HomeMy WebLinkAboutAttachment Bi
City of Miami
Annual: Action Plan FY2017-2018
DRAFT
Prepared - May 19, 2017
Annual Action Plan
2017
OMB Control No: 2506-0117 (exp. 07/31/2015)
11
Executive Summary
AP -05 Executive SWM1Q1aFy- 24 CFR 91. %, 91,220/b\
1. Introduction
The Five -Year Consolidated Plan and its corresponding annual Action Plan are submitted to the U,S.
DepartmentofHmusingandUrbanDeve|opment/HUDlandserveasthep|onmin8tonbfprjmrisdictlons
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 B[mckGrant (CDBG),HOME Investment Partnership (H[)ME),Housing Opportunities for
Persons with AIDS (HOPWA) and the Emergency Solutions Grant (ESG) program.
x
These plans provide anassessment ufthe housing and community development meedsin1heCityof
M,ianni;estrategic plan for addressing these needs;
and aspecific one year Action Plan for the use ofthe
U.S. Department mfHousing and Urban Development formula grants funds. The
' Plan is a
document submitted toHUD with the intention ofserving asaforecast
` ` ins1mwmentutilized toidentify
the oonmprehensiwehousing affordability strategy and asacommunity development plan for
jurisdictions funded under the Community Planning and Development form:ula.
Briefly stated, the FY2017-2018 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 documentfor _
• Anapplication for federal funds under HUD/sformula grant programs
• 4strategy tobefollowed incarrying out HUD programs
• Anaction plan that provides abas'` for assessing performance
� .
2. Summarize the objectives d outcomes identified in the Plan
This could bearestatement of items oratable listed elsewhere inthe plan orareference to
`
another location. It may also contain any essential items from the housing and homeless needs
assessment, the housing market analysis orthe strategic plan.
The City ofMiami babright and vibrant city, acity that has experienced, inthe past decade, population
growth and improvements tothe median household income. However, city residents have not been
able to keep up with the increasing high, cost of living in the Miami area, as such 67 percent of city
residents fit the low -to -moderate income category and nearly half of city households (46 percent) are
cost -burdened, This is a city where socio-economic and housing trends for its residents are directly
affected byahousing market that isdriven byalarge influx offoreign capital. The city islocated |mone
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of the top ten Metropolitan Statistical Areas (MSAs) with the widest wealth gaps and income disparities
which correlates with the increasing housing costs city residents are experiencing. This trend has
contributed to an excessive, number of cost -burdened households and overcrowding in the city. In
addition, population growth signals a higher demand/need for housing, especially for the city's older
population which has been increasing In the past few years. This segment of the population tends to be
situated in the lower income bracket and depends, for the most part, on a fixed, limited income.
Housing needs for non -homeless special needs population differ enormously based on specific
population groups. Some groups have characteristics that make it very challenging to gather precise and
up-to-date information about them. Nonetheless, the city was able to gather relevant data from
different sources cited throughout the plan, but mainly on a County -specific basis that was utilized to
address the housing needs, of this segment of the population. This analysis can be found under section
NA -45 of this plan.
Addressing non -housing community development needs are also a high level priority for the DCED which
focuses on stimulating neighborhood development through the implementation of programs and
strategies to help counteract the effect of distressed neighborhoods in our communities through
coordinated planning to integrate pub4ic services, economic development, infrastructure improvements
and housing activities for low income households. Improved public services that provide services to the
elderly, disabled individuals, youth, children, and provide employment training are important as a
means to support our residents and to provide economic opportunities to families who, if it wasn't for
the provision of these services, would not otherwise be able to work or look for employment, The DCED
understands that economic development programs are vital for neighborhood revitalization;
therefore, the department supports programs that help low -to -moderate income persons attain
employment in conjunction to facilitating business, development, it provides assistance for public
facilities and parks to improve the health and welfare of communities, and it assists the
city in supporting infrastructure improvements such as curbs, sidewalks, and street improvements to
maintain and revitalize neighborhoods.
In 2006, U.S, HUD, implemented a new system to measure the performance of programs funded with
federal entitlement dollars that Would allow HUD to provide decision makers direct results to emphasize
program outcomes for future funding consideration. As such entitlement jurisdictions are mandated to
include Outcome performance measure on all programs, and activities. All activities must meet one
objective along with one outcome:
Obiectives:
1. Creating suitable environments
2. Providing decent affordable housing
3. Creating econornic opportunities
Outcomes:
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1. Availability/Accessibility
2. Affordability
3. Sustainability
This is an evaluation of past performance that helped lead' the grantee to choose its goals or
projects.
Under the CDBG program , the City of Miami met or exceeded the number of people served under the
public service category for the last submitted CAPER and it is currently meeting its projections for the
current fiscal year. The city served over XXXXXX elderly individuals with meals and provided educational
and recreational opportunities to over XXXXX children and youth. In the economic development area,
the city was able to provide technical assistance to over XXXXX for-profit businesses and commercial
facade assistance to approximately XXXXX businesses, Continuing with enhancing and sustaining our
communities, the city also finalized street improvement projects to contribute to the safety and well
being of its residents.
The HOME program is also projected to meet its consolidated plan goals by funding projects that will
create additional affordable rental housing opportunities to city residents. In the current fiscal year
alone, the city partnered with private developers and Community Housing Development Organizations
to bring additional XXX affordable rental units. These neW units are expected to be completed within the
next 2 years,
The city continues to administer the Housing Opportunities for Persons with AIDS (HOPWA) program for
the Miarni-Dade County Area. The program is designed to assist people living with HIV/AIDS by providing
affordable housing opportunities so that program participants can dedicate rnore time and resources to
their health and well-being, Based on the last CAPER's data, the City provided Tenant Based Rental
Assistance to over XXXX clients and Short Term Rental, Mortgage, and Utility assistance to over XXX
residents.
4. Summary of Citizen Participation Process and consultation process
Summary from citizen participation section of plan.
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 Consolidated Plan where the needs
of city residents, community-based organization, and private agencies were responsibly captured and
addressed. The city's effort included notices in The Miami Herald, multiple e-mailblasts, printed flyers
mailed out to agencies, press release distribution to media outlets, and public service announcements
via the City's cable TV station. The city held one meeting per commission district. During these hearings,
the city was able to properly capture the needs, concerns, and expectations many residents expressed,
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gathered suggestions and proposed avenues to alleviate those needs. The public meetings to discuss
CDBG, HOME and ESG funding for the upcoming Five -Year Consolidated Plan were held after working
hours. In addition, the city, as administrators of the HOPWA program, held two additional meetings to
discuss the needs, expectations, and future pians for the allocation of program funds.
Worill"Aly- =1
This could be a brief narrative summary or reference an attached document from the Citizen
Participation section of the Con Plan.
Comment period was duly advertised in the Miami Herald and the comment period run from May 22,
2017 through June 22, 2017.
June 22, 2017
Verbal Comments, Public Hearing
Resident Comment
Resident Name
Resident concerns (enter here)
Departmental Response:
Response to be entered here if comments are received
6. Summary of comments or views not accepted and the reasons for, not accepting them
All comments were accepted.
7. Summary
The City of Miami FY2014-2018, Consolidated and FY2017-2018 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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Describe the agency/entity responsible for preparing the Consolidated Plan and those responsible for administration of each grant
program and funding source.
