, 2012, City of Miami Commission Chamber, 3500 Pan
American Drive, Miami, Ft. 33133
r.. —______.___ _ ______ -.— ____ .------__._..__... _.__..... __.
Pusud NOTICE
.i Thursday, December 13, 2012 at 9:DO A.M. ,-
��,... Ctty of Miami Commission Chamber t '1' U04'.bN� '
,, 3500 Pan American Orive
`"`-.-•- Miami, FL 33133 •
.._.^.. _..--n.30,..—"_--'--------_..-_'---....__.._.a_.__..
i..�__.__. __r�� a r mP+n4 nlven wan resnmaMr nan,r c' am m
v!ee:m,eaUa�A: Poe • eocG'snd Ptr,n, raup rr Down,» mt., mal , po.•cewoY "+•=�Rt.r. ._._....._
00 rwb vnm a•.a r neneon acy new caead' on a-. amnr erge et HUD P0CrarSa a In aa_n, Ti ecui0 n rt.nml ct thea0puund roc:
Ie11e4aeAtl,aanene6teny,� n the Wad.. G(MC.re .anal a. Lass:. beraa•'
....._-___a......-_.-0,4,01__...._...._-._ o,o-_•-.E .Z..__..._._...._•-_-._...-_-_._..0_...011.e1,,,,...__.._._..._..__._..._-_r.i_ _......___...._.
f.�urn4C^. Ma fha�Y: � NxMK9nf a�FW. • Ni, Kt! tnncn. allot.'Y,gn. a+•tl'p ttanlgr .>7 hy�L y, py _¢In>aer, nda Itpny • � ..
...._...___._o.o,o_._........... ..... Rai.._-• _-........._hair......._.. _ ... oo
I. D.a:uwoa am p.a;w.ea Nero'urun ac•.alx++a Propytm Vase 7'�-i )Ot].10:i Uwe:: (hairs Dnprexnt otHw,inO and Vrtun Devnur mc.,i
(w9D7P_,Mem.rtCita,t her, in rcroW7sofec.ta aena,e4of 620,73Z262. a..x3e0 rwre, l0, re bhp., Ppi, am..,al enmm.a-.,
Dem lopewaear.T9r,w rtO6C11 64.965.71,8. IN 14441,4 In.e41mr.1P,noo,ar«tts("H5we'132 eta 34a. iarH„u.n00301 7u,,.e. Is,
..-,... Per,Pnt_ A:m AIDS. HOP.7A-1 112 665.ar91 !Car Ema2erlcy 306330 { CAM, EE'3'L 05* 754
.._ ..... ... ....._.._ ...__. ....... __._...._. _ ... hair... ..
]. DAa., ACt, and armam htWWuntp (1 p.70.,11 er, $04 7 O 4Nt &ace B Mcmcars. P,aya71 recto m the ata' in yttt00 alSa.00 c: SS SCC.O. ; to
a,e m Ma pre�ren.0 anon, d Sat! WO pe• pre0nen sem-+s!•Y.rn. iv IM total p,ora-te.1 rn�x.u. of Sa.ON1 C11
( 3.. D70us*aae16 l0!".4oie3 m•soluto, 4;41-4lrih3 0t4 s 00*00. of e'T2 13.2014 NDUE 1/.04 ✓I the :ma; .aura o $7. 563.3aa A 1N7 N0.:enq
rale3or<t' s7ib.S.4M cervrem s:.ra:t 4t4n.f1,300:00 tee (a41•c12 2a30PH4•01"0xhanr. 1 S t. 1S1 MC tor all ,41,4, rewung
sown: .
