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HomeMy WebLinkAboutBack-Up Documentsssdn SOUTHEAST SUSTAINABILITY DIRECTORS NETWORK A Project of Global Philanthropy Partnership SSCF Tracking: R3Y1A, Miami Amount: $300,000 Grant End Date: December 31, 2021 November 8, 2019 Jane Gilbert Chief Resilience Officer City of Miami A Project of Globa, Phi,bnPartnership RE: Award Agreement for the Resilient Multi -Family Housing Initiative Dear Jane Gilbert: Global Philanthropy Partnership (GPP) is pleased to award The City of Miami, FL a grant from the Southeast Sustainable Communities Fund (SSCF) for the the Resilient Multi -Family Housing Initiative in the amount of $150,000 for year one (January 1, 2020-December 31, 2020). This grant project has a twenty four month term beginning January 1, 2020 ending December 31, 2021. A second year payment, contingent on year one performance and reporting described in this letter, will bring the total award for two years to $300,000. Document Outline Section 1. Grant Summary 2 Section 2. Involved Parties 2 Section 3. Project Narrative 2 Section 4. Project Budget by Milestones and Metrics 2 Section 5. Grant Requirements 2 Section 6. Grant Deadlines 4 Section 7. Grant Payment Schedule and Terms 4 Section 8. Additional Grant Terms 5 Section 9. Acceptance of Grant Terms Form 6 Appendix 1. Final Grant Report Form 7 Appendix 2. Grantee Award Guidance 8 Appendix 3. Copy of Grant Proposal 9 1 ssdn SOUTHEAST SUSTAINABILITY DIRECTORS NETWORK A Project of Global Philanthropy Partnership SSCF Tracking: R3Y1A, Miami Amount: $300,000 Grant End Date: December 31, 2021 Section 1. Grant Summary This project will result in the identification of strategies to increase climate resilience, water and energy efficiency and use of solar power in existing affordable housing. This is all in an effort to mitigate the vulnerabilities of low-income communities on the front lines of climate change. Upgrades recommended through the TOOLKIT such as proper wiring, water storage, transformation of common space into valuable shelter -in -place areas including insulation of this space to house back-up energy can make a profound impact on the lives of residents during an emergency. The disaster preparedness outreach, energy and water efficiency and conservation education will teach residents about actions they can take to reduce greenhouse gas emissions. DIG will help develop and implement unique opportunities for residents to learn about various environmental sustainability topics and inspire action, both in their homes and communities. Secondly, DIG staff will provide the established Water & Energy — Learning and Behavior project (WE -LAB) workshops promoting water and energy conservation that aims to decrease impacts on resources while increasing utility savings. The workshops will be expanded to include specific resources and tools for renters in multifamily affordable housing units to address the disproportionate utility burdens experienced by disadvantaged and underserved communities, impacted by environmental harms and risks, as well as the opportunity to drive efficiency changes within high -density neighborhoods. Section 2. Involved Parties The lead applicant that submitted the grant proposal is the lead grantee who is responsible for ensuring the work is completed and the funds are used as detailed in this grant award letter. Project partners are accountable to the lead grantee. All parties are actively involved in project implementation and are committed to the results of the project. • Lead Grantee: City of Miami • Fiscal Agent: City of Miami • Project Partners: see below This project will be executed with multiple community partners to assist with outreach and capacity building to property owners and their property residents. For portfolio owners, South Florida Community Development Coalition (SFCDC) and the Florida Housing Coalition (FHC) will serve as the project's local community partners, and Enterprise Community Partners will serve as a technical partner in the development of the project. SFCDC will assist in dissemination and outreach. It is a membership organization which has worked with community development corporations, nonprofit and real estate developers and managers in Miami since 2007. SFCDC has led or been involved in neighborhood assessments and resident engagement in numerous parts of Miami. SFCDC will utilize its relationships, strategies, and cultural/racial knowledge and sensitivity to engage partners and property owners in the region. 2 ssdh SOUTHEAST SUSTAINABILITY DIRECTORS NETWORK A Project of Global Philanthropy Partnership SSCF Tracking: R3Y1A, Miami Amount: $300,000 Grant End Date: December 31, 2021 The Florida Housing Coalition will also assist in dissemination and outreach. FHC has provided technical assistance and training to Florida's housing developers and managers for over two decades. FHC is committed to providing guidance, resources, and advocacy to Florida's housing providers responding to and aiding in the recovery from disasters. FHC provides statewide networking and coordination for housing providers and affordable housing property owners on the importance of incorporating resilience measures into the design and development of housing serving low and moderate income households. Enterprise Community Partners will assist in design, development and training on the project's PORTFOLIO ASSESSMENT, AUDIT and RESOURCE GUIDE. Enterprise is producing and implementing a training curriculum for affordable housing and community development organizations derived from 29 of its strategies for owner occupied or multi -family residential housing resilience to prepare single- and multi -family homes against climate change. Enterprise also created the highly successful Enterprise Green Communities Criteria in 2004, the only national green building standard designed explicitly for the affordable housing sector. Enterprise has supported affordable housing organizations across the country in creating and rehabilitating more than 127,000 green, healthy homes; has invested $3.9 billion in the development and preservation of green and affordable homes; and has transformed policies at the state, local, and national level. For resident outreach, Communities United will partner with Miami's Emergency Management & NET departments in disaster preparedness recruitment and training. CU will also provide 100 kits to be distributed to residents of the 10 most vulnerable properties or as an incentive for attending hurricane preparedness training. Communities United utilizes trained staff and volunteers to help prepare and support residents after major storms. They have a specific focus on the elderly population and distribute hurricane disaster kits throughout Miami -Dade County and conduct Hurricane Disaster seminars. Among the volunteers who comprise their Disaster Relief Team are veterans, church clergy and staff, minority -owned business men and women, and youth from within the community. Their network has worked with FEMA to strengthen resiliency planning in areas of neighborhoods that had previously been difficult to engage. Finally, Dream in Green is a non-profit organization whose mission is to educate and empower individuals to respond to climate change and other environmental challenges facing local and global communities. For over 10 years, Dream in Green has delivered educational programs and assisted schools, households, and local businesses in reducing their environmental footprint. DIG will engage, educate, and empower residents to better understand environmental and public health issues through implementation of its community -driven Water & Energy — Learning and Behavior project/workshops (WE -LAB). Section 3. Project Narrative South Florida is home to approximately 43,000 multifamily affordable housing units, many located in the Miami area. The impacts of climate change and extreme -weather conditions are increasing and a number of these units are aging, without consideration of climate related risks. The sustainability and efficiency of multifamily building operations need to be improved to mitigate the effects of climate change while maintaining 3 ssdn SOUTHEAST SUSTAINABILITY DIRECTORS NETWORK A Project of Global Philanthropy Partnership SSCF Tracking: R3Y1A, Miami Amount: $300,000 Grant End Date: December 31, 2021 affordability. In the last 10 years, Miami has lost over 1,000 assisted housing units to expiring subsidies. This project will help to extend affordability on selected properties. Renters make up 71% of City residents and at 61%, Miami has one of the highest proportions of cost -burdened renters in the nation (Florida International University MET Center). Renters are especially vulnerable in Miami, with rents on the rise and a housing stock that is not keeping pace with demand for affordable units (urban.org). The City of Miami is dedicated to improving the lives of its residents by creating a resilient, healthy and equitable community. The City is committed to developing and preserving 12,000 units of affordable housing by 2024 for 28,500 people in low to moderate income households. Once complete, its Affordable Housing Master Plan will help to address the City's housing needs, with housing rehabilitation as one of its main strategies. Further, affordable housing is a key part of our resilience efforts; $100 million of the Miami Forever Bond is allocated to create and preserve affordable housing units. In 2017, Hurricane Irma demonstrated the vulnerability of our low income and elderly renter populations to the impacts of storms. Since then, the State of Florida required all assisted living facilities to have a disaster preparedness plan which includes plans for evacuation and/or presence of onsite back up power and a minimum of 72 hours of fuel. While the City has been inspecting and enforcing this new requirement, there are over 190 multifamily affordable housing buildings with over 150,000 households within the City of Miami alone for whom this state requirement does not apply. This initiative will help the City and region provide tools and information to incentivize affordable housing property owners to prepare their properties and residents for major storms and other natural disasters. It will also identify key requirements to be added in any housing preservation related investment going forward. For owners of multiple properties of affordable housing (portfolio owners), one damaged building can undermine the financial health and integrity of a portfolio, significantly impacting the ability of residents to have a safe and healthy home, leading to displacement and economic distress across entire communities. With increasing storm related risks, Miami's goal is to mitigate the impacts of climate change and extreme weather on affordable housing through retrofits, reduction of operating costs and commitments to extend subsidized rents to ensure that its low-income residents are not displaced nor face critical housing insecurity[MJiI . The proposed Resilient Multifamily Housing Initiative will consist of the design, development and dissemination of three (3) components of a Disaster Ready and Operations Efficiency TOOLKIT as well as educating residents in sustainability and disaster preparedness. The TOOLKIT and how to use — instructions will include a portfolio ASSESSMENT (1) that gives owners a high-level view of the most and least resilient properties in their portfolio by helping them to pinpoint their hazards and risks. It will also include a RESOURCE GUIDE (2) which will identify financing options such as sources of grant funds and low or no interest financing for investing in resilient retrofits. Lastly, the TOOLKIT will incorporate a full Disaster Ready and Operations Efficiency AUDIT (3) to identify resilience strategies at the building level. Finally, the Resilient Multifamily Housing Initiative will provide guidance to property owners on what should be included in their emergency management plan and information and trainings to better prepare their residents. [MJ21 4 ssdn SOUTHEAST SUSTAINABILITY DIRECTORS NETWORK A Project of Global Philanthropy Partnership SSCF Tracking: R3Y1A, Miami Amount: $300,000 Grant End Date: December 31, 2021 The portfolio ASSESSMENT tool will help owners categorize and identify priority properties for a full Disaster Ready and Operations Efficiency AUDIT, while the RESOURCE GUIDE will help them learn of potential sources of grants and financing to implement recommended actions. The AUDIT will be used to help portfolio owners/operators, assess and mitigate risks related to storms, flooding and heat; improve water and energy efficiency; and increase use of solar power at the building level. Use of the AUDIT will allow them to identify measures that can be implemented to mitigate risks and reduce operational costs in order for these affordable units to remain operational, reducing displacement and loss of use. Workshops will be provided to property owners to train them on implementing the ASSESSMENT, AUDIT, and utilizing the RESOURCE GUIDE to fund retrofits. A cohort of contractors will be trained to assist the property owners in performing the building level AUDITS. The TOOLKIT will be disseminated through our partnerships with South Florida Community Development Coalition and Florida Housing Coalition. These local community partners will perform outreach to identify and select a group of affordable housing owners/operators to AUDIT a total of 50 properties in their portfolio and prioritize findings. Subsequently and during and following the grant period, up to $500,000 of Community Development Block Grant Program (CDBG) funding will be allocated to two (2) to three (3) properties out of the 50 to address the findings. [NIl3] In exchange for owners agreeing to extend the affordability period, retrofits and other applicable solutions will be incorporated into these properties. The City desires to expand the Resilient Multifamily Housing Initiative and therefore, will explore opportunities to introduce the use of these AUDITS and retrofits into its Affordable Housing Master Plan and other multifamily housing preservation and hazard mitigation programs offered across the Region and state. To advance resident participation and preparedness, the RMHI will ask the property owners to promote and encourage their residents to participate in a series of educational workshops. The City of Miami Emergency Management and Neighborhood Enhancement Team (NET) will also invite the residents of these 50 AUDITED properties to participate in disaster preparedness outreach (delivered by both Communities United (CU) and city staff). More in-depth Community Emergency Response Team (CERT) training which prepares residents to serve as community leaders in disaster response will be delivered by City Emergency Management staff with support from Communities United. Energy and water efficiency and conservation workshops will be delivered by Dream in Green (DIG). The residents of the ten (10) most vulnerable properties will be prioritized to receive emergency supply kits in addition to the aforementioned training and resources. Section 4. Project Timeline Milestone Description Outcome Indicators of Lead Timeline Success 5 ssdn SOUTHEAST SUSTAINABILITY DIRECTORS NETWORK A Project of Global Philanthropy Partnership SSCF Tracking: R3Y1A, Miami Amount: $300,000 Grant End Date: December 31, 2021 Design/Developm ent of Disaster Ready and Operations Efficiency TOOLKIT Develop (1) ASSESSMENT component to identify building hazards and risks; (2) RESOURCE GUIDE to identify and secure capital for retrofits; and AUDIT to identify resilience strategies at the building level The Disaster Ready and Operations EfficiencyTOOL KIT is completed providing easy access and instructions for property ASSESSMENT, property AUDIT and RESOURCE GUIDE. TOOLKIT being utilized to engage/train property owners/operator s City of Miami and Enterprise Community Partners March 2020 - January 2021 Outreach to Disseminate Identification 50 properties South Florida March 2020 — Property Owners Initiative and of 50 identified to Community November 2020 Toolkit information to property owners/oper ators properties for evaluation and prioritization complete AUDIT Development Coalition and Florida Housing Coalition Train cohort of Train a team 5 contractors Contractors are Enterprise January contractors to of contractors are trained on fully trained and Community 2021-March assist affordable on the AUDIT how to use the able to teach Partners 2021 housing who will then AUDIT property owners owners/operators train component of how to audit in using AUDIT property owners in using the the TOOLKIT their properties AUDIT 6 ssdn SOUTHEAST SUSTAINABILITY DIRECTORS NETWORK A Project of Global Philanthropy Partnership SSCF Tracking: R3Y1A, Miami Amount: $300,000 Grant End Date: December 31, 2021 Complete 50 property audits Completion of 50 AUDITS to give owners a high level view of the most and least resilient properties in their portfolio by helping them to identify buildings hazards and risks Identification of most and least resilient properties in owner/operato r portfolio 50 completed property audits Enterprise Community Partners and Property Owners/Oper ators March 2021-June 2021 Select first cohort Identify two 2-3 properties Select properties City of Miami November — of property (2) to three selected to to implement December owners to receive (3) properties implement suggestions/retr 20211MJ11 funding assistance to rehabilitate based on AUDIT findings AUDIT findings ofits identified in AUDITs; owners/ residents feel safer and more prepared for a major storm. Complete training 150 residents Number of City of Miami December 2020 and education of Train 150 will be residents with support — May 2021 residents residents prepared to completing from in disaster preparedness , CERT and provide them water efficiency and conservation respond to disasters, educated in energy conservation strategies and water and training Communities United and Dream in Green ssdn SOUTHEAST SUSTAINABILITY DIRECTORS NETWORK A Project of Global Philanthropy Partnership SSCF Tracking: R3Y1A, Miami Amount: $300,000 Grant End Date: December 31, 2021 workshops energy efficiency measures Section 5. Grant Requirements The City of Miami, as lead grantee, has agreed to meet six key grant requirements: 1. Submit Quarterly Progress Updates. These updates will be brief (2-3 paragraphs) and will include: 1. progress on major milestones; 2. results achieved to date (outputs and outcomes); 3. funds spent to date; 4. explanation of any major changes to the project milestones, timeline, or budget. These updates will be emailed to SSCF Manager Meg Jamison (meg@southeastsdn.org) on the dates in Table 2 (below). 