HomeMy WebLinkAboutExhibitCity of Miami
Department of Community and Economic Development
Annual Action Plan
FY2018-2019
Executive Summary
AP-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)
Introduction
The Five -Year Consolidated Plan and its corresponding annual Action Plan are submitted to the U.S.
Department of Housing and Urban Development (HUD) and serve as the planning tools for jurisdictions
funded, under the Community Planning and Development (CPD) formula to include grant programs. The
formula grant programs guided by the Consolidated Plan consist of the following: Community
Development Block Grant (CDBG), HOME Investment Partnership (HOME), Housing Opportunities for
Persons with AIDS (HOPWA) and the Emergency Solutions Grant (ESG) program.
These plans provide an assessment of the housing and community development needs in the City of
Miami; a strategic plan for addressing these needs; and a specific one year Action Plan for the use of the
U.S. Department of Housing and Urban Development formula grants funds. The Five -Year Plan is a
document submitted to HUD with the intention of serving as a forecast instrument utilized to identify the
comprehensive housing affordability strategy and as a community development plan for jurisdictions
funded under the Community Planning and Development formula.
Briefly stated, the FY2018-2019 annual Action Plan is a yearly illustration of community development
needs in the City of Miami and includes an analysis and inventory of community services; proposed
funding to respond to community issues; and goals with objectives to address community priorities. To
summarize, the Consolidated Plan and the annual Action Plan serve the following functions:
• A planning document for the jurisdiction
• An application for federal funds under HUD's formula grant programs
• A strategy to be followed in carrying out HUD programs
• An action plan that provides a basis for assessing performance
Summary of Objectives and Outcomes Identified in the Plan
The City of Miami is a bright and vibrant city, a city that has experienced, in the past decade, population
growth and improvements to the median household income. However, city residents have not been able
to keep up with the increasing high cost of living in the Miami area, as such 67 percent of city residents fit
the low -to -moderate income category and nearly half of city households (46 percent) are cost -burdened.
This is a city where socio-economic and housing trends for its residents are directly affected by a housing
market that is driven by a large influx of foreign capital. The city is located in one of the top ten
Metropolitan Statistical Areas (MSAs) with the widest wealth gaps and income disparities which correlates
DRAFT Annual Action Plan 1
2018
OMB Control No: 2506-0117 (exp. 06/30/2018)
with the increasing housing costs city residents are experiencing. This trend has contributed to
an excessive number of cost -burdened households and overcrowding in the city. In addition, population
growth signals a higher demand/need for housing, especially for the city's older population which has
been increasing in the past few years. This segment of the population tends to be situated in the lower
income bracket and depends, for the most part, on a fixed, limited income.
Housing needs for non -homeless special needs population differ enormously based on specific population
groups. Some groups have characteristics that make it very challenging to gather precise and up-to-date
information about them. Addressing non -housing community development needs are also a high level
priority for the DCED which focuses on stimulating neighborhood development through the
implementation of programs and strategies to help counteract the effect of distressed neighborhoods in
our communities through coordinated planning to integrate public services, economic development,
infrastructure improvements and housing activities for low income households. Improved public services
that provide services to the elderly, disabled individuals, youth, children, and provide employment
training are important as a means to support our residents and to provide economic opportunities to
families who, if it wasn't for the provision of these services, would not otherwise be able to work or look
for employment. The DCED understands that economic development programs are vital for neighborhood
revitalization; therefore, the department supports programs that help low -to -moderate income persons
attain employment in conjunction to facilitating business development, it provides assistance for public
facilities and parks to improve the health and welfare of communities, and it assists the city in supporting
infrastructure improvements such as curbs, sidewalks, and street improvements to maintain and revitalize
neighborhoods.
In 2006, U.S. HUD implemented a new system to measure the performance of programs funded with
federal entitlement dollars that would allow HUD to provide decision makers direct results to emphasize
program outcomes for future funding consideration. As such entitlement jurisdictions are mandated to
include outcome performance measure on all programs and activities. All activities must meet one
objective along with one outcome:
Objectives:
1. Creating suitable environment
2. Providing decent affordable housing
3. Creating economic opportunities
Outcomes:
1. Availability/Accessibility
2. Affordability
3. Sustainability
DRAFT Annual Action Plan 2
2018
OMB Control No: 2506-0117 (exp. 06/30/2018)
Evaluation of past performance
Under the CDBG program, the City of Miami met or exceeded the number of people served under the
public service category for the last submitted CAPER and it is currently meeting its projections for the
current fiscal year. The city served over 2000 elderly individuals with meals and provided educational and
recreational opportunities to over 300 children and youth. In the economic development area, the city
was able to provide technical assistance to 29 for -profit businesses and commercial facade assistance to
approximately 105 businesses. Continuing with enhancing and sustaining our communities, the city also
finalized street improvement projects to contribute to the safety and well-being of its residents.
The HOME program is also projected to meet its consolidated plan goals by funding projects that will
create additional affordable rental housing opportunities to city residents. In the current fiscal year alone,
the city partnered with private developers and Community Housing Development Organizations to bring
additional 419 affordable rental units. These new units are expected to be completed within the next 2
years.
The city continues to administer the Housing Opportunities for Persons with AIDS (HOPWA) program for
the Miami -Dade County Metropolitan Area. The program is designed to assist people living with HIV/AIDS
by providing affordable housing opportunities so that program participants can dedicate more time and
resources to their health and well-being. Based on the last CAPER's data, the City provided Tenant Based
Rental Assistance to over 910 clients and Short Term Rental, Mortgage, and Utility assistance to 88 Miami -
Dade residents.
Summary of Citizen Participation Process and consultation process
The City of Miami focused on a comprehensive citizen participation process that targeted all of
its stakeholders in an effort to create a well-balanced and sensitive Action Plan where the needs of city
residents, community -based organization, and private agencies were responsibly captured and
addressed. The city's effort included notices in The Miami Herald, multiple e-mail blasts, printed flyers
mailed out to agencies, press release distribution to media outlets, and public service
announcements. The City held three citywide public hearings. During these hearings, the city was able to
properly capture the needs, concerns, and expectations many residents expressed, gathered suggestions
and proposed avenues to alleviate those needs. The public meetings to discuss CDBG, HOME and ESG
funding for the Action Plan were held after working hours. In addition, the city, as administrators of the
HOPWA program, held an additional meeting to discuss the needs, expectations, and future plans for the
allocation of program funds.
DRAFT Annual Action Plan 3
2018
OMB Control No: 2506-0117 (exp. 06/30/2018)
Summary of public comments
Public comments for the action plan were taken during the public hearings and all comments were
accepted. The comment period for the annual Action Plan FY2018-2019 was duly advertised in the Miami
Herald and the comment period run from June 25, 2018 to July 26, 2018. No additional comments were
received.
Summary of comments or views not accepted and the reasons for not accepting them
All comments obtained during the Citizen Participation process were accepted.
Summary
The City of Miami FY2014-2018 Consolidated and FY2018-2019 annual Action Plan aim to reduce the high
levels of poverty that exists within its boundaries through its community and economic development
efforts. The objective of this plan is to revitalize distressed neighborhoods by implementing community
and economic development strategies in an effort to improve the quality of life of low income city
residents by providing them with access to services which aids them in achieving self-sufficiency and
economic stability.
DRAFT Annual Action Plan 4
2018
OMB Control No: 2506-0117 (exp. 06/30/2018)
PR-05 Lead & Responsible Agencies — 91.200(b)
Agency/entity responsible for preparing/administering the Consolidated Plan
Agency Role
Name
Department/Agency
CDBG Administrator
MIAMI
DCED
HOPWA Administrator
MIAMI
DCED
HOME Administrator
MIAMI
DCED
ESG Administrator
MIAMI
DCED
Table 1— Responsible Agencies
The City of Miami Department of Community and Economic Development (DCED) is the lead agency
overseeing the development of the annual Action Plan and it is responsible for providing guidance and
policy direction for the implementation of eligible programs that support the overall City strategy for
community revitalization, including CDBG, HOME, HOPWA, and ESG.
The City executes its housing and community development plan in harmony with public, private and not -
for -profit agencies. Not -for -profit organizations include not -for -profit developers, community housing
development organizations (CHDO), and social and economic development service providers. Private
sector partners include local financial institutions, for -profit developers, microenterprises, and other local
businesses. The City works closely with its partners to design programs that work to address the present
and future needs of its residents.
Consolidated Plan Public Contact Information
Roberto Tazoe, Assistant Director, Department of Community and Economic Development,
rtazoe@miamigov.com, phone: 305-416-1984.
DRAFT Annual Action Plan 5
2018
OMB Control No: 2506-0117 (exp. 06/30/2018)
AP-10 Consultation — 91.100, 91.200(b), 91.215(1)
Introduction
City of Miami Department of Community & Economic Development (DCED) is the lead agency overseeing
the development of the Consolidated Plan and it is responsible for providing guidance and policy direction
for the implementation of eligible programs that support the overall City strategy for community
revitalization.
The City executes its housing and community development plan in harmony with public, private and not -
for -profit agencies. Not -for -profit organizations include not -for -profit developers, community housing
development organizations (CHDO), and social and economic development service providers. Private
sector partners include local financial institutions, for -profit developers, microenterprises, and other local
businesses. The City works closely with its partners to design programs that work to address the present
and future needs of its residents. Still it is clear that some program delivery gaps attributed to funding
shortfalls are still present and serve as impediments to the coordination process.
As a HOPWA grantee, the City works closely with the Miami -Dade HIV/AIDS Partnership and its Housing
Committee to develop a metropolitan -wide strategy to address the needs of persons living with HIV/AIDS
(PLWHA) and their families. The Miami -Dade HIV/AIDS Partnership is the official county planning board
for HIV/AIDS. Its members are PLWHAs, care givers, Ryan White Program service providers, government
representatives and community members. The City of Miami is formally represented on the Partnership
and its Housing Committee. The Housing Committee is comprised of PLWHAs, HIV/AIDS care providers,
HOPWA-funded agencies, housing providers and members of the community.
The City looks to the HIV/AIDS Partnership's Housing Committee for community input and advice
concerning resource allocation, HOPWA program policies, and coordination of efforts to address housing
needs with care and treatment services and activities directed at persons living with HIV/AIDS. In
coordination with the Housing Committee, the HOPWA Program conducts county -wide Housing Needs
Assessments of PLWHA5 to further determine the use of resources.
Summary of Jurisdiction's activities to enhance coordination between public and assisted
housing providers and private and governmental health, mental health and service agencies
In order to enhance coordination between housing providers and other community development
stakeholders, the DCED participates in numerous boards: it sits on the Board of the Housing Committee
of the local CoC (Miami -Dade Homeless Trust), it participates in the Advisory Council of the HAND program
which provides homelessness prevention and rapid re -housing funds (ESG) locally, and it sits on the Board
of the Miami Dade HIV/AIDS Partnership which addresses the needs of the HIV/AIDS community in Miami -
Dade. Participation in all of these committees/boards allows the DCED to stay abreast of the latest
DRAFT Annual Action Plan 6
2018
OMB Control No: 2506-0117 (exp. 06/30/2018)
developments in numerous publically funded programs, and to address the public's issues and concerns.
Aside from this, the DCED holds several workshops a year to educate housing providers on a variety of
issues including fair housing matters, Davis Bacon regulations, and more.
Throughout any given year, DCED's administrators participate in hundreds of meetings, attend dozens of
informational conferences or workshops, and speak directly to representatives of multiple agencies and
entities throughout Miami -Dade County to consider proposed collaborations, new projects or services, or
simply to share and/or request information. This type of elementary communication is essential to the
collaborative nature of community development. Some of the entities we have dealt in the past with
include:
Homeless Services: Miami -Dade Homeless Trust, Citrus Health Network, Miami Coalition for the
Homeless, Inc.