14 Cur-oss 5- ore proposes UMS°00 1.19.2mong IM a3Ga.pn of PY2016.2016 ESG M+B0 in Ise n,oµ333E amrynl of 150 73. O. 13µ333ew0
f bn
Attomn,e.,eeo Dialrm,rti0n or ermcr ro Aanncio:r i gerYIcy, Proridaq I f SC P oiscleal
Prnanm ! pmmr
14
Cmua HedNews-c.—__.___ __pcYiriCo._s Tuieka.Plewr_5m Pii7i n 5211 110
M am admm51.2!a. 13Na__
_L__.r
_ Uacarlmem dCammv+YDn•e4p^,er-7 F•agra..amMuraan }_�,�
m�,ucd
Car°, IA,a,x- NC, Nem R.p:am. Negm1 Sllr
1 tlr Cn.eMiA A1a,pL,57
Enean%,•mrAe7ee,n
TOTAL: i 6440.764
5. (:saat.a, ace, p,; 30404 ¢anu3or ao0% lmrg the a7Prar14 0. FY2013.2014 CD.RG 4:'A14 ir the total p:eeateo ama Y 01 5a.96.5.716 r. CI.. -
I 1tw..iv egeaer,ef S453 1a360 forP4.7441.Wn.wiaan b P, 7374a e97.Y0AY . Servrn ,, S2 6617.0 101a E4-en,e•n.. Deraa;,0nnr.
56'neOW d Gin, n t9pp.rm,ent e, Code Enk,e4,4
.................t......_........._...o...................2_...._....0_..-mi........ ..........._..... 0.-._.... _- '-'
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6- 7• Cn+k'fra nnvu.c afu:37.: 1670 s
lc, Emnrmr fleaeka!nrrnf ca4,g rtia ha aprx.rx ',Far</wf. G•'ew'
Rargmmanet0 WM.11a.1inn e1 F0666 to Aeencka• ....mil. Lanicet P.py,Otd 1 P1oi8C1.0 Amaon1
., _ ...._-
T.rmnwl R4.ntance re,
AP6rPs4:5+ L4or+,e.1 [hrNapr.lnl RulAr:..rr, h , Cl.n.mn w! pa(sie: Cnx I 000(C
......-.—.V..__.,..„_....._..__._..._._......_...... _ .................._ .. .....___....".`___--__.._.._ ! G1m 05nre Pm ,am _.._. ... .
I CC.JUJI.ft3Y}r.ae Cants,. ar, T..dv..cal M+n_,atey Oo,olo VaQ 100
ae.-Pre`c Oldies
i C4npae3r1 neaece L*.O,'.lnt Gamre! . Faux 503 Costs . NC We-
; rMm Rlivy87 NOn R4La_ .hgtan Women O Mami, Ire. loc1.,:W At0F:rnea W Wm,I„_—.. H44,'C,.
.....__...._..._..._.._..__'"..._........._.._..__.. 7_._....._..____...
I.kgrt.nrt an' Noe, ..., Resocia666 Inc : Erex7n.es 560 GM
i :a4Hsm Ho-r1*.]A.ax*mm. me. : Eet+ta-.cDegoymr.54.nry_ L50 O;9
.__. .. .
i Eem0an Clece, rr'!Peacuee Cns;•yet4v, keutnn _ 'Cormrcr<ul!',ffe Ha,ELortt 121C
i 6rananrr_ De'x:Pme-! Gean-.e k � -�.. 31.62 7 }I•
rve
......-..._..................._$ 2.55.T7Y
.T, Da_aaw_wd IkeVa.4Jewu..w.au_—rv...gt.M.o,_._.r..o.PY__0fAL-b-F-Efc_vvo.n_an...esOulwcmTu-i-._L7_L11.7C..M..U,e PVD',r,. re!Y,oes ut,L•4,
~- Ina me n0c specrt.M oe(00
t.� ,Ka
,ii
7kmmm109133 D+tnieelroo, of Fundl to Aarnci*0' Prnor,m femen Plorinra fmiecla0 Amow,1
04 093t 57,0,1e. el me A.'Sbi ase d Nom is' 'Gam, Sinnam CalYce [add Care • 33.556
Cenla,
1ca..93o [aor4r. m0,t A0'laerr,e 0 Nmmi. anc.Av.,f=.• name cr,.td c .o c.yaer i._ r
-'--'---....-_._.1k2.---............._...—._.........__.................._...............__.._ ......... —
La!rono Cnamcr of IIM Arggo4ese w Atum rx,5 ad. 1'an-x:a C+.4d Caw t .s!er : Ct:!o Csre Serrr - S12:444
Canln 4attr, LNl0 Cew 5ay4N Ins-- SI2�CrF
7.^ . -.._.. _.._.___...... ..._..... .._......_._.._. '._.._...�__— _00
oca,1A 4raen Cawa Mu E Sa70G
I- (3)50 Cl. Care. K I.......... _____._....1: 50'
1. St...nc.nnt D1er,r:wpm3:.!°<_..........._.............._..-....................._._....-.........................!_ ..... 1f56.716.M
_ Subtotal Ch110 Can BeMwr.: Di
S._.._..__ _.___3 . 7
n.g _+cuo�Maa-Y:MriMfpl ?�FlptrJ.IC�Syj . .SA
�e_� _. .. ... 67)166.