2. Participate in Quarterly Grantee Cohort Calls. The lead grantee (and any key project partners, if desired) will participate in quarterly grantee cohort calls to share progress and learn from each other. This includes one call after the grant term ends to discuss grant program lessons learned. Calls will be coordinated by SSCF staff. The general timeline is outlined in Table 2 (below), the specific dates will be determined before December 31, 2019. 3. Submit a Year One Progress Report. This report will be no more than four pages and will include 1. progress on major milestones; 2. results achieved to date (outputs and outcomes); 3. funds spent to date; 4. explanation of any major changes to the Year One project milestones, timeline, or budget; and 5. proposed Year Two project budget by milestones and metrics table (Table 1). Note: the proposed Year Two budget will not exceed the Year Two estimate included in this grant agreement. This report will be emailed to SSCF Manager Meg Jamison (meg@southeastsdn.org) by December 10, 2020. 4. Participate in Year Two Planning CaII. The lead grantee (and key project partners, if desired) will participate in a Year Two Planning call with the SSCF Program Manager. The purpose of this call will be to review Year One performance, discuss the proposed Year Two project budget by milestones and metrics table, and determine if Year One performance merits the Year Two grant payment. Calls will be coordinated by SSCF staff and conducted in December 2020, specific date and time to be determined. Year Two payments will be issued within 30 days of approval from the SSCF Program Manager. 5. Submit a Final Report. This report will be between 7-12 pages and will include three deliverables: 1. a final grant report that describes outcomes, impact, follow on work planned, funds leveraged, and lessons learned (use template in Appendix 1); 2. a detailed record of grant fund expenditures, including a 8 SOUTHEAST SUSTAINABILITY DIRECTORS NETWORK A Project of Global Philanthropy Partnership SSCF Tracking: R3Y1A, Miami Amount: $300,000 Grant End Date: December 31, 2021 comparison of original budget (Section 4) to actual expenditures; 3. Any materials created for this grant project that demonstrate the project outputs and/or outcomes in a way that could help SSCF share the success of the grant program with other communities and other funders. This report will be emailed to SSCF Manager Meg Jamison (meg@southeastsdn.org) by December 31, 2021. 6. Participate in Storytelling Activities. Some lead grantees and project partners will be asked to participate in storytelling activities. Storytelling activities will be coordinated by SSCF. Examples of what this activity will produce include written feature stories, participant profiles, photo essays, sound recordings, videos, and/or local media coverage. Section 6. Grant Deadlines Table 2. Key Grant Requirement Deadlines Deliverable 2020 Deadlines 2021 Deadlines 1. Quarterly Progress Reports • March 31, 2020 • June 30, 2020 • September 30, 2020 • See Year One Milestone Progress Report below • March 31, 2021 • June 30, 2021 • September 20, 2021 • See Final Report below 2. Quarterly Peer Learning Progress Calls Specific dates and times to be determined before December 31, 2019. • April 2020 • July 2020 • October 2020 • January 2021 Specific dates and times to be determined before December 31, 2020. • April 2021 • July 2021 • October 2021 • 3. Year One Milestone Progress Report December 10, 2020 Not applicable 4. Year Two Planning Call Specific date and time in November or December 2020 to be determined. Not applicable 5. Final Report Not applicable December 31, 2021 6. Storytelling Activities To be determined 7. SSDN Annual Meeting workshop Attendance at the SSDN Annual Meeting is required for purposes of sharing stories and lessons learned with the SSDN network. The 2020 meeting is May 3-4 in Savannah, GA. The 2021 meeting is TBD. SSCF program will cover all costs related to attending this meeting for the lead grantee and up to one other grant participant. At least one grant team member must attend this 9 SOUTHEAST SUSTAINABILITY DIRECTORS NETWORK A Project of Global Philanthropy Partnership SSCF Tracking: R3Y1A, Miami Amount: $300,000 Grant End Date: December 31, 2021 meeting. Section 7. Grant Payment Schedule and Terms GPP will issue two lump sum grant award payments to the lead grantee or their designated project fiscal sponsor. The first payment will be for Year One project implementation in the amount of $150,000. The second payment will be for Year Two project implementation, is contingent on successful performance of Year One milestones, and will be in the amount of $150,000. Prior to issuing Year Two payment, the SSCF may require a written scope update from the lead grantee to update expectations and deliverables for Year Two work. If this is required, the scope update will be drafted by the lead grantee, approved by the SSCF Program Manager, signed by GPP and the lead grantee, and added an an attachment to the original grant award letter. Section 8. Additional Grant Terms • Grant funds cannot be used for lobbying. • The project must be a collaboration with the partners described in Section 2. • The grantee is aware that failure to deliver, significant timeline extensions, and/or over budget projects will jeopardize future applications to the fund from this grantee if this fund continues. • Unless otherwise specified in a separate agreement with GPP and the project partner, ownership and rights of the deliverables will be equally shared by the lead community, the partner, and GPP on behalf of SSDN. SSDN reserves the right to share and post both privately with members and funders, and publically to advance the field of urban sustainability. • Assignment. Neither GPP nor City of Miami shall assign its rights or obligations under this Agreement without the prior written consent of the other party; provided, however, that City of Miami acknowledges and agrees that GPP (a) currently is the fiscal sponsor of Southeast Sustainability Directors Network ("SSDN"), to which this project relates, and (b) shall be permitted to assign its rights and obligations under this Agreement[, upon at least 30 days' prior written notice to Consultant,] to a successor entity (Urban Sustainability Directors Network/"USDN") to which GPP has agreed to transfer all or substantially all of the assets, activities, and liabilities relating to SSDN. Any assignment prohibited hereby shall be null and void. If you agree with the terms and conditions of this grant agreement, complete and sign the Section 9. Acceptance of Grant Terms form, and email to April Donnellan at april global-philanthropv.org and Meg Jamison at meg@southeastsdn.org no later than December 31, 2019. Year One grant payments will be issued within 30 days of receipt. 10 SOUTHEAST SUSTAINABILITY DIRECTORS NETWORK A Project of Global Philanthropy Partnership SSCF Tracking: R3Y1A, Miami Amount: $300,000 Grant End Date: December 31, 2021 Sincerely, April K. Donnellan Executive Director, Global Philanthropy Partnership CC: Meg Jamison, SSCF Program Manager 11 SOUTHEAST SUSTAINABILITY DIRECTORS NETWORK A Project of Global Philanthropy Partnership SSCF Tracking: R3Y1A, Miami Amount: $300,000 Grant End Date: December 31, 2021 Section 9. Acceptance of Grant Terms Form By signing this form, The City of Miami accepts the terms and conditions of this grant agreement in its entirety. Lead Grantee Name: Title: Email: Phone: Tax ID Number of lead grantee: Instructions for Check Issuance or Bank Transfer: Signature: Project Fiscal Sponsor (if different from above) Organization: Name: Title: Email: Phone: Tax ID Number: Instructions for Check Issuance or Bank Transfer: Signature: Project Manager Information (if different from above) Organization: Name: Title: Email: Phone: Signature: 12 SOUTHEAST SUSTAINABILITY DIRECTORS NETWORK A Project of Global Philanthropy Partnership SSCF Tracking: R3Y1A, Miami Amount: $300,000 Grant End Date: December 31, 2021 Appendix 1. Grantee Award Guidance Document Purpose This document is a guide for Southeast Sustainable Communities Fund (SSCF) lead applicants and/or lead grantees. SSCF wants to ensure receipt of funds is not a barrier for anyone to participate in an award, and will work with lead grantees and fiscal sponsors to develop flexible solutions when necessary. Who Issues the Grant Award? SSCF is not an independent legal entity or a nonprofit organization. The Global Philanthropy Partnership (GPP) is a 501 (c) 3 nonprofit that houses SSCF as a project within its organization. GPP serves as the legal entity and fiscal sponsor on SSCF's behalf. This means that all contracting, granting, and / or legal agreements associated with SSCF are actually with GPP. When SSCF issues grant awards, GPP is the legal entity signing grant award letters with lead grantees and issuing funds to either lead grantees or fiscal sponsors of the grant project. Who is the Grant Awardee? SSCF issues grant award letters to the city/county lead applicant on the grant proposal who is deemed the lead grantee. The lead grantee is the primary point of contact with the SSCF for the grant award and grant reporting. The lead grantee is the entity to sign the Acceptance of Grant Terms Form. Who Can Receive Funds, and How? The lead grantee or the project fiscal sponsor designated in the Acceptance of Grant Terms Form can receive the grant funds after the lead grantee and GPP sign the award letter. The lead grantee tax ID / EIN is required in all cases. This is because the award is being made to the city/county, and so the city/county's tax ID / EIN is the number GPP's tax auditor requires. The City/County is the lead grantee and is responsible for the work of the grant (content), approval of all payments (budget), and reporting on the grant (quarterly and final reports). Project Fiscal Sponsor Eligibility. In order for a project fiscal sponsor to receive funds on behalf of the lead grantee the project fiscal sponsor must be a 501(c)3 Nonprofit Organization. The project fiscal sponsor can be performing work on the grant project, or serving solely as a fiscal sponsor on the lead grantee's behalf. Funds Disbursement. GPP will issue two lump sum grant award payments to the lead grantee or their designated project fiscal sponsor. The first payment will be for Year One project implementation and not to exceed $150,000. The second payment will be for Year Two project implementation, is contingent on successful 13 SOUTHEAST SUSTAINABILITY DIRECTORS NETWORK A Project of Global Philanthropy Partnership SSCF Tracking: R3Y1A, Miami Amount: $300,000 Grant End Date: December 31, 2021 performance of Year One milestones, and will not exceed $150,000. Prior to issuing Year Two payment, the SSCF may require a written scope update from the lead grantee to update expectations and deliverables for Year Two work. If this is required, the scope update will be drafted by the lead grantee, approved by the SSCF Program Manager, signed by GPP and the lead grantee, and added as an attachment to the original grant award letter. Appendix 2. Grant Delay and Extension Policy Extension Policy Purpose Once an award has been granted to a lead applicant, obstacles can arise that stand in the way of meeting deliverable deadlines. This document describes the SSCF policy in such instances, and provides grantee guidance on how to respond, take corrective action, and request fund intervention or extensions. Grant Delay Guidelines SSCF grants have a lifespan of two years. Grants that are not delivered within the prescribed timeline come with a price tag for the program, in the form of 1) increased Fund Management time investment, which is deferred from new program development, and 2) the potential for reduced funder trust that lead applicants and partners can deliver strong, impactful projects in reasonable timeframes. To mitigate these costs, SSCF has created the following guidelines by situational category to help grantees understand the established process and subsequent steps that will be taken to correct delays. Reason for Delay Description Impacts of Delay Corrective Measures Lead Grantee or Project manager lead Leaves Turn over is expected. This means that turn over will be experienced during some grant life spans. When a lead departs, the team can experience significant delay and the product can be jeopardized. Departing lead grantees must contact SSCF staff and fund management as soon as possible. A transition plan will be developed on a case -by -case basis depending on factors like: funds spent to date and by whom, strength of other team members, and percent completion. Consulting Lead Leaves Sometimes a critical team member departs the project, leaving the team to replace them. When a consulting partner leaves, often the work they were doing must be re -bid. Lead grantee must contact SSCF staff and fund management immediately. Fund management will work with the grant team to fund swift and suitable replacement(s). Consulting Partner is unresponsive, or responsive in a negative manner In some cases, partners that look good on paper do not meet expectations during implementation. This type of issue can jeopardize the quality of the deliverables and the effectiveness of the project as a whole. Lead grantee must notify SSCF staff early of any negative interactions with the partner and team. SSCF staff will speak to the partner separately to understand how the situation can be corrected or resolved. Lead Grantee and/or Project In some cases, leads applicants or project This will directly impact that city's SSCF staff will note unresponsiveness to the project leads, lead grantee and/or project 14 ssdn SOUTHEAST SUSTAINABILITY DIRECTORS NETWORK A Project of Global Philanthropy Partnership SSCF Tracking: R3Y1A, Miami Amount: $300,000 Grant End Date: December 31, 2021 Manager is Unresponsive managers have capacity issues that prevent them from executing the project to the expectation of signed award. ability to obtain more funding. manager, and this will be a point of decision: in extreme cases, GPP and SSCF staff may request a refund from that City's Finance Department or from lead applicant. Incomplete At times, deliverables This may directly The lead grantee must submit to SSCF staff in Deliverables are turned in that are impact the ability of writing why the deliverables do not meet unsatisfactory or do the lead city to obtain expectations. Based on those explanations, a not match the signed scope of work funding in the future, depending on the corrective course of action may be developed by SSCF staff and the lead deliverables. justification as to why they are incomplete. grantee. Repeated Some lead grantees This may directly The lead grantee must submit to SSCF staff in Extension request repeated impact the ability to writing why the extension is being Requests extensions. obtain funding in the future. No more than 2 extension requests will be entertained before a refund may be requested. Any grant extension requests must be done in writing. SSCF staff will make decisions on a case -by -case basis. requested. They must also submit any deliverables created to that point for evaluation of progress and merit. Based on the explanation and product, a corrective course of action may be developed by SSCF staff and the lead grantee, or a refund may be requested by GPP and SSCF to the grantee. The SSCF team strives to work with each grantee and team to ensure success, so these guidelines ultimately stress proactive communication and responsiveness. We understand that situations change, and encourage contact early and often to work with SSCF to avert situations that cannot be corrected in a manner that still obtains strong deliverables and usefulness to the field of urban sustainability. Please contact Meg Williams Jamison, meq(southeastsdn.orq with any questions. Grant Extension Request Guidelines If a grant extension must be requested, please explain the following in writing: 1. List Grant Lead and Project Team members, including consultants. 