Social Services: Miami -Dade HIV/AIDS Partnership, Alliance for the Aging, Little Havana Activities &
Nutrition Centers, Inc.
Housing: Various for -profit developers, Community Development Corporations (CHDOs), Neighborhood
Housing Services of South Florida, South Florida Regional Planning Council, Public Housing and Community
Development Department of Miami -Dade County (PHCD)
Economic Development: The Beacon Council, Miami -Dade Economic Advocacy Trust
Health Services: Miami -Dade Health Department
Describe coordination with the Continuum of Care and efforts to address the needs of
homeless persons (particularly chronically homeless individuals and families, families with
children, veterans, and unaccompanied youth) and persons at risk of homelessness.
Locally, the first point of contact for a person who is homeless or on the verge of homelessness is the local
toll -free Homeless Helpline, operated by Camillus House, an active member of the CoC. This is the
centralized line where persons are assessed, and subsequently referred to available community resources
such as temporary shelter (assuming beds are available), rental assistance programs should they qualify
(including ESG), free legal services, credit repair programs, etc. The line receives an average of 1,600 calls
each month.
The Centralized Intake system facilitates the CoC's ability to gauge the needs of the community and to
properly refer callers to the best point of contact to assist them. Families who call are directed to the
Trust's central prevention provider, Camillus House, who employs clinical staff. Families who are at risk of
homelessness are provided an assessment to determine the best course of action. Families who require
rental assistance and legal services are provided with those services either through Camillus, HPRP, or as
planned, ESG prevention and rapid re -housing programming. Individuals or families who require
DRAFT Annual Action Plan 7
2018
OMB Control No: 2506-0117 (exp. 06/30/2018)
immediate shelter placement are referred to an outreach team for shelter placement. All families with
minor children are provided shelter regardless of capacity. If there is no room in the shelter system,
outreach teams provide placement into a hotel until such time as a shelter bed becomes available. The
outreach teams serve as gatekeepers into shelters funded by the Homeless Trust as walk-ins are not
permitted. The Homeless Trust also contracts a team of clinical staff who serve as outreach workers for
people experiencing chronic homelessness and/or mental health issues. Aside from this, the local CoC
established a local discharge coordination policy back in 2007, A Memoranda of Agreement was set up
for all agencies that provide services to homeless persons or persons at risk of homelessness so that they
could address the needs of persons being released from the penitentiary/jail system.
Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in
determining how to allocate ESG funds, develop performance standards for and evaluate
outcomes of projects and activities assisted by ESG funds, and develop funding, policies and
procedures for the operation and administration of HMIS
The City communicates with the Trust (CoC) several times a year via conference call to discuss ESG dollars,
regulations and expectations of the participating jurisdictional entities in the CoC. During those
conversations, performance standards have been discussed as a universal set of standards is being worked
on with the Trust at the helm. Aside from this, when the City's ESG dollars were cut in 13-14, the Trust
provided additional funding so that the City's street outreach, rapid re -housing and homeless prevention
activities could be supported. Also, the City and Miami -Dade County (another local ESG recipient) both
utilize the same sub -recipient, Citrus Health Network (Citrus) to administer the rapid re -housing and
homelessness prevention components of their ESG allocations, which is locally known as the HAND
program. To that end, the City attends Citrus Health Network's quarterly meetings whereby ESG results
are reported to all those community entities involved in the ESG program, and potential modifications to
the ESG program are addressed as are issues that are related to the program's overall operation, such as
long appointment waits, high number of ineligible applicants, potential fraud concerns, etc. The local
Homeless Management Information System (HMIS) is administered County -wide by the Trust, as the
leading entity in the area CoC. Sub -recipients who receive Trust funding or Emergency Solutions Grant
(ESG) funding are required to utilize the HMIS system. The providers submit monthly and annual progress
reports for both the Trust and HUD. The system is also used to generate reports for all types of
information, in particular the PIT count and other HUD and Trust Board reporting.
In the case of the DCED's ESG funding, HMIS is used by the Miami Homeless Assistance Program (MHAP),
the City of Miami Department that has managed the Street Outreach component of the Emergency
Solutions Grant (formerly the Emergency Shelter Grant) for the DCED for over a decade. HMIS is also used
by Citrus Health Network, the DCED's sub -recipient in the Homelessness Prevention and Rapid Re -housing
components of the ESG. Referrals from one program to another are accomplished via HMIS. Data on all
persons served under ESG is entered into the HMIS system. Other systems which discharge persons into
homelessness (e.g. the jails, crisis units, foster care and hospitals) also utilize the HMIS.
DRAFT Annual Action Plan 8
2018
OMB Control No: 2506-0117 (exp. 06/30/2018)
Describe Agencies, groups, organizations and others who participated in the process and
describe the jurisdiction's consultations with housing, social service agencies and other
entities
Table 2 — Agencies, groups, organizations who participated
1
Agency/Group/Organization
Miami -Dade Homeless Trust
Agency/Group/Organization Type
Services -Victims of Domestic Violence
Other government - County
What section of the Plan was addressed
by Consultation?
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Homelessness Strategy
Briefly describe how the
Agency/Group/Organization was
consulted. What are the anticipated
outcomes of the consultation or areas
for improved coordination?
This entity operated the HPRP program for the City, and
now is a sub -recipient under the Emergency Solutions
Grant, specifically addressing Rapid Re -Housing and
Homelessness Prevention activities through their
agency. They provide us with input on the programs as
these develop, issues that may arise, and
results/accomplishments.
2
Agency/Group/Organization
Miami -Dade Health Department
Agency/Group/Organization Type
Health Agency
What section of the Plan was addressed
by Consultation?
HOPWA Strategy
Lead -based Paint Strategy
Briefly describe how the
Agency/Group/Organization was
consulted. What are the anticipated
outcomes of the consultation or areas
for improved coordination?
The entity provided information on both the lead
program and on the current number of persons in
South Florida who are HIV+ and who have AIDS.
3
Agency/Group/Organization
HOPE
Agency/Group/Organization Type
Service -Fair Housing
What section of the Plan was addressed
by Consultation?
Housing Need Assessment
Market Analysis
DRAFT Annual Action Plan
2018
9
OMB Control No: 2506-0117 (exp. 06/30/2018)
Briefly describe how the
Agency/Group/Organization was
consulted. What are the anticipated
outcomes of the consultation or areas
for improved coordination?
This agency provides us with up-to-date counts on
housing discrimination claims filed in the City, and
identifies underserved areas, and areas of concern in
the City in relation to fair housing violations or
impediments.
4
Agency/Group/Organization
Citrus Health Network, Inc.
Agency/Group/Organization Type
Services -Persons with Disabilities
Services -homeless
What section of the Plan was addressed
by Consultation?
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Strategy
Briefly describe how the
Agency/Group/Organization was
consulted. What are the anticipated
outcomes of the consultation or areas
for improved coordination?
This entity operated the HPRP program for the City, and
now is a sub -recipient under the Emergency Solutions
Grant, specifically addressing Rapid Re -Housing and
Homelessness Prevention activities through their
agency. They provide us with input on the programs as
these develop, issues that may arise, and
results/accomplishments.
5
Agency/Group/Organization
MIAMI DADE COUNTY
Agency/Group/Organization Type
PHA
Other government - County
What section of the Plan was addressed
by Consultation?
Public Housing Needs
Briefly describe how the
Agency/Group/Organization was
consulted. What are the anticipated
outcomes of the consultation or areas
for improved coordination?
The DCED reached out to the Miami -Dade County
Public Housing Authority (PHA), who acts as the public
housing administrator in all of Miami -Dade County
including 50+ PH sites within City of Miami limits, to
gather their input and plans for improvements at Public
Housing locations, and their levels of engagement with
the public. We are in contact with this Department to
remain informed of any upgrades at City of Miami sites.
6
Agency/Group/Organization
Miami Community Revitalization Area (CRA)
Agency/Group/Organization Type
Housing
Planning organization
What section of the Plan was addressed
by Consultation?
Housing Need Assessment
Economic Development
DRAFT Annual Action Plan
2018
10
OMB Control No: 2506-0117 (exp. 06/30/2018)
Briefly describe how the
Agency/Group/Organization was
consulted. What are the anticipated
outcomes of the consultation or areas
for improved coordination?
During the consolidated planning process, the DCED
met with the Executive Director of this agency to get a
first-hand review of CRA investments under way - both
in Economic Development and housing - in the
Southeast Overtown area, one of the most
impoverished sections of the City of Miami. This way
the Department can utilize its more limited resources
to leverage some of the dollars the CRA has in play, in
those areas where overlap is allowable. The Overtown
neighborhood is one of the DCED's target areas.
7
Agency/Group/Organization
CITY OF MIAMI
Agency/Group/Organization Type
Other government - Local
Grantee Department
What section of the Plan was addressed
by Consultation?
Non -Housing Community Development Needs
Briefly describe how the
Agency/Group/Organization was
consulted. What are the anticipated
outcomes of the consultation or areas
for improved coordination?
The DCED conferred with the Department of Parks and
Recreation and Department of Planning on community
development needs gathered by these two
Departments that are non -housing related. These
needs include gathering data acquired from the Park
Survey and a list of public facilities or improvements
planned for the City during the next several years.
Identify any Agency Types not consulted and provide rationale for not consulting
We did not consult with philanthropic agencies in the community. To date, the latter have never actively
participated in our Department's programs/activities. We do not have direct contacts with these entities
and did not have the ability to reach out to them.
DRAFT Annual Action Plan 11
2018
OMB Control No: 2506-0117 (exp. 06/30/2018)
Other local/regional/state/federal planning efforts considered when preparing the Plan
Name of Plan
Lead Organization
How do the goals of your Strategic Plan overlap
with the goals of each plan?
Continuum of Care
Miami -Dade Homeless
Trust
The CoC's ten-year plan outlines the community's
goals to address homelessness, including the number
of emergency beds, transitional beds, and permanent
beds needed to accommodate the homeless
population.
Miami 21
City of Miami Planning
Department
This is the current zoning code of the City of Miami.
The DCED worked with the Planning Department to
assure that incentives were created to allow for
affordable housing development throughout the City
of Miami's neighborhoods.
Analysis of
Impediments to
Fair Housing FY15-
20
City of Miami
Department of
Community and
Economic Development
This document outlines the barriers (impediments) to
affordable housing identified in our community and
the endeavors we plan to undertake to overcome
these impediments.
Seven50 Plan:
Southeast FLorida
Prosperity Plan
South Florida and
Treasure Coast Regional
Planning Councils and
the Southeast Florida
Regional Partn
Regional Planning Effort currently in development to
cover Florida's seven southeastern -most counties
including Miami -Dade.
One Community,
One Goal Strategic
Plan
The Beacon Council
Foundation
As Miami -Dade County's official economic
development partnership, the Beacon Council is
charged with bringing new, job -generating
investments to the community, while assisting it
facilitates the creation of quality jobs for residents of
Miami -Dade County, including the City of Miami. This
entity has spearheaded this comprehensive study to
gather data and analyze trends towards furthering
economic development throughout the County,
specifically attracting and developing specific job
sectors/industries in our community to aide in
creating high -wage, permanent jobs.
DRAFT Annual Action Plan
2018
12
OMB Control No: 2506-0117 (exp. 06/30/2018)
Name of Plan
Lead Organization
How do the goals of your Strategic Plan overlap
with the goals of each plan?
Miami
Comprehensive
Neighborhood Plan
(MCNP)
Miami Comprehensive
Neighborhood Plan
(MCNP)City of Miami
Planning and Zoning
Departments
By State Statute, each City and County in Florida must
adopt a comprehensive plan and also adopt land
development regulations to implement the
comprehensive plan. The purpose of the MCNP is to
indicate how the City will meet the needs of existing
and future residents, visitors, and businesses, while
preserving the character and quality of its
communities. MCNP creates a policy framework that
has the effect of law, to guide all public and private
development decisions in the City. MCNP consists of
materials (written and graphic) that describe the
principles, guidelines, and standards for the orderly
and balanced future development of the City
(economic, social, physical, environmental, and fiscal
development. The last update was adopted in
February 2017.
