HomeMy WebLinkAboutExhibit ACity of Miami
Department of Housing and Community Development
Annual Action Plan
FY2022
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Anyone requiring special accommodations to access this document, including language assistance,
should contact communitydevelopment@miamigov.com or call 305.416.2080.
uNHr I Annual Action rian 1
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Table of Contents
Executive Summary 4
AP-05 Executive Summary - 24 CFR 91.200(c), 91.220(b) 4
PR-05 Lead & Responsible Agencies — 91.200(b) 10
AP-10 Consultation — 91.100, 91.200(b), 91.215(1) 11
AP-12 Participation — 91.105, 91.200(c) 19
AP-15 Expected Resources — 91.220(c)(1,2) 21
AP-20 Annual Goals and Objectives 25
Projects 29
AP-35 Projects — 91.220(d) 29
AP-38 Project Summary 30
AP-50 Geographic Distribution — 91.220(f) 37
Affordable Housing 39
AP-55 Affordable Housing — 91.220(g) 39
AP-60 Public Housing — 91.220(h) 40
AP-65 Homeless and Other Special Needs Activities — 91.220(i) 42
AP-70 HOPWA Goals— 91.220 (1)(3) 44
AP-75 Barriers to affordable housing — 91.220(j) 44
AP-85 Other Actions — 91.220(k) 46
Program Specific Requirements 51
AP-90 Program Specific Requirements — 91.220(I)(1,2,4) 51
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Executive Summary
AP-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)
The Five -Year Consolidated Plan and its corresponding annual Action Plan are submitted to the
U.S. Department of Housing and Urban Development (HUD) and serve as the planning tools for
jurisdictions funded, under the Community Planning and Development (CPD) formula to include grant
programs. The formula grant programs guided by the Consolidated Plan consist of the following:
Community Development Block Grant (CDBG), HOME Investment Partnership (HOME), Housing
Opportunities for Persons with AIDS (HOPWA) and the Emergency Solutions Grant (ESG) program.
These plans provide an assessment of the housing and community development needs in the City of
Miami; a strategic plan for addressing these needs; and a specific one-year Action Plan for the use of the
U.S. Department of Housing and Urban Development formula grants funds. The Five -Year Plan is a
document submitted to HUD with the intention of serving as a forecast instrument utilized to identify the
comprehensive housing affordability strategy and as a community development plan for jurisdictions
funded under the Community Planning and Development formula.
Briefly stated, the FY2022 annual Action Plan is a yearly illustration of community development needs in
the City of Miami and includes an analysis and inventory of community services; proposed funding to
respond to community issues; and goals with objectives to address community priorities. To summarize,
the Consolidated Plan and the annual Action Plan serve the following functions:
• A planning document for the jurisdiction
• An application for federal funds under HUD's formula grant programs
• A strategy to be followed in carrying out HUD programs
• An action plan that provides a basis for assessing performance
Summary of Objectives and Outcomes Identified in the Plan
According to the latest US Census data available, ACS 2016-2019 5-Year Estimates, the City of Miami
experienced a population decrease as evidenced by a negative 0.49 percent growth rate from 2017 to
2020 (-2,274 residents), but an increase in household income which is partly due to the increase in high -
end, multi -family construction in the Downtown district bringing higher -earning households to the
market. The most recent population estimate available (July 1, 2021) by the US Census clocks a total of
439,890 persons in the City, and a median household income, 2016-2020, of $44,268. However, most City
residents are not able to keep up with the expanding mismatch between household income and housing
costs.
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As reported by the MIAMI Realtors web site I June 2022, Miami -Dade County single-family home median
prices increased 15% year -over -year in May 2022, increasing from $500,000 to $575,000. Existing condo
median prices increased 27.7% year -over -year, from $325,000 to $415,000. Meanwhile, rental rates in
the private market have soared with the Zumper rental listing website indicating that the median rent of
a one -bedroom in Miami averaged $2,630 a month, as of April 2022.
An estimated 59.4 percent of Miami's renter households are cost -burdened (housing costs in excess of 30
percent of household income) and 31.8 percent of renter households are "severely" cost -burdened
(housing costs in excess of 50 percent of household income). The City's median contract rent of $1,127 is
an increase of 8.26 percent since 2017. Because of the time lag in the issuance of Census data and given
the dynamic nature of the City of Miami's real estate market which can change from year to year, or even
month to month, HCD does not believe the most recent available census data reflects the reality of today's
rental market.
Socio-economic and housing trends for City residents are directly affected by a real estate market which
is driven by a large investment of foreign capital. The City is located in one of the top ten Metropolitan
Statistical Areas with the widest wealth gaps and income disparities in the country which correlates with
the increasing housing costs City residents are experiencing. This trend has contributed to the excessive
number of cost -burdened households in the City.
Map ES-05.1: City of Miami Boundaries
Addressing non -housing community development needs is also a high-level priority for the City of Miami
Department of Housing and Community Development (HCD). The Consolidated Plan FY2019-2023 focuses
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on stimulating neighborhood development through the implementation of programs, strategies and
coordinated planning to integrate public services, economic development, infrastructure improvements
and housing activities for low -to -moderate income households. Improved public services that provide
services to the elderly, disabled individuals, youth, children, and employment training are important as a
means to support our residents and to provide economic opportunities to families who, if it was not for
the provision of these services, would otherwise be unable to work or look for employment. The HCD
understands that economic development programs are vital for neighborhood revitalization and for
COVID recovery; therefore, the HCD supports programs that help low -to -moderate income persons attain
employment in conjunction to facilitating business development. It provides assistance for public facilities
and parks to improve the health and welfare of communities and assists the City in supporting
infrastructure improvements such as curbs, sidewalks, and other street improvements to sustain and
revitalize neighborhoods. The following are the specific goals and funding priorities the City is focusing on
achieving during the term of the Consolidated Plan.
■ Expand and preserve affordable housing opportunities for homeowner- and renter- households
— Increase and preserve the supply of affordable housing through multifamily new construction
and multifamily rehabilitation efforts. Provide rental subsidies to make market units affordable to
lower income residents and continue providing direct financial assistance to new homeowners
for purchase as well as rehabilitation funds for existing homeowners to maintain their properties
affordable.
■ Provision of public services — Maintain and improve the delivery of social services for very low-,
low-, and moderate -income elderly, youth, children, and people with disabilities, homeless, and
those seeking employment training.
■ Creation of economic opportunities — Support business development and sustainability through
low interest loans and programs that assist businesses in improving their store fronts and
remediating code violations. Increase opportunities for job creation/retention and equitable
business ownership strategies. Provide technical assistance to for -profit businesses.
■ Make improvements to parks, public facilities and infrastructure — Increase equal access and
support activities that improve, upgrade, and make security enhancements to community parks,
neighborhood facilities and open areas designated for public use. Improvements to roads, streets,
and upgrades to water and sewer infrastructure.
■ Support homeless and special need populations — Continue to fund activities designed to address
or reduce homelessness rates such as street outreach, homeless prevention, and rapid re -housing
programs. Support long term rental subsidies for people with HIV/AIDS to assist in the reduction
of viral loads in an effort to eradicate the propagation of the viral condition.
In 2006, U.S. HUD implemented a new system to measure the performance of programs funded with
federal entitlement dollars that would allow HUD to provide decision makers direct results to emphasize
program outcomes for future funding consideration. As such entitlement jurisdictions are mandated to
include outcome performance measure on all programs and activities. All activities must meet one
objective along with one outcome:
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Objectives:
1. Creating suitable environment
2. Providing decent affordable housing
3. Creating economic opportunities
Outcomes:
1. Availability/Accessibility
2. Affordability
3. Sustainability
Evaluation of past performance
It is noteworthy to mention that the goals and outcomes set forth in the 2019-2024 Consolidated Plan
were based on projection of higher HUD funding. Despite funding allocations not increasing enough to
keep up with inflation in all entitlement programs, the City managed to continue servicing its residents to
the best of its ability, acting in a responsible manner to ensure that the services provided and necessary
infrastructure projects were not affected by any funding reduction. As such, the City was able to, in many
cases, maintain the same level of service it had originally anticipated to provide. Some of the highlights
and accomplishments include:
■ Provided daily nutritional meals to over 897 low-income city residents.
■ Provided support and training to approximately 5 disabled individuals;
■ Provided youth and childcare programs to over 373 low income families;
■ Assisted over 1,298 individuals to stay away from homelessness through its rapid re -housing and
■ homeless prevention programs (HESG & ESG-CV);
■ Provided affordable housing opportunities to over 1,281 households.
■ Provided Technical Assistance to 11 for -profit businesses. In FY2020, the City did not fund the
Commercial Facade/Code Enforcement Program; however, was able to complete 50 commercial
facades from previous year's contracts.
Affordable Housing - During the last consolidated plan period, the City was able to add 621 new affordable
housing units and rehabilitate an additional 296 units. The City also assisted 94 low -to -moderate income
families in purchasing their first home through its down payment assistance program and an additional
77 families in maintaining housing affordability by rehabilitating their primary residences. Under the
HOPWA program, the City provided permanent housing assistance to over 1,000 households and short-
term housing assistance to at least 150 households. The City continued its commitment to eliminating
homelessness by funding Rapid Rehousing and Homeless Prevention programs where over 550
households were kept in safe and sanitary housing arrangements and off the streets. In addition to
programs funded with entitlement grants, the City administers approximately 450 Section 8 units to
provide additional affordable housing opportunities to its residents.
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Economic Development - The City focused on street and park improvements to enhance existing public
facilities in qualifying low -to -moderate income residential areas in an effort to improve accessibility and
sustainability of those neighborhoods while providing residents with safer and more attractive living
environments.
Public Services - The City utilized CDBG and local funds to bring services to low-income families
and concentrated much of its efforts in servicing the elderly, youth, and disabled. Close to 900 low-income
elderly residents received nutritional meals and over 370 children and youth were able to take advantage
of programs that focused on learning and improving their well-being while allowing their parents to
continue to work or look for employment. The City also supported programs for the disabled and those
with intellectual disabilities.
Response to COVID-19 - The City utilized various supplemental (Cares Act, CRF, US Treasury, and other))
funding sources to implement programs to assist residents and business owners affected by COVID-19.
Since mid-2020, the City has implemented three business assistance programs that provided temporary
relief to a total of 193 business. Likewise, the City administered four rent/mortgage assistance programs
to assist residents to remain housed. Under these housing programs, the City was able to assist over 3,700
households with one program still in operation (Emergency Rental Assistance Program, funded by the US
Treasury). In addition, under ESG and HOPWA, the City is currently implementing programs that allow
qualifying populations to receive temporary assistance for rent or mortgage, and utilities. All of these
efforts are being coordinated so that no duplication of benefits exist.
On an annual basis, the City reports to HUD via its Consolidated Annual Performance and Evaluation
Report (CAPER) accomplishments for the fiscal year that just ended. The CAPER is due to HUD 90 days
after the end of the City's fiscal year. The latest CAPER for FY2020 was submitted on December 2021 (HUD
waiver) which highlighted the different outcomes and progress the City has made in meeting its goals in
the areas of public services, economic development, affordable housing and in its efforts to make
sustainable communities a reality.
Summary of Citizen Participation Process and consultation process
The City of Miami focused on a comprehensive citizen participation process that targeted all of its
stakeholders in an effort to create a well-balanced and sensitive Action Plan where the needs of
city residents, community -based organization, and private agencies were responsibly captured
and addressed. All public hearings were held in person in multiple locations around the city and
broadcasted and/or recorded as well so that vulnerable residents who preferred to maintain social
distance were also able to participate. All recordings were placed on the HCD website along with
instructions on how to further provide comments. Marketing efforts included advertisement on the city's
website, email blasts, flyers, and public service announcements.
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During these public hearings, the city was able to properly capture the needs, concerns, and expectations
many residents expressed, gathered suggestions, and proposed avenues to alleviate those needs.
In addition, as the local administrator of the HOPWA program, the City held an additional public meeting
to discuss the needs, expectations, and future plans for the allocation of those specific program funds.
The City held three public hearings at the following locations and dates:
Public Hearing #1
Monday, April 25th, 2022, at 5:00 PM
City Commission Chambers — 3500 Pan American Drive, Miami, FL 33133
Public Hearing #2
Wednesday, May 11th, 2022, at 5:00 PM
Little Haiti Cultural Center, Heat Room — 212-260 NE 596h Terrace, Miami, FL 33137
Public Hearing #3 — HOPWA Only
Tuesday, May 3rd, 2022, at 4:00 PM
Downtown Main Library, Auditorium, 101 W. Flagler St., Miami, FL 33130
Summary of public comments
Public comments for the action plan were taken during and prior to the public hearings. Residents had an
opportunity to provide comments through several methods. These included live comments during the
public hearings and an online comment form. All comments were properly heard, addressed, and
accepted. In addition, a comment period of at least 30 days to review the Action Plan was provided in
adherence to HUD guidance regarding consolidated planning.
Summary of comments or views not accepted and the reasons for not accepting them
All public comments received either through a public hearing or submitted to the City were reviewed and
accepted. A summary of public comments can be found as an attachment to this plan.
Summary
The City of Miami FY2019-2024 Consolidated Plan and the FY2022 annual Action Plan aim to reduce the
high levels of poverty that exists within its boundaries through its community and economic development
efforts. The objective of this plan is to revitalize distressed neighborhoods by implementing community
and economic development strategies in an effort to improve the quality of life of low-income City
residents by providing them with access to services which aids them in achieving self-sufficiency and
economic stability.
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PR-05 Lead & Responsible Agencies — 91.200(b)
Agency/entity responsible for preparing/administering the Consolidated Plan
The following are the agencies/entities responsible for preparing the Consolidated Plan and those
responsible for the administration of each grant program and funding source.
Agency Role
Lead Agency
CDBG, HOPWA, HOME, ESG
Administrator
Name
Miami, FL
Miami, FL
Department/Agency
Housing and Community Development
Housing and Community Development
The City of Miami Department of Housing and Community Development (HCD) is the lead agency
overseeing the development of the Consolidated Plan and it is responsible for providing guidance and
policy direction for the implementation of eligible programs that support the overall City strategy for
community revitalization, including CDBG, HOME, HOPWA, and ESG.
The City executes its housing and community development plan in harmony with public, private and non-
profit agencies. Non-profit organizations include developers, community housing development
organizations (CHDO), and social and economic development service providers. Private sector partners
include local financial institutions, for -profit developers, microenterprises, and other local businesses. The
City works closely with its partners to design programs that work to address the present and future needs
of its residents. Still, it is clear that some program delivery gaps exist, which can be attributed to funding
shortfalls which serve as impediments to the coordination process.
Consolidated Plan Public Contact Information
All inquiries and comments regarding the Consolidated Plan and its process and/or matters regarding
CDBG, ESG, HOME, and HOPWA funding should be addressed to Roberto Tazoe, Assistant Director,
Department of Housing and Community Development 14 NE 1st Avenue, 2nd Floor, Miami, FL 33132;
(305)416-1984; rtazoe@miamigov.com
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AP-10 Consultation — 91.100, 91.200(b), 91.215(1)
The City of Miami Department of Housing and Community Development (HCD) is the lead agency
overseeing the development of the annual Action Plan and it is responsible for providing guidance and
policy direction for the implementation of eligible programs that support the overall City strategy for
community revitalization.
The City executes its housing and community development plan in harmony with public, private and not -
for -profit agencies. Not -for -profit organizations include not -for -profit developers, community housing
development organizations (CHDO), and social and economic development service providers. Private
sector partners include local financial institutions, for -profit developers, microenterprises, and other local
businesses. The City works closely with its partners to design programs that work to address the present
and future needs of its residents. Still it is clear that some program delivery gaps attributed to funding
shortfalls are still present and serve as impediments to the coordination process.
As a HOPWA grantee, the City works closely with the Miami -Dade HIV/AIDS Partnership and its Housing
Committee to develop a metropolitan -wide strategy to address the needs of persons living with HIV/AIDS
(PLWHA) and their families. The Miami -Dade HIV/AIDS Partnership is the official county planning board
for HIV/AIDS. Its members are PLWHAs, care givers, Ryan White Program service providers, government
representatives and community members. The City of Miami is formally represented on the Partnership
and its Housing Committee. The Housing Committee is comprised of PLWHAs, HIV/AIDS care providers,
HOPWA-funded agencies, housing providers and members of the community.
The City looks to the HIV/AIDS Partnership's Housing Committee for community input and advice
concerning resource allocation, HOPWA program policies, and coordination of efforts to address housing
needs with care and treatment services and activities directed at persons living with HIV/AIDS. In
coordination with the Housing Committee, the HOPWA Program conducts county -wide Housing Needs
Assessments of PLWHAs to further determine the use of resources.
Summary of Jurisdiction's activities to enhance coordination between public and assisted
housing providers and private and governmental health, mental health and service agencies
In order to enhance coordination between housing providers and other community development
stakeholders, the HCD participates in numerous boards: it sits on the Board of the Housing Committee of
the local Continuum of Care (CoC) (Miami -Dade Homeless Trust), it participates in the Advisory Council of
the HAND program which provides homelessness prevention and rapid re -housing funds locally, and it sits
on the Board of the Miami Dade HIV/AIDS Partnership which addresses the needs of the HIV/AIDS
community in Miami -Dade County. Participation in all of these committees/boards allow the HCD to stay
abreast of the latest developments in numerous publicly funded programs, and to address the public's
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issues and concerns. Aside from this, the HCD holds several workshops a year to educate housing
providers on a variety of issues including fair housing matters, Davis Bacon regulations, and more.
Throughout any given year, HCD's administrators participate in hundreds of meetings, attend dozens of
informational conferences or workshops, and speak directly to representatives of multiple agencies and
entities throughout Miami -Dade County to consider proposed collaborations, new projects or services, or
simply to share and/or request information. This type of in -person communication is essential to the
collaborative nature of community development. Some of the entities we work with are as follows:
Homeless Services: Miami -Dade County Homeless Trust, City of Miami Department of Human Services,
Carrfour Supportive Housing, Camillus House, etc.
Social Services: Miami -Dade HIV/AIDS Partnership, multiple non-profit Social Service providers servicing
the elderly, youth, children, and persons with disabilities.
Housing: Various for -profit developers, Community Development Corporations (CHDOs), Neighborhood
Housing Services of South Florida, South Florida Regional Planning Council, Public Housing and Community
Development Department of Miami -Dade County (PHCD), HOPE, Inc., Miami Realtors Association.
Economic Development: The Beacon Council, Democracy at Work Institute, National League of Cities,
Community Development Financial Institutions (CDFIs).
Health Services: Miami -Dade Health Department, Florida Department of Health.
Describe coordination with the Continuum of Care and efforts to address the needs of
homeless persons (particularly chronically homeless individuals and families, families with
children, veterans, and unaccompanied youth) and persons at risk of homelessness.
As voting members of the Miami -Dade Homeless Trust (MDHT) and its Joint Housing Services Committee,
the City of Miami seeks to share funding and ideas toward a coordinated effort to address homelessness
with the entire CoC working towards a "Housing First" approach.
The MDHT serves as the CoC for Miami -Dade County in accordance with the Homeless Emergency
Assistance and Rapid Transition to Housing Act (HEARTH). The MDHT has established a centralized
Coordinated Entry strategy in consultation with the City of Miami and other ESG recipients in the county.
This provides an initial, uniform comprehensive assessment of the needs of individuals and families for
housing and services regardless of how or where they enter the system. In addition, the MDHT has a
specific procedure that addresses the needs of individuals and families fleeing from domestic violence,
dating violence, sexual assault or stalking, but who are seeking shelter or services from non -victim service
providers.
The CoC has developed and implemented Standards of Care to ensure the health, safety and well-being
of homeless persons and to provide for higher coordination among the service provide community. The
City of Miami collaborates and engages in the day-to-day operation of some of these programs by
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providing ESG funding for street outreach, rapid -rehousing and homeless prevention programs within its
geographic boundaries.
Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in
determining how to allocate ESG funds, develop performance standards for and evaluate
outcomes of projects and activities assisted by ESG funds, and develop funding, policies and
procedures for the operation and administration of HMIS
The City maintains a good working relationship with the Miami -Dade Homeless Trust and the overall CoC
and meets several times a year to discuss policy, procedures, programs and funding allocation, including
ESG dollars. In addition, the county and some other cities within Miami -Dade County utilize the same sub -
recipient, Chapman Partnership, Inc., to administer portion of their rapid -rehousing and homeless
prevention programs funded with ESG monies. In the past, HCD and MDHT have made coordinated efforts
to monitor common subrecipients to ensure that they are meeting program objectives as well as reporting
accomplishments in a consistent and consolidated manner.
The Miami -Dade Homeless Trust is the CoC's lead agency and has developed necessary policies and
procedures and performance standards, including the Policies and Procedures Manual for the CoC's HMIS
for all users and user agencies. The MDHT meets with participating partners to review project level data
quality and to discuss HMIS system updates. However, all CoC agencies are responsible for maintaining
their own compliance with federal regulations as set by U.S. HUD and with HIPPA standards.
Describe Agencies, groups, organizations and others who participated in the process and
describe the jurisdiction's consultations with housing, social service agencies and other entities
1
Agency/Group/Organization
Miami -Dade Homeless Trust
Agency/Group/Organization Type
What section of the Plan was addressed by
Consultation?
Services -Homeless
Other Government -County
Homeless Strategy
Homeless Needs — Chronically homeless
Homeless Needs — Families with children
Homelessness Needs — Veterans
Homelessness Needs — Unaccompanied youth
How was the Organization consulted and
what are the anticipated outcomes of the
consultation or areas for improved
coordination?
This entity leads the area's CoC and administers HUD
funding, as well as local Food & Beverage Tax dollars
towards fighting homelessness in all of Miami -Dade
County. HCD sought out the Trust's input for the
Consolidated Plan, and these comments were
incorporated.
Agency/Group/Organization
Carrfour Supportive Housing
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Agency/Group/Organization Type
What section of the Plan was addressed by
Consultation?
Services -Homeless
Services -Persons with HIV/AIDS
Homelessness Strategy
Homeless Needs — Chronically homeless
HOPWA Strategy
How was the Organization consulted and
what are the anticipated outcomes of the
consultation or areas for improved
coordination?
Carrfour Supportive Housing is a project sponsor under the
HOPWA program and addresses housing for homeless
persons with HIV/AIDS. They provide the City with input on
these programs as they develop, issues that may arise, and
results/accom plishments.
Agency/Group/Organization
Miami -Dade Health Department
Agency/Group/Organization Type
Health Agency
What section of the Plan was addressed by
Consultation?
HOPWA Strategy
How was the Organization consulted and
what was are the anticipated outcomes of
the consultation or areas for improved
coordination?
The Miami -Dade Health Department and the Florida
Department of Health provided with up-to-date
information on people with HIV/AIDS and the lead
program.
4 Agency/Group/Organization
HOPE, Inc.
Agency/Group/Organization Type
Service -Fair Housing
What section of the Plan was addressed by
Consultation?
How was the Organization consulted and
what are the anticipated outcomes of the
consultation or areas for improved
coordination?
Housing Needs Assessment
Market Analysis
HOPE, Inc. provides the City with up-to-date counts on
housing discrimination claims filed in the City and identifies
undeserved areas and areas of concern in the City in
relation to fair housing violations or impediments. It also
conducts fair housing testing and verification.
Agency/Group/Organization
Miami -Dade County Public Housing and Community
Development Department
Agency/Group/Organization Type
Housing
PHA
Other Government -County
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What section of the Plan was addressed by
Consultation?
Housing Needs Assessment
Public Housing Needs
How was the Organization consulted and
what was are the anticipated outcomes of
the consultation or areas for improved
coordination?
The HCD reached out to the Miami -Dade County Public
Housing and Community Development Department
(PHCD), who acts as the public housing administrator in all
of Miami -Dade County including 50+ Public Housing sites
within City of Miami limits, to gather their input and plans
for improvements at Public Housing locations, and their
levels of engagement with the public.
6 Agency/Group/Organization
City of Miami
Agency/Group/Organization Type
Other Government -Local
What section of the Plan was addressed by Housing Needs Assessment
Consultation?
Homelessness Strategy
Non -Homeless Special Needs
Economic Development
Anti -Poverty Strategy
How was the Organization consulted and The HCD consulted with the Office of the Mayor, City
what was are the anticipated outcomes of Commissioners, and multiple departments.
the consultation or areas for improved
coordination?
Agency/Group/Organization
Agency/Group/Organization Type
Apple Tree Perspectives, Inc.
Other -Technical assistance
What section of the Plan was addressed by HOPWA Strategy
Consultation?
How was the Organization consulted and
what are the anticipated outcomes of the
consultation or areas for improved
coordination?
Apple Tree Perspectives, Inc. provides technical expertise
to the City on the latest nuances of federal, state and local
laws and regulations regarding the HOPWA program. Also,
it conducts the HIV/AIDS Needs Survey and Assessment.
The agency also attends the meetings of the Miami -Dade
HIV/AIDS Partnership where stakeholders provide input
and provides objective suggestions on how to improve
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local and federally funded programs that benefit the low -
to mod -income HIV/AIDS community.
8
Agency/Group/Organization
Florida International University Metropolitan Center
Agency/Group/Organization Type
Other -Technical assistance
What section of the Plan was addressed by
Consultation?
Housing Needs Assessment
Market Analysis
How was the Organization consulted and
what was are the anticipated outcomes of
the consultation or areas for improved
coordination?
The Metropolitan Center at Florida International University
was contracted to provide its expertise in analyzing current
Market trends and its relationship to Housing, Economic
Development, and Social changes the City has experienced
in the past few years. In addition, the Metropolitan Center
provided with views and recommendations on how to
address such changes, including affordable housing and
other activities that promote economic prosperity.
9
Agency/Group/Organization
Centro Mater Child Care Services, Inc
Agency/Group/Organization Type
Services — Children
What section of the Plan was addressed by
Consultation?
Other: NA-50
How was the Organization consulted and
what are the anticipated outcomes of the
consultation or areas for improved
coordination?
CBO attended public hearings and provided input on need
for childcare/youth services in Little Havana area.
10
Agency/Group/Organization
The Association for the Development of the Exceptional
Agency/Group/Organization Type
Services — Persons with Disabilities
What section of the Plan was addressed by
Consultation?
Non -Homeless Special Needs
How was the Organization consulted and
what are the anticipated outcomes of the
consultation or areas for improved
coordination?
ADE attended our public hearing and discussed the
importance of continuing to provide local and state funding
for their program, which offers specialized academics and
vocational training, focusing on participant's
(developmentally disabled adults) abilities, maximizing
their potential while guiding them towards a path of
acquired skills, self-determination and community
inclusion.
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16
Identify any Agency Types not consulted and provide rationale for not consulting
The City did not consult with philanthropic agencies in the community. This type of entity has never
actively participated in the HCD's sponsored programs and activities. The HCD does not have direct
contact with these entities and did not have the ability to reach out to them. The City researched and
consulted with Internet service providers regarding broadband access in Miami and found that broadband
availability was not an issue in the City, but rather an issue of subscribership. The full report can be
accessed in the Housing Market Analysis of the 2019-2024 Consolidated Plan.
Other local/regional/state/federal planning efforts considered when preparing the Plan
Name of Plan
Lead Organization
How do the goals of your Strategic Plan overlap
with the goals of each plan?
Continuum of Care 2022:
Priority Home, Miami -Dade
County Community
Homeless Plan
Miami -Dade Homeless
Trust (CoC)
The CoC's ten-year plan outlines the community's
goals to address homelessness, including the
number of emergency beds, transitional beds, and
permanent beds needed to accommodate the
homeless population.
2017-2021 Integrated
HIV/AIDS Prevention and
Care
Florida Department of
Health
None
One Community, One Goal
The Miami -Dade Beacon
Council
None
Miami -Dade County Public
Housing & Community
Development 5-Year PHA
Plan (2020-2025) and FY 21-
22
Public Housing &
Community Development
PHCD) Dept., Miami -Dade
County
Public Housing Activities & Goals.
Describe Cooperation and Coordination with Other Public Entities, Including the State and any
Adjacent Units of General Local Government, in the Implementation of the Consolidated Plan
(91.215(1))
The City has conferred with the Miami -Dade Homeless Trust, who operates the area's CoC, to align our
ESG goals with those of the Trust in order to best aide the homeless community with housing, resources,
and further supporting the main goal of ending homelessness. The City also confers with Miami -Dade
County's Public Housing & Community Development Department (PHCD), which serves as the County's
Public Housing Agency (PHA), to stay up-to-date on any renovations under way at Public Housing sites
DRAFT Annual Action Plan 17
2022
(operated by PHCD) within City limits and any changes to their public housing goals. Attention is also paid
to the County's own Consolidated Plan submission to U.S. HUD, to understand their focus areas and
community development efforts in the County -at -large. The HCD has attended several of the Beacon
Council's planning sessions and reviewed its data and findings to better understand the economic needs
of our area.
For the implementation of the HOPWA program, the City consults and has active membership with the
Miami -Dade HIV/Partnership and works directly with the Department of Health to further the availability
of affordable housing opportunities for people HIV/AIDS.
DRAFT Annual Action Plan 18
2022
AP-12 Participation — 91.105, 91.200(c)
Summary of citizen participation process/Efforts made to broaden citizen participation.
Summarize citizen participation process and how it impacted goal setting
The HCD makes every attempt to target as many stakeholders as possible to join the
Consolidated Planning process. The main form of outreach to the public has always been
the public hearings, whereby all residents, developers, public service agencies, housing
associations, economic development providers, clients, and other City Departments are
invited via a printed advertisement in The Miami Herald, multiple e-mail blasts, and printed
flyers mailed or electronically mailed out to all agencies.
In adherence to U.S. HUD's suggestions for informational meetings, at the public hearings
the public was provided with informational visual material that included the latest total
funding allocation breakdowns and a historical review of past federal funding received. The
public meetings to discuss CDBG, HOME and ESG funding for the Action Plan were held late
in the afternoon in an effort to allow more residents to attend and/or connect to the
meeting.
Citizen Participation Outreach
Mode of Outreach
Target of
Outreach
Summary of Response/
Attendance
Summary of Comments Received
Website Notification
Non -English Speaking
(Spanish, Creole)
Non -targeted/ Broad
Community
Placed on the City's website, this
notice announced the
locations/dates/times of the virtual
public hearings in English and
provided information in Spanish and
Creole
Not applicable
Public Hearing
Non -English Speaking
(Spanish, Creole)
Non -targeted/ Broad
Community
Two virtual meetings were held to
address community needs and future
allocations of CDBG, ESG, HOME, and
HOPWA programs.
A summary of comments will be included in
the appendix. All comments were accepted.
Flyer
Non -English Speaking
(Spanish, Creole)
Non -targeted/ Broad
Community
Flyer advertised the availability of
Public Hearings were distributed
electronically to as many outlets as
possible to provide additional
notification for these meetings.
Not applicable
Internet Outreach
Non -targeted/ Broad
Community
An email blast was sent to over 500
institutions and individuals to
promote the public hearings and the
availability of the online survey. The
informational flyer, along with
details, was also posted on the
A summary of comments will be included in
the appendix. All comments were accepted.
DRAFT Annual Action Plan
2022
19
Mode of Outreach
Target of
Outreach
Summary of Response/
Attendance
Summary of Comments Received
Department's main web page,
Facebook page, and Twitter account.
Website
Advertisement
Non -English Speaking
(Spanish, Creole)
Non -targeted/ Broad
Community
A notice was published in the City's
website announcing the issuance of
the annual Action Plan 30-day
comment period, how to access the
plan and how to submit comments
for it, .
A summary of comments will be included in
the appendix. All comments were accepted.
Public Hearing
Non -targeted/ Broad
Community
Draft Action Plan was presented in
front of City Commission for
approval.
A summary of comments will be included in
the appendix. All comments were accepted.
DRAFT Annual Action Plan 20
2022
Expected Resources
AP-15 Expected Resources — 91.220(c)(1,2)
The City of Miami provides General Fund dollars to leverage, and complement, approved CDBG-funded
public service agencies and to provide additional public services that otherwise could not be funded due
to the 15% CDBG cap on the funding of public services. These City funds, known as Social Service Gap
funds, help stabilize these agencies. The City of Miami Planning & Zoning Departments also collect
financial contributions (as stipulated by the current Zoning Ordinance) from private developers who opt
for specific provisions allowed by the City of Miami Zoning Code (Miami21) to developments providing a
certain number of affordable units in a given project, as defined by the Code. These collections are then
dedicated to the City's Affordable Housing Trust Fund (AHTF), with funding from this source used to
further the HCD's existent housing programs, aiding both homebuyers (first-time and existent) and
developers (multi -family rental and homeownership projects), as delineated in the Affordable Housing
Trust guidelines approved by City Commission in Resolution #07-0203.
Anticipated Resources
Program Source of Funds
Annual
Allocation
Expected Amount Available Year 1
Program
Income
Prior Year
Resources
Total
Expected Amount
Available
Remainder of Con
Plan $
CDBG
Public— Federal
$5,450,794
$133,126 $5,000,000
$10,583,920
$5,450,794
Uses of Funds:
Acquisition
Admin and Planning
Economic Development
Housing
Public Improvements
Public Services
Narrative Description:
CDBG funds are utilized for housing rehabilitation, acquisition, relocation,
clearance and demolition, code enforcement, public services, economic
development, and public facilities and infrastructure improvements. A
minimum of 70% of CDBG funds will be used to address low and moderate
national objectives. Expected Amount Available Remainder of Con Plan
assumes level federal funding and program income receipts.
HOME
Public— Federal
$3,938,299
$400,000
$5,000,000
$9,338,299
$3,938,299
Uses of Funds:
• Acquisition
• Home buyer Assistance
• Homeowner rehab
• Multifamily rental new
construction
• Multifamily rental rehab
• New construction for
ownership
• TBRA
Narrative Description:
HOME funds are utilized for construction of new rental and homeowner
units, housing rehabilitation, and direct financial assistance to homeowners.
Expected Amount Available Remainder of Con Plan assumes level federal
funding and program income receipts.
HOPWA
Public— Federal
$12,707,276
$0 $2,000,000 $14,707,276 $12,707,276
DRAFT Annual Action Plan 21
2022
Program
Annual
Source of Funds
Allocation
$
Expected Amount Available Year 1
Expected Amount
Program Prior Year Available
Total
Income Resources Remainder of Con
$ Plan $
$ $
Uses of Funds:
Narrative Description:
• Permanent housing in facilities
HOPWA funds are utilized for rental assistance through the Tenant Based
• Permanent housing placement
Rental Assistance program, short term rental mortgage and utility
• Short term or transitional
assistance, and project based operational support activities. Expected
housing facilities
• STRMU
Amount Available Remainder of Con Plan assumes level federal funding and
program income receipts.
• Supportive Services
• TBRA
ESG
Public —Federal
$478,240
$0
$0
$478,240
$478,240
Uses of Funds:
Narrative Description:
• Conversion and rehab for
ESG funds are utilized to fund Homeless prevention, rapid re -housing, and
transitional housing
street outreach. Expected Amount Available Remainder of Con Plan assumes
• Finance assistance
level federal funding and program income receipts.
• Overnight shelter
• Rapid re -housing
• Rental assistance services
• Transitional housing
OTHER
Public —State
$2,088,221
$0
$0
$2,088,221
$2,088,221
State
Uses of Funds:
Narrative Description:
Housing
• Acquisition
State funding for housing activities authorized by the 1992 William E.
Initiative • Home buyer Assistance
Sadowski Affordable housing act. The department has not been able to rely
Program • Homeowner rehab
on these funds on an annual basis as these can be reprogrammed by the
(SHIP) • Multifamily rental new
construction
State for other non -housing purposes.
• Multifamily rental rehab
• New construction for
ownership
OTHER
Public —Federal
$5,136,700
$0
$0
$5,136,700
$5,136,700
Section 8
Uses of Funds:
Narrative Description:
• Rental Assistance
These funds are used for the operation of the Section 8 voucher and mod -
rehab programs. Most of the funds are for rental payments.
OTHER
Public —Local
$4,000,000
$0
$0
$4,000,000
$0
Tax
Uses of Funds:
Narrative Description:
Exempt
• Home buyer Assistance
Miami Forever Bond - A $400 million general obligation bond that will fund
Bond • Homeowner rehab
projects to protect homes and property from sea level rise flooding and
Proceeds • Housing
increase affordable housing. $192M for sea level rise/flood prevention;
• Multifamily rental new
construction
$100M for affordable housing; $78M for parks and cultural facilities; $23M
for road improvements; $7M for public safety.
• Multifamily rental rehab
• New construction for
ownership
DRAFT Annual Action Plan
2022
22
Program Source of Funds
Expected Amount Available Year 1
Annual Program Prior Year
Allocation Income Resources
$
Total
$
Expected Amount
Available
Remainder of Con
Plan $
OTHER
Public— local
$743,000.00
$0.00
$0.00 $743,000.00
$743,000
General
Fund
Uses of Funds:
• Economic Development
• Public Services
Narrative Description:
Social Service Gap funds approved by City Commission on a yearly basis to
provide additional funding mainly to public service agencies.
Explain how federal funds will leverage those additional resources (private, state and local
funds), including a description of how matching requirements will be satisfied
The City continues to leverage federal dollars as part of its strategy to create new affordable housing
opportunities for its residents. During the 2014-2018 Consolidated Plan period, taking into consideration
completed housing projects only, the City invested $43.7 million while leveraging close to $310 million of
private and other public funding, creating or maintaining 2,125 affordable units. Miami (HCD) has been
determined to be a high poverty area; therefore, the City is only responsible for one half of HOME match.
These funds shall be matched with AHTF (local) funds and/or State Housing Initiative Program (SHIP)
funds to continue creating affordable housing opportunities or similar local funding. In regard to ESG
funding, dollars shall be matched by sub -recipients with funds that may derive from the Veterans
Administration or from the CoC's NOFA. Currently, the City has an open application pipeline for housing
projects and in the recent years has funded over $35 million in affordable housing projects expected to
yield over 2,400 units.
If appropriate, describe publically owned land or property located within the jurisdiction that may be
used to address the needs identified in the plan
The HCD currently manages a portfolio of approximately 50+ parcels that are owned by the City of Miami.
Some of these sites can or must be used to address some of the needs identified in this plan. These parcels
each have limitations associated to the type of development that can occur on the individual site. As
funding becomes available, the HCD incorporates the appropriate sites in a Request for Proposals
(RFP) which is properly advertised and then publically issued to interested parties who have to meet
certain thresholds of experience, knowledge, financial capacity, etc. RFPs are reviewed, scored, and
recommendations presented to either the City of Miami Commission or the City's Housing & Commercial
Loan Committee, comprised of private individuals with different specialties in the banking, housing,
private/public sector who volunteer their time and meet several times a year to award funding. This
Committee was granted the authority to make these decisions by the City of Miami Commission_
Disaster Response and Recovery
South Florida is an area vulnerable to natural disasters mainly related to extreme weather conditions such
as hurricanes, tropical storms, tornadoes, wildfires, and floods. Through the years, the City has
experienced its share of devastating disasters followed by aftermaths and rebuilding efforts. As such, the
DRAFT Annual Action Plan 23
2022
City is always at high alert and maintains an up-to-date Hurricane Plan that deals with preparedness and
operational activities prior, during, and after a storm; establishes procedures to minimize storm -related
damage and protects the life of personnel and City residents. Understanding that the federal
government's function is to provide disaster relief through the Federal Emergency Management Agency
(FEMA) and the Small Business Administration (SBA) to meet short-term recovery needs, the City strongly
believes that there are scenarios where assistance is needed to safeguard the health and well-being of its
residents by addressing emergency housing repairs and providing long-term affordable housing solutions
among other essential services for residents in need after a natural or man-made disaster.