2. Describe progress to date (attach any deliverables in their current state). 3. Describe reason for extension request. 4. Describe any corrective action taken to ensure the new requested deadline can be met. 5. Suggest new deadline. This write up will be evaluated by SSDN staff and Fund Management. A follow-up phone call may be requested to clarify portions of the request. Extensions will be provided in writing from the Fund Management to the Lead 15 ssdn SOUTHEAST SUSTAINABILITY DIRECTORS NETWORK A Project of Global Philanthropy Partnership SSCF Tracking: R3Y1A, Miami Amount: $300,000 Grant End Date: December 31, 2021 Grantee. 16 SOUTHEAST SUSTAINABILITY DIRECTORS NETWORK A Project of Global Philanthropy Partnership SSCF Tracking: R3Y1A, Miami Amount: $300,000 Grant End Date: December 31, 2021 Appendix 3. Copy of Grant Proposal 1. Project Evolvement: How has your project changed since the LOI submission? If you received recommendations from the SSCF Technical Advisory Committee to refine your project ideas, please describe in detail how you addressed those recommendations in your proposal. Several aspects of the Resilient Multifamily Housing Initiative (RMHI) have changed for the betterment of the project and include: An advancement of resident participation through training and education in disaster preparedness and energy and water conservation and efficiency hosted by community based organizations and City of Miami departments, not previously involved in the project; • An indication that region specific climate and extreme weather related risk data, tools and plans will inform the development of the ASSESSMENT and property AUDIT design criteria; • A requirement that multifamily affordable housing owners extend the affordability period in exchange for the incorporation of retrofits and other solutions in their properties.iMJ1i 2. Project Description, Project Design: Please describe the project in detail using the following outline. a. Project Design and Major Milestones: What is the problem within the local context? What are the project goals as they relate to the goals of the SSCF? How will fulfillment of these goals solve/address this need/problem? How is this project applicable to other communities in the region? Describe what you plan to accomplish (in Year One and Year Two) and the major milestones and outcomes you expect to achieve in support of your project goals? You may use the sample table below to help guide your description, indicating who will lead the effort and the proposed timeline. Using this table is not required but should give you an idea of the information we would like to understand. South Florida is home to approximately 43,000 multifamily affordable housing units, many located in the Miami area. The impacts of climate change and extreme -weather conditions are increasing and a number of these units are aging, without consideration of climate related risks. The sustainability and efficiency of multifamily building operations need to be improved to mitigate the effects of climate change while maintaining affordability. In the last 10 years, Miami has lost over 1,000 assisted housing units to expiring subsidies. This project will help to extend affordability on selected properties. Renters make up 71% of City residents and at 61%, Miami has one of the highest proportions of cost -burdened renters in the nation (Florida International University MET Center). Renters are especially vulnerable in Miami, with rents on the rise and a housing stock that is not keeping pace with demand for affordable units (urban.org). The City of Miami is dedicated to improving the lives of its residents by creating a resilient, healthy and equitable community. The City is committed to developing and preserving 12,000 units of affordable housing by 2024 for 28,500 people in low to moderate income households. Once complete, its Affordable Housing Master Plan will 17 ssdn SOUTHEAST SUSTAINABILITY DIRECTORS NETWORK A Project of Global Philanthropy Partnership SSCF Tracking: R3Y1A, Miami Amount: $300,000 Grant End Date: December 31, 2021 help to address the City's housing needs, with housing rehabilitation as one of its main strategies. Further, affordable housing is a key part of our resilience efforts; $100 million of the Miami Forever Bond is allocated to create and preserve affordable housing units. In 2017, Hurricane Irma demonstrated the vulnerability of our low income and elderly renter populations to the impacts of storms. Since then, the State of Florida required all assisted living facilities to have a disaster preparedness plan which includes plans for evacuation and/or presence of onsite back up power and a minimum of 72 hours of fuel. While the City has been inspecting and enforcing this new requirement, there are over 190 multifamily affordable housing buildings with over 150,000 households within the City of Miami alone for whom this state requirement does not apply. This initiative will help the City and region provide tools and information to incentivize affordable housing property owners to prepare their properties and residents for major storms and other natural disasters. It will also identify key requirements to be added in any housing preservation related investment going forward. For owners of multiple properties of affordable housing (portfolio owners), one damaged building can undermine the financial health and integrity of a portfolio, significantly impacting the ability of residents to have a safe and healthy home, leading to displacement and economic distress across entire communities. With increasing storm related risks, Miami's goal is to mitigate the impacts of climate change and extreme weather on affordable housing through retrofits, reduction of operating costs and commitments to extend subsidized rents to ensure that its low-income residents are not displaced nor face critical housing insecurity[Mi2] . The proposed Resilient Multifamily Housing Initiative will consist of the design, development and dissemination of three (3) components of a Disaster Ready and Operations Efficiency TOOLKIT as well as educating residents in sustainability and disaster preparedness. The TOOLKIT and how to use — instructions will include a portfolio ASSESSMENT (1) that gives owners a high-level view of the most and least resilient properties in their portfolio by helping them to pinpoint their hazards and risks. It will also include a RESOURCE GUIDE (2) which will identify financing options such as sources of grant funds and low or no interest financing for investing in resilient retrofits. Lastly, the TOOLKIT will incorporate a full Disaster Ready and Operations Efficiency AUDIT (3) to identify resilience strategies at the building level. Finally, the Resilient Multifamily Housing Initiative will provide guidance to property owners on what should be included in their emergency management plan and information and trainings to better prepare their residents. [MJ3] The portfolio ASSESSMENT tool will help owners categorize and identify priority properties for a full Disaster Ready and Operations Efficiency AUDIT, while the RESOURCE GUIDE will help them learn of potential sources of grants and financing to implement recommended actions. The AUDIT will be used to help portfolio owners/operators, assess and mitigate risks related to storms, flooding and heat; improve water and energy efficiency; and increase use of solar power at the building level. Use of the AUDIT will allow them to identify measures that can be implemented to mitigate risks and reduce operational costs in order for these affordable units to remain operational, reducing displacement and loss of use. Workshops will be provided to property owners to train them on implementing the ASSESSMENT, AUDIT, and utilizing the RESOURCE GUIDE to fund 18 ssdn SOUTHEAST SUSTAINABILITY DIRECTORS NETWORK A Project of Global Philanthropy Partnership SSCF Tracking: R3Y1A, Miami Amount: $300,000 Grant End Date: December 31, 2021 retrofits. A cohort of contractors will be trained to assist the property owners in performing the building level AUDITS. The TOOLKIT will be disseminated through our partnerships with South Florida Community Development Coalition and Florida Housing Coalition. These local community partners will perform outreach to identify and select a group of affordable housing owners/operators to AUDIT a total of 50 properties in their portfolio and prioritize findings. Subsequently and during and following the grant period, up to $500,000 of Community Development Block Grant Program (CDBG) funding will be allocated to two (2) to three (3) properties out of the 50 to address the findings. [MJ4] In exchange for owners agreeing to extend the affordability period, retrofits and other applicable solutions will be incorporated into these properties. The City desires to expand the Resilient Multifamily Housing Initiative and therefore, will explore opportunities to introduce the use of these AUDITS and retrofits into its Affordable Housing Master Plan and other multifamily housing preservation and hazard mitigation programs offered across the Region and state. To advance resident participation and preparedness, the RMHI will ask the property owners to promote and encourage their residents to participate in a series of educational workshops. The City of Miami Emergency Management and Neighborhood Enhancement Team (NET) will also invite the residents of these 50 AUDITED properties to participate in disaster preparedness outreach (delivered by both Communities United (CU) and city staff). More in-depth Community Emergency Response Team (CERT) training which prepares residents to serve as community leaders in disaster response will be delivered by City Emergency Management staff with support from Communities United. Energy and water efficiency and conservation workshops will be delivered by Dream in Green (DIG). The residents of the ten (10) most vulnerable properties will be prioritized to receive emergency supply kits in addition to the aforementioned training and resources.[MJS] Describe what you plan to accomplish (in Year One and Year Two) and the major milestones and outcomes you expect to achieve in support of your project goals? You may use the sample table below to help guide your description, indicating who will lead the effort and the proposed timeline. Using this table is not required but should give you an idea of the information we would like to understand. Milestone Description Outcome Indicators of Lead Timeline Success 19 ssdn SOUTHEAST SUSTAINABILITY DIRECTORS NETWORK A Project of Global Philanthropy Partnership SSCF Tracking: R3Y1A, Miami Amount: $300,000 Grant End Date: December 31, 2021 Design/Developm ent of Disaster Ready and Operations Efficiency TOOLKIT Develop (1) ASSESSMENT component to identify building hazards and risks; (2) RESOURCE GUIDE to identify and secure capital for retrofits; and AUDIT to identify resilience strategies at the building level The Disaster Ready and Operations EfficiencyTOOL KIT is completed providing easy access and instructions for property ASSESSMENT, property AUDIT and RESOURCE GUIDE. TOOLKIT being utilized to engage/train property owners/operators City of Miami and Enterprise Community Partners March 2020 - January 2021 Outreach to Disseminate Identification 50 properties South Florida March 2020 — Property Owners Initiative and of 50 identified to Community November 2020 Toolkit information to property owners/opera tors properties for evaluation and prioritization complete AUDIT Development Coalition and Florida Housing Coalition Train cohort of Train a team 5 contractors Contractors are Enterprise January contractors to of contractors are trained on fully trained and Community 2021-March assist affordable on the AUDIT how to use the able to teach Partners 2021 housing who will then AUDIT property owners owners/operators train property component of how to audit in using AUDIT owners in using the the TOOLKIT their properties AUDIT 20 ssdn SOUTHEAST SUSTAINABILITY DIRECTORS NETWORK A Project of Global Philanthropy Partnership SSCF Tracking: R3Y1A, Miami Amount: $300,000 Grant End Date: December 31, 2021 Complete 50 property audits Completion of 50 AUDITS to give owners a high level view of the most and least resilient properties in their portfolio by helping them to identify buildings hazards and risks Identification of most and least resilient properties in owner/operato r portfolio 50 completed property audits Enterprise Community Partners and Property Owners/Opera tors March 2021-June 2021 Select first cohort Identify two 2-3 properties Select properties City of Miami November — of property (2) to three selected to to implement December owners to receive (3) properties implement suggestions/retro 2021[MJ6i funding assistance to rehabilitate based on AUDIT findings AUDIT findings fits identified in AUDITs; owners/ residents feel safer and more prepared for a major storm. Complete training 150 residents Number of City of Miami December 2020 and education of Train 150 will be residents with support — May 2021 residents residents prepared to completing from in disaster preparedness, CERT and provide them water efficiency and conservation workshops respond to disasters, educated in energy conservation strategies and water and energy training Communities United and Dream in Green 21 ssdn SOUTHEAST SUSTAINABILITY DIRECTORS NETWORK A Project of Global Philanthropy Partnership SSCF Tracking: R3Y1A, Miami Amount: $300,000 Grant End Date: December 31, 2021 efficiency measures Across Florida, communities are experiencing similar impacts from climate change. This Initiative can be easily replicated throughout the region and state to mitigate climate related risks. This project responds to the immediate need to protect and reduce costs for Miami's most vulnerable populations while also addressing climate adaptation and mitigation. It will result in the reduction of utility costs for low income renters due to increased energy and water efficiency and conservation, reduction in disruptions during and after a storm, improved local expertise in resilience and efficiency retrofits and ongoing operations for multifamily housing operators, and strengthened capacity to withstand increasing storm impacts on our community. a. Impact on Community Sustainability: What is the desired sustainability outcome you are seeking to achieve? How will the proposed project mitigate or adapt to climate change? This project will result in the identification of strategies to increase climate resilience, water and energy efficiency and use of solar power in existing affordable housing. This is all in an effort to mitigate the vulnerabilities of low-income communities on the front lines of climate change. Upgrades recommended through the TOOLKIT such as proper wiring, water storage, transformation of common space into valuable shelter -in -place areas including insulation of this space to house back-up energy can make a profound impact on the lives of residents during an emergency. The disaster preparedness outreach, energy and water efficiency and conservation education will teach residents about actions they can take to reduce greenhouse gas emissions. DIG will help develop and implement unique opportunities for residents to learn about various environmental sustainability topics and inspire action, both in their homes and communities. Secondly, DIG staff will provide the established Water & Energy — Learning and Behavior project (WE -LAB) workshops promoting water and energy conservation