City of Miami Local
Housing Assistance
Plan (LHAP)
Department of
Community & Economic
Development
This Plan must be filed with the State of Florida every
3 years, as required. It outlines a SHIP funding
recipient's (City of Miami) plans for meeting the
housing needs of the very low, low and moderate
income households, expanding production of and
preserving affordable housing, and furthering the
housing element of the local government's
comprehensive plan, specifically in relation to
affordable housing. The most current one spans
2016-2019.
Public Housing
Agency (PHA)5-
Year and Annual
Plan
Miami -Dade Public
Housing & Community
Development (PHCD)
This plan spans FY 2015-2020 and identifies the PHA's
quantifiable goals and objectives that will enable the
PHA to serve the needs of low-income and very low-
income, and extremely low-income families for the
next five years, while also including a report on the
progress the PHA has made in meeting the goals and
objectives described in the previous 5-Year Plan. The
DCED looks to this plan to incorporate all efforts
taking place at public housing sites within our
jurisdiction, given that PHCD operates public housing
throughout our County.
DRAFT Annual Action Plan
2018
13
OMB Control No: 2506-0117 (exp. 06/30/2018)
Name of Plan
Lead Organization
How do the goals of your Strategic Plan overlap
with the goals of each plan?
Area Plan on Aging
Program Module
(2017-2019)
Alliance for Aging, Inc.
This plan allowed us to consider and address the
needs of the elderly in our area (PSA-11). Plan run
until December 31, 2019.
Table 3 — Other local / regional / federal planning efforts
DRAFT Annual Action Plan 14
2018
OMB Control No: 2506-0117 (exp. 06/30/2018)
AP-12 Participation — 91.105, 91.200(c)
Summary of citizen participation process/Efforts made to broaden citizen participation
Summarize citizen participation process and how it impacted goal -setting
The DCED makes every attempt to target as many stakeholders as possible to join the Consolidated Planning process. The main form of outreach
to the public has always been the public hearings, whereby all residents, developers, public service agencies, housing associations, clients, and
other City Departments are invited via a printed advertisement in The Miami Herald, multiple e-mail blasts, printed flyers mailed out to all
agencies, and press release distribution to media outlets. Following the City's Citizen Participation Plan, three meetings were held to address the
needs, expectations and concerns of city residents and an additional meeting dedicated to the HOPWA program.
Citizen Participation Outreach
Sort
Order
Mode of
Outreach
Target of
Outreach
Summary of
response/attendance
Summary of
comments received
Summary of
comments
not accepted
and reasons
URL (If applicable)
1
Newspaper
Ad
Non-
targeted/broad
community
Printed in The Miami
Herald, this ad
announced the
locations/dates/times
of public hearings.
No comments were received
during the action plan comment
period which run from June 26,
2018 to July 27, 2018.
Not
Applicable
http://miamigov.com/
communitydevelopm
ent/pages/agenda/
DRAFT Annual Action Plan 15
2018
OMB Control No: 2506-0117 (exp. 06/30/2018)
Sort
Order
Mode of
Outreach
Target of
Outreach
Summary of
response/attendance
Summary of
comments received
Summary of
comments
not accepted
and reasons
URL (If applicable)
2
Public
Hearing
Minorities
Non -English
Speaking -
Specify other
language:
Spanish
Non-
targeted/broad
community
Three meetings were
held within City limits
for all CPD programs
and another meeting
was held specifically
to address the
HOPWA program.
No comments were received at
the July 27, 2018 Public Hearing.
Not
Applicable
3
Internet
Outreach
Non -
targeted/broad
community
e-mails were sent to
DCED's list of contacts
comprised of
individuals, sub-
recipients, project
sponsors, developers,
lenders, CHDOs,
homeowners, etc.
No comments were received.
Not
Applicable
Table 4 — Citizen Participation Outreach
DRAFT Annual Action Plan
2018
OMB Control No: 2506-0117 (exp. 06/30/2018)
16
Expected Resources
AP-15 Expected Resources — 91.220(c)(1,2)
Introduction
The City of Miami provides General Fund dollars to leverage, and complement, approved CDBG-funded public service agencies and to provide
additional public services that otherwise could not be funded due to the 15% CDBG cap on the funding of public services. These City funds, known
as Social Service Gap funds, help stabilize these agencies. The City of Miami Planning & Zoning Departments also collect financial contributions (as
stipulated by the current Zoning Ordinance) from private developers who opt for specific provisions allowed by the City of Miami Zoning Code
(Miami21) to developments providing a certain number of affordable units in a given project, as defined by the Code. These collections are then
dedicated to the City's Affordable Housing Trust Fund (AHTF), with funding from this source used to further the DCED's existent housing programs,
aiding both homebuyers (first-time and existent) and developers (multi -family rental and homeownership projects).
DRAFT Annual Action Plan 17
2018
OMB Control No: 2506-0117 (exp. 06/30/2018)
Anticipated Resources
Program
Source
of
Funds
Uses of Funds
Expected Amount Available Year 1
Expected
Amount
Available
Remainder
of ConPlan
$
Narrative Description
Annual
allocation:
$
Program
Income: $
Prior Year
Resources:
$
Total:
$
CDBG
public -
federal
Acquisition
Admin and
Planning
Economic
Development
Housing
Public
Improvements
Public Services
5,259,044
150,146
0
5,409,190
0
HOME
public -
federal
Acquisition
Homebuyer
assistance
Homeowner
rehab
Multifamily
rental new
construction
Multifamily
rental rehab
New
construction for
ownership
TBRA
3,545,440
1,179,174
0
4,724,614
0
DRAFT Annual Action Plan
2018
OMB Control No: 2506-0117 (exp. 06/30/2018)
18
Program
Source
of
Funds
Uses of Funds
Expected Amount Available Year 1
Expected
Amount
Available
Remainder
of ConPlan
$
Narrative Description
Annual
Allocation:
$
Program
Income: $
Prior Year
Resources:
$
Total:
$
HOPWA
public -
federal
Permanent
housing in
facilities
Permanent
housing
placement
Short term or
transitional
housing facilities
STRMU
Supportive
services
TBRA
11,680,308
0
4,627,174
16,307,482
0
DRAFT Annual Action Plan 19
2018
OMB Control No: 2506-0117 (exp. 06/30/2018)
Program
Source
of
Funds
Uses of Funds
Expected Amount Available Year 1
Expected
Amount
Available
Remainder
of ConPlan
$
Narrative Description
Annual
Allocation:
$
Program
Income: $
Prior Year
Resources:
$
Total:
$
ESG
public -
federal
Conversion and
rehab for
transitional
housing
Financial
Assistance
Overnight
shelter
Rapid re-
housing (rental
assistance)
Rental
Assistance
Services
Transitional
housing
427,775
0
0
427,775
0
General
Fund
public -
local
Economic
Development
Public Services
743,000
0
0
743,000
0
Social Service Gap funds approved by
City Commission on a yearly basis to
provide additional funding mainly to
public service agencies.
DRAFT Annual Action Plan
2018
OMB Control No: 2506-0117 (exp. 06/30/2018)
20
Program
Source
of
Funds
Uses of Funds
Expected Amount Available Year 1
Expected
Amount
Available
Remainder
of ConPlan
$
Narrative Description
Annual
Allocation:
$
Program
Income: $
Prior Year
Resources:
$
Total:
$
Housing
Trust
Fund
public -
local
Homebuyer
assistance
Homeowner
rehab
Housing
Multifamily
rental new
construction
New
construction for
ownership
250,000
0
0
250,000
0
These dollars are collected by the
City from private developers desiring
to utilize a floor area bonus provision
allowed in the City's zoning code, in
exchange for paying into Affordable
Housing Trust Fund (AHTF). The
Zoning code allows for this increase
in the floor area in new
developments, and for every square
foot of increase a specific amount is
collected. Funding awards are
approved by the City's Housing and
Commercial Loan Committee and/or
the City of Miami Commission
Section
8
public -
federal
Rental
Assistance
5,100,000
0
0
5,100,000
0
These dollars are used to operate the
City's voucher and moderate
rehabilitation programs
DRAFT Annual Action Plan
2018
OMB Control No: 2506-0117 (exp. 06/30/2018)
21
Program
Source
of
Funds
Uses of Funds
Expected Amount Available Year 1
Expected
Amount
Available
Remainder
of ConPlan
$
Narrative Description
Annual
Allocation:
$
Program
Income: $
Prior Year
Resources:
$
Total:
$
Other
public -
state
Admin and
Planning
Homebuyer
assistance
Homeowner
rehab
Housing
Multifamily
rental new
construction
380,166
0
0
380,166
0
These state dollars are used primarily
towards the City's Single Family
Home Programs, be it First -Time
Homebuyers or Rehabilitation, and it
has been used on multi -family rental
new construction as well. Funding for
the SHIP program was established by
the passage of the 1992 William E.
Sadowski Affordable Housing Act.
Funds are allocated to local
governments on a population -based
formula.
Table 5 - Expected Resources — Priority Table
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how
matching requirements will be satisfied
Miami (DCED) is responsible for 1/2 of HOME matching amounts due to our high levels of poverty. These funds will be matched with AHTF (local
funds) to continue creating affordable housing opportunities. In regards to ESG funding, dollars were matched in the past as follows: the sub -
recipient, Citrus Health Network, Inc., matched their amounts for Rapid Re -Housing and Homelessness Prevention dollars with approximately
$120,000 from the Veterans Administration and another $65,000 from Our Kids. The Miami Homeless Assistance Program matched all dollars it
receives with grant dollars it receives via application (RFP) from the CoC's NOFA. The Department (DCED) matches any Administration dollars it
utilizes from ESG with HOPWA funding. We foresee that these Subrecipients will continue to match ESG monies in the same manner they have
done in the past.