f p,: N.A.Sen:o: Ger.-,. Inc. I ,. 57 201
4f_oL_ �aa_.A lip. rc. 1 S5..M
`
_......___—_.5 _—_
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: ..
Upsets Peter a [,star. K rtj F4Jr.:. LOn _.. _ ... r
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..__....._... ....,....tY_
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-pa frrY�
httri•//s nvtar miamiarnr ram/rnmmnnihrrlpavalnnmaant/naCPC/ 1 /')d/')nl'2
GB I FRIDAY, JANUARY R, 2013 G.t LOCAL STATE
Mtamineroldcom I THE MIAMI HERALD
HIGHER EDUCATION
Scott names five to university board
• The governor, w110 higher education policy af-
oppean new tuition ter Scow leaver 0Qa, even
Inersasas, chose Han if he's reelected
Ilka-nllndod poop. for Scott's choices include
the Board of Governors. three men from Naples,
where be has a home, and
BY STEW 1100a0t1ET the son of One of his biggest
nnbr•ne l.Wwon 0an.0 campaign contributors.
TALLAHASSEi-Plod- They are
eh Gov. Rick SOME reshaped • Harty Wayne Huixusg0
the crate mAi elsity &mero- Jr. SI.ofDefray Bench, presi-
ing board Thursday, stack- dent of Rybmich Boat Ca
lag h with five like-minded and Huaenga Holding:, the
Republicans whom he ex- firm founded by his father,
pectsto heed his opposition former Miami Dolphins
to new tuition Increases. owner H. Wayne Halmos.
Overnight, the The elder Huiamga in May
iYmember Board of Gwen gyve S250,000 to the gover-
nors became a clearer ex- noes reelection campaign in
tension of Srut's Mafioso. addition to S200,03 in2010.
phy the raising tuition is too • Ned Lautenhach, 68, of
big a burden for middle- Naples, refired parser in a
class families. New York equiy firm and
Scott has made orison- for 30 years before that an
don to highs .ntvetsoy rev IBM eaeotivewho bolds an
itim a fine-in-theund lame MBA from Harvard Lamm-
as heembarks on quest for back and his wife, Cindy.
reelection in 2014. were membm of Smuts in-
'Pmgoiogloappoimpeo- augural committee and do -
pit whobelieve the wry l do sated 525,000, the maxi -
tar we've got to look n en mum allowed: he dao gave
cry way we canto figure ool S15,000 to Scant reelection
beam keep tuition as low as committee, Let's Get to
possible" Scot said in a se-_ VVat,inApr] in addition to.
ant interiew, 540,000 to the Republican
Most of the appointees Parry. laurenbach's term is
received seven-year terms, for six years bemuse be is
meaningtheywtL besetting filling the unexpired arm of
GOVERNOR: Rick Scott nos
higher university tuition a
a farmer board member.
• Wendy Unary Link, 48,
of Palm Beach Garden; an
attorney and managingpart-
ner of Ackerman, Link &
Sartory and chair of the
Fluids Healthy Kids Corp.
• Fdwsrd Morton 65, of
Naples, a former healthcare
xecutive with NCH
Healihmre Systems He has
a master's degree fmmT4or-
ida Gulf Cour University .
and an MBA from the Uni-
versity of Miami
• Alan Levine, 45, of Na-
ples,seniorvCmpresdeacof
m mac
made onoosaion to
line-In-the-sand issue.