Need to Reallocate Funds in Case of a Disaster - The City is electing to leave open the option to utilize its
CPD funding for emergency, short-term assistance and/or long-term recovery assistance when those
activities are not fully funded by FEMA, SBA, or other alternative sources. If the City were to utilize its
CDBG funding, it would apply it toward activities allowed by CDBG regulations, including, but not limited
to meeting the interim assistance criteria defined under 24 CFR 570.201 (f)(2) to alleviate emergency
conditions. CDBG funds can also be used for other public service activities, not to exceed the 15% public
service cap, which would assist those impacted by the disaster. While the general rule is that CDBG funds
may not be used for income payments, such as rent and security deposits, food, and utilities, CDBG funds
may be used as emergency grant payments over a period of up to three consecutive months to the
provider of such items or services on behalf of an individual or family.
Funding Reallocation - Once South Florida receives a major disaster declaration, the City shall be open to
the possibility of reallocating its CPD funds toward eligible activities to help counteract the effects of a
disaster on its residents. Any and all CPD funds available or previously allocated to any activity on any
fiscal year may be reallocated toward disaster response and recovery. This decision is left solely to the
discretion of the City of Miami as it best see fit in the aftermath of a major natural or man-made disaster.
The City will, at all times, adhere to its citizen participation plan requirements.
Utilization of CPD Funding - As it is understood that HUD assistance is intended to supplement, not
replace, other public, private, and non-profit sector resources that have already been provided for the
same need or loss, the City will be careful to review and document household's eligibility, financial
resources, and other assistance available or reasonably anticipated for the same purpose as the CPD
program assistance in an effort to avoid duplication of benefits. The following are projects the City will
utilize CPD funds for in the case of a disaster:
• Public services (up to an amount not exceed 15% of CDBG allocation for the PY);
• Emergency housing rehabilitation (up to $1,000,000);
• Homebuyer programs (up to $1,000,000);
• Acquisition programs that purchase properties in floodplains (up to $1,000,000);
• Infrastructure improvements (up to $2,000,000);
• Demolition of buildings and unsafe structures (up to $2,000,000);
• Reconstruction or replacement of public facilities (up to $2,000,000);
DRAFT Annual Action Plan 24
2022
• Small business grants and loans (up to $500,000); and
• Relocation assistance for people moved out of floodways (up to $1,000,000).
AP-20 Annual Goals and Objectives
The following are the goals related to the annual Action Plan FY2022
Sort
Order
Goal Name
Geographic Goal Outcome
Category Needs Addressed Funding
Area Indicator
1
Construction of New
Rental Units
Affordable
Housing
City of Miami
Affordable
Housing
Production of
New Units
HOME:
$5,944,469
SHIP: $120,000
Tax Exempt
Bond Proceeds:
$3,000,000
Rental Units
Constructed: 350
Household
Housing Units
Goal Description:
Increase the supply of affordable rental housing available to extremely low-, very low-, low- and
low -to -moderate income residents through new construction. The City will finance project costs for
site development and will offer soft and hard construction financing associated with the
development of affordable housing units. The City will ensure compliance by reviewing rent rolls,
leases, tenant income files, financial statements, operational licenses and certificates, annual unit
inspection, etc.
2
Construction of New
Homeowner Units
Affordable
Housing
City of Miami
Affordable
Housing
Production of
New Units
SHIP: $247,258
Homeowner
Housing Added:
11 Household
Housing Units
Goal Description:
The City will seek to increase the supp y of affordable home ownership through new construction
of home owner unit. The focus will be to promote and create affordable home ownership
opportunities for City residents. This will be achieved by financing project costs associated with the
development of affordable housing units and by providing hard and soft construction financing.
3
Rehabilitation of
Affordable Rental Units
Affordable
Housing
City of Miami
Affordable
Housing
Rehabilitation of
Existing Units
CDBG:
$800,000
HOME:
$2,500,000
Tax Exempt
Bond Proceeds:
$500,000
Rental Units
Rehabilitated: 70
Household
Housing Units
Goal Description:
Rehabilitation of multi -family rental properties to help preserve affordable rental housing for
extremely low-, very low-, low-, and low -to -moderate income residents. This strategy aims to
preserve affordable rental housing stock in the City from continue to decline and to improve the
condition of rental inventory available to our target population.
4
Rehabilitation of
Affordable Homeowner
Units
Affordable
Housing
City of Miami
Affordable
Housing
Rehabilitation of
Existing Units
CDBG:
$500,000
SHIP: $910,000
Tax Exempt
Bond Proceeds:
$500,000
Homeowner
Housing
Rehabilitated: 32
Household
Housing Units
DRAFT Annual Action Plan
2022
25
Sort
Order
Goal Name
Geographic Goal Outcome
Category Needs Addressed Funding
Area Indicator
Goal Description:
The City will provide home improvement and rehabilitation assistance to homeowners in order to
improve the condition of existing housing stock and maintain the affordability of these homes.
Under the Single -Family Rehabilitation program, extremely low-, very low-, low- and low -to -
moderate income homeowners that reside and maintain a property as their principal residence in
the City will be able to obtain a deferred loan to bring their property to decent, safe, and sanitary
housing standards or to correct existing code violations. In addition, the City also has a home
ownership Preservation Strategy that will target the same population but will concentrate on
hardening the property to better withstand natural weather occurrences and to maximize the
energy efficiency of the home. Whenever the housing unit cannot be properly rehabilitated with
the abovementioned programs, the City implemented a Single -Family Replacement program that
concentrates on replacing unsafe housing structures by demolishing them and replacing it with a
brand-new housing unit on the existing lot.
5
Rental Assistance —
TBRA/Rapid
Rehousing/S8
Affordable
Housing,
Homeless
City of Miami,
Miami -Dade
County (HOPWA
Program)
Affordable
Housing Rental
Assistance,
Homeless and
Special Needs
Population
Assistance
ESG: $100,000
HOPWA:
$13,505,258
Section 8:
$4,653,800
Tenant -Based
rental assistance/
Rapid Rehousing:
1,200 Households
Assisted
Goal Description:
Provide rental housing assistance through the HOPWA TBRA program, ESG Rapid Rehousing
program, and Section 8 voucher and moderate rehabilitation programs. All these rental assistance
programs are designed to assist lower income households live under safe, decent, and sanitary
conditions. In the case of the HOPWA TBRA program, it is important to assist participants maintain
housing stability in an effort for them to utilize their resources toward improving their access to
and engagement in treatment and care.
6
Direct Financial
Assistance to Home
Buyers
Affordable
Housing
City of Miami
Affordable
Housing Down
Payment
Assistance
HOME:
$500,000.00
SHIP:
$602,140.00
Direct Financial
Assistance to
Home Buyers: 13
Households
Assisted
Goal Description:
Assist low, low -to -moderate income households obtain home ownership by providing financial
assistance in the form of down payment or closing cost assistance based on program availability.
7
Provision of Public
Services
Non -Housing
Community
Development
City of Miami
Provision of
Public Services
CDBG:
$850,745
General Fund:
$743,000
Public service
activities other
than
Low/Moderate
Income Housing
Benefit: 650
Persons Assisted
Goal Description:
Provide nutritional meals to the elderly and people with disabilities. Provide childcare, youth
development activities, services for people with disabilities, employment training among other
programs.
8
Public Facilities and
Infrastructure
Improvements
Non -Housing
Community
Development
City of Miami
Public Facilities
Improvements
CDBG:
$6,643,016
Public Facility or
Infrastructure
Activities other
than
DRAFT Annual Action Plan
2022
26
Sort
Order
Goal Name
Geographic Goal Outcome
Category Needs Addressed Funding
Area Indicator
and
Infrastructure
Low/Moderate
Income Housing
Benefit: 10,000
Persons Assisted
Goal Description:
Encourage community revitalization by investing in public facility or infrastructure improvements
such as street or park improvements. This is an area benefit and shall benefit residents in an area
where at least 51 percent of the residents are extremely low-, very low-, low-, and low -to -
moderate income persons. The GOI for this section reflects the number of persons of such area
that will benefit from these activities.
9
Commercial
Facade/Code
Enforcement
Non -Housing
Community
Development
City of Miami
Economic
Development
CDBG:
$450,000
Business Assisted:
50 Businesses
Assisted
Goal Description:
The program covers the rehabilitation of privately owned for -profit commercial buildings limited to
improvement and correction of code violations. Under the commercial facade program, all
improvements are limited to those that are visible from a commercial corridor. This is an area
benefit and shall benefit residents in an area where at least 51 percent of the residents are
extremely low-, very low-, low-, and low -to -moderate income persons.
10
Technical Assistance to
Businesses
Non -Housing
Community
Development
City of Miami
Economic
Development
CDBG:
$200,000
Businesses
Assisted:
40 Businesses
Assisted
Goal Description:
Provide technical assistance to for -profit businesses in order to build capacity, generate economic
development opportunities, and create/retain jobs for extremely low-, very low-, low-, and low -to -
moderate income persons. Technical assistance includes, but it is not limited to financial
consultation, permits/licenses, zoning information, infrastructure, business
relations/relocation/expansion, business attraction, security improvements, seminars/workshops,
general business services, and marketing/promotion assistance. Also included the micro enterprise
assistance program.
11
Job Creation/ Retention
Non -Housing
Community
Development
City of Miami
Economic
Development
CDBG: $50,000
Jobs created/
retained: 2 Jobs
Goal Description:
Create and maintain employment opportunities for extremely low-, very low-, low-, and low-to-
moderate income persons (target population). Subrecipients funded for job creation activities must
be able to verify that at least 51 percent of the jobs are held by the target population or it must be
able to proof that at least 51 percent of jobs were available to the target population. Conversely,
when an activity is funded to retain jobs, it must provide evidence that the jobs held by the target
population would otherwise be lost if it wasn't for the CDBG assistance provided.
12
Homeless Prevention
and STRMU
Homeless
City of Miami,
Miami -Dade
County —
HOPWA
Program
Homeless and
Special Needs
Population
Assistance
ESG: $55,428
HOPWA:
$720,000
Homelessness
Prevention: 100
Persons Assisted
Goal Description:
ESG-funded Homeless Prevention and HOPWA-funded Short Term Rent Mortgage and Utilities
programs provide direct assistance to extremely low-, very low-, low-, and low -to -moderate income
DRAFT Annual Action Plan
2022
27
Sort
Order
Goal Name
Geographic Goal Outcome
Category Needs Addressed Funding
Area Indicator
households to prevent them falling into homelessness. There is a high -demand for these programs
as there is a high percentage of City residents that are cost -burdened and severely cost -burdened.
13
Homeless Street
Outreach
Homeless
City of Miami
Homeless and
Special Needs
Population
Assistance
ESG: $286,944
Homeless Person
Overnight Shelter:
1,500 Persons
Assisted
Goal Description:
Street outreach activities target a large number of unsheltered homeless persons located within
City limits. These funds are used toward engagement in order to locate, identify, and build
relationships with the unsheltered population to provide immediate support, intervention, and
connections with homeless assistance programs and mainstream social services/and or housing
programs. In addition, whenever appropriate, the City may utilize ESG funding to cover for
hotel/motel expenditures related to maintaining homeless families off the street whenever shelter
space is not available.
14
HIV/AIDS Housing
Operations
Affordable
Housing,
Homeless
City of Miami,
Miami -Dade
County (HOPWA
Program)
Affordable
Housing — Other
Housing
Programs
HOPWA:
$100,800
HIV/AIDS Housing
Operations: 32
Household
Housing Unit
Goal Description:
Project -Based housing relates to subsidies toward the operational cost of the unit. Tenants are
required to pay a portion of their rent (including utilities) based on their monthly income. The
operational subsidy stays with the assisted unit once the tenant vacates it.
15
Program Administration
Other
City of Miami
All
CDBG:
$1,090,158
HOME:
$393,829
HOPWA:
$381,218
ESG: $35,868
Section 8:
$482,900
OTHER SHIP:
$208,822
Not applicable
Goal Description:
Administration for all Consolidated Planning programs
Estimate the number of extremely low-income, low-income, and moderate -income families
to whom the jurisdiction will provide affordable housing as defined by HOME 91.215(b)
In FY2022, the Department of Housing and Community Development is expected to allocate funding to
multifamily housing developments yielding approximately 350 affordable housing units. In addition, the
department has a goal of continuing to assist low -to -moderate income households with down payment
assistance. Approximately 13 households will benefit from this activity.
DRAFT Annual Action Plan 28
2022
Projects
AP-35 Projects — 91.220(d)
The City of Miami will work with activities that support one or more of the following projects during
FY2022:
#
Project Name
1
Public Services 2022
2
Economic Development 2022
3
Sustainable Communities 2022
4
Affordable Housing - Single Family Projects 2022
5
Affordable Housing — Multi Family Projects 2022
6
Affordable Housing - Down Payment Assistance 2022
7
ESG22 - City of Miami/Citrus/Camillus/Chapman/Admin 2022
8
2022-2025 - City of Miami FLH22F005 (COM)
9
2022-2025 - Carrfour Supportive Housing FLH22F005 (CSH)
10
2022-2025 - Center of Information and Orientation FLH22F005 (CIO)
11
2022-2025 - Empower U FLH22F005 (EU)
12
2022-2025 - SABER FLH22F005 (SA)
13
2022-2025 - Sunshine for All FLH22F005 (SFA)
14
2022-2025 - Care Resource FLH22F005 (CR)
15
2022-2025 - Latin Mission Ministries FLH22F005 (LM)
16
2022-2025 — Miami Beach CDC FLH22F005 (MB)
17
Affordable Housing —Section 8 Rental Assistance 2022
18
Program Administration 2022
Describe the reasons for allocation priorities and any obstacles to addressing underserved
needs
In FY2022, the City will once more concentrate its efforts in funding eligible programs based on the input
received though the citizen participation process. Provision of public services for the elderly would be a
focus area, as well as the provision of additional affordable housing opportunities for City residents. The
main obstacle for addressing underserved needs is the lack of funding availability along with higher costs
for providing services and creating additional affordable housing opportunities.
Given the escalating rental costs the City has seen in the past two years in the private market, it has
become clear that public entities should work at facilitating the creation of new affordable housing that
is not at the mercy of market forces and has affordability periods/restrictions. However, data indicates
that construction costs went up by 17.5% from 2020 to 2021, which makes building affordable housing
more expensive and less popular for builders who are looking for their traditional return on investment.
Higher construction costs are typically passed down to the renter/homeowner, but low and moderate -
DRAFT Annual Action Plan 29
2022
income persons cannot absorb those types of pass downs, which means that the developer must then
seek additional financing in what is a tight market.
AP-38 Project Summary
Project Summary Information
1— Public Services 2022
Target Area
City of Miami
Goals Supported
Provision of Public Services
Needs Addressed
Provision of Public Services
Funding
CDBG: $850,745
General Fund: $743,000
Description
Provision of public services to extremely low-, low-, and moderate -income households. Services
include, but are not limited to Elderly meals, childcare, youth programs, services for the disabled, job
training, etc.
Target Date
9/30/2023
Estimate the Number and Type of
families that will benefit from the
proposed activities
Elderly Meals: 400 People
Child Care and Youth Development: 250 People
Location Description
Various sites — City of Miami
Planned Activities
Elderly Meals, childcare, youth programs, programs for people with disabilities, job training, etc.
°Mit2 — Economic Development 2022
Target Area
City of Miami
Goals Supported
Public Facilities and Improvements
Commercial Facade/Code Enforcement
Technical Assistance to Businesses
Job Creation/Retention
Needs Addressed
Economic Development
Funding
CDBG: $7,343,017
Description
Create and maintain employment opportunities for extremely low-, very low-, and low -to -moderate
individuals. Provide technical assistance to for -profit businesses in order to build capacity, generate
economic development opportunities, and create/retain jobs for extremely low-, very low-, and low -
to -moderate income persons. Technical assistance includes, but it is not limited to financial
consultation, permits/licenses, zoning information, infrastructure, business
relations/relocation/expansion, business attraction, security improvements, seminars/workshops,
capacity building, general business services, and marketing/promotion assistance.
Target Date
9/30/2023
Estimate the Number and Type of
families that will benefit from the
proposed activities
Public Facilities and Improvements: 10,000 Persons
Commercial Facade and Code Compliance: 50 Businesses
Technical Assistance to for profit businesses: 40 Businesses
Job Creation/Retention: 2 Jobs
Location Description
Various sites— City of Miami
Planned Activities
Technical Assistance to for profit businesses, Commercial Facade and Code Compliance
DRAFT Annual Action Plan
2022
30
3—Sustainable Communities 2022
Target Area
City of Miami
Goals Supported
Construction of New Rental Units
Construction of New Homeowner Units
Needs Addressed
Sustainable Communities
Funding
CDBG: TBD
Description
This project relates to Building Acquisitions and Brownfield Restoration activities.
Target Date
9/30/2023
Estimate the Number and Type of
families that will benefit from the
proposed activities
Buildings Demolished: TBD
Location Description
TBD
Planned Activities
Demolition of Building, Brownfields clearance
4—Affordable Housing — Single Family
Target Area
Projects 2022
City of Miami
Goals Supported
Rehabilitation of Affordable Homeowner Units
Needs Addressed
Affordable Housing - Rehabilitation of Existing Units
Funding
CDBG: $500,000
Tax Exempt Bond Proceeds: $500,000
Description
Preserving and creating affordable housing opportunities for City residents
Target Date
9/30/2023
Estimate the Number and Type of
families that will benefit from the
proposed activities
Single Family Rehabilitation Program: 32 Household Housing Units
Homeowner preservation Program: 50 Household Housing Units
Location Description
Various sites — City of Miami
Planned Activities
Single Family Rehabilitation Program. Single Family Replacement Program, Homeowner preservation
program.
5 — Affordable Housing — Multi Family
Target Area
Projects 2022
City of Miami
Goals Supported
Construction of New Rental Units
Construction of New Homeowner Units
Rehabilitation of Affordable Rental Units
Needs Addressed
Affordable Housing - Production of New Units
Affordable Housing - Rehabilitation of Existing Units
Funding
CDBG: $800,000
HOME: $8,044,470
Tax Exempt Bond Proceeds: $3,500,000
Description
Preserving and creating affordable housing opportunities for City residents
Target Date
9/30/2023
Estimate the Number and Type of
families that will benefit from the
proposed activities
Rental units constructed: 350 Household Housing units
Rental units rehabilitated: 70 Household Housing units
DRAFT Annual Action Plan
2022
31
5 — Affordable Housing — Multi Family Projects 2022
Location Description
Various sites — City of Miami
Planned Activities
Construction/Rehabilitation of Rental units, construction of homeowner units
Affordable Housing — Down Payment
Target Area
Assistance 2022
City of Miami
Goals Supported
Direct Financial Assistance to Home Buyers
Needs Addressed
Affordable Housing - Down Payment Assistance
Funding
HOME: $500,000
Description
Creating affordable housing home ownership opportunities for City residents
Target Date
9/30/2023
Estimate the Number and Type of
families that will benefit from the
proposed activities
Direct Financial Assistance to Homebuyers: 13 Households Assisted
Location Description
Various sites — City of Miami
Planned Activities
Down Payment Assistance Program
SG — City of Miami 2022
Target Area
City of Miami
Goals Supported
Rental Assistance - TBRA/Rapid Rehousing/S8
Homeless Prevention and STRMU
Homeless Street Outreach
Needs Addressed
Homeless and Special Needs Population Assistance
Funding
ESG: $478,240
Description
Homeless Prevention, Rapid Rehousing, and Street Outreach programs to support CoC's effort to
combat Homelessness.
Target Date
9/30/2023
Estimate the Number and Type of
families that will benefit from the
proposed activities
Rapid Rehousing: 80 People
Homeless Prevention: 0 People
Homeless Street Outreach (Under Homeless Person Overnight Shelter): 1500 People
Location Description
Various sites — City of Miami
Planned Activities
Rapid Rehousing, Homeless Prevention, Street Outreach
120222025
—City of Miami FLH22F005 (COM)
Target Area
City of Miami, Miami -Dade County
Goals Supported
Rental Assistance - TBRA/Rapid Rehousing/S8
Homeless Prevention and STRMU
Needs Addressed
Affordable Housing - Rental Assistance
Homeless and Special Needs Population Assistance
DRAFT Annual Action Plan
2022
32
8-2022-2025 — City of Miami FLH22F005
Funding
(COM)
HOPWA: $12,415,922
Description
City of Miami funding for HOPWA program activities related to rental/utility/mortgage payments,
management of TBRA and STRMU programs among others. It includes HOPWA Resource Identification
related costs.