Agency Role
Name
Department/Agency
CDBG Administrator
MIAMI
Community and Economic Development
HOPWA Administrator
MIAMI
Community and Economic Development
HOME Administrator
MIAMI
Community and Economic Development
ESG Administrator
MIAMI
Communitv and Economic Development
The City ofMiami Department ofCommunity and Economic Development7D[ECA is the lead agency overseeing the development nfthe annual
Action Plan and it is responsible for providing guidance and policy direction for the implementation of eligible programs that support the overall
City strategy for community revitalization, including CDBG, HOME, HOPWA, and ESG.
The City executes its housing and community development plan in harmony with public, private and not-for-profit agencies.Not-for-profit
organizatiuns1ndudenot-fop-=»fi1deve|opers,cormnmunhnhomsin&deve|npmentorganizatiVms/CHDCH,aodyoda|ondecononnlcdevelopmemt
set -vice providers. Private sector partners include local financial institutions, for-profit developers, microenterprises, and other local businesses.
The City works closely with its partners to design programs that work to address the present and future needs of its residents.
Consolidated Plan Public Contact Information
Robert Tazoe, Assistant Director, Community and Economic Develogment, rtazoeLmiamigov.com, 12hone: 305-416-1980
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City of Miami Department of Community & Economic Development (DCED) is the lead agency
overseeing the development of the Consolidated Plan and it is responsible for providing guidance and
policy direction for the implementation of eligible programs that support the overall City strategy for
community revitalization.
The City executes its housing and community development Plan in harmony with public, private and not-
for-profit agencies. Not-for-profit organizations include not-for-profit developers, community housing
development organizations, (CHDO), and social and economic development service providers. Private
sector partners include local financial institutions, for-pro''fit developer's,,"microeiiterprises, 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 shortfall's 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 Cornmittee. The Housing Committee is comprised of
PILWHAs, 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 PILWHAs to further determine the use of resources.
Provide a concise summary of the jurisdiction's activities to enhance coordination between
public and assisted housing providers and private and governmental health, mental health
and service agencies (91.215(1))
In order to enhance coordination between housing providers and other community development
stakeholders, the DCED participates in nurnerous boards: it sits on, the Board of the Housing Committee
of the local CoC (Miami -Dade Homeless Trust), it participates in the Advisory Council of the HAND
program which provides homelessness prevention and rapid re -housing fund's (ESC) iocally, and it sits on
the Board of the Miami Dade HIV/AIDS Partnership which addresses the needs of the HIV/AIDS
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community in Miami -Dade. Participation in all of these committees/boards allows the DCED to stay
abreast of the latest developments in numerous publically funded programs, and to address the public's
issues and concerns. Aside from this, the DCED holds several workshops a year to educate housing
providers on, a variety of issues including fair housing matters, Davis Bacon regulations, and more.
Throughout any given year, DCED,'s administrators participate in hundreds of meetings, attend dozens of
informational conferences or workshops, and speak directly to representatives of multiple agencies and
entities throughout Miami -Dade County to consider proposed col ]a lbo rations, new projects or services,
or simply to share and/or request information. This type of elementary communication is essential to
the collaborative nature of community development. Some of the entities we have dealt in the past with
include:
Homeless Services: Miami -Dade, Homeless Trust, Citru5'Heaith Network, Miami Coalition for the
Homeless, inc.
Social Services: Miami -Dade HIV/AIDS Partnership, Alliance for the Aging, Little Havana Activities &
Nutrition Centers, lnc,
Housing: Various for-profit developers, Community Development Corporations (CHDOs), Neighborhood
Housing Services of South, Florida, South Florida Regional Planning Council, Public Housing and
Community Development Department of Miami -Dade County (PHCD)
Economic Development: The Beacon Council, Miami -Dade Economic Advocacy Trust
Health Services: Miami -Dade Health Department
Describe coordination with the Continuum of Care and efforts to address the needs of
homeless persons (particularly chronically homeless individuals and families, families with
children, veterans, and unaccompanied youth) and persons at risk of homelessness.
Local'ly, the first point of contact for a person who is homeless or on the verge of homelessness is the
local toll-free Homeless Helpline, operated by Camillus House, an active member of the CoC, This is the
centralized line where persons are assessed, and subsequently referred to available
communityresources such as temporary shelter (assuming beds are available), rental assistance
programs should they qualify (including FSG), free legal services, credit repair programs, etc. The line
receives an average of 1,600 calls each month,
The Centralized, intake system facilitates the CoC's ability to gauge the needs of the community and to
properly refer callers to the best point of contact to assist them. Families who call' are directed to the
Trust's central prevention provider, Camillus House, who employs clinical staff, Families who are at risk
of homelessness are provided an assessment to determine the best course of action. Farmlies who
require rental assistance and legal services are provided with those services either through Camillus,
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HPRP, or as planned, ESG prevention and rapid re -housing programming. Individuals or families who
require immediate shelter placement are referred to an Outreach team for shelter placement, All
families with minor children are provided shelter regardless of capacity. If there is no room in the shelter
system, outreach teams provide piacement into a hotel until such time as a shelter bed becomes
available. The outreach teams serve as gatekeepers into shelters funded by the Homeless Trust as walk-
ins are not permitted. The Homeless Trust also contracts a team of clinical staff who serve as outreach
workers for people experiencing chronic homelessness and/or mental health issues. Aside from, this, the
local CoC established a local discharge coordination policy back in 2007, A Memoranda of Agreement
was set up for ail agencies that provide services to homeless persons or persons at risk of homelessness
so, that they could address the needs of persons being released from the penitentiary/jail system.
Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in
determining how to allocate ESG funds, develop performance standards for and evaluate
outcomes of projects and activities assisted by ESG funds, and develop funding, policies and
procedures for the operation and administration of HIMIS
The City communicates with the Trust (CoC) several times a year via conference call to discuss ESG
dollars, regulations and expectations of the participating jurisdictional entities in the CoC. During those
conversations, performance standards have been discussed as a universal set of standards is being
worked on with the Trust at the helm. Aside from this, when the City's ESG dollars were cult in, 13-14, the
Trust provided additional funding so that the City's street outreach, rapid re -housing and homeless
prevention activities could be supported. Also, the City and Miami -Dade County (another local ESG,
recipient) both utilize the same sub-recipienit, Citrus Health Network (Citrus) to administer the rapid re-
housing and homelessness prevention components of their ESG allocations, which is locally known as
the HAND program, To that end, the City attends Citrus Health Network's quarterly meetings whereby
ESG results are reported to all those community entities involved in the ESG program, and potential
modifications to the ESG program are, addressed as are issues that are related to the program's overall
operation, such as long appointment waits, high number of ineligible applicants, potential fraud
concerns, etc. The local Homeless Management Information System (HMIS) is administered County -wide
by the Trust, as the leading entity in the area CoC. Sub -recipients who receive Trust funding or
Emergency Solutions Grant (ESG) funding are required to utilize the HMIS system. The providers submit
monthly and annual progress reports for both the Trust and HUD. The system is also used to generate
reports for all types of information, in particular the PIT count and other HUD and Trust Board reporting.
In the case of the DCED's ESG funding, HMIS is used by the Miami Homeless Assistance Program
(MHAP), the City of Miami Department that has managed the Street Outreach component of the
Emergency Solutions Grant (formerly the Emergency Shelter Grant) for the DCED for over a decade.
HMIS is also used by Citrus Health Network, the DCED's sub -recipient in the Homelessness Prevention
and Rapid Re -housing components of the ESG. Referrals from one program to another are accomplished
via HMIS. Data on all persons served under ESG is entered into the HMIS system. Other systems, which
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discharge persons into homelessness (e.g. the jails, crisis units, foster care and hospitals) also utilize the
HMIS.