Hospital Management Serv-
ices of Florida and former
seaetaryofbeslth for Lend -
dam Got. Bobby JindaJ Le.
vine, who once worked in
Pasco County for the hospi-
tal chain Scott founded,
holds a bachelors and two
musters degrees from the
University orMeida, white
be serves es a trustee.
Levine lea year voted in
(seaof a 9 percent tuition
hike for LUF students. and
Said the tuition there has
bee• a "bargain- in Florida.
But fromnowoa he will fol-
low Smm's lead he said
'The governor made it
very clear to me. He does
not want to see tuition go
up," said Levine, who bat a
cad at UF. "He's the goven
nor. It would be inappropri-
ate far me to veer very far
from than."
Ssnory Link, a Scott ap-
pointee to the Paha Beach
Slate College board donut -
nu, said she voted last year
ant to raise its minion and
shares Scott views.
"1 don't know enough yet
about the bass for what the
universities would teed tu-
ition increases for, but ray
inclination is tuition reads
to be as low as 1t possibly
can" she said.
A native Floridian. she is a
graduate other Unismrdty of
North Carolina and Duke
University Inv school. She
said L7NC's in -state lydtion
was very low when she at-
tended in the 1.9801, a dine
when the schoo)'s repute.
den for excellence spew.
don't think themes a di-
rect correlation between the
amount of tuition and the
quality of eduction you
get" she said
Manse 1 Horidat 12 state
unisznides basrisenneeLty
in recent years. ha remains
on average wrung the lowest
in the nation. University
prnidenls have cited a de-
cline in state support - in-
cluding a 5300 million an in
honing hen year - that they
say couplet with low tuition,
has nude it harder to com-
pete against other states to
hire top academe tartst.
The university ptesidems
last month promised they
would not seek new tuition
hikes if the Legislature alto
nett 5118 million more
based on. series deedor-
mance goals.
The new members can
begin serving immediately,
and the board's next meet-
ing is Jan. 16-17 in Gaines-
ville. All of the menu require ante Senate
confurnstion
Sco0. who appoint, 14 of
the Board of Governors' 17
members, still has oneopea
ing to fill Left unresolved is
the ant beld by Norman
'=yLPR 74. • Fort Lnnderi010
lawyer and the only one of
Ran lame -duck board mem-
berswho sough a new term.
COmna Steve Rpa goer
at houequeftPtOmpaboy
.tam
PROPOSED CiTY OF MIAMI
ANNUAL ACTION PLAN FOR
FISCAL YEAR 2013-2014
As per the Cede of Feord Repuletia's 24 CFR 21200 the D.S. Dtoenmma of Noun; and
3mn Drvetar ern r052l nmhes ama boom chin IMt receive tunes sinner Its want programs
to pepam en Anna' Action Ron. whim deal* Imposed eet:x1io to nuatmae raw bnadu
(Natal hendvq for law income rdoent,. The City a Mien: is remind to neon anrtueuy to HUD
on poie=n Wald m,ou1h Not Co,mxa4ly Dewbpm✓d Elba Gans (CDBCT: Hare 4,.annwal
Pebnemb4 (HOME-). Em.gmcy Sheller Oren) r0oo o no Haring Opppnwitse la Persons
WO MOS rHOfwcl tWtma
The CM d Mbn• Ceprlmnl a Co rrsri1 end Economic DwNonmmt rm cmep0d a daft of
as2013-2014 Action Mn. The Amu. twins Flan A bavena'ae t p0icm.wre cament
in a period of no lees tool Yes nays. The mew ✓M carmen! period boom on Jwuay 14.
10+3. a,e ode February 13, 2013. 11m ass .411 be v50•nl•d to Ong canM.on b .Parov1
on February 14, 2013. (prblc boomer et City Cortudnhon Cnambes. 3509 Pen Arrarka Dave,
• FL13130 et attr sm.