Target Date
9/30/2023
Estimate the Number and Type of
families that will benefit from the
proposed activities
TBRA: 800 People
Location Description
Various sites— City of Miami, Miami -Dade County (HOPWA Program)
Planned Activities
TBRA, STRMU programs
9-2022-2025 - Carrfour Supportive Housing
FLH22F005 (CSH)
Target Area
City of Miami, Miami -Dade County
Goals Supported
HIV/AIDS Housing Operations
Needs Addressed
Homeless and Special Needs Population Assistance
Funding
HOPWA: $44,100
Description
Project Based Operational Support to support affordable housing for eligible HIV/AIDS clients
Target Date
9/30/2023
Estimate the Number and Type of
families that will benefit from the
proposed activities
HIV/AIDS Housing Operations: 14 Household Housing Units
Location Description
Various sites — City of Miami, Miami -Dade County (HOPWA Program)
Planned Activities
Project -Based housing operational support
10 — 2022-2025 — Center of Information
and Orientation FLH22F005 (CIO)
Target Area
City of Miami, Miami -Dade County
Goals Supported
Rental Assistance - TBRA/Rapid Rehousing/S8
Needs Addressed
Affordable Housing- Rental Assistance
Homeless and Special Needs Population Assistance
Funding
HOPWA: $427,680
Description
HOPWA TBRA Housing Specialists and HQS Inspection Services
Target Date
9/30/2023
Estimate the Number and Type of
families that will benefit from the
proposed activities
Tenant -based rental assistance / Rapid Rehousing: 206 Households Assisted
Location Description
Various sites — City of Miami, Miami -Dade County (HOPWA Program)
Planned Activities
HOPWA Tenant Based Rental Assistance Program
11— 2022-2025 — Empower U - FLH22F005 (EU)
Target Area
I City of Miami, Miami -Dade County
DRAFT Annual Action Plan
2022
33
11— 2022-2025 — Empower U - FLH22F005
Goals Supported
(EU)
Rental Assistance - TBRA/Rapid Rehousing/S8
Needs Addressed
Affordable Housing- Rental Assistance
Homeless and Special Needs Population Assistance
Funding
HOPWA: $427,680
Description
HOPWA TBRA Housing Specialists and HQS Inspection Services
Target Date
9/30/2023
Estimate the Number and Type of
families that will benefit from the
proposed activities
Tenant -based rental assistance / Rapid Rehousing: 206 Households Assisted
Location Description
Various sites — City of Miami, Miami -Dade County (HOPWA Program)
Planned Activities
HOPWA Tenant Based Rental Assistance Program
12— 2022-2025 — SABER FLH22F005 (SA)
Target Area
City of Miami, Miami -Dade County
Goals Supported
Rental Assistance - TBRA/Rapid Rehousing/S8
Needs Addressed
Affordable Housing- Rental Assistance
Homeless and Special Needs Population Assistance
Funding
HOPWA: $196,344
Description
HOPWA TBRA Housing Specialists and HQS Inspection Services
Target Date
9/30/2023
Estimate the Number and Type of
families that will benefit from the
proposed activities
Tenant -based rental assistance / Rapid Rehousing: 100 Households Assisted
Location Description
Various sites — City of Miami, Miami -Dade County (HOPWA Program)
Planned Activities
HOPWA Tenant Based Rental Assistance Program
13— 2022-2025 — Sunshine for All FLF122F005
(SFA)
Target Area
City of Miami, Miami -Dade County
Goals Supported
Rental Assistance - TBRA/Rapid Rehousing/S8
Needs Addressed
Affordable Housing- Rental Assistance
Homeless and Special Needs Population Assistance
Funding
HOPWA: $427,680
Description
HOPWA TBRA Housing Specialists and HQS Inspection Services
Target Date
9/30/2023
Estimate the Number and Type of
families that will benefit from the
proposed activities
Tenant -based rental assistance / Rapid Rehousing: 206 Households Assisted
Location Description
Various sites — City of Miami, Miami -Dade County (HOPWA Program)
Planned Activities
HOPWA Tenant Based Rental Assistance Program
DRAFT Annual Action Plan
2022
34
14-2022-2025—Care Resource FLH22F005
Target Area
(CR)
City of Miami, Miami -Dade County
Goals Supported
Rental Assistance - TBRA/Rapid Rehousing/S8
Needs Addressed
Affordable Housing - Rental Assistance
Homeless and Special Needs Population Assistance
Funding
HOPWA: $329,952
Description
HOPWA TBRA & STRMU Housing Specialists and HQS Inspection Services
Target Date
9/30/2023
Estimate the Number and Type of
families that will benefit from the
proposed activities
Tenant -based rental assistance / Rapid Rehousing: 103 Households Assisted
STRMU Assistance: 50 Households Assisted
Location Description
Various sites — City of Miami, Miami -Dade County (HOPWA Program)
Planned Activities
HOPWA Tenant Based Rental Assistance Program
15-2022-2025—Latin Mission Ministries
FLH22F005 (LM)
Target Area
City of Miami, Miami -Dade County
Goals Supported
HIV/AIDS Housing Operations
Needs Addressed
Homeless and Special Needs Population Assistance
Funding
HOPWA: $37,800
Description
Project Based Operational Support to support affordable housing for eligible HIV/AIDS clients
Target Date
9/30/2023
Estimate the Number and Type of
families that will benefit from the
proposed activities
HIV/AIDS Housing Operations: 12 Household Housing Units
Location Description
Miami -Dade County (HOPWA Program)
Planned Activities
Project -Based housing operational support
16-2022-2025—Miami Beach CDC FLH22F005
(MB)
Target Area
City of Miami, Miami -Dade County
Goals Supported
HIV/AIDS Housing Operations
Needs Addressed
Homeless and Special Needs Population Assistance
Funding
HOPWA: $18,900
Description
Project Based Operational Support to support affordable housing for eligible HIV/AIDS clients
Target Date
9/30/2023
Estimate the Number and Type of
families that will benefit from the
proposed activities
HIV/AIDS Housing Operations: 6 Household Housing Units
Location Description
Miami -Dade County (HOPWA Program)
Planned Activities
Project -Based housing operational support
DRAFT Annual Action Plan
2022
35
17 — Affordable Housing — Section 8 Rental
Target Area
Assistance
City of Miami
Goals Supported
Rental Assistance—TBRA/Rapid Rehousing/S8
Needs Addressed
Affordable Housing — Rental Assistance
Funding
Section 8: $4,653,800
Description
Rental Assistance Programs to include Section 8 Housing
Target Date
9/30/2023
Estimate the Number and Type of
families that will benefit from the
proposed activities
Tenant -based rental assistance / Rapid Rehousing: 385 Households Assisted
Location Description
City of Miami
Planned Activities
Section 8 Rental Assistance
18— Program Administration
Target Area
City of Miami
Goals Supported
ALL
Needs Addressed
ALL
Funding
CDBG: $1,090,158
HOME: $393,829
ESG: $35,868
HOPWA: $381,218
SHIP: $208,822
Section 8: $482,900
Description
Program Administration
Target Date
9/30/2023
Estimate the Number and Type of
families that will benefit from the
proposed activities
N/A
Location Description
City of Miami
Planned Activities
Program Administration
Describe the reasons for allocation priorities and any obstacles to addressing underserved
needs
The needs assessment and housing market study revealed that a large portion of City residents, either
renters or homeowners, are cost -burdened or severely cost -burdened. In addition, City workers make less
than the average median income while the costs of living in the City are some of the highest in the nation.
As such, there are many low- to moderate -income residents in need of services, from affordable housing
to public services and economic development activities that can provide support for those families in
need.
The main issue the City faces, however, is the lack of resources. The City utilizes its local, state and federal
resources to its maximum ability, allocating for various activities to help establish and create decent, safe
and affordable housing that improves the lives of its residents. The HCD also concentrates in providing a
DRAFT Annual Action Plan 36
2022
variety of services for the elderly, disabled, and underserved in an effort to be socially responsible and
support those who have less resources to take care of themselves.
In FY2022, the City will once more concentrate its efforts in funding eligible programs based on the input
received though the citizen participation process. Provision of public services for the elderly would be one
of HCD's focus as well as the provision of additional affordable housing opportunities for City residents.
The main obstacle for addressing underserved needs is lack of funding availability along with higher
costs for providing services/ creating additional affordable housing opportunities.
AP-50 Geographic Distribution — 91.220(f)
Description of the geographic areas of the entitlement (including areas of low-income and
minority concentration) where assistance will be directed
The city works mainly on a citywide basis to provide services to all its low -to -moderate income residents.
Nevertheless, the city continues to support a system where it targets distressed neighborhoods which are
in most need of assistance, known as Neighborhood Development Zones (NDZs). Community
Development funding will continue to be targeted and priority will be given to viable projects in the NDZs.
The NDZ concept is a comprehensive long-term approach to neighborhood revitalization that focuses on
community assets as a means of stimulating market driven redevelopment. It is a holistic approach that
calls for sustained, multi -year commitments from the city, the private sector, and community -based
organizations. The infusion of resources to the NDZ supports the stabilization of the area and spurs
growth. The NDZ seeks to: (1) Create physical improvements through infrastructure and streetscape
improvements, code enforcement, and removal of slum and blight; (2) Improve housing conditions by
targeting rehabilitation and new construction assistance in the NDZ; (3) Stimulate economic development
through facade improvements and other forms of targeted business assistance; (4) Improve the living
condition of residents; (5) Spur economic growth and revitalization.
The geographic distribution of funding is not directly driven by the NDZ, but rather by the district in which
it is located. The city attempts to work with private sector partners and community -based organizations
to serve neighborhoods within NDZs, but no specific percentage of funds is reserved for these target areas
as the funding is extremely limited. The city allocates its funding on a citywide basis unless otherwise
noted in this plan.
Geographic Distribution
City of Miami
Miami -Dade County — HOPWA Program Only
DRAFT Annual Action Plan 37
2022
Rationale for the priorities for allocating investments geographically
Due to the limited number of resources available, the city cannot reserve funding based on a specific
geographic target area. However, the city does provide an avenue whereby it prioritizes projects within
those areas whenever such project is beneficial to area residents. Grant funding, is therefore, best utilized
with the premise that it will directly assist low -to -moderate income residents.
DRAFT Annual Action Plan 38
2022
Affordable Housing
AP-55 Affordable Housing — 91.220(g)
The City of Miami will continue to allocate CDBG, HOME, HOPWA, and SHIP funding for the development
of housing opportunities. In addition to this funding, the City has invested approximately $100 Million
through the issuance of general obligation bonds, the Miami Forever Bond, in order to build a stronger,
more resilient future for Miami.
Housing creation, maintenance, and resiliency shall be accomplished by implementing strategies that
concentrate in alleviating citywide housing needs. As depicted in the Housing Needs Assessment section
of this plan, Miami is a City where wages and job growth have not been able to keep up with the increasing
cost of living, and as such, over half of City residents are cost burdened.
Table AP-55.1: One Year Goals for Affordable Housing by Support Requirement
One Year Goals for the Number of Households to be Supported
Homeless
50
Non -Homeless
395
Special -Needs (TBRA, STRMU, Section 8)
1,267
Total 1,712
Homeless goals for the number of households to be supported include Homeless Prevention (0), Rapid Rehousing (50); Non -
Homeless goals for the number of households to be supported include Down payment assistance (13), Single family rehabilitation
(32), New construction (350); Special needs housing goals for the number of households to be supported include HOPWA TBRA
(800), STRMU (50), Project Based (32), and Section 8 (385) programs.
Table AP-55.2: One Year Goals for Affordable Housing by Support Type
One Year Goals for the Number of Households Supported Through
Rental Assistance
1,317
Production of New Units
361
Rehab of Existing Units
32
Acquisition of Existing Units
13
Total
1,723
Rental Assistance includes HOPWA TBRA (800); STRMU (50); Homeless Prevention (0); Rapid Rehousing (50); Project Based (32),
and Section 8 (385) programs. Production of New Units Rental (350), H.O.(11). Rehab SFR (32). Acquisition Down Payment (13).
DRAFT Annual Action Plan 39
2022
AP-60 Public Housing — 91.220(h)
Miami -Dade Public Housing and Community Development (PHCD) oversees Public Housing throughout
the County, including within the City of Miami's geographic boundaries. Much of the information cited
here is attributed to PHCD which is committed to provide to low, very low, extremely low and moderate -
income residents of Miami -Dade County with:
■ Increase the availability of affordable housing that reflect HUD and local requirements
■ Improve community quality of life and economic vitality
■ Promote partnerships with job training and placement organizations
■ Ensure Equal Opportunity in Housing for all Americans
PHCD administers over 7,740 public housing units and 1,557 Rental Assistance Demonstration Project -
based Vouchers (RAD-PBV). The waiting list for public housing is currently closed. Applications were last
accepted in May 2021. The City has done an analysis of PHCD's units and approximates that approximately
6,000 of these are within City of Miami limits.
Actions planned during the next year to address the needs to public housing
As identified in its most recent 5-Year PHA Plan, the PHCD plans on the following action during the next
few years:
1. Improve the quality of assisted housing
a. Continue improving its Public Housing Assessment System (PHAS) score with emphasis on
management (MASS) and physical inspections (PASS) sub -indicators
b. Continue the applicability of EIV's Income Information and Verification Reports
c. Increase customer satisfaction
2. Concentrate on efforts to improve specific management functions
a. Deliver quality maintenance services to public housing units
b. Implement preventive maintenance efforts
c. Review options to ensure economic viability of the Helen Sawyer Plaza ALF
3. Renovate or modernize public housing units
a. Implement Capital Fund Program 5-Yr Action Plan
b. Utilize contractors for projects presented in the 5-Year Action Plan
c. Continue utilizing Construction Services Contract, Miscellaneous Construction Contracts
(MCC) 7360, as necessary, for miscellaneous work and vacant unit repairs
d. Implement an energy audit contract
e. Incorporate Crime Prevention Through Environmental Design (CPTED) practices during
the design phases of new development projects in consultation with police departments
DRAFT Annual Action Plan 40
2022
Actions to encourage public housing residents to become more involved in management and
participate in homeownership
In an effort to encourage public housing residents to become more involved in management, PHCD has
implemented quarterly meetings with resident councils to provide training on various aspects of resident
organization and empowerment. In an effort to encourage homeownership, PHCD also coordinates the
County's Section 8 Homeownership program which was approved by the Miami -Dade Board of County
Commissioners (BCC) in December 2001 Presently, that Sec. 8 tenant -based homeownership program
counts with 168 families. Meanwhile, the County's Section 8 program is comprised of 15,047 allocated
Housing Choice Vouchers (including 30 VASH) and 1905 Moderate Rehabilitation project -based units and
820 Project -based Vouchers. Additionally, PHCD administers 254 units under the Single Room Occupancy
(SRO).
If the PHA is designated as troubled, describe the manner in which financial assistance will be
provided or other assistance
The PHA is not designated as troubled.
DRAFT Annual Action Plan 41
2022
AP-65 Homeless and Other Special Needs Activities — 91.220(i)
The City of Miami adopts the CoC goals, which are aligned with HUD's key system performance measures:
■ Shorten the length of time persons remain homeless
■ Reduce the number of persons who exit homelessness to permanent housing and return to
homelessness within 6 to 12 months
■ Reduce number of homeless persons
■ Reduce the number of persons who become homeless for the first time (homeless prevention)
■ Increase financial resources (employment and income growth) for people in CoC Program funded
projects
■ Increase successful housing placements
Reaching out to homeless persons (especially unsheltered persons) and assessing their
individual needs
The City will continue to support the CoC's Coordinated Entry System (CE) and Coordinated Outreach,
Assessment and Placement Program (COAP) by utilizing approximately 60% of its ESG allocation to fund
homeless outreach and engagement within the City of Miami with a goal of assisting approximately 3,500
persons per program year. The City complies with the CoC's CE policies and procedures.
The City of Miami's Homeless Assistance Program (MHAP), serves as the front lines in the City's fight
against homelessness and has handled street outreach services for the CoC for over a decade. MHAP
receives separate funding from the Homeless Trust_ to provide OAP services in areas outside of City of
Miami limits.
As detailed in the Miami -Dade County CoC's Coordinated Entry (CE) Process Policies & procedures, the
CoC's CE process is linked to street outreach efforts so that people sleeping on the streets are prioritized
for assistance in the same manner as any other person assessed through the CE process. An unsheltered
client who is refusing shelter may still obtain written homeless verification and referral for services,
including rental assistance focused on shortening their homeless episode in accordance with the CoC's
Housing First approach. Street Outreach (SO) includes two specialized behavioral health outreach teams,
Camillus House's Lazarus Project and New Horizon's PATH program. SO teams provide in -the -field
assessment of unsheltered persons and provide transportation following shelter or permanent housing
placement. MHAP works with the CoC's Housing Coordinator to place assessed homeless persons on By
Name List(s) for permanent housing placement in accordance with the CoC's Order of Priorities. MHAP
also assists persons on the street with obtaining necessary documentation (homeless verification, birth
certificates, I.Ds and social security cards) and makes referrals to community services and resources. SO
workers follow the HMIS workflow, which includes collection of the HMIS Notices and Disclosure and
HMIS Consent to Release and Exchange of Information. SO teams also attempt to place victims of
Domestic Violence (DV) in shelter designed for survivors of domestic violence.
DRAFT Annual Action Plan 42
2022
Addressing the emergency shelter and transitional housing needs of homeless persons
The City of Miami does not operate emergency shelters/transitional housing with the exception of the
Motel/Hotel Program providing immediate shelter to families with children when there no shelter beds
available. Chapman Partnership, which operates the county's primary shelters, provides case
management to families placed in motel/hotel. The City's MHAP teams work closely with the CoC to
coordinate placement into available shelter beds.
The continuum's housing inventory in 2021 (year-round beds) is as follows: 2,419emergency shelter beds,
20 safe haven beds, and 584transitional housing beds, amounting to a total of 3,023 in the Emergency,
Safe Haven and Transitional category. Meanwhile, there were 5,663 beds in the Permanent Housing
category, including permanent supportive housing (4,309 beds), rapid -rehousing (1,032 beds) and other
permanent housing (322 beds). The grand total of beds in the continuum amounted to 8,686, plus 59
overflow/voucher beds.
Helping homeless persons (especially chronically homeless individuals and families, families
with children, veterans and their families, and unaccompanied youth) make the transition to
permanent housing and independent living, including shortening the period of time that
individuals and families experience homelessness, facilitating access for homeless individuals
and families to affordable housing units, and preventing individuals and families who were
recently homeless from becoming homeless again
When analyzing the data from the most recent PIT (Jan. 27, 2022) in regard to the sub -populations
identified, the two characteristics found most frequently, are adults with mental illness (1046) and
substance abuse (533), in both the sheltered and unsheltered categories. This data would seem to indicate
that a bulk of homeless persons are battling another underlying issue(s) and as such, are in need of
housing and supportive services. Addressing these needs given dwindling funding on a federal, state, and
local level creates several obstacles. First, establishing on -going support services for persons who are
formerly homeless is difficult. Secondly, there is a limited supply of affordable housing units within City
limits, specifically for the very low-income. To that end, the City works within the means available and
awards federal funds to supportive housing projects within City limits.
Helping low-income individuals and families avoid becoming homeless, especially extremely low-
income individuals and families and those who are: being discharged from publicly funded institutions
and systems of care (such as health care facilities, mental health facilities, foster care and other youth
facilities, and corrections programs and institutions); or, receiving assistance from public or private
agencies that address housing, health, social services, employment, education, or youth needs.
The City will award approximately 30% of its ESG allocation towards CoC rapid re -housing and homeless
prevention programs. Awarded providers will be required to comply with the CoC's CE policies and
procedures as well as Standards of Care for both program strategies. The City will coordinate its efforts to
ensure that the City's ESG funds are directed toward CoC priorities for prevention and RRH assistance.