DRAFT Annual Action Plan 22
2018
OMB Control No: 2506-0117 (exp. 06/30/2018)
Annual Goals and Objectives
AP-20 Annual Goals and Objectives
Goals Summary Information
Sort
Order
Goal Name
Start
Year
End
Year
Category
Geographic
Area
Needs Addressed
Funding
Goal Outcome Indicator
1
Rental Housing - Multi-
Family New
Construction
2014
2018
Affordable
Housing
City of
Miami
Affordable Rental
Housing
HOME:
$3,500,000
Housing Trust
Fund:
$250,000
Rental units constructed: 50
Household Housing Unit
2
Rental Housing - Multi-
Family Rehab
2014
2018
Affordable
Housing
City of
Miami
Affordable Rental
Housing
HOME:
$250,000
Rental units rehabilitated: 4
Household Housing Unit
3
Homeownership - New
Construction
2014
2018
Affordable
Housing
City of
Miami
Affordable
Homeownership
HOME:
$250,000
Homeowner Housing Added:
4 Household Housing Unit
4
Homeownership - Down
Payment Assistance
2014
2018
Affordable
Housing
Affordable
Homeownership
HOME:
$252,153
Homeowner Housing Added:
Direct Financial Assistance to
Homebuyers: 4 Households
Assisted
5
Homeowner - Single
Family Rehabilitation
2014
2018
Affordable
Housing
City of
Miami
Affordable
Homeownership
CDBG:
$80,000
Homeowner Housing
Rehabilitated: 2 Household
Housing Unit
6
Homeowner - Single
Family Replacement
Housing
2014
2018
Affordable
Housing
City of
Miami
Affordable
Homeownership
CDBG:
$150,000
Homeowner Housing Added:
1 Household Housing Unit
DRAFT Annual Action Plan
2018
OMB Control No: 2506-0117 (exp. 06/30/2018)
23
Sort
Order
Goal Name
Start
Year
End
Year
Category
Geographic
Area
Needs Addressed
Funding
Goal Outcome Indicator
7
Public Services - Elderly
Meals
2014
2018
Non -Homeless
Special Needs
Non -Housing
Community
Development
City of
Miami
Provision of Public
Services
CDBG:
$649,294
General Fund:
$604,450
Public service activities other
than Low/Moderate Income
Housing Benefit: 1000
Persons Assisted
8
Public Services - Child
Care
2014
2018
Non -Housing
Community
Development
City of
Miami
Provision of Public
Services
CDBG:
$52,310
General Fund:
$39,612
Public service activities for
Low/Moderate Income
Housing Benefit: 50
Households Assisted
9
Public Services - Youth
Development
2014
2018
Non -Housing
Community
Development
City of
Miami
Provision of Public
Services
CDBG:
$199,825
General Fund:
$50,000
Public service activities other
than Low/Moderate Income
Housing Benefit: 45 Persons
Assisted
10
Public Services - People
with Disabilities
2014
2018
Non -Homeless
Special Needs
Non -Housing
Community
Development
City of
Miami
Provision of Public
Services
CDBG:
$31,073
General Fund:
$48,938
Public service activities other
than Low/Moderate Income
Housing Benefit: 3 Persons
Assisted
11
Public Services -
Employment & Training
2014
2018
Non -Housing
Community
Development
City of
Miami
Provision of Public
Services
CDBG: $6,500
Public service activities other
than Low/Moderate Income
Housing Benefit: 2 Persons
Assisted
12
Economic Development
- Job Creation/Retention
2014
2018
Non -Housing
Community
Development
City of
Miami
Economic
Development &
Public Facilities
CDBG:
$50,000
Jobs created/retained: 6 Jobs
DRAFT Annual Action Plan
2018
OMB Control No: 2506-0117 (exp. 06/30/2018)
24
Sort
Order
Goal Name
Start
Year
End
Year
Category
Geographic
Area
Needs Addressed
Funding
Goal Outcome Indicator
13
Economic Development
- Technical Assistance
2014
2018
Non -Housing
Community
Development
City of
Miami
Economic
Development &
Public Facilities
CDBG:
$80,000
Businesses assisted: 10
Businesses Assisted
14
Economic Development
- T/A to Micro-
Enterprises
2014
2018
Non -Housing
Community
Development
City of
Miami
Economic
Development &
Public Facilities
CDBG:
$50,000
Businesses assisted: 5
Businesses Assisted
15
Economic Development
- Commercial Facade
2014
2018
Non -Housing
Community
Development
City of
Miami
Economic
Development &
Public Facilities
CDBG:
$1,038,689
Facade treatment/business
building rehabilitation: 75
Business
16
Economic Development
- Sustainable
Communities
2014
2018
Affordable
Housing
Homeless
Non -Homeless
Special Needs
Non -Housing
Community
Development
City of
Miami
Economic
Development &
Public Facilities
CDBG:
$1,969,689
Other: 2500 Other
17
Tenant Based Rental
Assistance
2014
2018
Affordable
Housing
Non -Homeless
Special Needs
City of
Miami
Affordable Rental
Housing
Special Needs
Housing &
Objectives
HOPWA:
$15,436,273
Tenant -based rental
assistance / Rapid
Rehousing: 800 Households
Assisted
18
Short -Term Rental,
Mortgage, & Utility
Assistance
2014
2018
Non -Homeless
Special Needs
City of
Miami
Affordable Rental
Housing
HOPWA:
$400,000
Other: 50 Other
DRAFT Annual Action Plan
2018
OMB Control No: 2506-0117 (exp. 06/30/2018)
25
Sort
Order
Goal Name
Start
Year
End
Year
Category
Geographic
Area
Needs Addressed
Funding
Goal Outcome Indicator
19
Project -Based Capital,
Rental, and Operating
2014
2018
Affordable
Housing
Non -Homeless
Special Needs
City of
Miami
Affordable Rental
Housing
HOPWA:
$100,800
HIV/AIDS Housing
Operations: 32 Household
Housing Unit
20
Street Outreach and/or
Hotel/Motel Vouchers
2014
2018
Homeless
City of
Miami
Homeless
Assistance
ESG: $256,665
Other: 1450 Other
21
Rapid Rehousing and
Homeless Prevention
2014
2018
Homeless
City of
Miami
Homeless
Assistance
ESG: $139,027
Tenant -based rental
assistance / Rapid
Rehousing: 8 Households
Assisted
Homelessness Prevention: 18
Persons Assisted
22
Rental Housing -
Housing Choice Rental
Assistance
2014
2018
Affordable
Housing
Public Housing
City of
Miami
Affordable Rental
Housing
Section 8:
$4,663,200
Tenant -based rental
assistance / Rapid
Rehousing: 416 Households
Assisted
DRAFT Annual Action Plan 26
2018
OMB Control No: 2506-0117 (exp. 06/30/2018)
Sort
Order
Goal Name
Start
Year
End
Year
Category
Geographic
Area
Needs Addressed
Funding
Goal Outcome Indicator
23
Program Administration
2014
2018
Program
Administration
City of
Miami
Affordable Rental
Housing
Affordable
Homeownership
Provision of Public
Services
Economic
Development &
Public Facilities
Special Needs
Housing &
Objectives
Homeless
Assistance
CDBG:
$1,051,809
HOPWA:
$350,409
HOME:
$472,461
ESG: $32,083
Section 8:
$436,800
Other: 1 Other
Table 6 — Goals Summary
DRAFT Annual Action Plan 27
2018
OMB Control No: 2506-0117 (exp. 06/30/2018)
Projects
AP-35 Projects — 91.220(d)
Introduction
The City of Miami will undertake the following projects to support the activities it will implement during
FY2018-2019
Projects
#
Project Name
1
Public Services 2018
2
Economic Development 2018
3
Sustainable Communities 2018
4
Housing - Single Family Projects 2018
5
Housing - Brick and Mortar 2018
6
Housing - Down Payment Assistance 2018
7
HESG - City of Miami/Citrus Health Network/Admin 2018
8
2018-2021 - City of Miami FLH18F005 (COM)
9
2018-2021 - Carrfour Supportive Housing FLH18F005 (CSH)
10
2018-2021 - Center of Information and Orientation FLH18F005 (CIO)
11
2018-2021 - Empower U FLH18F005 (EU)
12
2018-2021 - Miami Beach CDC FLH18F005 (MB)
13
2018-2021 - SABER FLH18F005 (SA)
14
2018-2021 - Sunshine for All FLH18F005 (SFA)
15
2018-2021 - Care Resource FLH18F005 (CR)
16
2018-2021 - Latin Mission Ministries FLH18F005 (LM)
17
Planning and Administration 2018
18
Housing - Housing Choice and Mod Rehab Rental Assistance
Table 7 - Project Information
DRAFT Annual Action Plan 28
2018
OMB Control No: 2506-0117 (exp. 06/30/2018)
AP-38 Project Summary
Project Summary Information
1
Project Name
Public Services 2018
Target Area
City of Miami
Goals Supported
Public Services - Elderly Meals
Public Services - Child Care
Public Services - Youth Development
Public Services - People with Disabilities
Public Services - Employment & Training
Needs Addressed
Provision of Public Services
Funding
CDBG: $939,002
General Fund: $743,000
Description
Provision of public services to extremely low, low, and moderate income
households. Services include, but are not limited to Elderly meals,
childcare, youth programs, services for the disabled, job training, etc.
Target Date
9/30/2019
Estimate the number
and type of families
that will benefit
from the proposed
activities
Elderly households: 1000 people
Childcare and Youth Development: 95 people
People with Disabilities: 3 people
Employment and Training: 3 people
Location Description
Citywide
Planned Activities
Elderly congregate and delivered meals
Child Care Services
Youth enhancement programs
Services for People with Disability
Job Training
2
Project Name
Economic Development 2018
Target Area
City of Miami
Goals Supported
Economic Development - Job Creation/Retention
Economic Development - Technical Assistance
Economic Development - T/A to Micro -Enterprises
Economic Development - Commercial Facade
Needs Addressed
Economic Development & Public Facilities
DRAFT Annual Action Plan
2018
29
OMB Control No: 2506-0117 (exp. 06/30/2018)
Funding
CDBG: $1,218,689
Description
Create and maintain employment opportunities for extremely low-, very
low-, and low -to -moderate individuals. Provide technical assistance to
for -profit businesses in order to build capacity, generate economic
development opportunities, and create/retain jobs for extremely low-,
very low-, and low -to -moderate income persons. Technical assistance
includes, but it is not limited to financial consultation, permits/licenses,
zoning information, infrastructure, business
relations/relocation/expansion, business attraction, security
improvements, seminars/workshops, capacity building, general business
services, and marketing/promotion assistance.
Target Date
9/30/2019
Estimate the number
and type of families
that will benefit
from the proposed
activities
It is anticipated that economic development activities will yield the
following results:
Job creation/retention: 3 jobs
Technical assistance to for profit businesses: 10 businesses
Technical assistance to micro businesses: 5 people
Commercial facade and Code Compliance: 75 businesses
Location Description
Citywide
Planned Activities
See above.
3
Project Name
Sustainable Communities 2018
Target Area
City of Miami
Goals Supported
Economic Development - Sustainable Communities
Needs Addressed
Economic Development & Public Facilities
Funding
CDBG: $1,969,689
Description
Acquisition, construction, reconstruction, rehabilitation or installation of
public facilities and improvements. This is inclusive, but not limited to
street improvements, neighborhood facilities such as libraries, fire
stations, recreational facilities, parks, playgrounds and facilities for
persons with special needs, etc.
Target Date
9/30/2019
Estimate the number
and type of families
that will benefit
from the proposed
activities
Over 2500 area residents will benefit for these activities
DRAFT Annual Action Plan
2018
30
OMB Control No: 2506-0117 (exp. 06/30/2018)
Location Description
Citywide
Planned Activities
See above
4
Project Name
Housing - Single Family Projects 2018
Target Area
City of Miami
Goals Supported
Homeowner - Single Family Rehabilitation
Homeowner - Single Family Replacement Housing
Needs Addressed
Affordable Homeownership
Funding
CDBG: $230,000
SHIP Program (Florida): $50,000
Description
Preserving and creating affordable housing opportunities for city
residents
Target Date
9/30/2019
Estimate the number
and type of families
that will benefit
from the proposed
activities
Single family rehabilitation program: 2 household units
Single family replacement program: 1 household unit
Location Description
Citywide
Planned Activities
See above
5
Project Name
Housing - Brick and Mortar 2018
Target Area
City of Miami
Goals Supported
Rental Housing - Multi -Family New Construction
Rental Housing - Multi -Family Rehab
Homeownership - New Construction
Needs Addressed
Affordable Rental Housing
Affordable Homeownership
Funding
HOME: $4,000,000
Housing Trust Fund: $250,000
Description
Construction/rehabilitation of affordable housing units
Target Date
9/30/2019
DRAFT Annual Action Plan
2018
31
OMB Control No: 2506-0117 (exp. 06/30/2018)
Estimate the number
and type of families
that will benefit
from the proposed
activities
58 Housing units
Location Description
Citywide
Planned Activities
See above
6
Project Name
Housing - Down payment Assistance 2018
Target Area
City of Miami
Goals Supported
Homeownership - Down Payment Assistance
Needs Addressed
Affordable Homeownership
Funding
HOME: $252,153
Description
The goal of this program is to increase the availability of affordable
housing by providing deferred loans to first-time low to moderate
income home buyers purchasing a property in the City of Miami.