Coe copes el the Plan ,tit be avalaele el are C1y el Ward Depanm 00 ei Community
Devtloprunt & ICA Creme ✓ 444 SW 2-' Avenue. 2• Frooc Mem, FL 33130 i n Its •rotate
yy,nw mlerrnioo,' ecracnrmanNwsevemenet91 on Amery 14. 2013 Comment, le 0,e pn mum b
alb0ne0 in wnuq b: 444 SW 2" hwlw, 2'• Foe. Mimi FL 33130; Attu. Robeno Tam, no
later Than Fetruniy t4, 2019. Imreneo indrykaae ere naauregeo to about Ma Fatale HeaN6.
The meths Me Is •ccns'ble to the Lend appet. Requests for specie e=orre,d•Ova rraybo
directed to the Deporlmern el Content/dry Oevebemrnl el (305) 4162960 ne Yes than three 13)
buunen vat pate to the Pubic Flowing data.
(Ad.14501)
TOWN OF SOUTHWEST RANCHES
NOTICE OF PUBLIC HEARING
The Town Council of the Town of Southwest Ranches, will meet at a public
hearing at 7:00 PM on Thursday, January 24, 2013 al the Southwest
Ranches Council Chambers, located at 13400 Griffin Road, Southwest
Ranches, FL 33330. The meeting Is open to the public and will be
conducted in accordance with the provisions of Florida Law. The Town
of Southwest Ranches proposes to adopt the following ordinance:
ORDINANCE
AN ORDINANCE OF THE TOWN OF SOUTHWEST
RANCHES, FLORIDA, ADOPTING THE SCHEDULE OF
CAPITAL IMPROVEMENTS FOR FY 2013-2017 PURSUANT
TO CHAPTER 163, FLORIDA STATUTES; PROVIDING
FOR CONFUCT; PROVIDING FOR SEVERABIL7IY; AND,
PROVIDING FOR AN EFFECTIVE DATE. 2'v'Reeding
AN ORDINANCE OF THE TOWN OF SOUTHWEST RANCHES,
FLORIDA AMENDING THE TEXT OF THE FUTURE LAND
USE ELEMENT OF THE TOWN OF SOUTHWEST RANCHES
COMPREHENSIVE PLAN; REVISING THE LIST OF PERMITTED
USES IN FUTURE LAND USE CATEGORIES AND SUPPORTING
POLICIES; PROVIDING FOR TRANSMITTAL TO THE FLORIDA
DEPARTMENT OF ECONOMIC OPPORTUNITY; REQUESTING
RECERTIFICATION FROM THE BROWARD COUNT' PLANNING
COUNCIL; PROVIDING FOR CONFLICT; PROVIDING FOR
SEVERABtLJlY; AND, PROVIDING FOR AN EFFECTIVE DATE.
2. Reading
AN ORDINANCE OF THE TOWN OF SOUTHWEST RANCHES,
FLORIDA, AMENDING THE TOWN OF SOUTHWEST RANCHES
UNIFIED LAND DEVELOPMENT CODE (ULDC), SECTION 090.
100, "ROADWAY CAPACITY, CONSTRUCTION AND DESIGN
STANDARDS; TO PROVIDE FOR RURAL ROADS WITH REDUCED
RIGHTS -OF -WAY SUBJECT TO MEETING ENUMERATED
CRITERIA; PROVIDING FOR CONFUCT; PROVIDING FOR
SEVERABILITY; PROVIDING FOR CODIFICATION; AND
PROVIDING FOR AN EFFECTIVE DATE. 2"Reeding
A copy d Ns prq,ad wdinaore may be In•Pa0d by the ptN4 a the Town of Swahwast
Stanches Town Hall &Iraq regular buinna hone. Call (LA 434.000e for man ntannllo,.
Crammr,h or any Illl.aald pew rdaliva to Me nano. met, be au0nmd in writing padres
proend at pens, at Ire moalaq.