that aims to decrease impacts on resources while increasing utility savings. The workshops will be expanded to include specific resources and tools for renters in multifamily affordable housing units to address the disproportionate utility burdens experienced by disadvantaged and underserved communities, impacted by environmental harms and risks, as well as the opportunity to drive efficiency changes within high -density neighborhoods. The (CERT) training will inform citizens/the community on how to protect themselves by training them in basic disaster response skills, such as fire safety, light search and rescue, team organization, and disaster medical operations. CERT offers a consistent, nationwide approach to volunteer training and organization that professional responders can rely on during disaster situations, which allows them to focus on more complex tasks. Through CERT, the capabilities to prepare for, respond to and recover from disasters are built and enhanced. In 2017 alone, thousands of affordable homes were severely damaged or destroyed due to hurricanes Harvey, 22 SOUTHEAST SUSTAINABILITY DIRECTORS NETWORK A Project of Global Philanthropy Partnership SSCF Tracking: R3Y1A, Miami Amount: $300,000 Grant End Date: December 31, 2021 Irma and Maria. The net result of this is that thousands of low-income individuals, families and seniors lost their homes or faced critical housing insecurity. The TOOLKIT will help portfolio owners identify those properties most prone to risk as a result of environmental threats, conduct resilience audits of those buildings and learn of funding/financing opportunities to mitigate for potential risk due to environmental hazards. In so doing, the project will lessen the impact of climate related disasters on buildings, residents and the community. This TOOLKIT will ensure that resilience includes low-income people by: (1) improving storm preparedness for our more vulnerable populations, (2) maintaining safe and healthy homes, (3) avoiding displacement, (4) minimizing economic distress, and (5) incorporating residents into the preparedness solutions. This project will result in more energy and water efficient, storm protected properties, reduced operational costs for owners and expenses for renters, preservation of existing multifamily affordable housing, and mitigated losses from a disaster for the renters, owners and FEMA. There will also be reduced greenhouse gas emissions through scalable energy and water efficiency retrofits. The TOOLKIT will also ensure that owners and residents work together towards a common goal of long-term resiliency and preparedness. b. Community Partnership and Partner Roles: Who is the local community partner(s) in the project? Describe partners' history working with the target community, experience with inclusive engagement and outreach strategies, and/or technical expertise related to developing climate change solutions? How will the partner be involved in project development? This project will be executed with multiple community partners to assist with outreach and capacity building to property owners and their property residents. For portfolio owners, South Florida Community Development Coalition (SFCDC) and the Florida Housing Coalition (FHC) will serve as the project's local community partners, and Enterprise Community Partners will serve as a technical partner in the development of the project. SFCDC will assist in dissemination and outreach. It is a membership organization which has worked with community development corporations, nonprofit and real estate developers and managers in Miami since 2007. SFCDC has led or been involved in neighborhood assessments and resident engagement in numerous parts of Miami. SFCDC will utilize its relationships, strategies, and cultural/racial knowledge and sensitivity to engage partners and property owners in the region. The Florida Housing Coalition will also assist in dissemination and outreach. FHC has provided technical assistance and training to Florida's housing developers and managers for over two decades. FHC is committed to providing guidance, resources, and advocacy to Florida's housing providers responding to and aiding in the recovery from disasters. FHC provides statewide networking and coordination for housing providers and affordable housing property owners on the importance of incorporating resilience measures into the design and development of housing serving low and moderate income households. Enterprise Community Partners will assist in design, development and training on the project's PORTFOLIO 23 SOUTHEAST SUSTAINABILITY DIRECTORS NETWORK A Project of Global Philanthropy Partnership SSCF Tracking: R3Y1A, Miami Amount: $300,000 Grant End Date: December 31, 2021 ASSESSMENT, AUDIT and RESOURCE GUIDE. Enterprise is producing and implementing a training curriculum for affordable housing and community development organizations derived from 29 of its strategies for owner occupied or multi -family residential housing resilience to prepare single- and multi -family homes against climate change. Enterprise also created the highly successful Enterprise Green Communities Criteria in 2004, the only national green building standard designed explicitly for the affordable housing sector. Enterprise has supported affordable housing organizations across the country in creating and rehabilitating more than 127,000 green, healthy homes; has invested $3.9 billion in the development and preservation of green and affordable homes; and has transformed policies at the state, local, and national level. For resident outreach, Communities United will partner with Miami's Emergency Management & NET departments in disaster preparedness recruitment and training. CU will also provide 100 kits to be distributed to residents of the 10 most vulnerable properties or as an incentive for attending hurricane preparedness training. Communities United utilizes trained staff and volunteers to help prepare and support residents after major storms. They have a specific focus on the elderly population and distribute hurricane disaster kits throughout Miami -Dade County and conduct Hurricane Disaster seminars. Among the volunteers who comprise their Disaster Relief Team are veterans, church clergy and staff, minority -owned business men and women, and youth from within the community. Their network has worked with FEMA to strengthen resiliency planning in areas of neighborhoods that had previously been difficult to engage. Finally, Dream in Green is a non-profit organization whose mission is to educate and empower individuals to respond to climate change and other environmental challenges facing local and global communities. For over 10 years, Dream in Green has delivered educational programs and assisted schools, households, and local businesses in reducing their environmental footprint. DIG will engage, educate, and empower residents to better understand environmental and public health issues through implementation of its community -driven Water & Energy — Learning and Behavior project/workshops (WE -LAB). [MJ7] c. Equity and Inclusiveness: Who are the project's priority stakeholders? Why was this stakeholder group selected? How will they be impacted by this project? How will they be involved in shaping project design and implementation? Will the proposed project expand and provide lasting educational and economic opportunities for these stakeholders? How? The Resilient Multifamily Housing Initiative has two main stakeholders. First, the affordable housing owners/operators were selected because they have the authority to implement RMHI in their properties. Affordable housing owners/operators will build expertise in evaluating their portfolio to identify the most vulnerable properties. This will enable them to then identify and implement the most impactful resiliency solutions, to better protect their assets and continue providing housing and critical services to low income residents. This will help ensure that these affordable properties can remain operational, reducing displacement and loss of use. These properties will generate cost savings via energy and water efficiency and mitigated flood/hurricane risks. The owners/operators and trained contractors will be invited to provide feedback on the 24 ssdn SOUTHEAST SUSTAINABILITY DIRECTORS NETWORK A Project of Global Philanthropy Partnership SSCF Tracking: R3Y1A, Miami Amount: $300,000 Grant End Date: December 31, 2021 TOOLKIT during training. This feedback will inform updates to the TOOLKIT and training program. Recommendations will be incorporated in the building resulting in long-term benefits. Second, the low-income beneficiaries/residents were selected since they will be positively impacted by retrofits, education, training, and potentially reduced utility costs. They are often the most vulnerable to environmental shocks because they are less likely to have a financial safety net to protect themselves when housing is threatened by natural hazards. The aftermath of disasters can lead to the serious health hazards in the event of power outages with no back up. Moreover, disasters can lead to financial crises and displacement, and, in turn, generate additional neighborhood disinvestment and urban decline. Because of their precarious financial situation, low-income communities can be more expensive to reconstruct; therefore, for economic reasons, it is important to ensure that resilience includes low-income residents (Enterprise). This project will ensure that these residents do not lose their homes or face critical housing insecurity due to the realities of climate hazards, but instead, maintain safe and healthy homes and benefit from the retrofits which will be installed in their units. Through the RMHI they will receive training and education in disaster preparedness and basic response, energy and water efficiency and conservation. This will ensure they are ready to protect themselves in disasters and can reap the financial and other benefits stemming from efficiency and conservation. d. Innovation: How does the project demonstrate innovation? What is the regional context for the innovation? Does the innovation have the potential to be scaled at the regional level? The TOOLKIT will be a replicable, scalable tool which can be used by property owners throughout the region and state to assess risk of environmental hazards such as, flooding, wind and extreme heat. Local climate sea level rise projections, increased heat and changes in precipitation patterns developed by the scientific advisory panel for the Southeast Florida Regional Climate Change Compact (a four county group coordinating mitigation and adaptation activities) will inform the development of the portfolio ASSESSMENT and property AUDIT design criteria. The City's flood risk mapping tool developed in partnership with Florida International University and its Storm Water Master Plan will also be instrumental in the development of the portfolio ASSESSMENT and for prioritizing properties. By creating a tool which is self -implemented and electronically available, accessibility is ensured to all affordable housing owners/operators throughout the state. This tool seeks to help owners plan ahead of future storms and is poised to align with available resources to enable owners to address deficiencies. It will also assist municipalities in identifying priority disaster mitigation measures to include in their local mitigation strategies. This enables municipalities and affordable housing owners to identify and access pre and post -disaster mitigation and CDBGfunding. During the grant period, two (2) to three (3) properties will receive funding after they have been selected and audited to determine the need for retrofits. Funding will be provided to their owners in exchange for a commitment to extend the affordable period of these buildings. Thru its partnerships, the City will explore opportunities to increase AUDITS and implementation of retrofits in many more buildings across the region and state. 25 SOUTHEAST SUSTAINABILITY DIRECTORS NETWORK A Project of Global Philanthropy Partnership SSCF Tracking: R3Y1A, Miami Amount: $300,000 Grant End Date: December 31, 2021 The training and education of residents will create an innovative network of people who are able to shelter in place and provide basic care for themselves and others during a disaster. This is especially important in hurricane prone Miami where in the aftermath of a storm, particularly the first few days, access to resources and transportation can be challenging. They will also have the knowledge to make and implement informed decisions about energy and water efficiency and conservation to mitigate the impacts of climate related risks. e. Local Government Commitment: Describe the existing commitment to sustainability and equity of the local government? What local government policies, programs, and/or plans does this project work to advance? How will this project support the success of this policy, program, or plan? If the lead applicant is not a Sustainability or Equity Director, please describe the duties and cross -department function of the position related to equity and/or sustainability. The City of Miami's Office of Resilience and Sustainability will oversee this Initiative. The City of Miami addresses sustainability and equity throughout its citywide strategic plan, regional Resilient305 Strategy Climate Ready Miami strategy and Affordable Housing Master Plan. This project addresses goals and objectives of those strategies by helping to ensure that affordable housing units are preserved, healthy and resilient, in sync with the City's programs. Through its Connect Capital initiative the City has committed to developing and preserving 12,000 units of affordable housing over the next 5 years for 28,500 people in low to moderate income households. Once complete, its Affordable Housing Master Plan will help to further address the City's housing needs. This housing will improve lives by creating a more resilient, healthy and equitable community. It will connect people to jobs, education, transportation, and other resources that enable residents to participate in the community, prosper, and reach their full potential. Further, affordable housing is a key part of our resilience efforts; $100 million of the Miami Forever Bond is allocated to create and preserve affordable housing units. The City has committed to ensuring Miami remains livable for generations to come and is an example of how to adapt to a changing climate for coastal communities around the world. Nearly $200 million in the Miami Forever Bond program is dedicated to mitigating the impact of current and future sea -level -rise, flood risks and vulnerabilities through innovative infrastructure investments. The Resilient305 Strategy was created through a unique regional collaboration between Miami -Dade County, the City of Miami, and the City of Miami Beach. It is a living document created to address resilience challenges we prioritized through intergovernmental and community collaboration. It has over 50 detailed actions which will help the region thrive in the face of environmental, social and economic challenges such as severe storms, sea level rise, mobility and housing affordability. The Climate Ready Miami strategy involves multiple departments within the City and strategic partnerships beyond. We will shape our future through smart investments in resilient infrastructure, further strengthening of land use and building policies, advancing new mobility, technology, and housing solutions, and most importantly, increased community involvement. f. Success Metrics: What is your definition of success and how will you measure success? What specific 26 SOUTHEAST SUSTAINABILITY DIRECTORS NETWORK A Project of Global Philanthropy Partnership 55CF Tracking: R3Y1A, Miami Amount: $300,000 Grant End Date: December 31, 2021 indicators you measure to define the results of this project? Success is ultimately defined as when Miami's multifamily affordable housing owners/operators are able to use the TOOLKIT to evaluate and mitigate risks to increase resilience in their affordable housing portfolio. When the selected multifamily affordable housing properties are rehabilitated to resist the hazards and risks associated with extreme climate change specific to South Florida, long-lasting solutions are put in place to protect and improve the lives of low income residents. To measure success, the following metrics will be monitored: • Training five (5) contractors to assist affordable housing owners/operators in identifying opportunities to enhance the unique characteristics of each building • Dissemination of Disaster Ready and Operations Efficiency TOOLKIT to 150 multifamily affordable housing property owners • Affordable housing owners will use the TOOLKIT to assess their portfolios and AUDIT a minimum of 50 selected buildings in Miami -Dade County • Select two (2) to three (3) properties to receive funding assistance • Ensure the rehabilitation of two (2) to three (3) properties is completed based on recommendations from the AUDIT • Training at least 150 residents in disaster preparedness, water and energy conservation and energy efficiency g. Project Budget and Match: Please see attached h. Challenges: Are there any challenges that could prevent the project from being successfully implemented that you have not yet been able to address in your design phase? Please describe. Potential challenges which could impact the Resilient Multifamily Housing Initiative are as follows: • The grant agreement must be presented to the City of Miami Commission for approval and signing, which may delay its execution. To minimize any delay, we would like to have a draft agreement for early submission and review by the Commission; • The City of Miami Office of the City Attorney's typical time to review the agreement between the City and owner/operator may slow down implementation of the resilient retrofits in 2-3 properties. To mitigate this, we propose drafting an agreement and providing it to the City Attorney's for review before the properties are identified; • Residents may be reluctant to participate in RMHI. To mitigate this, the City and its community partners will engage in extensive ground level outreach in addition to asking the property owners to help promote the training and education opportunities; • Property owner engagement could also be difficult, but we anticipate that resources identified to assist with addressing building challenges will mitigate this. In addition, the portion of the toolkit focused on helping owners determine what resources exist to address resiliency challenges will also help. Lastly, collaboration with SFCDC and FHC will also aid in owner engagement. 