2. 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
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1 Agency/Groin/Organization
Miami -Dade Homeless Trust
Agency/Group/Organization Type
Services -Victims of Domestic Violence
Other government - County
What section of the Plan was addressed by
Homeless Needs - Chronically homeless
Consultation?
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Homelessness Strategy
Briefly describe how the
This entity leads the area's COC and administers HUD funding, as well as local Food
Agency/Group/Organization was consulted. What
i and Beverage Tax dollars towards fighting homelessness in all of Miami -Dade
are the anticipated outcomes of the consultation or
County. The DCED sought out the Trust's input for the Consolidated Plan, and these
areas for improved coordination?
comments were incorporated.
2 Agency/Group/organization
Citrus Health Network, Inc.
Agency/Group/Organization Type
Services -Persons with Disabilities
Services -homeless
What section of the Plan was addressed by
Homeless Needs - Families with children
Consultation?
Homelessness Needs - Veterans
Homelessness Strategy
Briefly describe how the
This entity operated the HPRP program for the City, and now is a sub -recipient
i Agency/Group/Organization was consulted. What
under the Emergency Solutions Grant, specifically addressing Rapid Re -Housing
are the anticipated outcomes of the consultation or
3 and Homelessness Prevention activities through their agency. They provide us with
areas for improved coordination?
input on the programs as these develop, issues that may arise, and
results/accomplishments.
3 j Agency/Group/Organization
Miami -Dade Health Department
Agency/Group/Organization Type
Health Agency
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What section of the Plan was addressed by
HOPWA Strategy
Consultation?
Lead-based Paint Strategy
Briefly describe how the
The entity provided information on both the lead program and on the current
Agency/Group/Organization was consulted. What
number of persons in South Florida who are HIV+ and who have AIDS.
are the anticipated outcomes of the consultation or
areas for improved coordination?
4 Agency/Group/Organization
HOPE
Agency/Group/Organization
g ency Group/Organization Type
Service -Fair Housing
What section of the Plan was addressed by
Housing Need Assessment
Consultation?
i Market Analysis
Briefly describe how the
This agency provides us with up-to-date counts on housing discrimination claims
Agency/Group/Organization was consulted. What
filed in the City, and identifies underserved areas, and areas of concern in the City
1 are the anticipated outcomes of the consultation or
in relation to fair housing violations or impediments.
areas for improved coordination?
5 Agency/Group/Organization
i MIAMI DADE COUNTY
Agency/Group/Organization Type
PHA
Other government - County
Grantee Department
What section of the Plan was addressed by
Public Housing Needs
Consultation?
Economic Development
Briefly describe how the
The DCED reached out to the Miami -Dade County Public Housing Authority (PHA),
Agency/group/Organization was consulted. What
who acts as the public housing administrator in all of Miami -Dade County including
are the anticipated outcomes of the consultation or
50+ PH sites within City of Miami limits, to gather their input and plans for
areas for improved coordination?
improvements at Public Housing locations, and their levels of engagement with the
public. We are in contact with this Department to remain informed of any
upgrades at City of Miami sites.
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6 Agency/Group/Organization
Miami Community Revitalization Area (CRA)
Agency/Group/Organization Type
Housing
tPlanning organization
What section of the Plan was addressed by
1 Housing Need Assessment
Consultation?
Economic Development
Target Areas
Briefly describe how the
The DCED met with the Executive Director of this agency to get a first-hand review
Agency/Group/Organization was consulted. What
1 of CRA investments under way - both in Economic Development and housing - in
are the anticipated outcomes of the consultation or
the Southeast Overtown area, one of the most impoverished sections of the City o
areas for improved coordination?
Miami. This way the Department can utilize its more limited resources to leverage
some of the dollars the CRA has in play, in those areas where overlap is allowable.
The Overtown neicyhborhood is one of the DCED's target areas.
7 Agency/Group/Organization
i CITY OF MIAMI
Agency/Group/Organization Type
Other government - Local
What section of the Plan was addressed by
I Non -Housing Community Development Needs
Briefly describe how the
The DCED conferred with the Department of Parks and Recreation and Department
Agency/Group/Organization was consulted. What
of Planning on community development needs gathered by these two
I are the anticipated outcomes of the consultation or
1 Departments that are non -housing related. These needs include gathering data
areas for improved coordination?
acquired from the Park Survey and a list of public facilities or improvements
planned for the City during the next several years,
VVedid not consult with philanthropic agencies inthe community. Todate, the latter have never actively participated inour Department's
programs/activities. We do not have direct contacts with these entities and did not have the ability to reach out to them.
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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?
The CoC's ten-year plan outlines the community's goals to address homelessness,
Continuum of Care 1 Miami -Dade Homeless Trust
I I
including the number of emergency beds, transitional beds, and permanent beds
needed to accommodate the homeless population.
City of Miami Planning
This is the current zoning code of the City of Miami. The DCED worked with the
Miami 21
Planning Department to assure that incentives were created to allow for
Department
affordable housing development throughout the City of Miami's neighborhoods.
Analysis of City of Miami Department of
i This document outlines the barriers (impediments) to affordable housing
Impediments to Fair Community and Economic
identified in our community and the endeavors we plan to undertake to
Housing FY15-20 Development
overcome these impediments.
South Florida and Treasure
Seven5O Plan:
Coast Regional Planning
Regional Planning Effort currently in development to cover Florida's seven
Southeast FLorida
Councils and the Southeast
southeastern -most counties including Miami -Dade.
Prosperity Plan
Florida Regional Partn
As Miami -Dade County's official economic development partnership, the Beacon
Council is charged with bringing new, job -generating investments to the
, whassisting It facilitates the creation of quality jobs for each and
community, while I
One Community, One
The Beacon Council Foundation
every resident of Miami -Dade County, including the City of Miami. This entity has
Goal Strategic Plan
I spearheaded this comprehensive study to gather data and analyze trends towards
furthering economic development throughout the County, specifically attracting
and developing specific job sectors/industries in our community to aide in
creating high -wage, permanent jobs.
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Name of Plan Lead Organization
How do the goals of your Strategic Plan overlap with the goals of each plan?
By State Statute, each City and County in Florida must adopt a comprehensive
plan and also adopt land development regulations to implement the
comprehensive plan. The purpose of the MCNP is to indicate how the City will
Miami Comprehensive
meet the needs of existing and future residents, visitors, and businesses, while
Miami Comprehensive
Neighborhood Plan (MCNP)
Neighborhood Plan
preserving the character and quality of its communities. MCNP creates a policy
(MCNP) City of Miami Planning
framework that has the effect of law, to guide all public and private development
and Zoning Departments
decisions in the City. MCNP consists of materials (written and graphic) that
describe the principles, guidelines, and standards for the orderly and balanced
1 future development of the City (economic, social, physical, environmental, and
fiscal development. The last update was adopted in January of 2013.
1 This Plan must be filed with the State of Florida every 3 years, as required. It
outlines a SHIP funding recipient's (City of Miami) plans for meeting the housing
City of Miami Local
Department of Community &
needs of the very low, low and moderate income households, expanding
Housing Assistance
Economic Development
production of and preserving affordable housing, and furthering the housing
Plan (CHAP)
element of the local government's comprehensive plan, specifically in relation to
affordable housing. The most current one spans 2013-2016.