DRAFT Annual Action Plan 43
2022
Rapid Re-Housinq (RRH) targets families and individuals currently in emergency housing programs or living
in places not meant for human habitation, for the purposes of rapidly moving them into private market
housing. Rapid rehousing programs may provide rental assistance for up to 24 months or other types of
financial assistance required to secure permanent housing. Households receive supportive services on a
time -limited basis, including assistance with locating, securing, and stabilizing in affordable housing so
that they can independently sustain their housing after assistance ends. Rapid Re -Housing also includes
bridge housing for homeless persons who qualify, but are waitlisted for placement in permanent
supportive housing. RRH funded by ESG must be conducted in compliance with ESG regulations.
Homelessness Prevention provides cash assistance with rent and mortgages, security deposits, or utility
payments, made on a case -by -case basis to help to families and individuals at risk of becoming homeless
to resolve a housing crisis. Prevention funded by ESG must be conducted in compliance with ESG
regulations.
Other activities
In response to increased heroin overdoses, particularly in the urban core located in the City of Miami, the
state authorized a needle exchange program, the only one in Florida (the IDEA Exchange Program
establishes under the Florida Infectious Disease Elimination Act. The: harm -reduction focused IDEA
Exchange Program is operated by the Miller School of Medicine at the University of Miami. The Homeless
Trust and City participate in IDEA Exchange coordination.
AP-70 HOPWA Goals— 91.220 (I)(3)
Table AP-70.1: One Year Goals for Households to be Provided Housing with HOPWA for:
Program #
Short-term rent, mortgage, and utility assistance to prevent homelessness of the individual or family
50
Tenant -based rental assistance
800
Units provided in permanent housing facilities developed, leased, or operated with HOPWA funds
32
Units provided in transitional short-term housing facilities developed, leased, or operated with HOPWA 0
funds
Total
882
AP-75 Barriers to affordable housing — 91.220(j)
The City has long had to combat several factors outside of its control that act as barriers to the
development and preservation of affordable housing. First, because Miami is the oldest jurisdiction in
South Florida, there are relatively few larger -sized residentially zoned vacant tracts in the City as
DRAFT Annual Action Plan 44
2022
compared to other suburban areas in Miami -Dade County that were developed later. Many of the City's
available vacant parcels are scattered and situated in the City's most economically distressed
neighborhoods and would have to be developed on an in -fill basis. The scarcity of large vacant residential
parcels raises housing development costs since the private market is unable to realize cost -savings
attributed to economy of scale or higher density housing projects. Also, due to our area's sea levels
and proclivity to hurricanes, building codes tend to be stringent and thereby costly. Also, although they
vary considerably in different parts of the City, land costs in most neighborhoods are high which makes it
difficult for the private market to construct affordable housing for lower income households in Miami
without government subsidies.
As such, the City's form -based zoning code (Miami 21) provides flexibility and opportunities for higher
density, mixed used development which is fundamental to a city's affordable housing toolkit. However,
upzoning to stimulate higher density and mixed -use is no guarantee that affordable housing will be
constructed or preserved. In fact, upzoning will typically increase real estate values thereby creating an
economic disincentive to develop affordable housing.
Actions it planned to remove or ameliorate the negative effects of public policies that serve as
barriers to affordable housing such as land use controls, tax policies affecting land, zoning
ordinances, building codes, fees and charges, growth limitations, and policies affecting the
return on residential investment
The City of Miami will look into how Miami 21 can be used to better encourage and target affordable
housing development and preservation at the neighborhood level in areas of opportunity. Higher
densities and mixed -use design can be effective zoning tools in creating mixed -income development
projects coupled with job opportunities for low- and moderate -income residents.
In the Summer of 2018, the City of Miami contracted the Jorge M. Perez FIU Metropolitan Center to
prepare an Affordable Housing Master Plan. After dozens of community workshops City-wide and focus
group meetings, the draft was issued in January 2020 and presented at special public meeting, before the
City of Miami Commission. The draft (http://bit.ly/3a8Dg1m) recommended multiple ways of growing
Miami's affordable housing supply from 20 to 25 percent of all housing units by 2030 including developing
multiple public -private partnerships and modifying the City's Zoning Code (Miami 21) to better encourage
and target affordable housing development and preservation at the neighborhood level in areas of
opportunity. The draft proposed the creation or preservation of 32,000 units within a ten-year period and
suggested getting to that number by leveraging some $85 million in voter -approved bond funding and
turning that into four to six billion dollars' worth of investments that could pay for the new or rehabbed
housing. The Commission had questions about the suggestions outlined and acknowledged receipt of the
plan. It also called for a subsequent workshop to address certain elements of the Plan, including
information on how a housing finance corporation model works in other Cities.
Some two months later, the COVID pandemic hit, and the City of Miami swiftly and sadly became a hot
spot in the State of Florida, struggling with escalating COVID-10 positivity rates, hospitals nearing capacity,
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an emergency declaration, shelter in place order, and city-wide curfew. Miami's service industry, closely
tied to year-round tourism, was hit hard. In light of layoffs and job losses, City administrators had to
quickly pivot their attention to COVID relief programs, extending small business owners aid to stay afloat,
and rolling out the City's first emergency rental assistance program in May of 2020, to help its lowest
income residents (60% AMI and below) stay housed. A second rental assistance program rolled out on
March 29, 2021, taking in some 2,800 applications in one month from households impacted by COVID
who were 80% Area Median Income or below. A subsequent workshop related to the draft plan was held
several months later (in October 2020) with multiple guest speakers from the local development industry
providing additional feedback on the draft plan. How this evolves is left to be seen.
In the Fall of 2020, in light of the local economic fallout from COVID-19, especially to low-income
households, and in consideration of the City's substantially lower average incomes when compared to
that of the overall County's (as per US Census estimates), the City Commission passed a resolution to
modify the maximum Area Median Income for workforce housing in the City of Miami Zoning code. In the
latter, workforce had originally been defined as between 60% AMI and 140% AMI, but the resolution
lowered that bracket from 60% AMI to 100% AMI, as tied to the City's public benefits program.
Commissioners wanted to ensure that developers building workforce housing, and seeking incentives
from the City towards that, were in fact leasing their units to constituents with lower incomes.
In March of 2020, Miami City Commission approved the Wynwood Norte Neighborhood Revitalization
District, a zoning overlay that many area residents believe will protect the community's unique character
and improve the area's housing stock. The new zoning overlay provides developers with greater capacity
to build on the defined area if they provide new affordable housing and help pay for community
enhancements, such as new street lighting, trees and sidewalks. It will also allow Miami -Dade County's
housing agency, which owns several parcels there, the ability to add more affordable and workforce
housing.
Discussion
The HCD plans to continue its longstanding relationship with Housing Opportunities Project for Excellence
(HOPE) Inc., our local Fair Housing Center (FHIP), given the latter's ability to monitor and respond to the
different faces of discrimination especially in light of potential issues related to predatory
lending/refinancing. As required, HOPE assists the HCD and City in testing for fair housing law violations,
pursuing enforcement of meritorious claims, and conducting fair housing education and outreach. Their
insight into fair housing matters is crucial in the HCD's efforts to affirmatively further fair housing.
AP-85 Other Actions — 91.220(k)
The following introduces other actions/strategies the City of Miami will implement, whenever possible, in
2021 to,
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• Meet underserved needs;
• Foster and maintain affordable housing;
• Reduce lead -based paint hazards;
• Reduce the number of poverty -level families;
• Enhance coordination between public and private housing and social service agencies.
Actions planned to address obstacles to meeting underserved needs
The City of Miami, through the Action Plan, petitions for federal funds to assist the needs of residents that
have traditionally been underserved by existing local social service programs. The activities funded are
carefully designed to provide appropriate and needed services, particularly to those that may not be
eligible for assistance from other local sources, those that are geographically isolated by lack of
transportation, and those that lack basic amenities in their neighborhoods. As an example, for senior
citizens and homebound frail elderly persons, physically and developmentally disabled persons, and
infants and youth.
The three most widely spoken languages in the City are English, Spanish, and Creole. HCD ensures that
marketing materials for HUD -funded programs are available in languages specific to the populations
seeking information. Staff members can provide in -person translation, as requested. The City has a
contract with translators and interpreters to provide this service, as needed at its public meetings. The
City's website is ADA accessible.
Actions planned to foster and maintain affordable housing
Efforts planned to foster and maintain affordable housing include: continue to implement neighborhood
revitalization via the Neighborhood Development Zone (NDZ) concept which encourages public and
private development (Miami's NDZs are explained in SP-10); support mixed use and mixed income
development throughout the City; make efforts to assist existing homeowners bring their units into safe
and sanitary conditions; make HOME funds available towards new construction and rehabilitation of
multi -family structures; continue providing rental subsidies to over 1,000 families on a yearly basis,
etc. With Miami residents voting to fund $400 million in spending to help counter against the effects of
sea level rising and lack of affordable housing, residents made a conscious choice to tax themselves to
preserve and ameliorate the current affordable housing stock left in the City. It is estimated that
approximately $100 million will be earmarked toward affordable housing projects, $78 million for parks
and cultural facilities, $23 million for road improvements and $7 million for public safety.
As homeowners in the State of Florida and Miami grapple with rising property insurance costs, annual
flooding in low-level areas, and tropical storms or hurricanes, preserving homeownership in the City is
more important than ever. Longtime homeowners, many of whom are seniors on fixed retirement
incomes, often cannot afford to make costly repairs to their home. To that end, the City Commission
approved a bond -funded Homeownership Preservation Program (HPP), which HCD staff is administering.
This program provides up to $70,000 in rehabilitation assistance (based on the needs of the given
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property) to qualified City homeowners to fund exterior repairs consisting of repair or replacement of
roofs, replacement of windows or doors and/or installation of hurricane shutters, necessary to bring the
home to decent and safe conditions, and to reinforce the property's exterior to better withstand natural
weather occurrences while maximizing the home's energy efficiency. An advertised application/lottery
process was held to establish an order for processing applicants and inspections of the properties began
in early 2022. It is expected that the HPP will be able to assist some 30 homeowners.
Actions planned to reduce lead -based paint hazards
In 1978, the use of lead -based paint was declared hazardous and prohibited in residential housing. Due to
the proportion of pre-1978 housing units within the Miami City limits, the City is required to comment on
efforts to identify housing units in which lead may be present and to remove this hazard. Lead is a
particular concern in units where children reside. HUD regulations have been unified and now require that
lead -based paint inspections be expanded. The reduction of elevated lead blood levels ("EBL") in children
is a top priority for HUD. The City of Miami requires that inspections be conducted on all general housing
rehabilitation projects involving construction dating prior to 1978. Asbestos assessment and lead -based
paint reports are generated from the inspections to identify the presence and location of hazards. The
City requires that certified lead -based paint contractors perform the work on housing projects where
hazards have been identified, to ensure that safe work practices are followed as implemented by Florida
OSHA.
In addition, the City distributes an informational brochure to contractors and citizens regarding the use of
Federal housing monies to abate lead -based paint hazards. The following procedure will be enforced for
all housing units assisted by the City. All housing units are inspected for Housing Quality Standards ("HQS")
before housing assistance is provided, regardless of the age of construction or the age of the prospective
tenants. The City's HQS inspection includes a check for signs of lead -based paint and dust hazards
(chipping, peeling and scaling of paint) as required under HUD lead -based paint regulations. Properties
identified as having potential lead -based paint and dust hazards are reported and hazards are abated.
Finally, the City provides a written notice regarding the hazards of lead -based paint to each family or
applicant who is receiving housing assistance for units built before 1978. The notice must be signed by
the applicant and maintained in the applicant's file to ensure awareness of the potential hazard. The City
does not limit the inspections, abatement, or notices to families with children under age 6.
Actions planned to reduce the number of poverty -level families
As part of the City's Pathway to Prosperity, as outlined in its last Strategic Plan, the City aims to, amongst
several goals, position all residents for success by providing access to critical services, and to maintain and
grow a diverse and inclusive economy that connects at -risk population to opportunities for advancement.
Reducing the number of poverty level families requires multiple ways of supporting human development
and economic development activities that facilitate the creation and retention of employment
opportunities allowing extremely low- and very low-income residents to move toward self-sufficiency.
The City also works to develop the infrastructure support to assist economic development projects that
compliment workforce enhancement.
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The Mayor's Office works via the Venture Miami initiative, to support integration and collaboration with
Miami's tech community, assisting companies interested in relocating to the City thereby providing new
jobs to residents.
The City's Office of Human Services operates an Opportunity Center to connect job seekers with local job
opportunities and employment resources through a free hiring platform. The Department also oversees
three licensed Child Care Centers where it provides day care services to low-income residents at a
reasonable cost, Monday through Friday, year-round, for children up to five years of age. The three
locations offer state approved curriculum. This Department also offers free tax preparation services at
multiple neighborhood locations to qualifying residents (based on annual salary). All sites are able to
provide electronic filing. Preparers also check to see if the resident qualifies for the Earned Income Tax
Credit.
Since July 2021, HCD has been actively working the US Treasury funded Emergency Rental Assistance (ERA)
program. With two allocations (ERA1 and ERA2) amounting to approximately $26.5 million dollars
combined, as of June 1, 2022, the City has been able to help some 2,900 low-income households who
were financially affected due to, or during COVID, remain housed by providing assistance towards rental
arrears, and passed due utilities, plus three months forward rent based on need. HCD anticipates this
program will wrap up later this summer once current funds are exhausted.
The HCD is also rolling out a City -funded senior rental assistance program, after it was put on hold in early
2020 due to COVID quarantines and protocols. As approved by the City Commission, this program assists
low-income seniors (40% AMI or below) on fixed incomes who reside in assisted housing (subsidized) with
up to $1,200 in rental assistance, annually. The assistance is provided to the senior's landlord and helps
offset the cost of rising rents and relatively stable social security benefits.
Actions planned to develop institutional structure
The City works at developing its institutional structure by consistently considering and proposing
legislation that can lead to affordable housing creation or preservation. The City addresses the equitable
use of available public land and has made several in -fill properties available for the purpose of building
affordable homes. The City's leaders have also recently purchased several parcels with plans to develop
these as affordable housing. Miami 21 (City's Zoning Code) provides incentives to developers who provide
affordable housing units. Through its Housing Commercial Loan Committee (HCLC)/Affordable Housing
Advisory Board (AHAB), the City also works with dedicated professionals who meet regularly to address
barriers to affordable housing and to make funding decisions.
Actions planned to enhance coordination between public and private housing and social
service agencies
The City, and HCD administrators, participates in a number of boards and committees to be able to confer
with other community stakeholders to properly assess some of the needs of our economically
disadvantaged populations, and respond accordingly. This communication allows all local entities to
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better deploy their respective funds to aide those most vulnerable in the community, and to identify any
gaps that could be filled. These Boards and Committees include:
■ the Miami -Dade Homeless Trust Board,
■ the Miami -Dade HIV/AIDS Partnership Housing Committee,
■ the Greater Miami Chamber of Commerce's Housing Solutions Task Force, .
■ HAND Partner Meetings on an as -needed basis, to address homeless prevention and rapid re-
housing cases/funds, County -wide
■ the County -wide Eviction Task Force, comprised of area non -profits and community -based
organizations and other participating jurisdictions in the County to remain informed on new
program launches, and available resources, including Emergency Rental Assistance Programs and
business assistance programs across the County
■ the City Affordable Homeownership Loan Program Task Force comprised of leaders from six City
Departments and another five members with backgrounds and experience in community
reinvestment banking, affordable housing mortgage financing, affordable housing building and
construction, community affordable housing credit and budget educational services for residents
to become qualified homeowners. This Task Force was created by the Commission in late 2019
(R-19-0508) with the goals of (1) to encouraging a diverse and vibrant population; (2) assisting
low to moderate income residents to achieve the goals of homeownership and stability in their
living spaces; (3) and to leverage the City's ability to borrow, procure, and receive a wide variety
of external and internal funding sources, procurements, allocations, loans, and grants to develop
the Program.
Meetings are attended by public and private partners which allow for better coordination and cooperation
in finding common ground and an opportunity for collaboration to bring the necessary services to
community and avoid overlap. The HCD continues to work to enhance the programs and services it already
provides to many of its residents and promotes cooperation among industry leaders from both public and
private agencies.
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Program Specific Requirements
AP-90 Program Specific Requirements — 91.220(I)(1,2,4)
Introduction:
The following addresses the program specific requirements for the Annual Action Plan. It includes
information regarding the Community Development Block Grant (CDBG), HOME Investment Partnership
Program, and Emergency Solutions Grant (ESG).
Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(I)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in the
Projects Table. The following identifies program income that is available for use that is included in
projects to be carried out.
1. The total amount of program income that will have been received before the start of
the next program year and that has not yet been reprogrammed
0
2. The amount of proceeds from section 108 loan guarantees that will be used during the
year to address the priority needs and specific objectives identified in the grantee's
strategic plan.
0
3. The amount of surplus funds from urban renewal settlements
0
4. The amount of any grant funds returned to the line of credit for which the planned use
has not been included in a prior statement or plan
0
5. The amount of income from float -funded activities
0
Total Program Income:
0
Other CDBG Requirements
1. The amount of urgent need activities
0
2. The estimated percentage of CDBG funds that will be used for activities that benefit
persons of low and moderate income. Overall Benefit - A consecutive period of one, two
or three years may be used to determine that a minimum overall benefit of 70% of CDBG
funds is used to benefit persons of low and moderate income. Specify the years covered
that include this Annual Action Plan.
70.00%
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51
HOME Investment Partnership Program (HOME)
Reference 24 CFR 91.220(I)(2)
1. A description of other forms of investment being used beyond those identified in Section 92.205 is
as follows:
The HCD will also utilize State Housing Initiative Program (SHIP) funds from the State of Florida,
Affordable Housing Trust funds (AHTF), and; the Miami Forever General Obligation Bond (GOB). The
City may use SHIP and/or GOB funds as a local match to leverage additional HOME monies. The City
also may use SHIP funds for all of its single-family home programs (down payment assistance,
emergency rehabilitation/replacement). The AHTF collects financial contributions from private
developers who desire to take advantage of various incentives allowed in the City's Zoning Code.
Housing programs include: assistance to for -profit and not -for -profit developers for homeownership
or rental developments, existing homeowners, and first-time homebuyers. All AHTF funding must be
approved by the City's Housing and Commercial Loan Committee and/or City of Miami Commission.
The Miami Forever Bond, voted on and approved by City residents, is a $400M general obligation
bond that will fund projects that protect property from sea level rise and flooding, increase affordable
housing, improve parks and cultural facilities, improve roadways and enhance public safety. Out of
the $400M, $100M is for affordable housing and economic development activities. The City has issued
a request for applications for multi -family affordable housing developments, where bond funding can
potentially be used.
2. A description of the guidelines that will be used for resale or recapture of HOME funds when used
for homebuyer activities as required in 92.254, is as follows:
If the owner sells and/ or transfer the house before the end of the end of the HOME affordability
period, the City of Miami shall apply the RECAPTURE provision of 92.254.
a. If the property is sold prior to the maturity of the HOME affordability period, the City shall recoup
all or a portion of the HOME assistance to the homebuyer.
b. For any 'early' sale or transfer, the City shall share in any 'gain' realized, based on its pro -rated
share of participation in the original purchase. Furthermore, if the sale occurs within the first 3
years, the City shall keep 100% of its pro -rated share of the 'gain', from year 3 up to year 20, the
City's share of its pro -rated 'gain' shall decrease by 5% every year, while in turn, the owner's share
shall increase by 5% each year. At year 20 up to the City's loan maturity, the owner shall retain
100% of the City's 'gain'.
c. This above share gain proposal terminates in the event of a foreclosure, with the lender required
to provide the City the right of first refusal to purchase the loan at a negotiated price. In the event
of a foreclosure, the City will recapture any amount of net proceeds available from the sale of the
property. In the case of refinances, the City Manager or his designee will determine the amount
that has to be paid back based on the funding source.