27 ssdn SOUTHEAST SUSTAINABILITY DIRECTORS NETWORK A Project of Global Philanthropy Partnership 55CF Tracking: R3Y1A, Miami Amount: $300,000 Grant End Date: December 31, 2021 28 SSDN SOu F4E ST SUSTA NADBli TY D1RECToRs r ETwerl2K A project of the Urban Sustainability Directors Network November 14, 2019 Jane Gilbert Chief Resilience Officer City of Miami RE: Award Agreement for the Resilient Multi -Family Housing Initiative Dear Jane Gilbert: SSCF Tracking: R3Y1A, Miami Amount: $300,000 Grant End Date: December 31, 2021 The Urban Sustainability Directors Network (USDN) is pleased to award The City of Miami, FL a grant from the Southeast Sustainable Communities Fund (SSCF) for the the Resilient Multi -Family Housing Initiative in the amount of $150,000 for year one (January 1, 2020-December 31, 2020). This grant project has a twenty four month term beginning January 1, 2020 ending December 31, 2021. A second year payment, contingent on year one performance and reporting described in this letter, will bring the total award for two years to $300,000. Document Outline Section 1. Grant Summary 2 Section 2. Involved Parties 2 Section 3. Project Narrative 2 Section 4. Project Budget by Milestones and Metrics Error! Bookmark not defined. Section 5. Grant Requirements Error! Bookmark not defined. Section 6. Grant Deadlines 8 Section 7. Grant Payment Schedule and Terms 9 Section 8. Additional Grant Terms 9 Section 9. Acceptance of Grant Terms Form 11 Appendix 1. Final Grant Report Form Error! Bookmark not defined. Appendix 2. Grantee Award Guidance 12 Appendix 3. Copy of Grant Proposal 16 1 SSDN SOu F4E ST SuSTAANADBiury DmECToPs r ETwerl2K A project of the Urban Sustainability Directors Network SSCF Tracking: R3Y1A, Miami Amount: $300,000 Grant End Date: December 31, 2021 Section 1. Grant Summary This project will result in the identification of strategies to increase climate resilience, water and energy efficiency and use of solar power in existing affordable housing. This is all in an effort to mitigate the vulnerabilities of low- income communities on the front lines of climate change. Upgrades recommended through the TOOLKIT such as proper wiring, water storage, transformation of common space into valuable shelter -in -place areas including insulation of this space to house back-up energy can make a profound impact on the lives of residents during an emergency. The disaster preparedness outreach, energy and water efficiency and conservation education will teach residents about actions they can take to reduce greenhouse gas emissions. DIG will help develop and implement unique opportunities for residents to learn about various environmental sustainability topics and inspire action, both in their homes and communities. Secondly, DIG staff will provide the established Water & Energy — Learning and Behavior project (WE -LAB) workshops promoting water and energy conservation that aims to decrease impacts on resources while increasing utility savings. The workshops will be expanded to include specific resources and tools for renters in multifamily affordable housing units to address the disproportionate utility burdens experienced by disadvantaged and underserved communities, impacted by environmental harms and risks, as well as the opportunity to drive efficiency changes within high -density neighborhoods. Section 2. Involved Parties The lead applicant that submitted the grant proposal is the lead grantee who is responsible for ensuring the work is completed and the funds are used as detailed in this grant award letter. Project partners are accountable to the lead grantee. All parties are actively involved in project implementation and are committed to the results of the project. • Lead Grantee: City of Miami • Fiscal Agent: City of Miami • Project Partners: Dream in Green, Communities United, South Florida Community Development Coalition, Florida Housing Coalition, Enterprise Community Partners Section 3. Project Narrative South Florida is home to approximately 43,000 multifamily affordable housing units, many located in the Miami area. The impacts of climate change and extreme -weather conditions are increasing and a number of these units are aging, without consideration of climate related risks. The sustainability and efficiency of multifamily building operations need to be improved to mitigate the effects of climate change while maintaining affordability. In the last 10 years, Miami has lost over 1,000 assisted housing units to expiring subsidies. This project will help to extend affordability on selected properties. Renters make up 71% of City residents and at 61%, Miami has one of the highest proportions of cost -burdened renters in the nation (Florida International University MET Center). Renters are especially vulnerable in Miami, with rents on the rise and a housing stock that is not keeping pace with demand for affordable units (urban.org). 2 SSDN SOLITREAST suSTAANADBiury a1RECToRs r ETwerl2K A project of the Urban Sustainability Directors Network SSCF Tracking: R3Y1A, Miami Amount: $300,000 Grant End Date: December 31, 2021 The City of Miami is dedicated to improving the lives of its residents by creating a resilient, healthy and equitable community. The City is committed to developing and preserving 12,000 units of affordable housing by 2024 for 28,500 people in low to moderate income households. Once complete, its Affordable Housing Master Plan will help to address the City's housing needs, with housing rehabilitation as one of its main strategies. Further, affordable housing is a key part of our resilience efforts; $100 million of the Miami Forever Bond is allocated to create and preserve affordable housing units. In 2017, Hurricane Irma demonstrated the vulnerability of our low income and elderly renter populations to the impacts of storms. Since then, the State of Florida required all assisted living facilities to have a disaster preparedness plan which includes plans for evacuation and/or presence of onsite back up power and a minimum of 72 hours of fuel. While the City has been inspecting and enforcing this new requirement, there are over 190 multifamily affordable housing buildings with over 150,000 households within the City of Miami alone for whom this state requirement does not apply. This initiative will help the City and region provide tools and information to incentivize affordable housing property owners to prepare their properties and residents for major storms and other natural disasters. It will also identify key requirements to be added in any housing preservation related investment going forward. For owners of multiple properties of affordable housing (portfolio owners), one damaged building can undermine the financial health and integrity of a portfolio, significantly impacting the ability of residents to have a safe and healthy home, leading to displacement and economic distress across entire communities. With increasing storm related risks, Miami's goal is to mitigate the impacts of climate change and extreme weather on affordable housing through retrofits, reduction of operating costs and commitments to extend subsidized rents to ensure that its low-income residents are not displaced nor face critical housing insecurity[MJ1J . The proposed Resilient Multifamily Housing Initiative will consist of the design, development and dissemination of three (3) components of a Disaster Ready and Operations Efficiency TOOLKIT as well as educating residents in sustainability and disaster preparedness. The TOOLKIT and how to use — instructions will include a portfolio ASSESSMENT (1) that gives owners a high-level view of the most and least resilient properties in their portfolio by helping them to pinpoint their hazards and risks. It will also include a RESOURCE GUIDE (2) which will identify financing options such as sources of grant funds and low or no interest financing for investing in resilient retrofits. Lastly, the TOOLKIT will incorporate a full Disaster Ready and Operations Efficiency AUDIT (3) to identify resilience strategies at the building level. Finally, the Resilient Multifamily Housing Initiative will provide guidance to property owners on what should be included in their emergency management plan and information and trainings to better prepare their residents. [M1z1 The portfolio ASSESSMENT tool will help owners categorize and identify priority properties for a full Disaster Ready and Operations Efficiency AUDIT, while the RESOURCE GUIDE will help them learn of potential sources of grants and financing to implement recommended actions. The AUDIT will be used to help portfolio owners/operators, assess and mitigate risks related to storms, flooding and heat; improve water and energy efficiency; and increase 3 SSDN SOL Tr4EAST SUSTA NADBli TY D1RECToPs r ETwerl2K A project of the Urban Sustainability Directors Network SSCF Tracking: R3Y1A, Miami Amount: $300,000 Grant End Date: December 31, 2021 use of solar power at the building level. Use of the AUDIT will allow them to identify measures that can be implemented to mitigate risks and reduce operational costs in order for these affordable units to remain operational, reducing displacement and loss of use. Workshops will be provided to property owners to train them on implementing the ASSESSMENT, AUDIT, and utilizing the RESOURCE GUIDE to fund retrofits. A cohort of contractors will be trained to assist the property owners in performing the building level AUDITS. The TOOLKIT will be disseminated through our partnerships with South Florida Community Development Coalition and Florida Housing Coalition. These local community partners will perform outreach to identify and select a group of affordable housing owners/operators to AUDIT a total of 50 properties in their portfolio and prioritize findings. Subsequently and during and following the grant period, up to $500,000 of Community Development Block Grant Program (CDBG) funding will be allocated to two (2) to three (3) properties out of the 50 to address the findings. [MJ3] In exchange for owners agreeing to extend the affordability period, retrofits and other applicable solutions will be incorporated into these properties. The City desires to expand the Resilient Multifamily Housing Initiative and therefore, will explore opportunities to introduce the use of these AUDITS and retrofits into its Affordable Housing Master Plan and other multifamily housing preservation and hazard mitigation programs offered across the Region and state. To advance resident participation and preparedness, the RMHI will ask the property owners to promote and encourage their residents to participate in a series of educational workshops. The City of Miami Emergency Management and Neighborhood Enhancement Team (NET) will also invite the residents of these 50 AUDITED properties to participate in disaster preparedness outreach (delivered by both Communities United (CU) and city staff). More in-depth Community Emergency Response Team (CERT) training which prepares residents to serve as community leaders in disaster response will be delivered by City Emergency Management staff with support from Communities United. Energy and water efficiency and conservation workshops will be delivered by Dream in Green (DIG). The residents of the ten (10) most vulnerable properties will be prioritized to receive emergency supply kits in addition to the aforementioned training and resources. Section 4. Project Timeline Milestone Description Outcome Indicators of Lead Timeline Success 4 SSDN SUUTREAST suSTAANADBli ry D ECToPs r ETwe)PV A project of the Urban Sustainability Directors Network SSCF Tracking: R3Y1A, Miami Amount: $300,000 Grant End Date: December 31, 2021 Design/Developm ent of Disaster Ready and Operations Efficiency TOOLKIT Develop (1) ASSESSMENT component to identify building hazards and risks; (2) RESOURCE GUIDE to identify and secure capital for retrofits; and AUDIT to identify resilience strategies at the building level The Disaster Ready and Operations EfficiencyTOOL KIT is completed providing easy access and instructions for property ASSESSMENT, property AUDIT and RESOURCE GUIDE. TOOLKIT being utilized to engage/train property owners/operator s City of Miami and Enterprise Community Partners March 2020 - January 2021 Outreach to Disseminate Identification 50 properties South Florida March 2020 — Property Owners Initiative and of 50 identified to Community November 2020 Toolkit information to property owners/oper ators properties for evaluation and prioritization complete AUDIT Development Coalition and Florida Housing Coalition Train cohort of Train a team 5 contractors Contractors are Enterprise January 2021- contractors to of contractors are trained on fully trained and Community March 2021 assist affordable on the AUDIT how to use the able to teach Partners housing who will then AUDIT property owners owners/operators train property component of how to audit in using AUDIT owners in using the the TOOLKIT their properties AUDIT 5 SSDN SOL TREAST suSTAANADBiury D ECToPs r ETwe)PV A project of the Urban Sustainability Directors Network SSCF Tracking: R3Y1A, Miami Amount: $300,000 Grant End Date: December 31, 2021 Complete 50 property audits Completion of 50 AUDITS to give owners a high level view of the most and least resilient properties in their portfolio by helping them to identify buildings hazards and risks Identification of most and least resilient properties in owner/operato r portfolio 50 completed property audits Enterprise Community Partners and Property Owners/Oper ators March 2021- June 2021 Select first cohort Identify two 2-3 properties Select properties City of Miami November — of property (2) to three selected to to implement December owners to receive (3) properties implement suggestions/retr 2021[MJ1J funding assistance to rehabilitate based on AUDIT findings AUDIT findings ofits identified in AUDITs; owners/ residents feel safer and more prepared for a major storm. Complete training 150 residents Number of City of Miami December 2020 and education of Train 150 will be residents with support — May 2021 residents residents prepared to completing from in disaster preparedness , CERT and provide them water efficiency and conservation respond to disasters, educated in energy conservation strategies and water and training Communities United and Dream in Green 6 SSDN SOu F4E ST SUSTA NADBli TY DmECToPs r ETwerl2K A project of the Urban Sustainability Directors Network SSCF Tracking: R3Y1A, Miami Amount: $300,000 Grant End Date: December 31, 2021 workshops energy efficiency measures Section 5. Grant Requirements The City of Miami, as lead grantee, has agreed to meet six key grant requirements: 1. Submit Quarterly Progress Updates. These updates will be brief (2-3 paragraphs) and will include: 1. progress on major milestones; 2. results achieved to date (outputs and outcomes); 3. funds spent to date; 4. explanation of any major changes to the project milestones, timeline, or budget. These updates will be emailed to SSCF Manager Meg Jamison (meg@southeastsdn.org) on the dates in Table 2 (below). 