SHOULD ANY PERSON DESIRE TO APPEAL ANY DECtS10N MADE BY THE BOARD. AGENCY
DR COUNCIL 'TTH RESPECT TO ANY MATTER TO BE CONSIDERED AT THESE MEETINGS
OR HEARMGS, THAT PERSON wilt. NEED A RECORD OF THE PROCEEDINGS. ANO IT WILL
BE THOIR RFSPONSISILIT, TO ENSURE THAT A VERBATIM RECORD OF THE PROCEEDINGS
t5 MADE. INCLUDING ALL TESTIMONY AND EVIDENCE UPON WHICH ANY APPEA.. MAY
BE BASED (F.S. 28601051. P' .an MU) 4346038 la any questiati n0✓0ng the ebom
mebenee maim. • -
here may be ocenalona whwe one or mote Bonn ApencY. or Golndl MobWg p•ni6pets by
tea/therm N the !ocher, above thous e 7 be present a speaker Iewywee ao era any interested
mown an Muee the nwrhng at the Moue batten and be 5Aey nfome4 el the aismbw
eking ten either In paw, e1 by 1.•phala mmmm4.a0m Two a mere mrwbrs a ow other
Town Con,Ralw, Berm. Aoenq', ot Ceara, who we not m.0tma a this taro may aura ran
meeting pro may. at Ihr tem. Omtaws moors on wNcn Iunweblet •ctbn mei saw n sun oy
!ilea commas. Bowl A0•nry, n G0u,el.
w et:cnna wall the Amenam with psabTlin Act el 1000. an person who are &+•Clap and
are need •pa0al .wommbnlona to p.14cpale b the proceeding brace. of that 0.mi0y
Maio comae Ma Tom Clem 1854) 430.0009, re taw than lam w areas neys par 1 arh
poocw0rga. B n Indili&u0 Is hearing or peach beaked, please call 2e001 255.8711 N-TDOt.
Enka Gonzalez-Santamaria. CMC. Tovm Clerk
TAMARAC
Police say woman, 60, killed
a woman who lived nearby
• TANA0A4, RION 18
BSO homicide detectives
hove not revealed a emotive
for the shooting
But new Browanl 5hen'G
Scott li J, who was on the
scene Wednesday; told re-
porters that the women
might have ban involved in
a dispute
Family members of Davis
said she suffered from a
mental health condition,
and that she took 'heavy
medication'
Andrew Davit 70. said his
sister suffered a nervous
breakdown some time ago
and the B50 deputies were
familiar with her condition
"ttflice have come here,
restrained her and taken her
to the hospital before,- he
said
"They took her to keep
her from kunirg herself."
Davis added that he did
not know why his sister had
a gun 'Tye never known her
to have a gun'.
According to RSO, depu-
ties responded to ells at Da-
vis' home at lean 79 tines
since March 200B for rea-
sons ranging from suspi-
cious ireidots repo. arm
mentally Wperscn breaking
and entering, and disco,
bamc'ea.
.(T SO deputies
responded to calls
at Davis' home at
least 79 timer since
A'fcrch 2(X)()..
Most recently, deputies
had responded to cans of a
nets* ill person at Davis'
home three tines since Nov.
30
Among the dozens of
Om. ttaldep ties respond-
ed was one incident in Dc
member 2009 classified as a
shooting
Veda Coleman -Wright,
acting dirantor of media re-
lations for RSO, said that call
proved to be unfounded
"Oat deputies found no
evidence of any 'shooting,"
she said.
-"them was no written re-
port. and Liana, the suspect
she was the one who aerial-
ly made that can'
Andrew Dnis described
his sister as 'Very educated;'
and said she had worked as a
medal technician prior to
her "acddenr' which be de -
dined to describe as any-
thing more Shen a
"breakdown'
Fie insisted tymlindaDa
vis was not the type of per
son to bun someone else
unprovoked
"Someone had to bother
her to get her riled up," he
said "She never woe out of
the house."
Neighbors in the Main-
lands of Tamarac Lakes
oeigAborhoed where Deis
and Shamhurg lived said pa -
lice frequently were called
w Davit home, and that on
at leans one occasion she
tassel bar clothe; goo,'. and
other items out the front
door of her house
But they also described
Davis Asa women who tend-
ed her yard ohm - making
it the greenest in the aigh-
borbood - and who hosed
down her driveway every
morning.