This plan spans FY 2015-2020 and identifies the PHA's quantifiable goals and
objectives that will enable the PHA to serve the needs of low-income and very
Public Housing Agency Miami -Dade Public Housing &
low-income, and extremely low-income families for the next five years, while also
(PHA)5-Year and Community Development
including a report on the progress the PHA has made in meeting the goals and
Annual Plan (PHCD)
objectives described in the previous 5 -Year Plan. The DCED looks to this plan to
incorporate all efforts taking place at public housing sites within our jurisdiction,
given that PHCD operates public housing throughout our County.
.... .......
Area Plan on Aging
Program Module Alliance for Aging, Inc. - 2015
This plan allowed us to consider and address the needs of the elderly in our area
Update
(2013-2015)
(PSA -11). Plan run until December 31, 2015.
Table 3 — Other local / regional / federal planning efforts
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I. Summary of citizen participationprocess/Efforts made to broaden citizen participation
Summarize citizen participation process and how it impacted goal -setting
'^
The DCED makes every attempt to target as many stakeholders as possible to join the Consolidated Planning process. The main form of outreach
tothe public has always been the public hearings, whereby all residents, developers, public serviceagencies, housing associations, clients, and
other City Departments are invited via a printed advertisement in The Miami Herald, multiple e-mail blasts, printed flyers matted out toall
agencies, press release distribution to media outlets, and the frequent broadcasting of public service announcements via the City's cable TV
station (picked up byall City households with acable provider). Because the City |sdivided into five districts, w/itbfivesit1ingConomisaioners(one
representing each), then one meeting is held per District to address the needs, expectations and concerns of that particular district at their
District meeting, This helps keep the meeting focused and concise, and allows members of the public to ask questions and make comments to
the Commissioner directly, as he/she is typically in attendance. At these hearings,asurvey was made available toall those inattendance to
further address their District's needs, and the same survey is posted on the DCED's website for digital submission.
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Sort Or Mode of Out Target of Out
I Summary of
1 Summary of I
Summary of co
I URL (if applicable)
der reach
reach
response/atte
comments re
mments not
and reasons
Printed in The
Miami Herald,
Non-
this ad
No comments
have been
Not Applicable.
Ad
ad
locations/dates
nt/pages/agenda/
received yet.
community
/times of
public
minorities
i
Five, meetings
were held
Non-English
A summary of
within City
Speaking -
the
Specify other
limits, and
comments
anothertwo
Public
language:
received at
All comments
2
meetings were
i
Hearing
Spanish
the public
were accepted.
held
hearings will
specifically to
Non-
be included in
address the
the append x.
ad
HOPWA
community
Annual Action Plan
2017
OMB Control No: zsom-0zzrlexn 07/31 /zozs
17
Utilizing the e-
mail directory
of the City's
Anti -Poverty
Initiative, an e-
mail was sent
to 600 people
alerting them
to the survey
available to i
make
recommenclati
ons as to
Non-
Internet targeted/bro
important No comments
3
Outreach ad
priorities were 1 Not Applicable.
related to HUD received.
community
funding.
Outside of this
another 500 or
so persons
were invited
from the
DCED's
individual e-
mail contact
lists, comprised
of developers,
lenders,
I CHDOs,
Annual Action Plan 18
2017
OMB Control Nos 2506-0117 (exp, 07/31/2015)
Sort Or Modeon ut Target of Out Summary of Summary of Summary of co URL (if applicable)
der reach reach response/ate comments re mments not
nclance ceived accepted
s s
and remoras
homeowners,
etc.
Table 4 - Citizen Participation Outreach
Annual Action Plan
2017
OPAB Control No, 2506-0117(exp. 07/311/2015)
19
AP -15 Expected Resources — 91.220(c) (1, 2)
The DCED fiscal year runs from April ist through March 31st which is six months earlier than the start of the federal fiscal year of October Ist.As
such, the DCED utilizes, as a base for its anticipated resources, funds received for the previous fiscal year to plan for future projects and
activities. This exercise has proven to be a high order challenge as federal funding awarded to the city has been decreasing at an alarming rate,
year after year. Much ufthe planning has been undermined hythe lack nffunding availability which constrains cityeffoMstonevitaUze
communities and address the needs nflow income city residents. i
The City ofMiami provides General Fund dollars toleverage, and complement, approved CD8G-fumdedpublic service agencies and tmprovide
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 asSocial Service Gopfunds, 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 /K4ianm/21\tudevelopments providing acertain number mfaffordable units |nagiven pnject,asdefinedbythe[ode.Tbese
^
collections are then dedicated to the City's Affordable Housing Trust Fund (AHTF), with funding from this source used to further the DCED's
existent huosin�pnogranns,aiding both hornebuyens/5rst�imneand existent) and developers (nnub|�anmUyrental and horoeom/nersh|ppnjects),
Annual Action Plan
2017
OMB Con' No: zsoo-0z1r(exp 077/31/24015
HE
Z�M
Program Source
0
Funds
Uses of Funds
1
52
Expected Amount Available Year 1
I — i 1IN31
Annual Program 1:19 ii a I I 1 )161:11 1 —Total.
Allocation: Income: Resources: 1
Expected
Amount
Available
Reminder
of ConPlan
j Narrative Description
I CI BG public -
Acquisition
Expected Amount for remainder of
federal
Admin and
plan is based on federal funding
Planning
j
levels remaining the same.Prior Year
Economic
Resources $120,000 to Public
Development
Services
Housing
Public
Improvements
Public Services
4,712,378 500,000 0 5,212,378
9,424,756
Annual Action Plan
2017
OMIS Control No: 2506-0117 (E-xp. 07/31/2015)
21
Program source
Of
Funds
Uses of Funds
I
Expected Amount Available Year 1
Annual Program Prior Year Total: j
Allocation: Income: Resources: $
$
Expected
Amount
Available
Reminder
of ConPlan
Narrative Description
HOME public -
Acquisition
Expected Amount for remainder of
federal
3 Homebuyer
plan is based on federal funding
assistance
levels remaining the same.
Homeowner
rehab
Multifamily
1 rental new
construction
Multifamily
rental rehab
New
construction for
ownership
TBRA
2,S83,886 100,0
Annual Action Plan
2017
OMS Control No: 2506-0117 (exp. 07/31/2015)
No
Program Source
of
Funds
LPWA
Uses of Funds
Expected Amount Available Year 1
Annual Program Prior Year Total:
Allocation. Income: Resources: I $
$
Expected
Amount
Available
Reminder
of ConPlan
$
Narrative Description
public -
Permanent
Expected Amount for remainder of
federal
housing in
plan is used on federal funding
facilities
levels remaining the same.
Permanent
I
housing
placement
Short term or
transitional
housing facilities
STRMU
Supportive
services
TBRA
11,561,671 1 0 1500 , 000 13,061,671
,
23,123,342
Annual Action Plan
2017
0115 Control No: 2606-0117 (exp. 07/31/2015)
W]
Program
Source
Uses of Funds
Expected
Amount
Available Year
1
Expected
Narrative [description
Annual
Program
Prior Year
Total:
of
Amount
Funds
Allocation:
Income:
Resources:
$
Available
$
$
$
Reminder
of ConPian
ESG
public
Conversion and
Expected Amount for remainder of
federal
rehab for
plan is based on federal funding
transitional
levels remaining the sante.
housing
Financial
Assistance
Overnight
f
shelter
Rapid re-
I
housing (rental
assistance)
Rental
Assistance
Services
Transitional
housing
,429,274
' 0
0
429,274
858,548
General
public -
Public Services
These are Poverty Initiative funds
Fund
local
approved by City Commission on a
yearly basis, to provide additional
funding to the public service agencies
under contract to provide services to
743,000
0
0
743,000 '
743,000
low-income City residents.