Target Date
9/30/2019
Estimate the number
and type of families
that will benefit
from the proposed
activities
4 Households assisted
Location Description
See above
Planned Activities
Citywide
7
Project Name
HESG - City of Miami/Citrus Health Network/Admin 2018
Target Area
City of Miami
Goals Supported
Street Outreach and/or Hotel/Motel Vouchers
Rapid Rehousing and Homeless Prevention
Needs Addressed
Homeless Assistance
Funding
ESG: $427,775
Description
Provides outreach and homeless assistance and prevention through the
provision of Rapid Rehousing and Homeless Prevention rental assistance
programs
Target Date
9/30/2019
DRAFT Annual Action Plan
2018
32
OMB Control No: 2506-0117 (exp. 06/30/2018)
Estimate the number
and type of families
that will benefit
from the proposed
activities
1475 People
Location Description
Citywide
Planned Activities
See above
8
Project Name
2018-2021 - City of Miami FLH18F005 (COM)
Target Area
City of Miami
Goals Supported
Tenant Based Rental Assistance
Needs Addressed
Affordable Rental Housing
Funding
HOPWA: $15,436,273
Description
Rental assistance payments for TBRA program
Target Date
9/30/2019
Estimate the number
and type of families
that will benefit
from the proposed
activities
950 Households
Location Description
Countywide
Planned Activities
See above
9
Project Name
2018-2021 - Carrfour Supportive Housing FLH18F005 (CSH)
Target Area
City of Miami
Goals Supported
Project -Based Capital, Rental, and Operating
Needs Addressed
Special Needs Housing & Objectives
Homeless Assistance
Funding
HOPWA: $44,100
Description
Provision of project -based housing for homeless people with HIV/AIDS
Target Date
9/30/2019
DRAFT Annual Action Plan
2018
33
OMB Control No: 2506-0117 (exp. 06/30/2018)
Estimate the number
and type of families
that will benefit
from the proposed
activities
14 Households
Location Description
Not applicable
Planned Activities
See above
10
Project Name
2018-2021 - Center of Information and Orientation FLH18F005 (CIO)
Target Area
City of Miami
Goals Supported
Tenant Based Rental Assistance
Needs Addressed
Special Needs Housing & Objectives
Funding
HOPWA: $431,390
Description
Funding to provide Housing Specialist services and HQS inspections for
the TBRA program
Target Date
9/30/2019
Estimate the number
and type of families
that will benefit
from the proposed
activities
241 Households
Location Description
Countywide
Planned Activities
See above
11
Project Name
2018-2021 - Empower U FLH18F005 (EU)
Target Area
City of Miami
Goals Supported
Tenant Based Rental Assistance
Needs Addressed
Homeless Assistance
Funding
HOPWA: $431,390
Description
Funding to provide Housing Specialist services and HQS inspections for
the TBRA program
Target Date
9/30/2019
DRAFT Annual Action Plan
2018
34
OMB Control No: 2506-0117 (exp. 06/30/2018)
Estimate the number
and type of families
that will benefit
from the proposed
activities
241 Households
Location Description
Countywide
Planned Activities
See above
12
Project Name
2018-2021 - Miami Beach CDC FLH18F005 (MB)
Target Area
City of Miami
Goals Supported
Project -Based Capital, Rental, and Operating
Needs Addressed
Special Needs Housing & Objectives
Homeless Assistance
Funding
HOPWA: $18,900
Description
Provision of project -based housing for homeless people with HIV/AIDS
Target Date
9/30/2019
Estimate the number
and type of families
that will benefit
from the proposed
activities
6 Households
Location Description
Not applicable
Planned Activities
See above
13
Project Name
2018-2021 - SABER FLH18F005 (SA)
Target Area
City of Miami
Goals Supported
Tenant Based Rental Assistance
Needs Addressed
Special Needs Housing & Objectives
Funding
HOPWA: $196,900
Description
Funding to provide Housing Specialist services and HQS inspections for
the TBRA program
Target Date
9/30/2019
DRAFT Annual Action Plan
2018
35
OMB Control No: 2506-0117 (exp. 06/30/2018)
Estimate the number
and type of families
that will benefit
from the proposed
activities
110 Households
Location Description
Countywide
Planned Activities
See above
14
Project Name
2018-2021 - Sunshine for All FLH18F005 (SFA)
Target Area
City of Miami
Goals Supported
Needs Addressed
Funding
HOPWA: $431,390
Description
Funding to provide Housing Specialist services and HOS inspections for
the TBRA program
Target Date
Estimate the number
and type of families
that will benefit
from the proposed
activities
241 Households
Location Description
Countywide
Planned Activities
See above
15
Project Name
2018-2021 - Care Resource FLH18F005 (CR)
Target Area
City of Miami
Goals Supported
Tenant Based Rental Assistance
Needs Addressed
Affordable Rental Housing
Special Needs Housing & Objectives
Funding
HOPWA: $209,430
Description
Funding to provide Housing Specialist services and HQS inspections for
the TBRA program
Target Date
9/30/2019
DRAFT Annual Action Plan
2018
36
OMB Control No: 2506-0117 (exp. 06/30/2018)
Estimate the number
and type of families
that will benefit
from the proposed
activities
117 Households
Location Description
Countywide
Planned Activities
See above
16
Project Name
2018-2021 - Latin Mission Ministries FLH18F005 (LM)
Target Area
City of Miami
Goals Supported
Project -Based Capital, Rental, and Operating
Needs Addressed
Special Needs Housing & Objectives
Homeless Assistance
Funding
HOPWA: $37,800
Description
Provision of project -based housing for homeless people with HIV/AIDS
Target Date
9/30/2019
Estimate the number
and type of families
that will benefit
from the proposed
activities
12 Households
Location Description
Not applicable
Planned Activities
See above
17
Project Name
Planning and Administration 2018
Target Area
City of Miami
Goals Supported
Program Administration
Needs Addressed
Affordable Rental Housing
Affordable Homeownership
Provision of Public Services
Economic Development & Public Facilities
Special Needs Housing & Objectives
Homeless Assistance
Funding
CDBG: $1,051,809
HOME: $319,090
Description
DRAFT Annual Action Plan
2018
37
OMB Control No: 2506-0117 (exp. 06/30/2018)
Target Date
9/30/2019
Estimate the number
and type of families
that will benefit
from the proposed
activities
Not applicable
Location Description
Not applicable
Planned Activities
Not applicable
18
Project Name
Housing - Housing Choice and Mod Rehab Rental Assistance
Target Area
Goals Supported
Needs Addressed
Funding
.
Description
Target Date
Estimate the number
and type of families
that will benefit
from the proposed
activities
Location Description
Planned Activities
DRAFT Annual Action Plan 38
2018
OMB Control No: 2506-0117 (exp. 06/30/2018)
AP-50 Geographic Distribution — 91.220(f)
Description of the geographic areas of the entitlement (including areas of low-income and
minority concentration) where assistance will be directed
The city works mainly on a citywide basis to provide services to all its low -to -moderate income residents.
Nevertheless, the city continues to support a system where it targets distressed neighborhoods which are
in most need of assistance, known as Neighborhood Development Zones (NDZs). Community
Development funding will continue to be targeted and priority will be given to viable projects in the NDZs.
The NDZ concept is a comprehensive long-term approach to neighborhood revitalization that focuses on
community assets as a means of stimulating market driven redevelopment. It is a holistic approach that
calls for sustained, multi -year commitments from the city, the private sector, and community based
organizations. The infusion of resources to the NDZ supports the stabilization of the area and spurs
growth. The NDZ seeks to: (1) Create physical improvements through infrastructure and streetscape
improvements, code enforcement, and removal of slum and blight; (2) Improve housing conditions by
targeting rehabilitation and new construction assistance in the NDZ; (3) Stimulate economic development
through facade improvements and other forms of targeted business assistance; (4) Improve the living
condition of residents; (5) Spur economic growth and revitalization.
The geographic distribution of funding is not directly driven by the NDZ, but rather by the district in which
it is located. The city attempts to work with private sector partners and community -based organizations
to serve neighborhoods within NDZs, but no specific percentage of funds is reserved for these target areas
as the funding is extremely limited. The city allocates its funding on a citywide basis unless otherwise
noted in this plan.
Geographic Distribution
Target Area
Percentage of Funds
City of Miami
100
Table 8 - Geographic Distribution
Rationale for the priorities for allocating investments geographically
Due to the limited amount of resources available, the city cannot reserve funding based on a specific
geographic target area. However, the city does provide an avenue whereby it prioritizes projects within
those areas whenever such project is beneficial to area residents. Grant funding, is therefore, best utilized
with the premise that it will directly assist low -to -moderate income residents.
DRAFT Annual Action Plan 39
2018
OMB Control No: 2506-0117 (exp. 06/30/2018)
Affordable Housing
AP-55 Affordable Housing — 91.220(g)
Introduction
The City of Miami will continue to allocate CDBG, HOME, HOPWA, SHIP and AHTF funding for the
development of housing opportunities. This shall be accomplished by implementing the strategies that
concentrate in alleviating citywide housing needs. As depicted in the Housing Needs Assessment on the
Consolidated Plan, Miami is a city where wages and job growth have not been able to keep up with the
increasing cost of living, as such nearly half of city residents are cost -burdened.
One Year Goals for the Number of Households to be Supported
Homeless 26
Non -Homeless 62
Special -Needs 1,300
Total 1,388
Table 9 - One Year Goals for Affordable Housing by Support Requirement
One Year Goals for the Number of Households Supported Through
Rental Assistance 1,326
The Production of New Units 50
Rehab of Existing Units 12
Acquisition of Existing Units 0
Total 1,388
Table 10 - One Year Goals for Affordable Housing by Support Type
DRAFT Annual Action Plan 40
2018
OMB Control No: 2506-0117 (exp. 06/30/2018)
AP-60 Public Housing — 91.220(h)
Introduction
Miami -Dade Public Housing and Community Development (PHCD) oversees Public Housing throughout
the County, including within the City of Miami's jurisdiction. Much of the information cited here is
attributed to PHCD which is committed to provide to low, very low, extremely low and moderate -income
residents of Miami -Dade County with:
• Quality affordable housing opportunities.
• Neighborhood revitalization and stabilization activities.
• Partnerships with private and public entities to optimize resources through innovative programs
• Efficient and effective management of resources.
PHCD administers over 9,100 public housing units. The waiting list for public housing is currently closed.
There are over 70,000 people on the tenant based list and over 40,000 remaining on the project -based
list. It varies depending on the bedroom size and program. The City has done an analysis of PHCD"s units
and approximates that approximately 6,000 of these are within City of Miami limits.
Actions planned during the next year to address the needs to public housing
As identified in its most recent Consolidated Plan, the PHCD plans on the following action during the next
year:
Renovate or modernize public housing units:
• Utilize contractors for projects presented in the Five -Year Action Plan.
• Continue the Job Order Contracts (JOC) program as necessary which is a rapid method of
contracting from a pool of pre-screened group of contractors to do vacant unit repairs. The units
are inspected by PHCD staff, and a list of line items are selected from a pre-set unit price table
containing a number of repairs with fixed prices.
Provide replacement public housing:
• Coordinate with various agencies to make best efforts to identify Annual Contribution Contract
(ACC) equivalent units within the HOPE VI Target Area for low income families and elderly persons.
The HOPE VI Target Area (TA) boundary is defined in BCC Resolution 1416- 08 as bounded by NW
DRAFT Annual Action Plan 41
2018
OMB Control No: 2506-0117 (exp. 06/30/2018)
119 Street, NW 7 Ave., NW 36 Street, and NW 32 Ave.
Improve public housing management (PHAS Score):
• Continue with the Quality Assurance Review (QAR) program for resident files.
Continue the applicability of the Enterprise Income Verification (EIV) Improve voucher management
(SEMAP Score)
• Maintain or improve the current SEMAP Score.