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3. A description of the guidelines for resale or recapture that ensures the affordability of units
acquired with HOME funds? See 24 CFR 92.254(a)(4) are as follows:
Multifamily Rental projects which have been funded by the City will be monitored according
to established procedures during the affordability period and as stated in the Rent Regulatory
Agreement (Agreement) signed with the City of Miami. The duration of the affordability period will
depend on the total City funding in the project. The Income and Rent monitoring (tenant eligibility)
will be based on annual Adjusted Rent and Income Limits as published by U.S. HUD. The monitoring
will include confirmation of tenant eligibility and rent structure for the initial lease -up which will be
held at the time of the construction close out process. In addition, an annual tenant eligibility
monitoring will begin with the first anniversary of the project's Certificate of Occupancy, and as close
as possible to the project's anniversary during each following year for the entire term of the
affordability. This monitoring will be conducted separately from any property inspections. During the
on -site file review, the documentation of a sample of 10% or more of Tenants is analyzed to confirm
compliance with all HOME regulations. Upon completion of this review, an exit interview is conducted
with the developer/property manager to discuss results. If in non-compliance, potential remedies are
discussed to be considered in the Corrective Action Plan (CAP) with specific due dates established for
the corrections. If in compliance, the project is certified in compliance for a year.
4. Plans for using HOME funds to refinance existing debt secured by multifamily housing that is
rehabilitated with HOME funds along with a description of the refinancing guidelines required that
will be used under 24 CFR 92.206(b), are as follows:
We do not plan for this, and so we do not have guidelines for any such program.
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Emergency Solutions Grant (ESG)
Reference 91.220(I)(4)
1. Include written standards for providing ESG assistance (may include as attachment)
This is provided as an attachment to address rapid re -housing and homeless prevention activities.
2. If the Continuum of Care has established centralized or coordinated assessment system that meets
HUD requirements, describe that centralized or coordinated assessment system.
The Continuum of Care (CoC) program Interim Rule at 24 CFR 578.7(a)(8) requires that a CoC
establishes a Centralized or Coordinated Assessment System. The purpose of the Coordinated Entry
(CE) is to improve the service delivery for individuals and families experiencing homelessness and
increases the efficiency of the homeless response system by simplifying access to housing and services
for people experiencing homelessness.
The Miami -Dade Homeless Trust (MDHT) is responsible for the oversight of the CE. The CE has been
designed and implemented over time through the work of the Homeless Trust Board, its Services
Development Committee and workgroups comprised of CoC stakeholders. An annual review is
conducted to ensure that the CE's is functioning correctly and effectively.
The CE is composed of CoC access points and four key elements:
■ Assessment of Need.
■ Identification of Housing Intervention.
■ Prioritization for Assistance, and.
■ Referral
Possible CE outcomes for persons seeking assistance are:
■ Homeless Prevention assistance.
■ Diversion from the CoC.
■ Emergency Shelter.
■ Transitional Housing or Safe Haven.
■ Rapid Re -Housing through short-term housing assistance.
■ Placement into Permanent Supportive Housing (PSH)
The CE provides households experiencing homelessness access to services from multiple locations to
ensure a fair and consistent process is applied across the continuum. Entry into the system may be
initiated in person, at a program access point, through the CoC helpline, or street outreach teams.
1) Helpline - The CoC offers a toll -free helpline. The CoC Helpline is staffed by the Street Outreach
(SO) Program. Helpline staff initiate collection of data for the individual or family's HMIS Uniform
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Data Elements record (UDE) over the phone and dispatch SO teams to verify homelessness and
complete UDEs, housing and vulnerability assessments for unsheltered persons
2) Street Outreach - The Coordinated Entry process is linked to street outreach efforts so that people
sleeping on the streets are prioritized for assistance in the same manner as any other person
assessed through the Coordinated Entry process.
3) CoC Shelters - The CoC provides dedicated CE access points for homeless youth and individuals
and families who are fleeing, or attempting to flee, domestic violence, dating violence, sexual
assault, or stalking.
4) Child welfare system - Child welfare agencies serve as an access point for youth exiting foster care.
5) Homeless Youth Access Points - Youth access points are organizations whose primary mission is
to provide direct services to unaccompanied or parenting youth who are 24 years old or younger.
6) Victims of Domestic Violence Access Points - DV access points are organizations whose primary
mission is to provide direct services to those fleeing DV, including human trafficking. These access
points use common assessment tools to assess for needs at intake.
Upon accessing the CE, the individual or family household will be screened to determine if homeless
prevention assistance or diversion from the CoC is most appropriate. If it is determined that the
individual or family person cannot be assisted with homeless prevention or diversion, the household
will be assessed using a standardized tool to quickly identify an appropriate housing intervention and
establish prioritization. Furthermore, assessment is a continuing process through CE and referral to
build an accurate and concise picture of the person's needs and preferences to connect them with an
appropriate intervention.
To ensure that the Process is effective and manageable for homeless and at -risk households and for
the housing and service providers tasked with meeting their needs, the CoC anticipates adjustments
to the processes described herein. The Coordinated Entry Process will be periodically evaluated, but
not less than quarterly. The evaluation will include both provider and client feedback regarding the
quality and effectiveness of the entire coordinated entry experience for both participating projects
and households.
3. Identify the process for making sub -awards and describe how the ESG allocation available to private
nonprofit organizations (including community and faith -based organizations).
The City has historically awarded the bulk of its ESG funding to the Miami Homeless Assistance
Program (MHAP), a City unit that has handled homeless street outreach since 1991. MHAP's staff --
many of whom are formerly homeless - provide outreach, assessment, placement, information,
referral and transportation services to homeless individuals and families. They also receive funding
from other sources and are an actively engaged participant in the local CoC, utilize the Homeless
Trust's master Homeless Verification Form, report all necessary data in HMIS, and participate in the
bi-annual Point -in -Time (PIT) counts of homeless persons, County -wide. Currently, 60% of the ESG
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allocation (the maximum allowable) is awarded to MHAP given the continued trend of unsheltered
homeless persons who live on City of Miami streets.
4. If the jurisdiction is unable to meet the homeless participation requirement in 24 CFR
576.405(a), the jurisdiction must specify its plan for reaching out to and consulting with
homeless or formerly homeless individuals in considering policies and funding decisions
regarding facilities and services funded under ESG.
Of the 27-members serving on the Board of the Trust, three are formerly homeless persons. Aside,
from this the HCD invited all CoC agencies via e-mail to its public hearings and notified the Homeless
Trust of this Annual Action Plan, as well as providing specific sections of the AP addressing homeless -
related issues and activities to them for their review.
5. Describe performance standards for evaluating ESG.
As part of the CoC, the City of Miami allocate ESG resources to activities that directly and strategically
support the objectives of the Miami -Dade Homeless Trust. Currently, the City of Miami dedicates
approximately 60 percent of its ESG funding toward Street Outreach and approximately 32.5 percent
of toward Rapid Re -Housing and Homeless Prevention activities.
The City of Miami's Homeless Assistance Program (MHAP) provides homeless individuals assistance
by placing them into appropriate housing and/or shelter. MHAP provides outreach, assessment,
placement, information, referral and transportation services to homeless individuals and their
families. The HCD assesses street outreach efforts by monitoring its agreement with MHAP. In
addition, MHAP is required to submit monthly reimbursement requests with back up documentation
detailing the number of homeless individuals they assisted for that reimbursement period.
All ESG-funded providers utilize HMIS to enter all client -related service information which is then
reported to HUD at the end of the fiscal year via the SAGE HMIS Reporting Repository system as part
of the Consolidated Annual Performance and Evaluation Report (CAPER).
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Attachments
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April 25, 2022, Public Hearing
Location: City Commission Chambers
Note: An overall summary of comments/questions received during this hearing are enumerated below and
bolded. This is not a word-for-word transcription. Responses/answers provide by Dept. representative are
italicized.
1. Ana Rolo — Centro Mater Childcare Center — The center has been representing this community for the
last 54 years and we have always counted with the support of the City of Miami and the CDBG program
subsidizes scholarships for 100 low-income children and these families count on this help in order to
attain secure jobs and provide for their families. Now more than ever we continue to support the
neediest families in our community and we urge you to continue funding us. Children are the future of
this City.
2. Miriam Urra — Allpattah Community Action, Inc. (ACAI) — Allapattah Community Action, Inc. is a private
not for profit organization 501(c)(3), chartered by the State of Florida in May of 1978 to provide services
to the needy residents of the City of Miami within the Allapattah District. Through its combined funding
and small, very capable, professional staff ACAI serves 2 of the neediest populations in the community
that are the most vulnerable, the elderly and the children. The elderly is serviced in a congregate setting
at our center and through our home delivery system we also serve homebound clients. Due to the
quality of the service and care we have provided during the last 40 years, we have been able to obtain
and maintain the necessary funds from our various funding sources to continue serving the needy
elderly and children of our community. The ability to meet our goals and outcomes for our funding
services yearly has us to develop a track record in the community and to be know as one of the first
experienced agencies providing quality services to the community within District 1 of the City of Miami.
This is ACAI's mission, to help the most vulnerable and by doing so improve the community we serve.
We want to take the opportunity to appreciate Community Development and all the commissioners for
the previous support throughout the years and specially we want to express our gratitude to
commissioner Alex Diaz de la Portilla for all his support and efforts to maintain funding for our agency
so we can continue providing these much needed services to our low income seniors.
May 11, 2022, Public Hearing
Location: Little Haiti Cultural Center, HEAT Room
Note: An overall summary of comments/questions received during this hearing are enumerated below and
bolded. This is not a word-for-word transcription. Responses/answers provide by Dept. representative are
italicized.
1. Renita Holmes — Holmes Business & Property Services.
How is the process? Are these funds all under the requirement under competitiveness? These programs
are generally for services to be provided in any neighborhood of the City of Miami. Most likely, the
competitive process will be via a Request for Proposal to be issued in Jan./Feb. 2023. We advertise the
availability of the funds and the programs you can apply for. You go to Zoom Grants, provide the
documents you need to provide. The process has a closing date and the computerized system shuts down.
We review all applications received, and those that meet the minimum criteria via a point scale, will be
placed on a master list. That list is provided to the City of Miami Commission (five Districts) for their
review, as each District has its own priorities. The applications are divided into categories (public service,
economic development, housing, and/or public facilities & improvements). The main problem is the lack of
funding. We can only dedicate 15 percent of the CDBG to public services for the entire City. So, if we
receive an average of $5 million dollars a year, then the average for CDBG is $750,000 for the entire City.
Does that include the City's Administration? The latter is not pulled from that 15%.
What about the other 85% of funding — is administration pulled from there? We take the percentage
that is allowed by regulation, which is 20%. The rest of the funding can go to public facilities, economic
development, and (affordable) housing. The funding is distributed to Districts based on a similar formula
to that which HUD uses to allocate funding, which considers poverty levels and overcrowding.
2. Executive Director of The Alternative Programs — My question is on the recapturing of CDBG dollars, i.e.
the Housing & Commercial Loan Committee. What happens to those recaptured dollars? The HCLC
under their purview can recapture federal dollars (non -performing projects).
Why does your handout does not create a line item for recaptured funds? The rollover dollars will be
noted in the final Action Plan which will be issued soon. Roll over of $9 million in reserves were noted in
the 2020 CAPER.
Why is the CDBG line item in your handout so much lower? Most CDBG dollars do not go through the
HCLC. Because of regulations, there are few projects/programs that can be allocated for housing
construction.
Our agency has serviced some 1,400 City residents in the past two years. Our non-profit had a project
that did not work out, and they collected $200,000 to get rid of a covenant from a small non-profit like
ours and we want to know where the money is going. The HCLC made us pay that to get rid of a
covenant that was no longer enforceable. I want to know where that money goes. Those CDBG dollars in
your scenario will go back to the CDBG pot.
Why isn't that surplus listed in the Action Plan? The Action Plan does indicate the surplus. We have not
yet drafted the Action Plan. These meetings are held to gather input towards the preparation of that
document. HUD has not yet notified how much money they will give us for our projects. The handout in
this meeting is based on the numbers that we have historically received, so this handout is a forecast. As of
today, they have not told us (City) how much money they will be giving us. It is an entitlement, and we
have to provide an application addressing how we plan to implement that entitlement (funds).
For the record, I would like to know how the HCLC funds are recaptured and how they have been used
for the past ten years. You have to put together a public records request. 1 do not have that information
accessible at this time. Any money that is rolled over/recaptured, is invested back in the programs. The
monies are returned to the federal "bank." Public Service funding goes out first, because the agencies
offering those services need to continue to provide services at the start of the fiscal year (Oct. 1).
3. Renita Holmes - Holmes Business & Property Services — Is it required that it be Sunshine'd (public
notice) and reported transparently [the recaptured funding]? If I'm going to make a comment, I need to
have a full report that includes the $9 million and why we haven't utilized it? If it is still CDBG
[recaptured funds], shouldn't that amount be added into your listing?
No response was provided as this was addressed earlier.
pg. 2
4. Grady Muhammad - Real Estate Leasing — Question is on Economic Development, direct assistance to
businesses, not technical. Businesses in Liberty City need assistance. In Overtown, they have funds to
give to businesses via the CRA. In Little Haiti, they also have money to give from the Magic City
Innovation District. So the question is what funding has Community Development been given to direct
business assistance, in any of those communities, and specifically to Model City?
I want to advocate for direct assistance to businesses — not a loan, but a grant. Are we going to create a
grant program to assist small businesses, City-wide? As part of public participation, we should be
advocating for what we want. One of the problems that I have is the fact that the City forgave a portion
of the Sec. 108 loan to Jungle Island. This loan was given in 1997 and ownership has changed over the
years. When those funds are lost, people suffer. We've provided close to $4.25 million of assistance to
businesses in the past year or so. There are different types of business programs that have been addressed
via this funding. Anything and everything that we do, we have to follow what the federal government says.
My comment would be to advocate for a direct small business grant program, not a loan that they can't
repay. We are the public and we should be requesting what WE need. Going forward, are we going to
create a program to assist small businesses, specifically Model City/Liberty City. We did have during
COVID assistance programs going directly to businesses. Anything we do, must follow what the federal
government says. If they say that in order to provide a business assistance that the business must
create/retain a job, then there is nothing we (Dept.) can do. We also had the micro -enterprise program
where the owner must be a payroll employee of the business, and a low-income person. Even after
promoting, we only had four people apply to that program.
What was the process to apply for that? How was it advertised? What was the outreach to the
businesses? The Application period for the CDBG-CV funded micro business assistance program ran from
July 7, 2021 through November 1, 2021 and was named, the Business Continuity Micro -Enterprise
Assistance 11 (BCMEP) 2021. The program was NOT open to businesses previously assisted by the City.
Certificate of Use and Business Tax Receipt were required and owner MUST have been a 1040 employee of
the business, of 5 employees or less. A social media campaign was run via the City's Twitter/Facebook
accounts. A flyer was created (in English, Spanish and Creole) and distributed to all Dis. Offices,
neighborhood service center locations, non -profits who assist businesses, and the Downtown Development
Authority. The latter was also shared in the newsletters of City Commissioner Watson and County
Commissioner Hardemon. An e-flyer was sent to the businesses that had applied for first round of
assistance (in 2020) and could not be assisted due to deadlines. E-flyer was sent to all businesses with
current BTR, with list provided by Finance Dept. of 2,047 unique e-mail records. A press release was issued
by the City to local press and the general public who sign up for City -issued info (July 6, 2021).
The outreach was done.
5. Renita Holmes - The Coronavirus wiped out many businesses. Would it be feasible to see who has been
providing direct technical assistance to these businesses so that funds are implemented (not
recaptured)? We want to be competitive, and more opportunities to small organizations. Is there a
requirement to have monies (25%) from the County? No.
My comment is that we should look at the rules and processes of other Cities so that it can be
determined if the CDBG application being provided is sufficient and is comprehensive enough or is it
just a lot of recapturing. And as such, is more technical assistance needed.
6. Courtney Gillens, Miami -Dade County - I have worked in the County as a grants specialist and have
been to the Overtown CRA before for trainings and such, pre-COVID. I know that Commissioners
sometimes hold onto funds. What happens to recaptured dollars? My recommendation would be some
type of comprehensive report that identifies where funds are being recaptured from and where they
are being reallocated.
7. Faye Cochran, Curley's House — It is becoming more and more difficult to survive. We want to make
sure that there will continue to be funded.
8. Lavern Spicer, Curley's House, 6025 NW 6 Ct.— We don't play the zip code game. We help people. We
are in crisis mode in our community with many people in need, dealing with inflation. It is important for
organizations like ourselves to keep operating — we need additional funds to keep feeding the seniors in
our community. We give hot meals every day, even to homeless people across the street. For our
seniors, we ensure that they receive fresh vegetables that they cannot afford to buy. We educate them,
and teach them how to cook their food, and bring in doctors to talk to them about their medications.
9. Alexander Arguelles, Allapattah CDC — We provide support to the community and to the small
businesses in our area. We have businesses in our community for 15 years, and this is the first time they
find out about mom and pop. Is anything else planned for the future to assist small businesses like the
RISE Miami grants? We did not operate that program. However, economic development programs allow
for flexibility as 60-70% of CDBG dollars can be used for these activities. We encourage interested agencies
to apply for these activities (CDBG funding] towards Jan./Feb. of next year when we will open the process.
10. Helena Del Monte, Association for the Development of the Exceptional (ADE), 51 NE 79 St. — We have
been providing services for adults with autism and development disabilities for 40-some years. We have
received CDBG funding from the City and Metro level for several decades. Thank you to the Mayor and
the Commissioners for making the needs of adults with disabilities a priority. Our clients will need
services for as many days as they are on earth. We serve without thinking of color. We provide a full
curriculum of vocational/life skills based on the level of functioning that they have; and if possible, we
prepare them for employment. We are at a crossroads where Miami is being sold to the world and
nation as a mecca. Right now, I believe you should double up the inflation formula and it is getting
impossible to live here, so as the pockets of the privilege continue to grow, the pockets of poverty
shrink, but are there. What do we do about the human beings that we are trying to serve? What can we
do about getting an adjustment to the CDBG formula (15 to 25%), as this has been discussed before. We
have always supported this idea. We were one of the few cities in the country who went to Washington,
D.C., talked to US HUD, and we (as a City) pushed and promoted that idea but the forces behind it have
not moved forward with this idea.
As Miami continues to grow, this problem is only going to grow worse.
11. Elaine Black, Liberty City Trust (document attached) 4800 NW 12 Ave.— Our priorities are #1: affordable
housing. Many of the homes in our community need repairs and our over 50 years old and have been
damaged by hurricanes and need repairs. We need to continue to put funding into those rehabilitation
programs and asking for dollars to fund these programs. Many people are moving into our
neighborhoods who are not low income. Rents are escalating and many people can barely afford to stay
in their middle-class neighborhood. In addition, have we have developed affordable rental units, but
now renters are coming in who is making at the top of the 80% AMI level, and then you have a local
resident and whose income is lower, who have less money, and the latter candidate is being
overlooked. We are losing our rental units for our locals. The list of affordable rental buildings currently
that is put out, the majority of them do not have affordable rental units available when you call. We
need to create additional places for everyone in our community. Investors are coming in and buying
everything cash — and locals cannot compete. This is a policy issue. There need to be regulations in
place to create restrictions, no more cash buys, City residency requirements, in order to keep local
residents in our communities.
We always thought it would be about gentrification but it's not like that anymore. All of a sudden,
locals can't afford much of anything. Also, we need down payment assistance to create new property
owners. We need to encourage young people and low-income residents to stay. We need to address
the insurance issues. Why not create different tax rates for Floridians versus persons from out of state.
In order for us to maintain businesses here that are owned by residents, we are going to need business
assistance programs here and facade programs that help them, and maybe a program to address code
violations. We are submitting our list of concerns for the use of CDBG concerns for the upcoming fiscal
year.
12. Courtney Gillens, Miami -Dade County - HIV funds, County HIV coordinator — We wanted to be here to
rally around the HIV/AIDS community. The County creating a program for housing support. The County
is exploring developing something — like a financial literacy program or job assistance program for
persons with HIV.
13. Sandra Garcia, Carrfour Supportive Housing — We are here to address the HOPWA program. We
(Carrfour) provide permanent housing to homeless, but we have the component of HOPWA, we have
housing, but we need direct rental assistance in order to assist persons with AIDS. Housing is difficult to
find right now. We fund Harding Village and Little River Bend, with project -based assistance to help
operate those buildings. If you have other projects, where you are reserving units for HOPWA (eligible)
population, please apply in our next round of applications. We would be interested in that.