Annual Action Plan
2017
OMB Control No: 2506-0117 (exp. 07/31/2015)
24
Program Source
Uses of Funds
Expected Amount Available Year
1
Expected
Narrative Description
of
3
Annual Program 1 Prior Year 11
Total:
Amount
i
Funds
Allocation: Income: Resources:
Available
Reminder
of ConPlan
$
Housing public -
Homebuyer
These dollars are collected by the
Trust local
I assistance
City from private developers desiring
Fund
Homeowner
to utilize a floor area bonus provision
rehaba
Ilowed in the City's zoning code, in
Housing
exchange for paying into Affordable
Multifamily
Housing Trust Fund (AHTF). The
rental new
Zoning code allows for this increase
construction
in the floor area in new
New
developments, and for every square
construction for
foot of increase a specific amount is
ownership
collected. Funding awards are
approved by the City's Housing and
Commercial Loan Committee and/or
1 250,000 0 0
250,000
250,000
the City of Miami Commission.
Section public -
Rental
i
These dollars are used to operate the
8 federal
Assistance
City's voucher and moderate
5,100,000 0 0
5,100,000
5,100,000
rehabilitation programs
OMB Control No- 2506-0117 (exp. 07,31/2015)
25
Program Source
of
Funds
Uses of Funds
Expected Amount Available Year
Annual Program Prior Year
mResources: Allocation: Incoe:
1 1
Total:
$
Expected
Amount
Available
Reminder
of ConPlan
Narrative Description
Otherpublic -
Admin and
These state dollars are used primarily
state
Planning
towards the City's Single Family
Homebuyer
Home Programs, be it First -Time
assistance
Homebuyers or Rehabilitation, and it
1 Homeowner
has been used on multi -family rental
rehab
new construction as well. Funding for
Housing
3
the SHIP program was established by
Multifamily
the passage of the 1992 William E.
rental new
Sadowski Affordable Housing Act.
construction
I Funds are allocated to local
government s on a population -based
1,200,000 01 0
1,200,000
1,200,000
formula.
Annual Action Plan
2017
OMB Control No: 2506-0i!7 (exp, 07/31/2015)
we
Program Source UsesofFunds Expected Amount Available Year I Expected Narrative Description
of Annual Program Prior Year Total: Amount
Funds Allocation: Income: Resources: Available
$ Reminder
of ConPlan
Other �public - Other 1 These are dollars awarded to the
local
Miami Homeless Assistance Program
(M HAP), a unit of the City of Miami
Neighborhood Enhancement Team
Dept., to handle its own contract
with the CoC (Trust) to handle
outreach to unsheltered homeless
persons outside of City limits and
throughout the County. In the event,
shelters beds are unavailable, MHAP
also facilitates moving them into
motel/hotels (if funding is available).
approximation of the amount they
have received for the past severa I
0 0,000
250,000 1 0 250,000 25 years via the Trust's NOFA RFP.
Table 5 - Expected Resources — Priority Table
�
Explain how federal funds will leverage those additional resources state and local including adescription ofhow
matching requirements will besatisfied
Miami (DCED) is exempt from a HOME match due to our high levels of poverty. In regards to ESG funding, dollars are matched as follows: the
sub -recipient, Citrus Health Network, Inc., has matched their amounts for Rapid Re -Housing and Homelessness Prevention dollars with
�
approximately $120,000 from the Veterans Administration and another $65,000 from Our Kids. The Miami Homeless Assistance Program
matches any dollars it receives with the grant dollars it receives via application (RFP) from the CoC's NOFA. The Department (DCED) matches any
Annual Action Plan 37
2017
OMB Control No: zsV6-m1zr(exo.n7/s1/zozs)
Administration dollars it utilizes from ESG with HOPWA fuming.
Annual Action Plan
2017
OMB Central o: 2506-0117 (exp. 07/31/2015)
M
Sort
Goal Name
Start End Category
Geographic
Needs Addressed
Funding Goal Outcome indicator
Order
Year Year
Area
Rental Housing - Multi- 2014E 2018 Affordable
City of
Affordable Rental
HOME: Rental units constructed: 32
Family New
Housing
Miami
Housing
$1,562,915 Household Housing Unit
Construction
i
Housing Trust
Fund:
$250,000
2
Rental Housing - Multi-
2014 2018 Affordable
City of
Affordable Rental
HOME: Rental units rehabilitated: 2
Family Rehab
i I Housing
Miami
Housing
$100,000 I Household Housing Unit
3
Homeownership New
2014 2018 Affordable
i City of
Affordable
HOME: Homeowner Housing Added: I
Construction
j Housing
Miami
Homeownership
$500,000 8 Household Housing Unit
4
Homeownership -
32014 2018 Affordable
City of
Affordable
HOME: Direct Financial Assistance
Down Payment
j Housing
Miami
Homeownership
$162,583 to Homebuyers: 3
Assistance
Households Assisted
5
Homeowner - Single
2014 2018 1 Affordable
i City of
Affordable j
CDBG: $0 Homeowner Housing
Family Rehabilitation
Housing
Miami
Homeownership I
Rehabilitated: 0 Household
Housing Unit
6
Homeowner - Single
2014 2018 Affordable
City Of
Affordable
CDBG-. $0 Homeowner Housing
Family Replacement
Housing
Miami
Homeownership
Rehabilitated: 0 Household
Housing
Housing Unit I
Annual Action Plan 29
2017
OMB Control No: 2506-0117 (exp. 07/31/2015)
Sort
Goal Name
Start
End It Category
E Geographic
Needs Addressed
Funding Goal Outcome Indicator
I Order
I Year
Year I
Area
7
Public Services -
2014
2018 Non -Homeless
City of
Provision of Public
CDBG: Public service activities
Elderly Meals
Special Needs
Miami
Services
$587,526 other than Low/Moderate
Non -Housing
General Fund: income Housing Benefit: 700
community
$604,450 Persons Assisted
Development
8
Public Services - Child
2014
2018 Non -Housing
City of
Provision of Public
CDBG: Public service activities
Care
Community
Miami
Services
$41,258 other than Low/Moderate
Development
General Fund. Income Housing Benefit: 50
$39,612 Persons Assisted
9
Public Services - Youth
2014
2018 Non -Housing
City of
Provision of Public
CDBG: Public service activities
Development
Community
Miami
Services
$163,507 other than Low/Moderate
Development
General Fund: Income Housing Benefit: 45
$25,000 Persons Assisted
10
Public Services -
1 2014
2018 Non -Homeless
city Of
Provision of Public
CDBG: Public service activities
People with Disabilities
Special Needs
Miami
Services
$34,163 other than Low/Moderate
Non -Housing
General Fund: Income Housing Benefit: 3
I Community
$48,938 Persons Assisted
Development
11
Public Services -
2014
2018 I Non -Housing
Coconut
Provision of Public
CDBG: $6,403 Public service activities
Employment &
Community
Grove NDZ
Services
other than Low/Moderate
Training
Development
City of
Income Housing Benefit: 2
Miami
Persons Assisted
12
Economic
2014
2018 1 Non -Housing
City of
Economic
CDBG: Jobs created/retained: 6
Development -Job
Community
Miami
Development 8c
$200,000 Jobs
Creation/Retention
Development
Public Facilities
Annual Action Plan
2.017
OMB Control No: 2506-01!7 (exp. 07/31/2015)
We
Sort
Goal Name
Start End
Category
Geographic
Needs Addressed
Funding Goal Outcome indicator