Increase customer satisfaction:
• Provide improved communication with management and referral services to residents.
• Section 8 will continue to receive and assess customer surveys to improve communication.
Concentrate on efforts to improve specific management functions:
• Deliver timely and quality maintenance services to public housing residents.
• Maintain preventive maintenance efforts.
Actions to encourage public housing residents to become more involved in management and
participate in homeownership
In an effort to encourage public housing residents to become more involved in management, PHCD has
implemented quarterly meetings with resident councils to provide training on various aspects of resident
organization and empowerment. In an effort to encourage homeownership, PHCD also coordinates the
County's Section 8 Homeownership program which was approved by the Miami -Dade Board of County
Commissioners (BCC) in December 2001. The Section 8 program is comprised of 14,904 allocated Housing
Choice Vouchers (including 125 VASH) and 2,101 Moderate Rehabilitation project based units.
Additionally, PHCD administers 987 units under the Single Room Occupancy (SRO) Section 8 Moderate
Rehabilitation Program and Stewart B. McKinney Act Shelter Plus Care Program, targeting assistance to
disabled homeless individuals with mental illness, substance abuse and/or HIV/AIDS.
a. Size of Program:
• PHCD is limiting the number of participants in the homeownership program to 200.
DRAFT Annual Action Plan 42
2018
OMB Control No: 2506-0117 (exp. 06/30/2018)
b. PHCD-established eligibility criteria:
• The family must be currently in good standing with the housing agency, including no outstanding
debt to PHCD for previous quality standard damages or unpaid rent. Meet HUD income
requirements. Must earn the minimum wage equivalent to 2,000 hours annually at the State of
Florida minimum rate. The family must be in compliance with the current lease. The family shall
not have quality standards violations existing in the unit. The family shall not have a history of late
payments. The family must not have a previous default on a mortgage obtained through a PHCD
homeownership program.
As an alternative to homeownership, PHCD may consider pursuing lease -to -own options for
homeownership units.
If the PHA is designated as troubled, describe the manner in which financial assistance will be
provided or other assistance
The PHA is not designated as troubled.
DRAFT Annual Action Plan 43
2018
OMB Control No: 2506-0117 (exp. 06/30/2018)
AP-65 Homeless and Other Special Needs Activities — 91.220(i)
Introduction
As required under 91.220, below are the City's one-year goals and action steps for reducing and ending
homelessness through the channels defined in the federal regulations. All of these steps are intended at
all times to align and complement those of the Miami -Dade Homeless Trust, the main body behind our
local Continuum of Care (CoC).
Describe the jurisdictions one-year goals and actions for reducing and ending homelessness
including Reaching out to homeless persons (especially unsheltered persons) and assessing
their individual needs
Miami's Homeless Assistance Program (MHAP) serves as the front lines in the City's fight against
homelessness and has handled street outreach services for the City for over a decade. The City intends to
use 60% of its ESG allocation to fund MHAP's Outreach Service activities with a goal of assisting
approximately 1449 persons in the coming year by providing them with residential shelter placement, and
non-residential services including engagement, case management, emergency health services, emergency
mental health services, transportation, and services to special populations. MHAP staff work on City
streets, talking to and engaging with the unsheltered to handle intake properly, subsequently assessing
and referring the person to services available in the community including one of five area shelters, a
specific shelter for victims of domestic violence, an emergency care center for medical treatment, a
substance abuse treatment program, transitional housing programs (based on availability), the Florida
Department of Children & Families, the Florida Food Stamp Program, the Social Security Administration,
the Dade County Division of Vocational Rehabilitation, the U.S. Veterans Administration, the U.S.
Immigration and Naturalization Services (INS), and/or Legal Services of South Florida. The MHAP enters
all information into HMIS, thereby assisting the CoC in having accurate data as to characteristics of persons
who are living on the streets.
MHAP follows the County -wide CoC's outreach process, called "Outreach, Assessment and Placement"
(OAP), which is provided on the street in a daily, non -aggressive fashion, and as a result of service requests
from homeless persons, social service agencies, religious organizations and law enforcement personnel.
OAP teams are composed of formerly homeless persons and social services professionals. Referrals are
made to the level of housing, as appropriate, or to ancillary services, as may be needed. The established
OAP process requires on -the -street preliminary assessments and typical information and referral that
encompasses five elements: outreach engagement, preliminary psycho -social assessments,
placement/referrals, follow-up and re -engagement (for individuals placed into housing by OAP who leave
and return to the streets).
DRAFT Annual Action Plan 44
2018
OMB Control No: 2506-0117 (exp. 06/30/2018)
Addressing the emergency shelter and transitional housing needs of homeless persons
The City/DCED does not fund or operate emergency shelters/transitional housing.
The CoC works with a number of housing providers to address homelessness in our community via a three -
stage plan which includes emergency housing (temporary care); transitional housing (primary care); and,
permanent supportive housing (advanced care). Outside of the three stages, there is a subset addressed
for those persons who have a permanent disability (mental illness, substance abuse, AIDS). Emergency
housing typically spans 60 days in an existent Homeless Assistance Center (HAC), a facility that provides
short-term shelter, showers, clothing, food, mail, telephones along with counseling and the development
of a "case plan" for each individual. Meanwhile, transitional housing spans six to nine months with a focus
on intensive case management, to include treatment, rehabilitation, employment, and job training. This
care is specialized treatment (mental health; substance abuse; separate programs for men, women and
children, AIDS patients, etc.) with the goal of preparing individuals to be self-sufficient. All provider
agencies under contract with the Homeless Trust must to provide must comply with the Trust's approved
standards of care for emergency care facilities, transitional care facilities, and permanent housing. This
ensures the health, safety and well-being of homeless persons and provides ease of entry into the system.
The Chapman Partnership (CPH) is the not -for -profit 501(c)(3) approved agency that is the private sector
partner of the Miami -Dade County Homeless Trust. CPH operates the two currently operational Homeless
Assistance Centers (HACs), offering a combined 800 beds. The first center, HAC I, is located in the City of
Miami (near downtown) and opened in October 1995. The second center, HAC II, opened in October 1998
in South Miami -Dade, at the former Homestead Air Force Base.
As of January 21, 2016, the continuum's housing inventory (year-round beds) was as follows: 1,716
emergency shelter beds, 24 safe haven beds, and 1,266 transitional beds, amounting to a total of 3,006 in
this category, plus 247 overflow/voucher beds. Meanwhile, there were 3,996 permanent supportive
housing beds amounting to a grand total of 7,249 beds in the continuum.
Helping homeless persons (especially chronically homeless individuals and families, families
with children, veterans and their families, and unaccompanied youth) make the transition to
permanent housing and independent living, including shortening the period of time that
individuals and families experience homelessness, facilitating access for homeless individuals
and families to affordable housing units, and preventing individuals and families who were
recently homeless from becoming homeless again
When analyzing the data from the most recent PIT in regards to the sub -populations identified, the two
characteristics found most frequently, are mental illness and substance abuse, in both the sheltered and
unsheltered categories. This data would seem to indicate that a bulk of homeless persons are battling
another underlying issue(s) and as such, are in need of housing and supportive services. Addressing these
DRAFT Annual Action Plan 45
2018
OMB Control No: 2506-0117 (exp. 06/30/2018)
needs given dwindling funding on a federal, state, and local level creates several obstacles. First,
establishing on -going support services for persons who are formerly homeless is difficult. Secondly,
unemployment levels in South Florida continue to be some of the highest in the nation and lack of
employment is a key factor in a person's ability to retain housing and finally, there is a limited supply of
affordable housing units within City limits, specifically for the very low-income. To that end, the City works
within the means available and awards federal funds (HOME, HOPWA, CDBG-DR) to supportive housing
projects within City limits. Recent allocations include funding towards the Royalton Apartments in
Downtown Miami; Parkview Gardens in Liberty City which opened in the Fall of 2012; Little River Bend
Apartments (66 units) in the Little Haiti neighborhood; and rehabilitation dollars to the Little Haiti
Gateway Apartments (70 SRO units) also in Little Haiti.
Helping low-income individuals and families avoid becoming homeless, especially extremely
low-income individuals and families and those who are: being discharged from publicly funded
institutions and systems of care (such as health care facilities, mental health facilities, foster
care and other youth facilities, and corrections programs and institutions); or, receiving
assistance from public or private agencies that address housing, health, social services,
employment, education, or youth needs.
The City continues to fund rapid re -housing and homelessness prevention services via its Emergency
Solutions Grant (ESG) funding. Approximately 30% of the City's ESG award goes towards these activities.
The latter services are administered by a sub -recipient within the City and County under a program known
as HAND (the Housing Assistance Network of Dade County). The DCED's objectives for this program are
to: (1) Prevent individuals and families from becoming homeless and to (2) Reduce the number of
homeless individuals and families. Should ESG funding levels remain the same in the next year, the City
plans to assist 25-27 persons/families via the HAND program.
As a member of the local CoC, the City is actively engaged in furthering the already established local
discharge coordination policy. Established back in 2007, A Memoranda of Agreement was set up for all
agencies that provide services to homeless persons or persons at risk of homelessness. This Interagency
Agreement includes the Miami -Dade Homeless Trust, State and County Corrections agencies, the 11th
Circuit Court, the local public hospital (Jackson Memorial Hospital), community mental health facilities,
and the Florida Department of Children and Families. The Miami Homeless Assistance Program has
worked with Jackson Memorial Hospital and Community Mental Health Centers to establish and
implement discharge procedures for homeless individuals, ensuring that they have an adequate supply of
medication upon discharge and that the appropriate services (ancillary and/or housing) are provided.
Individuals referred by these agencies are assessed by a specialized outreach team within 24 hours of
initial referral and are usually placed in an emergency shelter within a day of the assessment.
Discussion
In September of 2013, the Miami -Dade County Homeless Trust's Board of Directors approved a new plan
DRAFT Annual Action Plan 46
2018
OMB Control No: 2506-0117 (exp. 06/30/2018)
to create at least 250 beds for the area's chronically homeless by requiring all Trust -funded
permanent housing providers that do not already do so, to set aside units within their programs
specifically for the chronically homeless. As per the Trust, an estimated 43 to 49% of the current
unsheltered (street homeless) population is considered chronic under HUD's definition of someone who
is disabled and has been homeless for more than a year, or four or more times in the past three years.
DRAFT Annual Action Plan 47
2018
OMB Control No: 2506-0117 (exp. 06/30/2018)
AP-70 HOPWA Goals— 91.220 (I)(3)
One year goals for the number of households to be provided housing through the use of HOPWA
for:
Short-term rent, mortgage, and utility assistance to prevent homelessness of the individual or
family
50
Tenant -based rental assistance
950
Units provided in permanent housing facilities developed, leased, or operated with HOPWA
funds
32
Units provided in transitional short-term housing facilities developed, leased, or operated
with HOPWA funds
0
Total
1,032
DRAFT Annual Action Plan 48
2018
OMB Control No: 2506-0117 (exp. 06/30/2018)
AP-75 Barriers to affordable housing — 91.220(j)
Introduction:
The City has long had to combat several factors outside of its control that act as barriers to the
development and preservation of affordable housing. First, because Miami is the oldest jurisdiction in
South Florida, there are relatively few larger -sized residentially zoned vacant tracts in the City as
compared to other suburban areas in Miami -Dade County that were developed later. 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. Also, due to our area's sea levels
and proclivity to hurricanes, building codes tend to be stringent and thereby costly. Also, although they
vary considerably in different parts of the City, land costs in most neighborhoods are high which makes 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 of subsidies allowable
under federal regulations to keep up with the costs of real estate. Recently, public infrastructure has also
become a concern. Specifically, water and sewer lines in Miami are overseen and operated by Miami -
Dade County. Notably, the latter's Water & Sewer Department is in the midst of what is said to be a 15-
year overhaul of its 7,500 miles of sewer lines, with costs approximated at over $1 billion. Many areas of
the County and City suffer from inadequate sewer capacity or aging, decaying lines which rupture or
require extensive repairs. The vulnerability of this system means that if there is no connection to certain
areas, then development to that area is halted.