Shamhurg, too. was
{clown for keeping up her
PmPerty
"She was very quiet," aid
Betty Price, who lives two
doorsdownbomShamburs
"She worked out in her
yard quire a hit and even ir.
the neighbors' yards. she
would tan pull weeds."
Price said she does not
know rbe nature of the rela-
tionship between Shamburg
antithesis.
9 paver saw them togeth-
er'sbe and
1 don't loam"
SEM
't Revise
Public Hearing
NOTICE OF PUBLIC HEARING DATE ON MIAMi-DADE COUNTY'S
PROPOSED FY 2013 ACTION PLAN WITH FUNDING FOR THE
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG), HOME
INVESTMENT PARTNERSHIPS (HOME) AND EMERGENCY SOLUTIONS
GRANT (ESG) PROGRAMS
A pmgc nearing a yhcdthd hs raw Hotlh aM So0W Saurian Carom tine INS5C1 m. Fe0muy 11, 2013.
at 1:30 pia, it Me Boars d Cou,ty Commi0mners Dashes kneed on ere x0n0 bwJ of 0,t S1e0Mn P.
Ca* Omer, ,11 NW IF Steel Meant. arida (pnvl0Yrfr set for January 16, 201d5.TR pu'Ac h In i:rd
b armed 100 rdrere0- The pat wawa ta'b* rind be from Jsv'y 2D. c"91310 Fea:la-y1(. 2C13
Cmeral; rul'bat De 60n10 n wtt0O b six stlm:kn 2Gege ForrvoL Fsrume a'ww 0nb4104 tag
am C m m004 DceWrea POI. 701 Mg tv Coal lBp plea, IAad. %pea 33136,
The Proposed FY 2013 Attion Ran consists el the idiom
• f acted and oz,e limW:q over.
• fzatipbn el 10 mimes Fiat WI La undertaken n:Y 201310 Nihau pommy needs
• 500pwlc dsln7,Atn of eau lseMnq usutesa
• 'melee enc etaapgd needs wkeaes
• Othl ronagi'lilhrrter:wdleweelakan v,FY 2012 It ludo aid remise al oai0Inure.
Pub. 1.19k0 Intreoremems and reFcerc a4iAlm.lruoe mnn}3 to Mordant* Iaang, mane he
baba a In vrold( tab seams Reba tee worry ale artily hstl0)Wtal 0nwnes. Ard.N=
oomri/ to esteem; 0n?J2r+ d teem ens swarm madrabr bent', tank and pants tame
end anal SCMY$ams.
The Mint Ron Includes ale lamina Janine scums:
• COB& S13,01,552 gunned to Punk facades/Osten mptenemt fm'.omic oewbnmay.
Roc Serrtes,Aa1Vninr0mn id Renard Frerarvelon
• HOME: SE.S55.427 rammedla renal hour:wram news* nha3lm'Jm. morel. Imunc,md
wont -based renal 00to2'te.
• ESE: 11,410Jr30 attested to emergency sheer, frameless Paverd0'4 moot and melimltm
raise assistance at swoon, reed rskoudr5 d amain* people and Maims •tint.
The Pcpned PY 2913 4103o Plan hang PO rttiian kneed to addnst high panty needs as
Hradec n the FY 2013-2Z17 Cmew6dd•o Pin 05 te wa1aM r. the adds Hwang and Cammuoy
Msureas emann a It(Igjtrwerniamiaa3a.aow0MoaW a by rrmabq Las Sue5im Mtrb al
Ilia 715'463.2219.
swarms or Manner haw moats. m, wait we men pea. ow, ,a 'tea. .,ray as Pwav .
ant versay ✓wiernal 1. avacers l.4a,r0vo t . tuwmwhleue0M0•aew aeiw rw'N✓.,sear:
teWt•'erepar✓n/44hc•ars.lace:trK•aw, car Jlnr00.2Y.nw1e/es,r0•m1•,✓Le 12:err ..i
ever tP'4a1 b Fame n•a/ Sonar a G61•F-urn.
TW iep�l3d> rml;ir; qt M..hirpiflirl�lada:iiirdinidideC