Order
Year Year
i Area
13
Economic
2014 2018
Non -Housing
City of
Economic
CDBG: Businesses assisted: 10
Development -
Community
Miami
Development &
$80,000 Businesses Assisted
Technical Assistance
Development
Public Facilities
General Fund:
14
Economic
2014 2018
Non -Housing
City of
Economic
CDBG. $0 Other: 0 Other
Development - T/A to
Community
Miami
Development &
Micro -Enterprises
Development
Public Facilities
15
Economic
2014 2018
Non -Housing
City Of
Economic
CDBG: Facade treatment/business
Development -
Community
Miami
I Development
$961,240 building rehabilitation: 75
Commercial Facade
Development
Public Facilities
Business
16
Economic
2014 2018
Affordable
City of
Economic
CDBG: Other: 2500 Other
I Development -
Housing
Miami
Development &
$1,421,806
Sustainable
Homeless
Public Facilities
Communities
Non -Homeless
Special Needs
Community
Development
17
Tenant Based Rental
2014 �18
Affordable
City of
Affordable Rental
HOPWA: Tenant -based rental
Assistance
I Housing
Miami
Housing
$11,113,911 assistance Rapid
i
Non -Homeless
Special Needs
Rehousing- 930 Households
Special Needs
Housing &
Assisted
ObJectives
Annual Action Plan
2017
OMB Control No: 2506-0117 (exp. 07/31/2015)
31
Sort
Goal Name
Start End I Category
Geographic
Needs Addressed
Funding
Goal Outcome indicator
Order
Year Year
Area
18
Project -Based Capital,
2014 2018 Affordable
City of
Affordable Rental
HOPWA:
HIV/AIDS Housing
Rental, and Operating
Housing
Miami
Housing
$100,910
Operations: 32 Household
Non -Homeless
i Special Needs
Housing Unit
Special Needs
j
Housing &
Objectives
19
Short -Term Rental,
2014 2018 Non -Homeless
City of
Affordable Rental
HOPWA: $0
Other: 100 Other
Mortgage, & Utility
Special Needs
Miami
Housing
1 Assistance
Special Needs
Housing &
Objectives
20
Street Outreach
2014 2018 Homeless
City of
Homeless
ESG. $257,557
Other; 1450 Other
and/or Hotel/Motel
Miami
Assistance
CoC RFP:
Vouchers
j
$250,000
21
Rapid Rehousing and
2014 2018 > Homeless
City of
I Homeless
ESG. $139,521
Tenant -based rental
Homeless Prevention
I
Miami
Assistance
assistance Rapid
Rehousing: 8 Households
Assisted
Homelessness Prevention:
18 Persons Assisted
2:
2
Rental Housing -
1 2014 2018 Affordable
City of
I Affordable Rental
Section 8
Tenant -based rental
1 Housing Choice Rental
Housing
Miami
Housing
$4,663,200
assistance Rapid
Assistance
Public Housing
l Rehousing: 416 Households
Assisted
Annual Action Plan
2017
OMS Control No: 2506-0117 (exp. 07/31/2015)
M
Sort Goal Name Start End
Year Year
Category Geographic
Area
Needs Addressed
Funding Goal Outcome Indicator
Program 2014 2018
Program City of
Affordable Rental
CDBG: Other: 1 Other
Administration
Administration Miami
Housing
'942,476
Affordable
HOPWA:
Homeownership
$346,850
Provision of Public
HOME:
Services
$258,388
Economic
ESG: $32,196
Development &:
Section 8: 1
Public Facilities
$436,800
Special Needs
Housing &
Objectives
Homeless
Assistance
I
Table 6 — Goals Summary
I Goal Name Rental Housing - Multi -Family New Construction
Goal Description
2 Goal Name 1 Rental Housing - Multi -Family Rehab
Goal Description
3 Goal Name F Homeownership - New Construction
Goal Description
Annual Action Plan
2017
0TVIS Control No-, 2506-0117 (exp. 07/31/2015)
RE
14 Goal Name Homeownership - Down Payment Assistance
Goal Description i
5 Goal Name Homeowner - Single Family Rehabilitation
I Goal Description
6 Goal Name Homeowner - Single Family Replacement Housing
Goal Description
7 Goal Name Public Services - Elderly Meals
Goal Description
8 Goal Name Public Services - Child Care
1 Goal Description
9 Goal Name Public Services - Youth Development
Goal Description
10 Goal Name Public Services - People with Disabilities
Goal Description
11 Goal Name Public Services - Employment & Training
Goal Description
12 Goal Name Economic Development - Job Creation/Retention
Goal Description
13 Goal Name Economic Development - Technical Assistance
Goal Description
OMB Control No: 2506-0117 (exp, 07/3112015)
UJI
14 Goal Name
1
Economic Development - T/A to Micro -Enterprises
Goal Description
Strategy may be implemented during fiscal year.
15 Goal Name
Economic Development - Commercial Facade
1 Goal Description
16 Goal Name
Economic Development - Sustainable Communities
Goal Description
17 Goal Name
Tenant Based Rental Assistance
Goal Description
18 Goal Name
Project -Based Capital, Rental, and Operating
Goal Description
19 Goal Name
Short -Term Rental, Mortgage, & Utility Assistance
Goal Description
20 Goal Name j Street Outreach and/or Hotel/Motel Vouchers
Goal Description
21 Goal Name
Rapid Rehousing and Homeless Prevention
G --I Description
22 Goal Name
Rental Housing - Housing Choice Rental Assistance
Goal Description
23 Goal Name
Program Administration
Goal Description
Table 7 —Goal Descriptions
Annual Action Plan
2017
OMB Control No: 2506-0117 (exp. 07/31/2015)
35
uagvlmnmIgm
Introduction
The following are the projects the City is planning to fund in FY2017-2018
#
Project Name
1
Public Services 2017
2
Economic Development 2017
3
Housing - Single Family Projects 2017
4
Housing - Brick and Mortar 2017
5
Housing - Downpayment Assistance 2017
6
Sustainable Communities 2017
7
HESG - City of Miami/Citrus, Health Network/Admin 2017
8
2017-2010 -City of Miami FLH171`005
9
2017-2020 - Carrfour Supportive Housing FLH17F005
10
2017-2020 - Center of information and Orientation FLH17FOO5
11
2017-2020 - Empower U FLH17F005
12
2017-2020 - Miami Beach, CDC FLH17F005
13
2017 -2020 -'SABER FLH17F005
14
2017-2020 - Sunshine for All FLH17F005
15
2017-2020 - Care Resource FLH17F005
16
2017-2020- Latin Mission Ministries FLH17F005
19
Planning and Administration 2017
20
Housing - Housing Choice and Mod Rehab Rental Assistance
Table 8 - Project Information
Describe the reasons for allocation priorities and any obstacles to addressing underserved
needs
Annual Action Plan
2017
OMB Control No: 2506-0117 (exp. 07/31/2015)
36
AP -38 Projects Summary
Project Summary Information
Table 9 — Proiect Summary
Annual Action Plan
2017
OMB Control No: 2506-0117 (exp. 07/31/2015)
37
Project Name
Public Services 2017
Target Area
Model City NDZ
Little Havana NDZ
Edison, East Little River„ Little Haiti NDZ
Wynwood NDZ
Overtown NDZ
Allapattah NDZ
Coconut Grove NDZ
City of Miami
Goals Supported
Public Services - Elderly Meals
Public Services - Child Care
Public Services - Youth Development
Public Services - People with Disabilities
Public Services - Employment & Training
Needs Addressed
Provision of Public Services
Funding
CDBG: $832,857
General Fund: $718,000
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
9/30/2018
Estimate the number
and type of families
that will benefit from
the proposed activities
Location Description
Planned Activities
Project Name
Economic Development 2017
Annual Action Plan
2017
OMB Control No: 2506-0117 (exp. 07/31/2015)
37
2
Target Area
_ ..........