Actions it planned to remove or ameliorate the negative effects of public policies that serve as
barriers to affordable housing such as land use controls, tax policies affecting land, zoning
ordinances, building codes, fees and charges, growth limitations, and policies affecting the
return on residential investment
At the last general election (2012) in Florida, state voters approved constitutional amendment eleven (11)
which offers an additional $50,000.00 homestead exemption to seniors who already qualify that have
also maintained their home as their permanent residence for at least 25 years and have a market value
less than $250,000.00. The amendment required local legislation as well, and in the spring of 2013, the
Mayor's office introduced the item approximating that at least two thousand City households would
benefit, with seniors qualifying for an additional $400 in savings each year. The enactment of the William
E. Sadowski Act in 1992 created a dedicated source of revenue for housing in Florida from a portion of
documentary stamp taxes on the transfer of real estate. This landmark legislation provided both for a
dedicated funding mechanism for state and local programs, as well as a framework for local programs to
operate. Approximately 30% of these revenues flow into the State Housing Trust Fund and 70 percent
flow into the Local Government Housing Trust Fund. Originally, the collected amount was intended to be
fully appropriated towards affordable housing efforts state-wide, via the funding of two programs -
- the SAIL (State Apartment Incentive Loan) program provides low -interest loans on a competitive basis
DRAFT Annual Action Plan 49
2018
OMB Control No: 2506-0117 (exp. 06/30/2018)
to affordable housing developers and the SHIP (State Housing Initiatives Partnership) program, which
provides funds to local governments as an incentive to create partnerships that produce and preserve
affordable homeownership and multifamily housing. However, once the economy tanked and Florida's
budget suffered, the State's legislature authorized using certain percentages of the fund to balance their
books leaving the SHIP program severely unfunded. The City has lobbied on a state level, urging the
Legislature to use the housing trust fund monies solely for housing, as originally intended. In order to spur
affordable housing development City-wide, in 2011 the City Commission approved an amendment to the
City's zoning code (Miami 21) creating affordable housing incentives for developers including, but not
limited to, modifications of architectural/design standards and parking reductions if the new property is
certified as providing a minimum of 80% of the dwelling's units as affordable housing serving residents at
or below 60% of the area's AMI. A recorded covenant runs with the property for 15 years after the
issuance of a final Certificate of Occupancy (CO). The deferral creates an incentive for developers to build
out affordable housing versus market rate units, by reducing the project's costs and allowing for certain
parking reductions and modifications of architectural/design standards. The City Commission passed
Ordinance #13304 amending the City Code to create a "Code Relief Program" to assist those residents
who wish to legalize their residential properties in a manner allowing for the safe and orderly
procurement of permits towards the legalization of remodeling work and additions to existing buildings
done prior to March 1, 2002. This program was enacted given the current economic climate creating a
hardship for many citizens to bring their properties into compliance without proof of proper permits,
given that many properties were built under older, now defunct building and zoning codes. The program
was given two years to operate. Finally, in the summer of 2013, the City Commission passed a reduction
of its property tax rate for the third consecutive year.
Discussion:
Although the Miami 21 Code does address mixed use projects, no mention had been made of mixed
income projects in the code until recently. The DCED believes that incorporating some type of mandatory
inclusionary zoning program into the Code could allow for the development of mixed -income
neighborhoods and keep essential public -sector employees such as police officers, teachers, and
firefighters residing in the communities they serve, all while boosting affordable housing supply and
promoting social inclusion. In late February, City leaders approved an amendment to Miami21 which will
allow for a relaxation of zoning standards for mixed -income residential projects, with delineations in
keeping with the state's SAIL program as detailed above. Developers can utilize these mixed -income
standards based on their providing at least 40% of the units serving residents at or below 60% AMI, or
providing at least 20% of the units serving residents at or below 50% AMI.
Also, the DCED plans to continue its longstanding relationship with Housing Opportunities Project for
Excellence (HOPE) Inc., our local Fair Housing Center (FHIP), given the latter's ability to monitor and
respond to the different faces of discrimination especially in light of potential issues related to predatory
lending/refinancing. As required, HOPE assists the DCED and City in testing for fair housing law violations,
pursuing enforcement of meritorious claims, and conducting fair housing education and outreach. Their
insight into fair housing matters is crucial in the DCED's efforts to affirmatively further fair housing.
DRAFT Annual Action Plan 50
2018
OMB Control No: 2506-0117 (exp. 06/30/2018)
AP-85 Other Actions — 91.220(k)
Introduction:
The following introduces other actions/strategies the City of Miami will implement, whenever possible, in
FY2018-2019 to,
• Meet underserved needs;
• Foster and maintain affordable housing;
• Reduce lead -based paint hazards;
• Reduce the number of poverty -level families;
• Enhance coordination between public and private housing and social service agencies.
Actions planned to address obstacles to meeting underserved needs
The City of Miami, through the Action Plan, petitions for federal funds to assist the needs of residents that
have traditionally been underserved by existing local social service programs. The activities funded 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. As an example, for senior
citizens and homebound frail elderly persons, physically and developmentally disabled persons, and
infants and youth.
Actions planned to foster and maintain affordable housing
Efforts planned to foster and maintain affordable housing include: continue to implement neighborhood
revitalization via the Neighborhood Development Zone (NDZ) concept which encourages public and
private development (Miami's NDZs are explained in SP-10); support mixed use and mixed income
development throughout the City; make efforts to assist existing homeowners bring their units into safe
and sanitary conditions; make HOME funds available towards new construction and rehabilitation of
multi -family structures; continue providing rental subsidies to over 1,300 families on a yearly basis, etc.
With Miami residents voting to fund $400 million in spending to help counter against the effects of sea
level rising and lack of affordable housing, residents made a conscious choice to tax themselves to
preserve and ameliorate the current affordable housing stock left in the city. It is estimated that
approximately $100 million will be earmarked toward affordable housing projects, $78 million for parks
and cultural facilities, $23 million for road improvements and $7 million for public safety.
Actions planned to reduce lead -based paint hazards
1978, the use of lead -based paint was declared hazardous and prohibited in residential housing. Due to
the proportion of pre-1978 housing units within the Miami city limits, the city is required to comment on
efforts to identify housing units in which lead may be present and to remove this hazard. Lead is a
DRAFT Annual Action Plan 51
2018
OMB Control No: 2506-0117 (exp. 06/30/2018)
particular concern in units where children reside. HUD regulations have been unified and now require that
lead -based paint inspections be expanded. The reduction of elevated lead blood levels ("EBL") in children
is a top priority for HUD. The City of Miami requires that inspections be conducted on all general housing
rehabilitation projects involving construction dating prior to 1978. Asbestos assessment and lead -based
paint reports are generated from the inspections to identify the presence and location of hazards. The
city requires that certified lead -based paint contractors perform the work on housing projects where
hazards have been identified, to ensure that safe work practices are followed as implemented by Florida
OSHA.
In addition, the city distributes an informational brochure to contractors and citizens regarding the use of
Federal housing monies to abate lead -based paint hazards. The following procedure will be enforced for
all housing units assisted by the city. All housing units are inspected for Housing Quality Standards ("HQS")
before housing assistance is provided, regardless of the age of construction or the age of the prospective
tenants. The city's HQS inspection includes a check for signs of lead -based paint and dust hazards
(chipping, peeling and scaling of paint) as required under HUD lead -based paint regulations. Properties
identified as having potential lead -based paint and dust hazards are reported and hazards are abated.
Finally, the city provides a written notice regarding the hazards of lead -based paint to each family or
applicant who is receiving housing assistance for units built before 1978. The notice must be signed by
the applicant and maintained in the applicant's file to ensure awareness of the potential hazard. The city
does not limit the inspections, abatement, or notices to families with children under age 6.
Actions planned to reduce the number of poverty -level families
The City strives to reduce the number of poverty level families by supporting human development and
economic development activities that facilitate the creation and retention of employment opportunities
allowing extremely low- and very low-income residents to move toward self-sufficiency.
The City seeks to reduce the number of poverty -level families by supporting human development and
employment programs that facilitate the creation and retention of job opportunities. The mission is to
evaluate programs that work towards getting families out of poverty. The City also works to develop the
infrastructure support to assist economic development projects that compliment workforce
enhancement.
Traditionally, the norm has been to provide funding to organizations rendering social services, housing,
economic development programs, and services to the special needs population. As such, a series of
funding gets committed to agencies identified as providers catering to the needs recognized in the public
DRAFT Annual Action Plan 52
2018
OMB Control No: 2506-0117 (exp. 06/30/2018)
hearing process.
Actions planned to develop institutional structure
At this moment the city does not have the capacity to develop institutional structure.
Actions planned to enhance coordination between public and private housing and social
service agencies
The city participates in a number of boards and committees such as the Miami -Dade Homeless Trust
Board, the Miami -Dade HIV/AIDS Partnership and its Housing Committee among others to be able to
properly assess some of the needs of our special needs population. Meetings are attended by public and
private partners which allow for better coordination and cooperation in finding common grounds and an
opportunity to collaborate and bring the necessary services to community. The DCED continues to work
to enhance the programs and services it already provides to many of its residents and promotes
cooperation among industry leaders from both public and private agencies
Disaster Response and Recovery
South Florida is an area vulnerable to natural disasters mainly related to extreme weather conditions such
as hurricanes, tropical storms, tornadoes, wildfires and floods. Through the years the City of Miami has
experienced its own share of devastating disasters followed by aftermaths and rebuilding efforts. As such,
the City is always at high alert and maintains an up-to-date Hurricane Plan that deals with preparedness
and operational activities prior, during, and after a storm; establishes procedures to minimize storm -
related damage and protects the life of personnel and City residents.
Understanding that the federal government function is to provide disaster relief through the Federal
Emergency Management Agency (FEMA) and the Small Business Administration (SBA) to meet short-term
recovery needs, the City strongly believes that there are scenarios where assistance is needed to
safeguard the health and well-being of its residents by addressing emergency housing repairs and
providing for long-term affordable housing solutions among other essential services for residents in need
after a natural or man-made disaster.
1. Need to Reallocate Funds in Case of a Disaster
In case of a disaster, the City is electing to leave open the option to utilize its CPD funding for emergency,
short-term assistance and/or long-term recovery assistance when those activities are not fully funded by
FEMA, SBA, or other sources. lithe City were to utilize its CDBG funding, it would apply it toward activities
allowed by CDBG regulations including, but not limited to meeting the interim assistance criteria defined
under 24 CFR 570.201 (f)(2) to alleviate emergency conditions.
DRAFT Annual Action Plan 53
2018
OMB Control No: 2506-0117 (exp. 06/30/2018)
CDBG funds can also be used for other public service activities, not to exceed the 15% public service cap,
that would assist those impacted by the disaster. While the general rule is that CDBG funds may not be
used for income payments, such as rent and security deposits, food, and utilities, CDBG funds may be used
as emergency grant payments over a period of up to three consecutive months to the provider of such
items or services on behalf of an individual or family.
2. Funding Reallocation
Once South Florida receives a major disaster declaration, the City shall be open to the possibility of
reallocating its CPD funds toward eligible activities to help counteract the effects of a disaster on its
residents.
Any and all CPD funds available or previously allocated to any activity on any fiscal year may be reallocated
toward disaster response and recovery. This decision is left solely to the discretion of the City of Miami as
it best see fit in the aftermath of a major natural or man-made disaster.
The City will adhere to its Citizen Participation plan requirements.