2. Participate in Quarterly Grantee Cohort Calls. The lead grantee (and any key project partners, if desired) will participate in quarterly grantee cohort calls to share progress and learn from each other. This includes one call after the grant term ends to discuss grant program lessons learned. Calls will be coordinated by SSCF staff. The general timeline is outlined in Table 2 (below), the specific dates will be determined before December 31, 2019. 3. Submit a Year One Progress Report. This report will be no more than four pages and will include 1. progress on major milestones; 2. results achieved to date (outputs and outcomes); 3. funds spent to date; 4. explanation of any major changes to the Year One project milestones, timeline, or budget; and 5. proposed Year Two project budget by milestones and metrics table (Table 1). Note: the proposed Year Two budget will not exceed the Year Two estimate included in this grant agreement. This report will be emailed to SSCF Manager Meg Jamison (meg@southeastsdn.org) by December 10, 2020. 4. Participate in Year Two Planning Call. The lead grantee (and key project partners, if desired) will participate in a Year Two Planning call with the SSCF Program Manager. The purpose of this call will be to review Year One performance, discuss the proposed Year Two project budget by milestones and metrics 7 SSDN SOL THEAST SUSTA4NRQluTY DmECToPs r ETwerl2K A project of the Urban Sustainability Directors Network SSCF Tracking: R3Y1A, Miami Amount: $300,000 Grant End Date: December 31, 2021 table, and determine if Year One performance merits the Year Two grant payment. Calls will be coordinated by SSCF staff and conducted in December 2020, specific date and time to be determined. Year Two payments will be issued within 30 days of approval from the SSCF Program Manager. 5. Submit a Final Report. This report will be between 7-12 pages and will include three deliverables: 1. a final grant report that describes outcomes, impact, follow on work planned, funds leveraged, and lessons learned; 2. a detailed record of grant fund expenditures, including a comparison of original budget to actual expenditures; 3. Any materials created for this grant project that demonstrate the project outputs and/or outcomes in a way that could help SSCF share the success of the grant program with other communities and other funders. This report will be emailed to SSCF Manager Meg Jamison (meg@southeastsdn.org) by December 31, 2021. 6. Participate in Storytelling Activities. Some lead grantees and project partners will be asked to participate in storytelling activities. Storytelling activities will be coordinated by SSCF. Examples of what this activity will produce include written feature stories, participant profiles, photo essays, sound recordings, videos, and/or local media coverage. Section 6. Grant Deadlines Table 2. Key Grant Requirement Deadlines Deliverable 2020 Deadlines 2021 Deadlines 1. Quarterly Progress Reports • March 31, 2020 • June 30, 2020 • September 30, 2020 • See Year One Milestone Progress Report below • March 31, 2021 • June 30, 2021 • September 20, 2021 • See Final Report below 2. Quarterly Peer Learning Progress Calls Specific dates and times to be determined before December 31, 2019. • April 2020 • July 2020 • October 2020 • January 2021 Specific dates and times to be determined before December 31, 2020. • April 2021 • July 2021 • October 2021 • 3. Year One Milestone Progress Report December 10, 2020 Not applicable 4. Year Two Planning Specific date and time in November Not applicable 8 SSDN SOu F4E ST SuSTAANADBiury D1RECToRs r ETwerl2K A project of the Urban Sustainability Directors Network SSCF Tracking: R3Y1A, Miami Amount: $300,000 Grant End Date: December 31, 2021 Call or December 2020 to be determined. 5. Final Report Not applicable December 31, 2021 6. Storytelling Activities To be determined 7. SSDN Annual Meeting workshop Attendance at the SSDN Annual Meeting is required for purposes of sharing stories and lessons learned with the SSDN network. The 2020 meeting is May 3-4 in Savannah, GA. The 2021 meeting is TBD. SSCF program will cover all costs related to attending this meeting for the lead grantee and up to one other grant participant. At least one grant team member must attend this meeting. Section 7. Grant Payment Schedule and Terms USDN will issue two lump sum grant award payments to the lead grantee or their designated project fiscal sponsor. The first payment will be for Year One project implementation in the amount of $150,000. The second payment will be for Year Two project implementation, is contingent on successful performance of Year One milestones, and will be in the amount of $150,000. Prior to issuing Year Two payment, the SSCF may require a written scope update from the lead grantee to update expectations and deliverables for Year Two work. If this is required, the scope update will be drafted by the lead grantee, approved by the SSCF Program Manager, signed by USDN and the lead grantee, and added as an attachment to the original grant award letter. Section 8. Additional Grant Terms • Grant funds cannot be used for lobbying. • The project must be a collaboration with the partners described in Section 2. • The grantee is aware that failure to deliver, significant timeline extensions, and/or over budget projects will jeopardize future applications to the fund from this grantee if this fund continues. • Unless otherwise specified in a separate agreement with USDN and the project partner, ownership and rights of the deliverables will be equally shared by the lead community, the partner, and USDN on behalf of SSDN. SSDN reserves the right to share and post both privately with members and funders, and publically to advance the field of urban sustainability. If you agree with the terms and conditions of this grant agreement, complete and sign the Section 9. Acceptance of Grant Terms form, and email to Mia Arter at miaarter@usdn.org and Meg Jamison at meg@southeastsdn.org no later than January 31, 2020. Year One grant payments will be issued within 30 days of receipt. 9 SSDN SOu F4E ST SUSTA NADBli TY DmEcroPs NETWDRV A project of the Urban Sustainability Directors Network Sincerely, Mia Arter Operations Director, Urban Sustainability Directors Network CC: Meg Jamison, SSCF Program Manager 10 SSCF Tracking: R3Y1A, Miami Amount: $300,000 Grant End Date: December 31, 2021 SSDN SOL THeus'r SUSTA NADBl ery D ECToPs r ETwe)PV A project of the Urban Sustainability Directors Network Section 9. Acceptance of Grant Terms Form SSCF Tracking: R3Y1A, Miami Amount: $300,000 Grant End Date: December 31, 2021 By signing this form, The City of Miami accepts the terms and conditions of this grant agreement in its entirety. Lead Grantee Name: Title: Email: Phone: Tax ID Number of lead grantee:. Instructions for Check Issuance or Bank Transfer: Signature: Project Fiscal Sponsor (if different from above) Organization: Name:_ Title: Email: Phone: Tax ID Number: Instructions for Check Issuance or Bank Transfer: Signature: Project Manager Information (if different from above) Organization: Name: Title: Email: Phone: Signature: 11 SSDN SOu F4E ST SuSTAANADBiury DIRECTORS r ETWf)12K A project of the Urban Sustainability Directors Network Appendix 1. Grantee Award Guidance SSCF Tracking: R3Y1A, Miami Amount: $300,000 Grant End Date: December 31, 2021 Document Purpose This document is a guide for Southeast Sustainable Communities Fund (SSCF) lead applicants and/or lead grantees. SSCF wants to ensure receipt of funds is not a barrier for anyone to participate in an award, and will work with lead grantees and fiscal sponsors to develop flexible solutions when necessary. Who Issues the Grant Award? SSCF is not an independent legal entity or a nonprofit organization. The Urban Sustainability Directors Network (USDN) is a 501 (c) 3 nonprofit that houses SSCF as a project within its organization. USDN serves as the legal entity and fiscal sponsor on SSCF's behalf. This means that all contracting, granting, and / or legal agreements associated with SSCF are actually with USDN. When SSCF issues grant awards, USDN is the legal entity signing grant award letters with lead grantees and issuing funds to either lead grantees or fiscal sponsors of the grant project. Who is the Grant Awardee? SSCF issues grant award letters to the city/county lead applicant on the grant proposal who is deemed the lead grantee. The lead grantee is the primary point of contact with the SSCF for the grant award and grant reporting. The lead grantee is the entity to sign the Acceptance of Grant Terms Form. Who Can Receive Funds, and How? The lead grantee or the project fiscal sponsor designated in the Acceptance of Grant Terms Form can receive the grant funds after the lead grantee and USDN sign the award letter. The lead grantee tax ID / EIN is required in all cases. This is because the award is being made to the city/county, and so the city/county's tax ID / EIN is the number USDN's tax auditor requires. The City/County is the lead grantee and is responsible for the work of the grant (content), approval of all payments (budget), and reporting on the grant (quarterly and final reports). Project Fiscal Sponsor Eligibility. In order fora project fiscal sponsor to receive funds on behalf of the lead grantee the project fiscal sponsor must be a 501(c)3 Nonprofit Organization. The project fiscal sponsor can be performing work on the grant project, or serving solely as a fiscal sponsor on the lead grantee's behalf. Funds Disbursement. USDN will issue two lump sum grant award payments to the lead grantee or their designated project fiscal sponsor. The first payment will be for Year One project implementation and not to exceed $150,000. 12 SSDN SOu F4E ST SuSTAANADBiury DIRECTORS r ETWf)12K A project of the Urban Sustainability Directors Network SSCF Tracking: R3Y1A, Miami Amount: $300,000 Grant End Date: December 31, 2021 The second payment will be for Year Two project implementation, is contingent on successful performance of Year One milestones, and will not exceed $150,000. Prior to issuing Year Two payment, the SSCF may require a written scope update from the lead grantee to update expectations and deliverables for Year Two work. If this is required, the scope update will be drafted by the lead grantee, approved by the SSCF Program Manager, signed by USDN and the lead grantee, and added as an attachment to the original grant award letter. Appendix 2. Grant Delay and Extension Policy Extension Policy Purpose Once an award has been granted to a lead applicant, obstacles can arise that stand in the way of meeting deliverable deadlines. This document describes the SSCF policy in such instances, and provides grantee guidance on how to respond, take corrective action, and request fund intervention or extensions. Grant Delay Guidelines SSCF grants have a lifespan of two years. Grants that are not delivered within the prescribed timeline come with a price tag for the program, in the form of 1) increased Fund Management time investment, which is deferred from new program development, and 2) the potential for reduced funder trust that lead applicants and partners can deliver strong, impactful projects in reasonable timeframes. To mitigate these costs, SSCF has created the following guidelines by situational category to help grantees understand the established process and subsequent steps that will be taken to correct delays. Reason for Delay Description Impacts of Delay Corrective Measures Lead Grantee or Project manager lead Leaves Turn over is expected. This means that turn over will be experienced during some grant life spans. When a lead departs, the team can experience significant delay and the product can be jeopardized. Departing lead grantees must contact SSCF staff and fund management as soon as possible. A transition plan will be developed on a case -by -case basis depending on factors like: funds spent to date and by whom, strength of other team members, and percent completion. Consulting Lead Leaves Sometimes a critical team member departs the project, leaving the team to replace them. When a consulting partner leaves, often the work they were doing must be re -bid. Lead grantee must contact SSCF staff and fund management immediately. Fund management will work with the grant team to fund swift and suitable replacement(s). Consulting Partner is unresponsive, or responsive in a negative In some cases, partners that look good on paper do not meet expectations during implementation. This type of issue can jeopardize the quality of the deliverables and the effectiveness of the project as a whole. Lead grantee must notify SSCF staff early of any negative interactions with the partner and team. SSCF staff will speak to the partner separately to understand how the situation can be corrected or resolved. 13 SSDN SOu F4E ST SUSTA5NRDBIuTY DIRECTORS r ETWf)12K A project of the Urban Sustainability Directors Network SSCF Tracking: R3Y1A, Miami Amount: $300,000 Grant End Date: December 31, 2021 manner Lead Grantee and/or Project Manager is Unresponsive In some cases, leads applicants or project managers have capacity issues that prevent them from executing the project to the expectation of signed award. This will directly impact that city's ability to obtain more funding. SSCF staff will note unresponsiveness to the project leads, lead grantee and/or project manager, and this will be a point of decision: in extreme cases, USDN and SSCF staff may request a refund from that City's Finance Department or from lead applicant. Incomplete Deliverables At times, deliverables are turned in that are unsatisfactory or do not match the signed scope of work deliverables. This may directly impact the ability of the lead city to obtain funding in the future, depending on the justification as to why they are incomplete. The lead grantee must submit to SSCF staff in writing why the deliverables do not meet expectations. Based on those explanations, a corrective course of action may be developed by SSCF staff and the lead grantee. Repeated Extension Requests Some lead grantees request repeated extensions. This may directly impact the ability to obtain funding in the future. No more than 2 extension requests will be entertained before a refund may be requested. Any grant extension requests must be done in writing. SSCF staff will make decisions on a case -by -case basis. The lead grantee must submit to SSCF staff in writing why the extension is being requested. They must also submit any deliverables created to that point for evaluation of progress and merit. Based on the explanation and product, a corrective course of action may be developed by SSCF staff and the lead grantee, or a refund may be requested by USDN and SSCF to the grantee. The SSCF team strives to work with each grantee and team to ensure success, so these guidelines ultimately stress proactive communication and responsiveness. We understand that situations change, and encourage contact early and often to work with SSCF to avert situations that cannot be corrected in a manner that still obtains strong deliverables and usefulness to the field of sustainability. Please contact Meg Williams Jamison, meq@southeastsdn.orq, with any questions. Grant Extension Request Guidelines If a grant extension must be requested, please explain the following in writing: 1. List Grant Lead and Project Team members, including consultants. 2. Describe progress to date (attach any deliverables in their current state). 3. Describe reason for extension request. 4. Describe any corrective action taken to ensure the new requested deadline can be met. 14 SSDN SOu F4E ST SUSTA NADBli TY DIRECTORS r ETWf)12K A project of the Urban Sustainability Directors Network SSCF Tracking: R3Y1A, Miami Amount: $300,000 Grant End Date: December 31, 2021 5. Suggest new deadline. This write up will be evaluated by SSDN staff and Fund Management. A follow-up phone call may be requested to clarify portions of the request. Extensions will be provided in writing from the Fund Management to the Lead Grantee. 