. . ............. . ....... — ----- . ....
City of Miami
Goals Supported
Economic Development - Job Creation/Retention
Economic Development - Technical Assistance
Economic Development - T/A to Micro -Enterprises
Econornic Development - Commercial Facade
Economic Development - Sustainable Communities
Needs Addressed
Economic Development & Public Facilities
Funding
CDBG: $1,266,240
. .........
General Fund: $25,000
Description
............ .... .
Econornic Development Activities
. ........ . .
Target Date
9/30/2018
�Estimate the number
and type of families
that will benefit from
the proposed activities
Location Description
Planned Activities
Technical assistance to for -profits, technical assistance to
microenterprises, job creation, commercial facade, commercial
rehabilitation, etc.
3
Project Name
Housing - Single Family Projects 2017
.. ........... .
Target Area
City of Miami
Goals Supported
Homeowner - Single Family Rehabilitation
i
Homeowner - Single Family Replacement Housing
Needs Addressed
Homeless Assistance
. . . ........
Funding
.. . .......
Description
Single family rehabilitation to maintain affordable housing stock in the
. . . ....... __ . . .....
City of Miami.
Target Date
9/30/2,018
. . . . . . ...... . . ........... . . ........ . .. . ....... . .......
Estimate the number
and type of families
that will benefit from
the proposed activities
...............
. . . .................... . . . ...... . ... .....
Location Description
Planned Activities
See above
- - - - - - - __--
Annual Action Plan 38
2.017
OMB Conti
of No: 2506-0117 (exp. 07/31/2015)
Project Name
Housing - Brick and Mortar 2017
Target Area
- . ....... .....
City of Miami
.... ........ .... . ..... .. . ....... . .......
Goals Supported
Rental Housing - MUlti-Farnily New Construction
Rental Housing - Multi-Farnily Rehab
Homeownership - New Construction
Needs Addressed
Affordable Rental Housing
Affordable Homeownership
Funding
CDB: $2,162,915
Housing Trust Fund. $250,000
I...Description
Construction/Rehabilitation of affordable housing units
------ . ...... - -----
Target Date
. . ....... ... ...........
9/30/2018
Estimate the number
and type of families
that will benefit from
the proposed activities
..... . ...... . .......... . .............. ........ . ......
Location Description
- ....... . . . .
Planned Activities
Project Name
. . ....... .
Housing - Downpayment Assistance 2017
. .... .........
Target Area
City of Miami
Goals Supported
Homeownership - Down Payment Assistance
. ..... . ..
Needs Addressed
Affordable Homeownership
Funding
HOME., $16,2,583
SHIP, Program (Horida): $500,000
Description
Downpayrnent Assistance to low-to-moderate incorne households to
support affordable housing objectives.
Target Date
Estimate the number
and type of families
that will benefit from
the proposed activities
. ........ .
. .....
Location Description
Planned Activities
Downpayment Assistance to low-to-moderate income households to
. ........... .
support affordable housing objectives,
— ------
Annual Action Plan
2017
OMB Control No2506-0117 (exp. 07/31/2015)
39
6
Project Name
Sustainable Communities 2017
Target Area
City of Miami
Goals Supported
Economic Development - Sustainable Communities
Needs Addressed
Economic Development & Public Facilities
Funding
CDBG: $1,421,806
Description
Acquisition, construction, reconstruction, rehabilitation or installation
of public facilities and improvements. This is inclusive, but not limited
to street improvements, neighborhood facilities such as libraries,
police/fire stations, recreational facilities, parks and playgrounds,
facilities for persons with special needs, etc.
Target Date
9/30/2018
Estimate the number
and type of families
that will benefit from
the proposed activities
Location Description
Planned Activities
Public Facilities and Improvements, Street Improvements, etc
7
Project Name
HESE - City of Miami/Citrus Health Network/Admin 2017
Target Area
City of Miami
Goals Supported
Street Outreach and/or Hotel/Motel Vouchers
Rapid Rehousing and Homeless Prevention
Program Administration
Needs Addressed
Special Needs Housing & Objectives
Homeless Assistance
Funding
ESG, $429,274
CoC RFP: $250,000
Description
For the provision of outreach services for homeless individuals and
families and for the prevention of homelessness through rapid
rehousing and homeless prevention programs.__
Target Date
9/30/2018
Estimate the number
and type of families
that will benefit from
the proposed activities
Annual Action Plan
2.017
OMB Control No: 2506-0117 (exp. 07/31/2015)
BE
Annual Action Plan
2017
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Location Description
........... . ....
Planned Activities
8
Project Name
....- .. . . . .....
2017-2010 - City of Miami FLH17FOO5
.. . ....... .... . . . ......... ... . ........
Target Area
I I
Goals Supported
Tenant used Rental Assistance
Short-Term Rental, Mortgage, & Utility Assistance
Needs Addressed
Affordable Rental Housing
Special Needs Housing & Objectives
Funding
HOPWA: $9,321,077
Description
Long Term Rental Assistance and Short Term Rent, Mortgage and
utilities Programs, Resource Identification.
Target Date
.
9/30/2018
. . .......
Estimate the number
and type of families
that will benefit from
the proposed activities
Location Description
Planned Activities
Long Term Rental Assistance and Short Term Rent, Mortgage and
utilities Programs, Resource Identification.
9
Project Name
2017-2020 - Carrfour Supportive Housing FLH17F605
Target Area
City of Miami
Goals Supported
Project-Based Capital, Rental, and Operating
Needs Addressed
Affordable Rental Housing
Special Needs Housing & Objectives
Homeless Assistance
Funding
HOP,WA: $49,000
Description
Project Based Operating Support
.......... . ... ............. . ...
Target Date
Estimate the number
and type of families
that will benefit from
the proposed activities
. . . ........ . . . .
Location Description
..........