14. Vivian Perkins - Charles Hadley Neighborhood Association — We want the following to be attended to —
affordable housing. We are a neighborhood organization. We see the needs of the community. The
family home that I live in was built in 1932. Most of our children cannot afford to live here. Everything
is being bought out my big businesses. I would like to submit. It's a waste to watch millionaires get rich
off the poor. We are submitting a letter with our comments.
15. Maria Cecilia Oduber, CARE Resource — The City provides funding to us, to provide support to persons
with HIV/AIDS, in need on rent, utilities, etc. Please visit our building — we have resources, and we can
provide community support like security deposit and first month.
16. Elaine Black, Liberty City Trust - What do we do when persons are homeless? You need to refer them to
the Homeless Helpline at 1-877-994-4357.
TRUST
<,viIQlianriox: 7iu
Purpose: To testify on behalf of the Liberty City -
Department of Housing and Community Development
Five Year Consolidated Plan 2022-2023
The Liberty City Trust has reviewed the programs and we present the following:
Affordable Housing - Many homes in the community are in need of an upgrade. Many
of the houses are over 50 years old, have received hurricane damage, and need to be
repaired so as to maintain the housing stock.
Affordable Housing - Rehabilitation of Exisiting Units - Many of our residents are
older and younger residents need assistance finding affordable rentals. Funds need to
be allocated to assist current very low income residents tomaintain rental units. Houses
are being rented to individuals over 80% median income because of the increase in the
rental market in Miami.
Affordable Housing - Down Payment Assistance - Downpayment assistance need to
include the purchase of housing by our current residents in the community and they
need first time homebuyer assistance to allow them to remain in their community. Our
residents are being priced out because of the attractive location, i.e. downtown Miami,
high flood plan (the area does not flood) and the housing stock which has land around
it. Therefore, people with income above 80% median income are moving into the
community because it is cheaper than other areas in the City.
Commercial Facade/Code Enforcement - Assistance need to be given for commercial
facade and small businesses. Our small businesses are being attacked with graffiti and
are having to pay for removal. Others need to have facade improvements to provide a
more attractive appearance for the community. In addition, electric and plumbing
systems may need to be improved upon as a requirement to obtain certificate of use.
We are identifying businesses that can utilize such assistance.
El . ' e H. Blac President/CEO
cAP
CAaxtee 3tadleu Neuah vsnand aaooriation. 3114.
Purpose: To testify on behalf of the
Charles Hadley Neighborhood Association, Inc,.
Five Year Consolidated Plan 2022-2023
The Charles Hadley Park Neighborhood Association has reviewed the programs and we
present the following:
Affordable Housing - Many homes in the community are in need of an upgrade. Many
of the houses are over 50 years old, have received hurricane damage, and need to be
repaired so as to maintain the housing stock.
Affordable Housing - Rehabilitation of Exisiting Units - Many of our residents are
older and younger residents need assistance finding affordable rentals. Funds need to
be allocated to assist very low income current residents to maintain rental units.
Houses are being rented to individuals over 80% median income because of the increase
in the rental market in Miami.
Date: '71a7,P
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Members of the Congressional Black Caucus, with Rep. Sheila Jackson Lee, D-Tex., left, Rep. Joyce Beatty, D-Ohio,
center, and Rep. Maxine Waters, D-Calif., right, speak to reporters outside the Senate chamber on Thursday, just after
the vote to confirm Supreme Court nominee Ketanji Brown Jackson.
Senate Television via AP
Vice President Kamala Harris smiles after the Senate
confirmed Ketanji Brown Jackson to the Supreme Court.
City of Miami - Department of
Housing & Community Development
City of Miami to hold Public Hearings to discuss
priorities for the FY2022 Annual Action Plan
PUBLIC HEARINGS
residents are encouraged to participate in the Public Hearings (PH) being held at several
scuss community needs, as well as the activities to address those needs, as defined and
U.S. Department of Housing and Urban development (HUD). This includes Community
Block Grant (CDBG), HOME Investment Partnerships Program (HOME), Housing
for Persons with AIDS (HOPWA), and Emergency Solutions Grant (ESG) funds for the
Action Plan for Fiscal Year 2022, which runs from October 1, 2022, through September
se public hearings are designed to identify the needs of residents and establish priorities
nded activities. The dates, times and access links of these public hearings are as follows:
/ESG/HOPWA Public Hearings
nunity needs and establish priorities for following programs for FY2022 - Community
3lock Grant (CDBG), HOME Investment Partnership Program (HOME), Emergency Solutions
nd Housing Opportunities for Persons with AIDS (HOPWA).
April 25, 2022, at 5:00 PM
y Hall, City Commission Chambers - 3500 Pan American Drive, Miami, FL 33133
lay, May 11, 2022, at 5:00 PM
ti Cultural Center, Heat Room - 212-260 NE 59° Terrace, Miami, FL 33137
Public Hearing
ffected community needs and to establish priorities for the Housing Opportunities for
IDS (HOPWA) for FY2022
May 3, 2022, at 4:00 PM
n Main Library, Auditorium, 101 W. Flagler St., Miami, FL 33130
rmation regarding these public hearings including the PHs agenda and how to provide
nts prior to, or during either public hearing, please visit us at www.miamigov.com/HCDVPH.
noted will be recorded (audio). Staff from the City's Department of Housing & Community
HCD) will lead the meetings. Two or more Commissioners of the City, or members of their
id and participate at these Public Hearings.
with the Americans with Disabilities Act of 1990, persons needing special accommodations
in this proceeding may contact the Department of Housing & Community Development at
no later than three (3) business days prior to the proceeding. TTY users may call via
elay Service) no later than three (3) business days prior to the proceeding. Any inquiries
s meeting should be addressed to rtazoe@miamigov.com, 305-416-1984. (AD#31613)
divisions over President Joe
Biden's historic Supreme
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woman in the court's 233-
year history, the last day of
the process carried more
celebration than tension,
coming to a final vote not
with a bitter public fight but
a flourish.
The 53-47 tally was no
cliffhanger. Democrats had
the votes to confirm Jack-
son on their own with their
slim majority, boosted by
three Republican senators
— Susan Collins, Lisa Murk-
owski and Mitt Romney —
who crossed party lines.
Second Gentleman
Doug Emhoff watched
from the gallery as Harris,
his wife, presided over the
session, though her tie -
breaking vote would not be
needed.
A short delay emerged
when Republican Sen. Rand
Paul of Kentucky was late,
making him the last to vote
and slightly prolonging the
inevitable outcome.
"What a great day it is for
the United States of Amer-
ica," said Sen. Raphael
Warnock, the first Black
senator from Georgia, in a
speech before voting began.
Jackson's journey to this
moment "is a reflection of
our own journey" toward
the nation's ideals, the
senator said.
Harris, Warnock and Sen.
Cory Booker of New Jersey
all huddled near the dais.
She then reached into a
folder she had on her desk
and pulled out two pieces of
vice-presidential stationery
paper.
Harris handed one each
to Warnock and Booker.
The assignment for the only
two Black Democrats in the
Senate, she told them, was
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City of Miami — Department of Housing &
Community Development
City of Miami to hold Public Hearings to discuss priorities
for the FY2022 Annual Action Plan
PUBLIC HEARINGS
City of Miami residents are encouraged to participate in the Public Hearings (PH) being held at several locations to discuss community needs, as
well as the activities to address those needs, as defined and funded by the U.S. Department of Housing and Urban development (HUD). This
includes Community Development Block Grant (CDBG), HOME Investment Partnerships Program (HOME), Housing Opportunities for Persons with
AIDS (HOPWA), and Emergency Solutions Grant (ESG) funds for the City's Annual Action Plan for Fiscal Year 2022, which runs from October 1, 2022,
through September 30, 202. These public hearings are designed to identify the needs of residents and establish priorities for federally funded
activities. The dates, times and access links of these public hearings are as follows:
CDBG/HOME/ESG/HOPWA Public Hearings
Discuss community needs and establish priorities for following programs for FY2022 — Community Development Block Grant (CDBG), HOME
Investment Partnership Program (HOME), Emergency Solutions Grant (ESG) and Housing Opportunities for Persons with AIDS (HOPWA).
I. Monday, April 25, 2022, at 5:00 PM
City Commission Chambers - 3500 Pan American Drive, Miami, FL 33133
II. Wednesday, May 11, 2022, at 5:00 PM
Little Haiti Cultural Center, Heat Room — 212-260 NE 59th Terrace, Miami, FL 33137
HOPWA-Only Public Hearing
Discuss the affected community needs and to establish priorities for the Housing Opportunities for Persons with AIDS (HOPWA) for FY2022
III. Tuesday, May 3, 2022, at 4:00 PM
Downtown Main Library, Auditorium, 101 W. Flagler St., Miami, FL 33130
For more information regarding these public hearings including the PHs agenda and how to provide public comments prior to, or during either
public hearing, please visit us at www.miamigov.com/HCDVPH. These meetings will also be broadcast live for members of the public to view on a
computer screen via Microsoft Teams Live.
Staff from the City's Department of Housing & Community Development (HCD) will lead the meeting and will also appear remotely. Two or more
Commissioners of the City, or members of their staff, may attend and participate at these Public Hearings.
In accordance with the Americans with Disabilities Act of 1990, persons needing special accommodations to participate in this proceeding may
contact the Department of Housing & Community Development at 305-416-2080 no later than three (3) business days prior to the proceeding. TTY
users may call via 711 (Florida Relay Service) no later than three (3) business days prior to the proceeding. Any inquiries concerning this meeting
should be addressed to rtazoe@miamigov.com, 305-416-1984.
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Home M, Government / Departments / Housing &Community Development ! Housing & Community Development Pubh: Non.vs Public Notice - Annual
Action Plan FY2022 (Posted 04.11.2022)
Public Notice - Annual Action Plan FY2022 (Posted 04-11-2022)
City of Miami - Department of Housing 8 Community Developmeci
City of Miami to hold Public Hearings to discuss priorities
for the FY2022 Annual Action Plan
PUBLIC HEARINGS
City of Miami residents are encouraged to participate in the Public Hearings (PH) being held at several locations to discuss community needs, as well as the activities to
address those needs, as defined and funded by the U.S Department of Housing and Urban development (HUD) This includes Community Development Block Grant (CMG),
HOME investment Partnerships Program (HOME), Housing Opportunities for Persons with AIDS IHOPWAI, and Emergency Solutions Grant (E5G) funds for the City's Annual
Action Plan for Fiscal Year 2022, which runs from October I, 2022,1Mough September 30, 2023. These public hearings ate designed to identify the needs of residents and
establish priorities for federally funded acllvities. The dates, times and access links of these public hearings are as follows:
C000/NOM(IESOFHOPWA Public Hearings
Discuss community needs and establish prorbes for following programs for FY2022 - Community Development Block Grant (CDBG), HOME Investment Partnership Program
(HOME), Emergency Solutions Grant (ESGI and Housing Opportunities for Persons with AIDS (HOPWA),
1 Monday, Apra 25, 2022, al 5:00 PM
Mama Coy Hail. City Commission Chambers • 3500 Pan American Drive, Miami. FL 33133
2 Wednesday, May 11, 2022. at 5:00 PM
Little Haiti Cunural Center, Heal Room - 212.260 NE 59`e Terrace, Miami, FL 33137
NOPWA-Only Public Hearing
Discuss the affected communily needs and to establish priorities for the Housing Opportunities for Persons with AIDS (HOPWA) for FY2022
3 Tuesday, May 3, 2022, al 4:00 PM
Dowmown Main Library, Auditorium, 101 W. Flegler St., Miami. FL 33130
Fa more information regarding these public hearings including the PHs agenda and how to provide public comments prior lo. of during either public hearing, please visit us
at Amy rnlamigoscom,HCDVPH. The meetings noted will be recorded (audio). Staff from the CRys Department of Housing a Community Development (HCD) will lead the
meetings. Two or more Commissioners of the City, or members of then staff, may attend and participate at these Public Hearings.
In accordance with the Americans with Disabilities Act of 1990, persons needing special accommodations to participate in this proceeding may contact the Department of
Housing 8 Community Development a1305 416.2060 no later than three 13) business days poor to the proceeding. TTY users may call via 711 (Florida Relay Service) no
later than three (3) business days poor to the proceeding. Any inquiries concerning this meeting should be addressed to tlatoelamwmlggy,00ro, 305416-1984.
(ADr31613)
Contact Us
Dist 311 or 3054665900
Miami 0wrnde Comes (MRC)
4u SW 2nd Ave
Miwni,Fl,33190
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HCD Public Hearings
UtyGi Mae' - Depammeni of Housing and Comrreeiny Derelopment
Pialic *Mice oi d*ree upcoming Public Rearings ior
the L'Atf of Lt°:m" Action Plan Fi Fiscal Tee: 2022
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Online Comment Fans
Miami -Dade Homeless Continuum of Care
Rapid Re -Housing Standards of Care and Policies
Revised as of 7/30/21
TABLE OF CONTENTS
I. Purpose of CoC Rapid Re -Housing Programs
II. Rapid Re -Housing Screening, Prioritization Standards, HMIS Participation & Confidentiality
Provisions
III. Referral, Documentation and Assessment Requirements
IV. Terms of RRH Assistance
V. Housing Planning, Case Management and Services
VI. Program Rent Requirements
VII. Lease and Rental Agreement Requirements
VIII. RRH Inspection Requirements
IX. Acceptance, Denial or Termination of RRH Assistance
11.
PURPOSE OF CoC RAPID RE -HOUSING PROGRAMS
The Miami -Dade County Homeless Continuum of Care Rapid Re -Housing (RRH) Programs provide
financial assistance and services to help individuals and families who are experiencing homelessness
to be quickly re -housed and stabilized. Based on a determination of need, such assistance may be in
the form of move -in expenses, limited rental assistance, housing search and placement assistance, and
housing stability case management.
Such programs are operated by local community -based agencies and supported by multiple funding
sources. Access to Miami -Dade County's CoC Rapid Re -Housing (RRH) Programs is coordinated
through the Miami -Dade County Homeless Trust's Coordinated Entry System (CES) as described below.
The Standards of Care for the provision of RRH Programs funded by and/or through the Miami -Dade
County Homeless Trust (Homeless Trust), Miami -Dade Public Housing and Community Development
(PHCD) the City of Miami and the City of Hialeah are set forth below with the exception of SHIP and joint
component projects.
RAPID RE -HOUSING SCREENING, REFERRAL, HMIS PARTICIPATION AND
CONFIDENTIALITY PROVISIONS
Per HUD regulations (§ 578.23(c)(9) for CoC and § 576.400(d) for ESG) all CoC and ESG programs (except
victim services providers) are required to use the Homeless Management Information System (HMIS),
participate in (accept referrals from) coordinated entry, which utilizes standardized assessment,
prioritization, and referral processes for all people experiencing or at risk of homelessness within the CoC's
geographic boundaries.
A. Assessment
Homeless families and individuals seeking assistance will be assessed at Coordinated Entry access
points using universal assessment tools such as the HUD Universal Data Elements (UDEs) captured
Page 1 of 12
at program entry; VI-SPDAT, F-VI-SPDAT and TAY-VI-SPDAT vulnerability assessments; and
through customized CES assessments compiled by CoC access points. Information from the client
assessment will be used to prioritize households for available resources according to the prioritization
standards outlined in Section B, below.
B. Prioritization Standards
The CES utilizes a combination of data elements collected in HMIS to prioritize persons experiencing
homelessness for CoC assistance. Prioritization factors for Rapid Re -Housing, as outlined in the
CoC's approved Coordinated Entry Policies and Procedures document, are as follows:
Tier 1 includes:
1. People aged 65+
2. People with medical vulnerabilities
Tier 2 includes:
1. a. People experiencing chronic homelessness OR
1. b. Length of time homeless, cumulative over time is greater than 400 days OR
1. c. Current episode exceeds 300 days
1. d. Disabled Head of Household; coming from streets, shelter or Safe Haven with a current
homeless episode exceeding 180 days
2. People with high crisis system utilization (i.e. justice system or foster care)
3. VI-SPDAT score (greater than 4)
4. People fleeing DV, human or sex trafficking
5. People experiencing unsheltered homelessness
6. Youth/young adults age 18-24
7. Highly vulnerable families (VI-SPDAT score greater than 7)
To assist the CoC with appropriate referral matching, the ranking will also filter for data elements
such as disability, household type, chronic homelessness, veteran status and geographic area at
system entry.
C. Documentation Standards
RRH providers (except for Victim Service Providers) must use and maintain universal tools provided
in HMIS. HMIS Universal Data Elements are reviewed at intake or project entry, no less than annually,
and at program exit. Sometimes the outreach and emergency housing system will upload required
documents onto the document readiness section in the HMIS assessment titled coordinated entry
and local questions. If the RRH provider obtains required documents after accepting the client, they
must upload documents onto coordinated entry and local questions assessment, document
reediness section, in HMIS. The documents stored in the HMIS tool include: (1) Disability Verification,
(2) Identification for Head of Household and other adults, (3) Identification for Children, (4) Proof of
lawful presence and (5) Proof of Income. The RRH program, per the Trust's required documentation
checklist for permanent housing does not require disability verification or proof of lawful presence;
and the proof of income is not required at intake for RRH programs.
RRH providers must maintain the forms outlined below, in the participant's file. The Homeless Trust
has posted these required forms on its webpage: https://www.homelesstrust.org/homeless-
trust/providers/home.page.
1. At intake: RRH Application (Trust Form)
Page 2 of 12
2. Eligibility Determination documented by Trust RRH Referral based on local orders of priority
for referral.
3. Rent Reasonableness Checklist (Trust Form)
4. Habitability Standards Checklist (Trust Form)
5. HQS (Trust Form)
6. HQS long form (Trust Form)
7. Lease between Landlord and Participant
8. Landlord Participation Agreement (Trust Form)
9. Landlord -Tenant -Case Manager Communication Agreement (Trust Form)
10. Housing Stability Plan
During financial reevaluation of need (at least annually):
11. inancial Assessment of Need with income documentation (Trust Form). The Financial
Assessment of Need is not required at intake.
D. HMIS Participation and Confidentiality
All providers of RRH assistance, including non-CoC and ESG funded providers supported by and
through the Trust, must participate in the Miami -Dade County Homeless Trust HMIS under an HMIS
Participation Agreement and subject to the HMIS Standards, Policies and Procedures, to include
confidentiality policies.
REFERRAL, DOCUMENTATION AND ASSESSMENT REQUIREMENTS
A. Referral Process
Referrals to the CoC RRH Program, including ESG and other RRH sources funded by and through
the Trust, are made through the CoC CES and Homeless Trust Housing Coordinator. In the event
that an applicant resides in a CoC emergency or transitional program or is receiving services from
a street outreach team, the respective program assists the applicant in completing and submitting
the required documents for permanent housing. Otherwise, the CoC RRH Program will assist the
applicant in collecting required documentation.
B. Assessment for Level of RRH Assistance
1. Assessment of Housing Needs at Intake:
When unsheltered households are referred to ESG RRH and Emergency Shelter (ES) is not
available or the household refuses ES, the ESG sub -recipient may use ESG funding to pay for
hotel/motel, in accordance with waivers and alternative requirements outlined in CPD-20-081.
Hotel/motel is only permitted using ESG-CV funds and annual ESG funds from FY 2020 and
prior to prevent, prepare for and respond to coronavirus. Upon application, all households will
be provided sufficient rental assistance to ensure rent is paid until assessment of housing
assistance needed is completed. RRH programs must complete the Trust's Assessment of
Housing Needs Tool and develop a written Housing Stability Plan with the participant that
outlines the provision of future rent and support services. CoC and ESG RRH programs cannot
exceed 24 months of rental assistance during a three-year period, and case management
services can extend for 6 months after rental assistance is provided. ESG-CV RRH cannot
provide rental assistance beyond 12 months.