15 SSDN SOu F4E ST SuSTAANADBiury DIRECTORS r ETWf)12K A project of the Urban Sustainability Directors Network Appendix 3. Copy of Grant Proposal SSCF Tracking: R3Y1A, Miami Amount: $300,000 Grant End Date: December 31, 2021 1. Project Evolvement: How has your project changed since the LOI submission? If you received recommendations from the SSCF Technical Advisory Committee to refine your project ideas, please describe in detail how you addressed those recommendations in your proposal. Several aspects of the Resilient Multifamily Housing Initiative (RMHI) have changed for the betterment of the project and include: • An advancement of resident participation through training and education in disaster preparedness and energy and water conservation and efficiency hosted by community based organizations and City of Miami departments, not previously involved in the project; • An indication that region specific climate and extreme weather related risk data, tools and plans will inform the development of the ASSESSMENT and property AUDIT design criteria; • A requirement that multifamily affordable housing owners extend the affordability period in exchange for the incorporation of retrofits and other solutions in their properties.[Mili 2. Project Description, Project Design: Please describe the project in detail using the following outline. a. Project Design and Major Milestones: What is the problem within the local context? What are the project goals as they relate to the goals of the SSCF? How will fulfillment of these goals solve/address this need/problem? How is this project applicable to other communities in the region? Describe what you plan to accomplish (in Year One and Year Two) and the major milestones and outcomes you expect to achieve in support of your project goals? You may use the sample table below to help guide your description, indicating who will lead the effort and the proposed timeline. Using this table is not required but should give you an idea of the information we would like to understand. South Florida is home to approximately 43,000 multifamily affordable housing units, many located in the Miami area. The impacts of climate change and extreme -weather conditions are increasing and a number of these units are aging, without consideration of climate related risks. The sustainability and efficiency of multifamily building operations need to be improved to mitigate the effects of climate change while maintaining affordability. In the last 10 years, Miami has lost over 1,000 assisted housing units to expiring subsidies. This project will help to extend affordability on selected properties. Renters make up 71% of City residents and at 61%, Miami has one of the highest proportions of cost -burdened renters in the nation (Florida International University MET Center). Renters are especially vulnerable in Miami, with rents on the rise and a housing stock that is not keeping pace with demand for affordable units (urban.org). The City of Miami is dedicated to improving the lives of its residents by creating a resilient, healthy and equitable community. The City is committed to developing and preserving 12,000 units of affordable housing by 2024 for 16 SSDN SOLITREAST suSTAANADBiury D1PEcroPs NETWDRV A project of the Urban Sustainability Directors Network SSCF Tracking: R3Y1A, Miami Amount: $300,000 Grant End Date: December 31, 2021 28,500 people in low to moderate income households. Once complete, its Affordable Housing Master Plan will help to address the City's housing needs, with housing rehabilitation as one of its main strategies. Further, affordable housing is a key part of our resilience efforts; $100 million of the Miami Forever Bond is allocated to create and preserve affordable housing units. In 2017, Hurricane Irma demonstrated the vulnerability of our low income and elderly renter populations to the impacts of storms. Since then, the State of Florida required all assisted living facilities to have a disaster preparedness plan which includes plans for evacuation and/or presence of onsite back up power and a minimum of 72 hours of fuel. While the City has been inspecting and enforcing this new requirement, there are over 190 multifamily affordable housing buildings with over 150,000 households within the City of Miami alone for whom this state requirement does not apply. This initiative will help the City and region provide tools and information to incentivize affordable housing property owners to prepare their properties and residents for major storms and other natural disasters. It will also identify key requirements to be added in any housing preservation related investment going forward. For owners of multiple properties of affordable housing (portfolio owners), one damaged building can undermine the financial health and integrity of a portfolio, significantly impacting the ability of residents to have a safe and healthy home, leading to displacement and economic distress across entire communities. With increasing storm related risks, Miami's goal is to mitigate the impacts of climate change and extreme weather on affordable housing through retrofits, reduction of operating costs and commitments to extend subsidized rents to ensure that its low-income residents are not displaced nor face critical housing insecurity[M2J . The proposed Resilient Multifamily Housing Initiative will consist of the design, development and dissemination of three (3) components of a Disaster Ready and Operations Efficiency TOOLKIT as well as educating residents in sustainability and disaster preparedness. The TOOLKIT and how to use — instructions will include a portfolio ASSESSMENT (1) that gives owners a high-level view of the most and least resilient properties in their portfolio by helping them to pinpoint their hazards and risks. It will also include a RESOURCE GUIDE (2) which will identify financing options such as sources of grant funds and low or no interest financing for investing in resilient retrofits. Lastly, the TOOLKIT will incorporate a full Disaster Ready and Operations Efficiency AUDIT (3) to identify resilience strategies at the building level. Finally, the Resilient Multifamily Housing Initiative will provide guidance to property owners on what should be included in their emergency management plan and information and trainings to better prepare their residents. [MJ31 The portfolio ASSESSMENT tool will help owners categorize and identify priority properties for a full Disaster Ready and Operations Efficiency AUDIT, while the RESOURCE GUIDE will help them learn of potential sources of grants and financing to implement recommended actions. The AUDIT will be used to help portfolio owners/operators, assess and mitigate risks related to storms, flooding and heat; improve water and energy efficiency; and increase use of solar power at the building level. Use of the AUDIT will allow them to identify measures that can be 17 SSDN SOu F4E ST SUSTA5N IuTY D1RECroPs r ETwerl2K A project of the Urban Sustainability Directors Network SSCF Tracking: R3Y1A, Miami Amount: $300,000 Grant End Date: December 31, 2021 implemented to mitigate risks and reduce operational costs in order for these affordable units to remain operational, reducing displacement and loss of use. Workshops will be provided to property owners to train them on implementing the ASSESSMENT, AUDIT, and utilizing the RESOURCE GUIDE to fund retrofits. A cohort of contractors will be trained to assist the property owners in performing the building level AUDITS. The TOOLKIT will be disseminated through our partnerships with South Florida Community Development Coalition and Florida Housing Coalition. These local community partners will perform outreach to identify and select a group of affordable housing owners/operators to AUDIT a total of 50 properties in their portfolio and prioritize findings. Subsequently and during and following the grant period, up to $500,000 of Community Development Block Grant Program (CDBG) funding will be allocated to two (2) to three (3) properties out of the 50 to address the findings. [MJ41 In exchange for owners agreeing to extend the affordability period, retrofits and other applicable solutions will be incorporated into these properties. The City desires to expand the Resilient Multifamily Housing Initiative and therefore, will explore opportunities to introduce the use of these AUDITS and retrofits into its Affordable Housing Master Plan and other multifamily housing preservation and hazard mitigation programs offered across the Region and state. To advance resident participation and preparedness, the RMHI will ask the property owners to promote and encourage their residents to participate in a series of educational workshops. The City of Miami Emergency Management and Neighborhood Enhancement Team (NET) will also invite the residents of these 50 AUDITED properties to participate in disaster preparedness outreach (delivered by both Communities United (CU) and city staff). More in-depth Community Emergency Response Team (CERT) training which prepares residents to serve as community leaders in disaster response will be delivered by City Emergency Management staff with support from Communities United. Energy and water efficiency and conservation workshops will be delivered by Dream in Green (DIG). The residents of the ten (10) most vulnerable properties will be prioritized to receive emergency supply kits in addition to the aforementioned training and resources.[MJs1 Describe what you plan to accomplish (in Year One and Year Two) and the major milestones and outcomes you expect to achieve in support of your project goals? You may use the sample table below to help guide your description, indicating who will lead the effort and the proposed timeline. Using this table is not required but should give you an idea of the information we would like to understand. Milestone Description Outcome Indicators of Lead Timeline Success 18 SSDN SOu F4E ST SuSTAANADBiury DIRECTORS r ETWf)12K A project of the Urban Sustainability Directors Network SSCF Tracking: R3Y1A, Miami Amount: $300,000 Grant End Date: December 31, 2021 Design/Developm ent of Disaster Ready and Operations Efficiency TOOLKIT Develop (1) ASSESSMENT component to identify building hazards and risks; (2) RESOURCE GUIDE to identify and secure capital for retrofits; and AUDIT to identify resilience strategies at the building level The Disaster Ready and Operations EfficiencyTOOL KIT is completed providing easy access and instructions for property ASSESSMENT, property AUDIT and RESOURCE GUIDE. TOOLKIT being utilized to engage/train property owners/operator s City of Miami and Enterprise Community Partners March 2020 - January 2021 Outreach to Disseminate Identification 50 properties South Florida March 2020 — Property Owners Initiative and of 50 identified to Community November 2020 Toolkit information to property owners/opera tors properties for evaluation and prioritization complete AUDIT Development Coalition and Florida Housing Coalition Train cohort of Train a team 5 contractors Contractors are Enterprise January 2021- contractors to of contractors are trained on fully trained and Community March 2021 assist affordable on the AUDIT how to use the able to teach Partners housing who will then AUDIT property owners owners/operators train property component of how to audit their in using AUDIT owners in using the the TOOLKIT properties AUDIT 19 SSDN SOL I'HEAST SUSTAANADBiury D1RECToPS r ETwerl2K A project of the Urban Sustainability Directors Network SSCF Tracking: R3Y1A, Miami Amount: $300,000 Grant End Date: December 31, 2021 Complete 50 property audits Completion of 50 AUDITS to give owners a high level view of the most and least resilient properties in their portfolio by helping them to identify buildings hazards and risks Identification of most and least resilient properties in owner/operato r portfolio 50 completed property audits Enterprise Community Partners and Property Owners/Opera tors March 2021- June 2021 Select first cohort Identify two 2-3 properties Select properties City of Miami November — of property (2) to three selected to to implement December owners to receive (3) properties implement suggestions/retro 2021[MJ6] funding assistance to rehabilitate based on AUDIT findings AUDIT findings fits identified in AUDITs; owners/ residents feel safer and more prepared for a major storm. Complete training 150 residents Number of City of Miami December 2020 and education of Train 150 will be residents with support — May 2021 residents residents prepared to completing from in disaster preparedness, CERT and provide them water efficiency and conservation respond to disasters, educated in energy conservation strategies and water and training Communities United and Dream in Green 20 SSDN SOL I'HEAST SUSTAANADBiury DIRECTORS r ETWf)12K A project of the Urban Sustainability Directors Network SSCF Tracking: R3Y1A, Miami Amount: $300,000 Grant End Date: December 31, 2021 workshops energy efficiency measures Across Florida, communities are experiencing similar impacts from climate change. This Initiative can be easily replicated throughout the region and state to mitigate climate related risks. This project responds to the immediate need to protect and reduce costs for Miami's most vulnerable populations while also addressing climate adaptation and mitigation. It will result in the reduction of utility costs for low income renters due to increased energy and water efficiency and conservation, reduction in disruptions during and after a storm, improved local expertise in resilience and efficiency retrofits and ongoing operations for multifamily housing operators, and strengthened capacity to withstand increasing storm impacts on our community. a. Impact on Community Sustainability: What is the desired sustainability outcome you are seeking to achieve? How will the proposed project mitigate or adapt to climate change? This project will result in the identification of strategies to increase climate resilience, water and energy efficiency and use of solar power in existing affordable housing. This is all in an effort to mitigate the vulnerabilities of low- income communities on the front lines of climate change. Upgrades recommended through the TOOLKIT such as proper wiring, water storage, transformation of common space into valuable shelter -in -place areas including insulation of this space to house back-up energy can make a profound impact on the lives of residents during an emergency. The disaster preparedness outreach, energy and water efficiency and conservation education will teach residents about actions they can take to reduce greenhouse gas emissions. DIG will help develop and implement unique opportunities for residents to learn about various environmental sustainability topics and inspire action, both in their homes and communities. Secondly, DIG staff will provide the established Water & Energy — Learning and Behavior project (WE -LAB) workshops promoting water and energy conservation that aims to decrease impacts on resources while increasing utility savings. The workshops will be expanded to include specific resources and tools for renters in multifamily affordable housing units to address the disproportionate utility burdens experienced by disadvantaged and underserved communities, impacted by environmental harms and risks, as well as the opportunity to drive efficiency changes within high -density neighborhoods. 21 SSDN SOu F4E ST SuSTAANADBiury a1RECToPs r ETwerl2K A project of the Urban Sustainability Directors Network SSCF Tracking: R3Y1A, Miami Amount: $300,000 Grant End Date: December 31, 2021 The (CERT) training will inform citizens/the community on how to protect themselves by training them in basic disaster response skills, such as fire safety, light search and rescue, team organization, and disaster medical operations. CERT offers a consistent, nationwide approach to volunteer training and organization that professional responders can rely on during disaster situations, which allows them to focus on more complex tasks. Through CERT, the capabilities to prepare for, respond to and recover from disasters are built and enhanced. In 2017 alone, thousands of affordable homes were severely damaged or destroyed due to hurricanes Harvey, Irma and Maria. The net result of this is that thousands of low-income individuals, families and seniors lost their homes or faced critical housing insecurity. The TOOLKIT will help portfolio owners identify those properties most prone to risk as a result of environmental threats, conduct resilience audits of those buildings and learn of funding/financing opportunities to mitigate for potential risk due to environmental hazards. In so doing, the project will lessen the impact of climate related disasters on buildings, residents and the community. This TOOLKIT will ensure that resilience includes low-income people by: (1) improving storm preparedness for our more vulnerable populations, (2) maintaining safe and healthy homes, (3) avoiding displacement, (4) minimizing economic distress, and (5) incorporating residents into the preparedness solutions. This project will result in more energy and water efficient, storm protected properties, reduced operational costs for owners and expenses for renters, preservation of existing multifamily affordable housing, and mitigated losses from a disaster for the renters, owners and FEMA. There will also be reduced greenhouse gas emissions through scalable energy and water efficiency retrofits. The TOOLKIT will also ensure that owners and residents work together towards a common goal of long-term resiliency and preparedness. b. Community Partnership and Partner Roles: Who is the local community partner(s) in the project? Describe partners' history working with the target community, experience with inclusive engagement and outreach strategies, and/or technical expertise related to developing climate change solutions? How will the partner be involved in project development? This project will be executed with multiple community partners to assist with outreach and capacity building to property owners and their property residents. For portfolio owners, South Florida Community Development Coalition (SFCDC) and the Florida Housing Coalition (FHC) will serve as the project's local community partners, and Enterprise Community Partners will serve as a technical partner in the development of the project. SFCDC will assist in dissemination and outreach. It is a membership organization which has worked with community development corporations, nonprofit and real estate developers and managers in Miami since 2007. SFCDC has led or been involved in neighborhood assessments and resident engagement in numerous parts of Miami. SFCDC will utilize its relationships, strategies, and cultural/racial knowledge and sensitivity to engage partners and property owners in the region. 