3. Utilization of CPD Funding
As it is understood that HUD assistance is intended to supplement, not replace, other public, private, and
nonprofit sector resources that have already been provided for the same need or loss, the City will be
careful to review and document household's eligibility, financial resources, and other assistance available
or reasonably anticipated for the same purpose as the CPD program assistance in an effort to avoid
duplication of benefits.
The following are projects the City will utilize CPD funding for in the case of a disaster:
■ Public services,
■ Emergency Housing rehabilitation,
■ Homebuyer programs,
■ Acquisition programs that purchase properties,
■ Infrastructure improvements,
■ Demolition of buildings,
■ Reconstruction or replacement of public facilities,
■ Small business grants and loans, and
■ Relocation assistance
DRAFT Annual Action Plan 54
2018
OMB Control No: 2506-0117 (exp. 06/30/2018)
Program Specific Requirements
AP-90 Program Specific Requirements — 91.220(I)(1,2,4)
Introduction:
The following addresses the program specific requirements for the Annual Action Plan. It includes
information regarding the Community Development Block Grant (CDBG), HOME Investment Partnership
Program, and Emergency Solutions Grant (ESG).
Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(I)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in the Projects
Table. The following identifies program income that is available for use that is included in projects to be
carried out.
1. The total amount of program income that will have been received before the start of the
next program year and that has not yet been reprogrammed 95,903
2. The amount of proceeds from section 108 loan guarantees that will be used during the
year to address the priority needs and specific objectives identified in the grantee's strategic
plan. 0
3. The amount of surplus funds from urban renewal settlements 0
4. The amount of any grant funds returned to the line of credit for which the planned use
has not been included in a prior statement or plan 0
5. The amount of income from float -funded activities 0
Total Program Income: 95,903
Other CDBG Requirements
1. The amount of urgent need activities 0
2. The estimated percentage of CDBG funds that will be used for activities that
benefit persons of low and moderate income.
Overall Benefit - A consecutive period of one, two or three years may be used to
determine that a minimum overall benefit of 70% of CDBG funds is used to benefit
persons of low and moderate income. Specify the years covered that include this
Annual Action Plan.
70.00%
HOME Investment Partnership Program (HOME)
Reference 24 CFR 91.220(I)(2)
1. A description of other forms of investment being used beyond those identified in Section 92.205 is
DRAFT Annual Action Plan 55
2018
OMB Control No: 2506-0117 (exp. 06/30/2018)
as follows:
The DCED will utilize State Housing Initiative Program (SHIP) funds from the State of Florida, as well
as Affordable Housing Trust funds (AHTF). The City sometimes uses SHIP funds for developers to use
as local match to leverage additional HOME, Housing Tax Credits or SAIL from Florida Housing Finance
Corporation, it also uses these for all of its single-family home programs (down payment assistance,
emergency rehabilitation/replacement, foreclosure prevention). The AHTF collects financial
contributions from private developers who desire to take advantage of the floor area bonus provisions
allowed in the City's Zoning Code. The amount collected is specific to every square foot increase (floor
area) and guidelines for the use of the funds were approved by the City of Miami Commission solely
for housing programs and the Trust's administration. Housing programs include: assistance to for -
profit and not -for -profit developers for homeownership or rental developments, existing
homeowners, and first-time homebuyers. All AHTF funding must obtain approval by the City's
volunteer Housing and Commercial Loan Committee and/or City of Miami Commission.
2. A description of the guidelines that will be used for resale or recapture of HOME funds when used for
homebuyer activities as required in 92.254, is as follows:
If the owner sells and/ or transfer the house before the end of the City's mortgage term, the following
provisions will apply:
1) The sale of the property must be pre -approved by the City, and the new buyers must meet the
program's income limits in effect at the time AND the sales price must not exceed the maximum
affordable sales price in effect at the time. 2) For any 'early' sale or transfer, the City shall share in any
'gain' realized, based on its pro -rated share of participation in the original purchase. Furthermore, if
the sale occurs within the first 3 years, the City shall keep 100% of its pro -rated share of the 'gain',
from year 3 up to year 20, the City's share of its pro -rated 'gain' shall decrease by 5% every year, while
in turn, the owner's share shall increase by 5% each year. At year 20 up to the City's loan maturity,
the owner shall retain 100% of the City's 'gain'. 3) This above share gain proposal terminates in the
event of a foreclosure, with the lender required to provide the City the right of first refusal to purchase
the loan at a negotiated price. In the event of a foreclosure, the City will recapture any amount of net
proceeds available from the sale of the property. In the case of refinances, the City Manager or his
designee will determine the amount that has to be paid back based on the funding source.
3. A description of the guidelines for resale or recapture that ensures the affordability of units acquired
with HOME funds? See 24 CFR 92.254(a)(4) are as follows:
Multifamily Rental projects which have been funded by the City will be monitored according
to established procedures during the affordability period and as stated in the Rent Regulatory
Agreement (Agreement) signed with the City of Miami. The duration of the affordability period will
depend on the total City funding in the project. The Income and Rent monitoring (tenant eligibility)
DRAFT Annual Action Plan 56
2018
OMB Control No: 2506-0117 (exp. 06/30/2018)
will be based on annual Adjusted Rent and Income Limits as published by U.S. HUD. The monitoring
will include confirmation of tenant eligibility and rent structure for the initial lease -up which will be
held at the time of the construction close out process. In addition, an annual tenant eligibility
monitoring will begin with the first anniversary of the project's Certificate of Occupancy, and as close
as possible to the project's anniversary during each following year for the entire term of the
affordability. This monitoring will be conducted separate from any property inspections. During the
on -site file review, the documentation of a sample of 10% or more of Tenants is analyzed to confirm
compliance with all HOME regulations. Upon completion of this review, an exit interview is conducted
with the developer/property manager to discuss results. If in non-compliance, potential remedies are
discussed to be considered in the Corrective Action Plan (CAP) with specific due dates established for
the corrections. If in compliance, the project is certified in compliance for a year.
4. Plans for using HOME funds to refinance existing debt secured by multifamily housing that is
rehabilitated with HOME funds along with a description of the refinancing guidelines required that
will be used under 24 CFR 92.206(b), are as follows:
We do not plan for this, and so we do not have guidelines for any such program.
Emergency Solutions Grant (ESG)
Reference 91.220(I)(4)
1. Include written standards for providing ESG assistance (may include as attachment)
This is provided as an attachment to address rapid re -housing and homeless prevention activities.
2. If the Continuum of Care has established centralized or coordinated assessment system that meets
HUD requirements, describe that centralized or coordinated assessment system.
The Homeless Trust provides a central point of entry for any family who finds themselves homeless,
the toll -free Homeless Helpline which serves to direct people who are homeless or at risk of
homelessness to prevention and outreach services, and allows for a centralized intake system.
Families who call are directed to the Trust's central prevention provider, Camillus House, who employs
clinical staff. Families who are at risk of homelessness are provided an assessment to determine the
best course of action. Families who require rental assistance and legal services are provided with
those services either through Camillus HPRP, or as planned, ESG prevention and rapid re -housing
programming. The Homeless Trust has a sophisticated network of geographically placed homeless
outreach providers who are engaged in street outreach and are accessible via the phone line as well.
Individuals or families who require immediate shelter placement are referred to an outreach team for
shelter placement. Families with minor children are provided shelter regardless of capacity. If there is
no room in the shelter system, outreach teams provide placement into a hotel until such time as a
shelter bed becomes available. The Trust contracts with agencies (City of Miami and Miami Beach) to
provide homeless outreach County -wide (Miami provides 24 hour coverage). The outreach teams
serve as gatekeepers into shelters funded by the Homeless Trust as walk-ins are not permitted. The
DRAFT Annual Action Plan 57
2018
OMB Control No: 2506-0117 (exp. 06/30/2018)
Homeless Trust also contracts a team of clinical staff who serve as outreach workers for people
experiencing chronic homelessness.
3. Identify the process for making sub -awards and describe how the ESG allocation available to private
nonprofit organizations (including community and faith -based organizations).
The City has historically awarded the bulk of its ESG funding to the Miami Homeless Assistance
Program (MHAP), a City unit that has handled homeless street outreach since 1991. MHAP's staff --
many of whom are formerly homeless - provide outreach, assessment, placement, information,
referral and transportation services to homeless individuals and families. They also receive funding
from other sources and are an actively engaged participant in the local CoC, utilize the Homeless
Trust's master Homeless Verification Form, report all necessary data in HMIS, and participate in the
bi-annual Point -in -Time (PIT) counts of homeless persons, County -wide. Currently, 60% of the ESG
allocation (the maximum allowable) is awarded to MHAP given the continued trend of unsheltered
homeless persons who live on City of Miami streets.
Outside of this, the DCED issued an RFP in the fall of 2017 accepting submissions from those entities
seeking the remainder of ESG funding towards rapid re -housing and homelessness prevention
activities. All RFPs were independently scored, with the agency awarded the highest number of points
then recommended to City Commission for funding approval. In this last cycle, Citrus Health Network,
Inc. (Citrus), was selected to continue operating both Rapid -Re -housing and Homelessness Prevention
activities on behalf of the City of Miami. They do so for Miami, Hialeah, and Miami -Dade County via
the program known locally as the Housing Assistance Network of Dade (HAND).
Prior to this, Citrus also successfully managed the former HPRP program for both jurisdictions.
Although the City acknowledges that HUD has expressed the importance that ESG dollars be used
towards rapid re -housing when possible, the City has opted to allocate a greater percentage towards
homelessness prevention activities given the unique set of circumstances surrounding a high level of
foreclosures in Florida and Miami during the past several years, which has left many more persons in
the "at -risk of homelessness" category, with few resources to assist them.
4. If the jurisdiction is unable to meet the homeless participation requirement in 24 CFR 576.405(a), the
jurisdiction must specify its plan for reaching out to and consulting with homeless or formerly
homeless individuals in considering policies and funding decisions regarding facilities and services
funded under ESG.
Of the 27-members serving on the Board of the Trust, three are formerly homeless persons. Aside,
from this the DCED invited all CoC agencies via e-mail to its public hearings, and notified the Homeless
Trust of this Annual Action Plan, as well as providing specific sections of the AP addressing homeless -
related issues and activities to them for their review.
DRAFT Annual Action Plan 58
2018
OMB Control No: 2506-0117 (exp. 06/30/2018)
5. Describe performance standards for evaluating ESG.
When assessing street outreach efforts, the DCED monitors its agreement with MHAP, checking in
on their efforts on a quarterly basis, to confirm they're on target to meet their annual goal as to the
number of persons to be assisted via street outreach efforts during the course of the fiscal year.
When assessing rapid re -housing and homelessness prevention activities, the City determined upon
a quick analysis of its clients that the average case accounts for approximately $4,500 in assistance.
To that end, we predict the number of persons we can assist under homelessness prevention and
rapid re -housing activities, by dividing the amount of total funding allocated to the activity by that
average case assistance amount. In FY 18-19, this amounts to roughly 9 homelessness prevention
cases and 22 rapid re -housing cases. In conjunction to these quantifiable goals, a set of
performance (qualitative) standards has been established to ensure that these projections are met.
These standards are as follows:
• Monitor the number of households assisted who return to shelters after Homelessness prevention
or Rapid Re -housing Assistance is provided. At least 70% of households will continue to be in stable
housing at least 90 days following the period of assistance;
• Monitor the number of households that are assisted directly from a shelter;
• Based on need, ensure that 100% of clients are being referred to other appropriate supportive
services in the community;
• Issue payment to existing program landlords within 14 days of receiving a request for payment
package;
• Leverage programmatic dollars by ensuring that assisted clients are contributing towards their
recovery from homelessness.
DRAFT Annual Action Plan 59
2018
OMB Control No: 2506-0117 (exp. 06/30/2018)