1 https://www.hud.gov/sites/dfiles/OCHCO/documents/20-08cpdn.pdf
Page 3 of 12
2. Regular Review of Housing Stability Plan:
The CoC must review of the participant's Housing Stability Plan with the participant at least
quarterly to evaluate the participant's progress toward achieving housing sustainability without
RRH rent assistance and amend plan goals, action steps and resource linkage if warranted.
Review of the housing stability plan should include a determination of the degree of continued
assistance required to avoid providing more resources than necessary to each household
assisted.
3. Financial Re -Evaluation of Need At Least Annually:
All RRH programs must assess participant income and conduct a re-evaluation of need for
assistance at least annually (Financial Assessment). Programs such as ESG which limit
eligibility for continued assistance on the basis of household income may not provide financial
assistance to households who exceed the regulatory requirements after a Financial Assessment
has been conducted.
4. Case Management and Housing Navigation:
Programs are required to provide an adequate level of mobile case management and housing
navigation services to ensure participants find housing quickly and are connected to resources
that promote housing stability.
5. Monitoring Need for PSH or Other Long -Term PH Support
RRH participants expected to need long-term rental assistance and services in order to
maintain housing stability based on initial and ongoing assessments should be monitored by
the CoC RRH provider - and bridged to PSH or other long-term housing and supports as
appropriate and available. Providers may complete an Move Up Assessment in HMIS after the
tenant has completed six months of RRH in order to bridge the client to other permanent
housing options.
TERMS OF RAPID RE -HOUSING ASSISTANCE
The following chart describes the Miami -Dade County CoC's general local standards for assistance
for CoC, ESG, and ESG funded through the CARES Act (ESG-CV) RRH programs. Please note that
some funding sources have additional limitations, requirements, expenditure deadlines, and other
rules. Providers are responsible for ensuring that they administer RRH assistance in accordance with
the regulations outlined by the funder.
For more information see:
ESG CV Notice: https://files.hudexchange.info/resources/documents/COVID-19-Homeless-
System-Response-ESG-CV-Notice-CPD-21-08-Summary.pdf
HUD CPD COVID Waivers:
https://www.hud.gov/program_offices/comm_planning/waivers_covid-19
A. Standards for Assistance
Rapid Re -Housing Programs
Hotel/Motel
Hotel/Motel may be provided to unsheltered households referred
to ESG RRH through the CES. Hotel/Motel is limited to
households when ES is not available or the household refuses
ES.
Income Limit
• There is no income limit at time of initial eligibility and
provision of rental assistance.
Page 4 of 12
• When formal Financial Assessment is conducted, household
must be at or below 30% AM I if their rental assistance is
funded by ESG to receive additional rent assistance.
• CoC-funded RRH has no income cap for continued
assistance following the Financial Assessment.
Additional Eligibility
Criteria and Triage
The goal of RRH is to provide the lowest effective level of assistance
(lightest touch) for the shortest duration necessary with the expectation
that the participant takes over full responsibility for gross rent when the
rental subsidy ends. Length of participation may vary based on the
level of need or barriers of each participant.
Upon referral for CoC RRH, applicants' housing needs will be assessed
to determine the length of rental assistance and level of housing
stabilization and relocation services. Until such housing need is
assessed, the participant must receive sufficient rent assistance to
ensure that their rent is paid. For ESG-CV the CoC is recommending
the financial assessment of need take place at 10 months of assistance.
Applicants determined to have needs for ongoing rental assistance and
services, will be monitored by the provider and CoC and referred to PSH
or other Tong -term supports as appropriate and available.
Form of assistance
available and maximum
period of assistance.
• Housing Stabilization and Relocation Services:
• Case Management and Housing Search
• Application Fees
• Security Deposits
• Moving Costs
• Utility Deposits
• Utility Assistance (ESG only)
• Rapid Re -Housing Rental Assistance:
Based on evaluation of need: CoC and ESG-funded rental
assistance can be extended as necessary beyond the initial period
of assistance, but no longer than 24 months. Rental assistance
funded by ESG-CV funds may not exceed 12 months.
COVID ESG-CV Notice allows "Program participants who receive
the maximum amount of ESG assistance (24 months within 3
years) between January 21, 2020 and March 1, 2021 may receive
an additional 6 months of rental assistance and services. "
• CoC Funds for Rent and Utilities in Arrears
Per a HUD COVID-19 Waiver in effect until June 30, 2021: CoC
Program funds may be used for up to 6 months of a program
participant's utility arrears and up to 6 months of a program
participant's rent arrears, when those arrears make it difficult to
obtain housing.
The percentage of rent
and utilities each
program participant
must pay toward rent.
Tenant contributions to rent should be based on the income and
circumstances of each household. When possible, providers should
work with tenants to use a declining subsidy, in which the tenant
gradually pays a higher percentage of the rent until they can pay the
full amount***. In the case of tenants expected to have needs for a
bridge to PSH or other housing options, because their household
Page 5 of 12
income is below or less than 120% of the contracted rent**,
providers may consider a consistent subsidy with a tenant portion
calculated based on income.
Example**
If the rental agreement is $1,200, the household income must be at
or below 120% or $1,440 to be considered for bridge housing.
Example***
Months 1 & 2: Client pays 0%; Program pays 100%
Month 2 financial assessment and written plan conducted
Month 3: Client pays 25%; Program pays 75%
Month 4 & 5: Client pays 50%; Program pays 50%
Month 6: Client pays 75%; Program pays 25%
** Unless tenant documentation (financial or issues identified
through Triage Tool) supports the program provides a larger % of
rent assistance, such as the difference between 30% of the tenant's
income and the rent amount, or provides additional months of rent
assistance using a declining subsidy.
*** For ESG-CV the CoC is recommending the financial assessment
of need take place at 10 months of assistance.
B. Standards for Re -Evaluation of Assistance
CoC and ESG-funded RRH program will not offer rent assistance beyond twenty-four months.*
However, in accordance with HUD regulations, CoC RRH providers must conduct a Financial
Assessment of Need, at least annually, of program participants receiving RRH assistance. To
continue to receive CoC RRH assistance, a program participant's re-evaluation must demonstrate
eligibility based on:
1. Lack of resources and support networks: The program participant's household must continue
to lack sufficient resources and support networks to retain housing without CoC program
assistance.
2. Need: The CoC Program recipient or sub -recipient must determine the amount and type of
assistance that the individual or family will need to (re)gain stability in permanent housing.
*Note: Rental assistance funded by ESG-CV may not exceed 12 months.
RAPID RE -HOUSING (RRH) HOUSING PLANNING, CASE MANAGEMENT AND
SERVICES
A. Housing Plan and Case Management Requirements
1. The objective of the RRH Program is to ensure that assisted households can maintain long-
term housing stability following the withdrawal of monetary assistance and services, or to
stabilize households experiencing homelessness and offer appropriate support until they can
bridge to PSH or other long-term supports.
2. A Housing Stability Plan (HSP) must developed no later than 21 days of the RRH referral;
the RRH provider will assist the participant in making an assessment of issues and barriers to
their own housing stability and assist the participant in developing their plan to achieve housing
Page 6 of 12
stability during the period of RRH assistance. CoC RRH programs must outline goals and
objectives to be performed, responsible parties, set target dates, review the plan at least
quarterly and have the participant and their case manager sign the plan and its revisions.
a. Housing stability planning must be conducted utilizing a client -centered approach.
b. The Housing Stability Plan must specify how the tenant will retain permanent housing and
assume responsibility for the full rent amount after RRH assistance ends. The plan must
take into account all relevant considerations, such as the program participant's current or
expected income and expenses; other public or private assistance for which the program
participant will be eligible and likely to receive, which may include bridge housing to PSH;
the relative affordability of available housing in the area and supportive services necessary
to overcome barriers to housing stability. The Plan must also assess the household's
budgeting skills and measures to improve such skills as necessary.
c. The RRH provider must assist the participant to develop a client -driven services plan and
connect the participant to appropriate supportive services including medical care, mental
health services, substance use treatment, counseling, employment, support for Activities
of Daily Living (ADLs), and any other services essential for achieving independent living;
as well as government and private benefits and financial assistance including, but not
limited to Medicaid; SNAP; WIC; unemployment; SSDI/SSI, Food Stamps.
3. Assigned Housing Navigators will assist households in locating rental properties that meet
FMR and rent reasonableness standards (as described in Article VI) and within the
household's current or projected budget. Households will be placed ideally within 45 calendar
days of referral.
4. Selection of a housing unit is based on participant's choice; however, the participant must
select and move into an HQS-approved unit within 45 calendar days of the date of Program's
written approval of assistance. Failure to do so may result in the withdrawal of the opportunity
for assistance.
5. At least once a month, case managers will document individualized follow-up with clients. Case
management is conducted, where no less than four follow-ups must be face-to-face home
visits or via phone/video when home visits are unsafe (i.e.: due to the COVID19 pandemic);
however, such visits may be made more frequently as needed, by tenant request or permission
to assist the household in making progress toward housing stability.
B. Time Limitations on Rent Assistance and Support Services
1. CoC & ESG-Funded RRH Rental Assistance
RRH rental assistance is based upon the needs of participants to reach stabilization. CoC and
ESG can provide rental assistance up to 24 months* within a three --year period. ESG CV -
funded rental assistance may not exceed 12 months. Financial re -assessment of need must
be conducted at least annually.
2. ESG-Funded RRH Services
ESG RRH-funded case management and supportive services may be provided up to 6 months
after RRH rental assistance is discontinued.
Page 7 of 12
C. Staff Competency
CoC RRH staff must have proper training as well as supervision necessary and appropriate to the
job function(s) with which the staff members are entrusted.
D. Non -Discrimination in Provision of Services
There shall be no discrimination on the basis of race, color, religion, ancestry, national
origin, sex, pregnancy, age, disability, familial status, actual or perceived marital status,
gender identity or gender expression, real or perceived sexual orientation, veteran status,
source of income or actual or perceived status as a victim of domestic violence, dating
violence, sexual assault or stalking against the applicant or participant and in the provision
of services to participants by participating CoC agencies. No religious practice or affiliation
requirement shall be imposed upon participants.
Providers shall demonstrate sensitivity to participants' primary language and cultural background.
Steps and Timeline for Referral to RRH
HT initiates referral and issues referral to provider
1 working day
Provider screens for eligibility and advises HT of referral
disposition. Accepted client entered into HMIS. Denied
clients also entered into HMIS as detailed in Rejection of
Referrals Policy.
7 working days
Housing Navigator assists client in identifying housing
Up to 20-30 working days
Rent Reasonableness Analysis conducted
2 working days
Housing Quality Standards (HQS) or ESG Minimum
Habitability Standards inspection is performed
2 working days
Provider secures lease, rental assistance agreement
AND CoC Landlord, Tenant and Case Manager
1 working day
Communication Agreement
Total # of Working Days
33-43
RRH PROGRAM RENT REQUIREMENTS
A. CoC Rent Limit
The gross rent for the assisted unit must be no greater than the Fair Market Rent (FMR) and
meet HUD's rent reasonableness standard. If the gross rent for the unit exceeds either the rent
reasonableness standard (see below) or FMR, the RRH provider is prohibited from using RRH
funds for any portion of the rent, even if the household is willing and/or able to pay the difference.
B. Determining Gross Rent
Page 8 of 12
Gross rent equals the sum of the (a) total monthly rent for the unit, including any fees required for
occupancy under the lease (other than late fees and pet fees) and (b) if the tenant pays separately
for utilities, the monthly allowance for utilities (excluding telephone) established by Miami -Dade
County Public Housing and Community Development (PHCD) for the area in which the housing is
located.
C. Fair Market Rent
RRH rental assistance may not be provided toward a unit unless its gross rent is at or below only
Fair Market Rent (FMR) applicable to assisted unit size.2 RRH providers must use the FM Rs
established by US HUD annually for Miami -Dade County.
D. Rent Reasonableness Standard
The gross rent must be reasonable compared to rent charged for comparable units in the same
market area. Comparison of the proposed rent must be based on location, quality, size, unit type,
age, amenities, housing services, maintenance and utilities that must be paid for by the tenant. The
proposed rent must be compared to at least two comparable units, neither of which is owned by
the same property owner as the unit for which assistance is requested. Rent comparison must
conform with HUD's Rent Comparison Worksheet. Providers are permitted to hire a third party to
perform rent reasonable analyses.
E. RRH Rent Assistance & Utilities
1. ESG Rent Assistance and Utilities:
The unit's gross rent must be at or below FMR and be reasonable to be assisted with ESG funds.
Once a unit is determined to meet the above requirements, the participant is assisted with the
asking rent, not the gross rent. In the event that the client cannot cover the cost of their actual
utilities, they may be assisted with ESG utility assistance, a separate ESG Housing Relocation
and Stabilization Services allowable activity. Taking into account the utility allowance is only for
the purpose determining whether the unit meets the FMR standard.
2. CoC Rent Assistance and Utilities
Per HUD Notice CPD-17-11, utilities that are not included in the CoC RRH participant's rent
may be paid using rental assistance funds (or non-CoC funds). RRH projects are not subject to
the occupancy charge and rent contribution requirements in 24 CFR 578.77. Instead, RRH
projects must follow the written policies and procedures established by the CoC, including
standards for determining what percentage or amount of rent each program participant must
pay while receiving rapid rehousing assistance (24 CFR 578.37(a)(1)(ii)(A)). This means that
CoCs have broad discretion over the amount of rental assistance that can be provided to a
program participant receiving RRH assistance.
For example, a CoC may design RRH rental assistance so that:
• each program participant pays a fixed percentage of income toward rent;
• each program participant pays a rent contribution based on an incremental, sliding
scale;
• each program participant pays a fixed amount or percent of the rent (e.g., $1000
per month or 50% of the monthly rent); or
2 ESG regulations require that rents meet HUD's rent reasonable standard and do not exceed FMRs whereas
CoC regulations require rent reasonableness, but do not limit rents to FMR. These RRH Standards of Care and
Policies establish local policy to also limit CoC RRH rental assistance utilizing FMRs.
Page 9 of 12
VII.
• each program participant pays a rent contribution that increases over time until the
program participant is paying 100% of the monthly rent.
However, the CoC interim rule explicitly requires RRH projects to calculate rent as the sum of
the total monthly rent for the unit and, if the tenant pays separately for utilities, the monthly
allowance for utilities established by the public housing authority (PHA) for the area in which
the housing is located (24 CFR 578.37(a)(1)(ii)(B)). Therefore, if utilities are not included in a
program participant's rent, and rent is part of the CoC's rental assistance calculation, that
calculation must incorporate the applicable utility allowance, and the program participant must
be reimbursed for any amount that the allowance exceeds the program participant's share of
rent. This utility reimbursement may be paid using rental assistance funds."
RRH LEASE AND RENTAL AGREEMENT REQUIREMENTS
A.Required Property Owner Documents
The CoC RRH provider must secure the following documents:
• Lease between property owner and participant; and
• A Rental Assistance Agreement; and
• Landlord, Tenant and Case Manager Communication Agreement.
B. Lease Between Property Owner and Participant
The participant must enter into a lease with the property owner. Although CoC RRH assistance
is short to medium term rental assistance, the lease between the owner and participant must be
for a term of not less than one year, terminable only for cause. ESG-funded RRH does not
require a minimum lease term.
For instances where the provider enters into a master lease agreement, the provider must
provide the master lease and sub -lease with the tenant as part of the initial reimbursement
request.
C. Rental Assistance Agreement
Any unit that receives rental assistance payments through rapid re -housing must have a rental
assistance agreement between the CoC RRH provider paying the rent assistance and the
property owner (or management company authorized to enter into the agreement and take
payments on behalf of the owner). The Agreement outlines the unit's rent under the lease, the
program and participant's share of the rent for every month of RRH assistance and landlord
obligations. The Agreement must be signed by the case manager, tenant and landlord. RRH
providers must use the Trust's Rental Assistance Agreement form. The Rental Assistance
Agreement may be amended in writing solely for the purpose of adjusting program and tenant
portions of the rent.
Page 10 of 12
VI".
IX.
D. Landlord, Tenant and Case Manager Communication Agreement
The landlord, participant and the housing specialist or case manager must sign a Landlord,
Tenant and Case Manager Communication Agreement, which sets out basic communication
expectations among the parties during tenancy. RRH providers must use the Trust's
Communication Agreement.
RRH INSPECTIONS
A. Inspection Standards
CoC units must pass HUD Housing Quality Standards found at 24 CFR § 982.401. HUD has
provided additional guidance with regards to HQS standards. Checklist Form 52580 insufficiently
reviews the fire safety protocol. Providers using HQS must use an addendum to meet this
standard where both these conditions are met:
a. Each unit must include at least one battery -operated or hard -wired smoke detector, in
proper working condition, on each occupied level of the unit. Smoke detectors must be
located, to the extent practicable, in a hallway adjacent to a bedroom. If the unit is
occupied by hearing -impaired persons, smoke detectors must have an alarm system
designed for hearing -impaired persons in each bedroom occupied by a hearing -impaired
person.
b. The public areas of all housing must be equipped with a sufficient number, but not less
than one for each area, of battery -operated or hard -wired smoke detectors. Public areas
include, but are not limited to, laundry rooms, day care centers, hallways, stairwells, and
other common areas.
Housing Quality Standards (HQS) used for other HUD programs are different than the minimum
standards for permanent housing and emergency shelter assisted with ESG funds. ESG
providers, especially in cases bridging to PSH, may choose to use HQS standards with amended
review of fires safety protocols.
ESG providers cannot use ESG funds to help a program participant remain in or move into
housing that does not meet the Minimum Habitability Standards found at 24 CFR § 576.403 and
must document compliance with the applicable standards.
Note: Although the minimum standards do not cover lead -based paint requirements, providers
must follow the Lead -Based Paint Poisoning Prevention Act (42 U.S.C. 4821-4846), the
Residential Lead -Based Paint Hazard Reduction Act of 1992 (42 U.S.C. 4851-4856), and
implementing regulations in 24 CFR part 35, subparts A, B, H, J, K, M, and R, with respect to
shelters assisted under ESG and housing occupied by program participants.
ACCEPTANCE, DENIAL OR TERMINATION OF RRH ASSISTANCE
A. Acceptance of RRH Referral
The CoC Housing Coordinator will send electronic referrals via HMIS and an accompanying email
to all RRH providers.
Providers must complete the referral disposition in HMIS after screening the client, ideally
within 7 days from the referral receipt.
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• If the client is accepted by the program, they must be enrolled within the provider's RRH
program in HMIS at this time.
• HMIS must be updated with a move -in date once the client executes the lease and moves
into the dwelling.
• Program exits from HMIS are completed for clients who fail to move -in or when rental
assistance is no longer provided.
B. Denial of RRH Assistance
1. Per the Rejection of Referrals Policy detailed in the CoC's CE Policies and Procedures
document, RRH providers can deny a referral if the household is ineligible for the program
based on program eligibility requirements or they refuse assistance.
2. Denials should be infrequent and the reason for denial from HMIS participating programs
must be documented in HMIS as detailed in the Rejection of Referrals policy.
3. RRH providers must provide written notice of denial to the applicant, using the Trust's
Assistance Denial Letter.
4. Aggregate counts of service denials by providers, categorized by reason for denial, may be
reviewed by the Homeless Trust as part of system analysis and monitoring.
C. Program Rules and Participant Notification
RRH providers must:
1. Offer and provide RRH assistance in accordance with Housing First principles, which promote
low barrier intake processes.
2. Develop program rules governing (1) application eligibility and rejection and (2) tenant
obligations and grounds for termination. The provider must submit the rules to the Homeless
Trust for review.
3. Provide the program participant with a written copy of the program rules and the termination
process before the participant begins to receive assistance.
B. Termination of RRH Assistance
To terminate rental assistance or housing relocation and stabilization services to a program
participant, the required formal process, at a minimum, must consist of:
1. Written notice to the program participant containing a clear statement of the reasons for
termination;
2. A review of the decision, in which the program participant is given the opportunity to present
written or oral objections before a person other than the person (or a subordinate of that
person) who made or approved the termination decision; and
3. Prompt written notice of the final decision to the program participant.
Note: Termination under this section does not bar further assistance at a later date to the same
family or individual.
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