22 SSDN SOu F4E ST SuSTAANADBiury D1PEcroPs NETWDRV A project of the Urban Sustainability Directors Network SSCF Tracking: R3Y1A, Miami Amount: $300,000 Grant End Date: December 31, 2021 The Florida Housing Coalition will also assist in dissemination and outreach. FHC has provided technical assistance and training to Florida's housing developers and managers for over two decades. FHC is committed to providing guidance, resources, and advocacy to Florida's housing providers responding to and aiding in the recovery from disasters. FHC provides statewide networking and coordination for housing providers and affordable housing property owners on the importance of incorporating resilience measures into the design and development of housing serving low and moderate income households. Enterprise Community Partners will assist in design, development and training on the project's PORTFOLIO ASSESSMENT, AUDIT and RESOURCE GUIDE. Enterprise is producing and implementing a training curriculum for affordable housing and community development organizations derived from 29 of its strategies for owner occupied or multi -family residential housing resilience to prepare single- and multi -family homes against climate change. Enterprise also created the highly successful Enterprise Green Communities Criteria in 2004, the only national green building standard designed explicitly for the affordable housing sector. Enterprise has supported affordable housing organizations across the country in creating and rehabilitating more than 127,000 green, healthy homes; has invested $3.9 billion in the development and preservation of green and affordable homes; and has transformed policies at the state, local, and national level. For resident outreach, Communities United will partner with Miami's Emergency Management & NET departments in disaster preparedness recruitment and training. CU will also provide 100 kits to be distributed to residents of the 10 most vulnerable properties or as an incentive for attending hurricane preparedness training. Communities United utilizes trained staff and volunteers to help prepare and support residents after major storms. They have a specific focus on the elderly population and distribute hurricane disaster kits throughout Miami -Dade County and conduct Hurricane Disaster seminars. Among the volunteers who comprise their Disaster Relief Team are veterans, church clergy and staff, minority -owned business men and women, and youth from within the community. Their network has worked with FEMA to strengthen resiliency planning in areas of neighborhoods that had previously been difficult to engage. Finally, Dream in Green is a non-profit organization whose mission is to educate and empower individuals to respond to climate change and other environmental challenges facing local and global communities. For over 10 years, Dream in Green has delivered educational programs and assisted schools, households, and local businesses in reducing their environmental footprint. DIG will engage, educate, and empower residents to better understand environmental and public health issues through implementation of its community -driven Water & Energy — Learning and Behavior project/workshops (WE -LAB). [MJ7] c. Equity and Inclusiveness: Who are the project's priority stakeholders? Why was this stakeholder group selected? How will they be impacted by this project? How will they be involved in shaping project design and 23 SSDN SOu F4E ST SUSTA NADBli TY D1RECToPs r ETwerl2K A project of the Urban Sustainability Directors Network SSCF Tracking: R3Y1A, Miami Amount: $300,000 Grant End Date: December 31, 2021 implementation? Will the proposed project expand and provide lasting educational and economic opportunities for these stakeholders? How? The Resilient Multifamily Housing Initiative has two main stakeholders. First, the affordable housing owners/operators were selected because they have the authority to implement RMHI in their properties. Affordable housing owners/operators will build expertise in evaluating their portfolio to identify the most vulnerable properties. This will enable them to then identify and implement the most impactful resiliency solutions, to better protect their assets and continue providing housing and critical services to low income residents. This will help ensure that these affordable properties can remain operational, reducing displacement and loss of use. These properties will generate cost savings via energy and water efficiency and mitigated flood/hurricane risks. The owners/operators and trained contractors will be invited to provide feedback on the TOOLKIT during training. This feedback will inform updates to the TOOLKIT and training program. Recommendations will be incorporated in the building resulting in long-term benefits. Second, the low-income beneficiaries/residents were selected since they will be positively impacted by retrofits, education, training, and potentially reduced utility costs. They are often the most vulnerable to environmental shocks because they are less likely to have a financial safety net to protect themselves when housing is threatened by natural hazards. The aftermath of disasters can lead to the serious health hazards in the event of power outages with no back up. Moreover, disasters can lead to financial crises and displacement, and, in turn, generate additional neighborhood disinvestment and urban decline. Because of their precarious financial situation, low- income communities can be more expensive to reconstruct; therefore, for economic reasons, it is important to ensure that resilience includes low-income residents (Enterprise). This project will ensure that these residents do not lose their homes or face critical housing insecurity due to the realities of climate hazards, but instead, maintain safe and healthy homes and benefit from the retrofits which will be installed in their units. Through the RMHI they will receive training and education in disaster preparedness and basic response, energy and water efficiency and conservation. This will ensure they are ready to protect themselves in disasters and can reap the financial and other benefits stemming from efficiency and conservation. d. Innovation: How does the project demonstrate innovation? What is the regional context for the innovation? Does the innovation have the potential to be scaled at the regional level? The TOOLKIT will be a replicable, scalable tool which can be used by property owners throughout the region and state to assess risk of environmental hazards such as, flooding, wind and extreme heat. Local climate sea level rise projections, increased heat and changes in precipitation patterns developed by the scientific advisory panel for the Southeast Florida Regional Climate Change Compact (a four county group coordinating mitigation and adaptation activities) will inform the development of the portfolio ASSESSMENT and property AUDIT design criteria. The City's flood risk mapping tool developed in partnership with Florida International University and its 24 SSDN SOu F4E ST SUSTA NADBli TY D1RECToRs r ETwerl2K A project of the Urban Sustainability Directors Network SSCF Tracking: R3Y1A, Miami Amount: $300,000 Grant End Date: December 31, 2021 Storm Water Master Plan will also be instrumental in the development of the portfolio ASSESSMENT and for prioritizing properties. By creating a tool which is self -implemented and electronically available, accessibility is ensured to all affordable housing owners/operators throughout the state. This tool seeks to help owners plan ahead of future storms and is poised to align with available resources to enable owners to address deficiencies. It will also assist municipalities in identifying priority disaster mitigation measures to include in their local mitigation strategies. This enables municipalities and affordable housing owners to identify and access pre and post -disaster mitigation and CDBGfunding. During the grant period, two (2) to three (3) properties will receive funding after they have been selected and audited to determine the need for retrofits. Funding will be provided to their owners in exchange for a commitment to extend the affordable period of these buildings. Thru its partnerships, the City will explore opportunities to increase AUDITS and implementation of retrofits in many more buildings across the region and state. The training and education of residents will create an innovative network of people who are able to shelter in place and provide basic care for themselves and others during a disaster. This is especially important in hurricane prone Miami where in the aftermath of a storm, particularly the first few days, access to resources and transportation can be challenging. They will also have the knowledge to make and implement informed decisions about energy and water efficiency and conservation to mitigate the impacts of climate related risks. e. Local Government Commitment: Describe the existing commitment to sustainability and equity of the local government? What local government policies, programs, and/or plans does this project work to advance? How will this project support the success of this policy, program, or plan? If the lead applicant is not a Sustainability or Equity Director, please describe the duties and cross -department function of the position related to equity and/or sustainability. The City of Miami's Office of Resilience and Sustainability will oversee this Initiative. The City of Miami addresses sustainability and equity throughout its citywide strategic plan, regional Resilient305 Strategy Climate Ready Miami strategy and Affordable Housing Master Plan. This project addresses goals and objectives of those strategies by helping to ensure that affordable housing units are preserved, healthy and resilient, in sync with the City's programs. Through its Connect Capital initiative the City has committed to developing and preserving 12,000 units of affordable housing over the next 5 years for 28,500 people in low to moderate income households. Once complete, its Affordable Housing Master Plan will help to further address the City's housing needs. This housing will improve lives by creating a more resilient, healthy and equitable community. It will connect people to jobs, education, transportation, and other resources that enable residents to participate in the community, prosper, and reach their full potential. Further, affordable housing is a key part of our resilience efforts; $100 million of the Miami Forever Bond is allocated to create and preserve affordable housing units. 25 SSDN SOLITREAST suSTAANADBiury a1RECToPs r ETwerl2K A project of the Urban Sustainability Directors Network SSCF Tracking: R3Y1A, Miami Amount: $300,000 Grant End Date: December 31, 2021 The City has committed to ensuring Miami remains livable for generations to come and is an example of how to adapt to a changing climate for coastal communities around the world. Nearly $200 million in the Miami Forever Bond program is dedicated to mitigating the impact of current and future sea -level -rise, flood risks and vulnerabilities through innovative infrastructure investments. The Resilient305 Strategy was created through a unique regional collaboration between Miami -Dade County, the City of Miami, and the City of Miami Beach. It is a living document created to address resilience challenges we prioritized through intergovernmental and community collaboration. It has over 50 detailed actions which will help the region thrive in the face of environmental, social and economic challenges such as severe storms, sea level rise, mobility and housing affordability. The Climate Ready Miami strategy involves multiple departments within the City and strategic partnerships beyond. We will shape our future through smart investments in resilient infrastructure, further strengthening of land use and building policies, advancing new mobility, technology, and housing solutions, and most importantly, increased community involvement. f. Success Metrics: What is your definition of success and how will you measure success? What specific indicators you measure to define the results of this project? Success is ultimately defined as when Miami's multifamily affordable housing owners/operators are able to use the TOOLKIT to evaluate and mitigate risks to increase resilience in their affordable housing portfolio. When the selected multifamily affordable housing properties are rehabilitated to resist the hazards and risks associated with extreme climate change specific to South Florida, long-lasting solutions are put in place to protect and improve the lives of low income residents. To measure success, the following metrics will be monitored: • Training five (5) contractors to assist affordable housing owners/operators in identifying opportunities to enhance the unique characteristics of each building • Dissemination of Disaster Ready and Operations Efficiency TOOLKIT to 150 multifamily affordable housing property owners • Affordable housing owners will use the TOOLKIT to assess their portfolios and AUDIT a minimum of 50 selected buildings in Miami -Dade County • Select two (2) to three (3) properties to receive funding assistance • Ensure the rehabilitation of two (2) to three (3) properties is completed based on recommendations from the AUDIT • Training at least 150 residents in disaster preparedness, water and energy conservation and energy efficiency g. Project Budget and Match: Please see attached h. Challenges: Are there any challenges that could prevent the project from being successfully implemented 26 SSDN SOu F4E ST SUSTA NADBli TY D1RECToPs r ETwerl2K A project of the Urban Sustainability Directors Network SSCF Tracking: R3Y1A, Miami Amount: $300,000 Grant End Date: December 31, 2021 that you have not yet been able to address in your design phase? Please describe. Potential challenges which could impact the Resilient Multifamily Housing Initiative are as follows: • The grant agreement must be presented to the City of Miami Commission for approval and signing, which may delay its execution. To minimize any delay, we would like to have a draft agreement for early submission and review by the Commission; • The City of Miami Office of the City Attorney's typical time to review the agreement between the City and owner/operator may slow down implementation of the resilient retrofits in 2-3 properties. To mitigate this, we propose drafting an agreement and providing it to the City Attorney's for review before the properties are identified; • Residents may be reluctant to participate in RMHI. To mitigate this, the City and its community partners will engage in extensive ground level outreach in addition to asking the property owners to help promote the training and education opportunities; • Property owner engagement could also be difficult, but we anticipate that resources identified to assist with addressing building challenges will mitigate this. In addition, the portion of the toolkit focused on helping owners determine what resources exist to address resiliency challenges will also help. Lastly, collaboration with SFCDC and FHC will also aid in owner engagement. 27