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Planned Activities
10
Project Name
2017-2020 - Center of Information and Orientation FLH17F005
Target Area
Goal's Supported
Tenant Based Rental Assistance
Needs Addressed
Affordable Rental Housing
Special Needs Housing & Objectives
Funding
HOPWA: $456,260
Description
Provide Housing Specialist services and HQS Inspections for the Long
Term Rental Assistance Program
Target Date
9/30/2018
Estimate the number
and type of families
that will benefit from
the proposed activities
Location Description
Planned Activities
Project Name
2017-2020 -!Empower U FLH17F005
Target Area
Goals Supported
Tenant Based Rental Assistance
Needs Addressed
Affordable Rental Housing
Special Needs Housing & Objectives
Funding
HOPWA: $456,260
Description
Provide Housing Specialist services and HQS Inspections for the Long
Term Rental Assistance Program
Target Date
9/30/2018
Estimate the number
and type of families
that will benefit from
the proposed activities
Location Description
Planned Activities
12,
Project Name
2017-2020 - Miami Beach CDC FLH17F00,5
Target Area
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Goals Supported
Project-Based Capital, Rental, and Operating
Needs Addressed
Affordable Rental Housing
Special Needs Mousing & Objectives
IFundlin
HOP'WA: $27,910
Description
Provide affordable housing within the City's project based program
Target Gate
Estimate the number
and type of families
that will benefit from
the proposed activities
Location Description
Planned Activities
13
Project Name
2017-2020 - SABER FLHI7FOO5
Target Area
Goals Supported
Tenant Based Rental Assistance
Needs Addressed
Affordable Rental Housing
Special Needs Housing & Objectives
Funding
HOP"WA: $209,343
Description
Provide blousing Specialist services and HQS Inspections for the Long
Term Rental Assistance Program
Target [date
9/30/2018
Estimate the number
and type of families
that will benefit from
the proposed activities
Location Description
Planned Activities
14
Project Name
2017-2020 - Sunshine for All FLHI7FOOS
Target. Area
Goals Supported
Tenant Based Rental Assistance
Short-Terra Rental, Mortgage, & Utility Assistance
Need's Addressed
Affordable Rental Housing
Special Needs Housing & Objectives
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Funding
HOPWA: $456,260
Description
Provide Housing Specialist services and HQS Inspections for the Long
Term Rental Assistance Program. Also STRMU.
Target Date
9/30/2018
Estimate the number
and type of families
that will benefit from
the proposed activities
Location Description
Planned Activities
is
Project Name
2017-2020 - Care Resource FLH17FOO5
Target Area
Goals Supported
Tenant Based Rental Assistance
Needs Addressed
Affordable Rental Housing
Special Needs Housing & Objectives
Funding
HOPWA: $214,711
Description
Provide Housing Specialistservices and HQS Inspections for the Long
Term Rental Assistance Program
Target Date
9/30/20118
Estimate the number
and type of families
that will benefit from
the proposed activities
Location Description
Planned Activities
16
Project Name
2017-2020 - Latin Mission Ministries FLH17FOO5
Target Area
Goals Supported
Needs Addressed
Project -Based Capital, Rental, and Operating
Affordable Rental Housing
Special Needs Housing & Objectives
Funding
HOPWA: $24,000
Description
Project Based Housing Operating Support
Target Date
9/30/2018
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Estimate the number
and type of families
that will benefit from
the proposed activities
Location Description
Planned Activities
17
Project Name
Planning and Administration 2017
Target Area
City of Miami
Goals Supported
Program Administration
Needs Addressed
Affordable Rental Housing
Affordable Homeownership
Provision of Public Services
Economic Development & Public Facilities
Special Needs Housing & Objectives
Homeless Assistance
Funding
CDR& $942,476
HOPWA: $346,850
HOME: $258,388
Section, 8: $436,800
Description
Planning and Administration activities for CDBG, HOME, ESG, HOPWA
Target Date
9/30/2018
Estimate the number
and type of families
that will benefit from
the proposed activities
Location Description
Planned Activities
18
Project Name
Housing - Housing Choice and Mod Rehab Rental Assistance
Target Area
City of Miami
Goals Supported
Rental Housing - Housing Choice Rental Assistance
Needs Addressed
Affordable Rental Housing
Funding
Section 8: $4,663,200
Description
Affordable housing rental subsidies for approximately 443 low-income
households.
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Target Date 9/30/2018
Estimate the naumber
and type of families
that will benefit from
the proposed activities
Location Description
Planned Activities
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Description ofthe geographic areas of the entitlement (including areas oflow-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 system xvhema ittargets 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 stre,etscape improvements, code enforcement, and removal of slum and blight; (2)
Improve housing conditions by targeting rehabilitation and new construction assistance in the N'DZ; (3)
Stimulate economic development through facade improvements and' other forms of targeted business
assistance; (4) Improve the living condition of residents; (5) Spur economic growth and revitalization.
The geographic distribution of funding is not directly driven by the NDZ, but rather by the district in
which it is located. The city attempts to work with private sector partners and community-based
organizations to serve neighborhoods within NDZs, but no specific percentage of funds is reserved for
these target areas as the funding is extremely limited. The city allocates its funding on a citywide basis
unless otherwise noted in this plan.
Geographic Distribution
Target Area Pe.rcentage of Funds
Model City NDZ
Little Havana NDZ
Edison, East Little River, Little Haiti NDZ
I Coconut Grove NDZ
City of Miami
Table 10 - Geographic Distribution
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Table 10 - Geographic Distribution
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Rationale for the priorities for allocating investments geographically
Due to the limited amount of resources available, the city cannot reserve funding based on a specific
geographic target area. However, the city does provide an avenue whereby it prioritizes projects within
those areas whenever such project is beneficial to area residents. Grant funding, is therefore, best
utilized with the premise that it will directly assist low -to -moderate income residents.
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VA*
7904VATWor,
The City of Miami will continue to allocate CDBG, HOME, HOPWA, SHIP', and AHTFfunding for the
development of affordable housing opportunities. This shall be accomplished by implementing the
strategies that concentrate in, alleviating citywide housing needs. As depicted in the Housing Needs
Assessment, Miam:i is a city where wages and job growth have not been able to keep up with the
increasing cost of living, as such nearly half of city residents are cost -burdened.
...... .........
One Year Goals for the Number of Households to be Supported
Homeless 26
Non -Homeless 62
Special -Needs 1,544
Total 1,632
Table 11 - One Year Goals for Affordable Housing by Support Requirement
one Year Goals for the Number of Household's Supported Through
Rental Assistance 1,570
The Production of New Units so
Rehab of Existing Units 12
Acquisition of Existing Units 0
Total
1,632
Table 12 -tine Year Goals for Affordable Housing by Support Type
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NEUSM
=0 MROR
Miami -Dade Public Housing and Community Development (PHCD) oversees Public Housing throughout
the County, including within the City of Miami's, jurisdiction. Much of the information cited here is
attributed to P,HCD which is committed to provide to low, very low, extremely low and moderate-
incorne residents of Miami -Dade County with:
0 Quality affordable housing opportunities,
6 Neighborhood revitalization and stabilization activities,.
0 Partnerships with private and public entities to optimize resources through innovative programs
0 Efficient and effective management of resources,
PHCD administers over 9,100 public housing units. The waiting list for public housing is currently closed.
There are over 70,000 people on, the tenant based list and over 40,000 remaining on the project -based
list, It varies depending on the bedroom size and prograrn. The City has done an analysis of PHCD"s units
and approximates that approximately 6,000 of these are within, City of Miami limits.
Actions planned during the next year to address the needs to public housing
As identified in its most recent Consolidated Plan, the PHCD plans on the following action during the
next year:
0 Utilize contractors for projects presented in the Five Year Action Plan.
0 Continue the Job Order Contracts (JOC) program as necessary which is a rapid method of
contracting from a pool of pre-screened group of contractors to do vacant unit repairs, The units
are inspected by PHCD staff, and a list, of line items are selected from a pre-set unit price table
containing a number of repairs with fixed prices.
Provide replacement public housing:
• Coordinate with various agencies to make best efforts to identify Annual Contribution Contract
(ACC) equivalent units within the HOPE VI Target Area for low income fain lies and elderly
persons. The HOPE VI Target Area (TA) boundary is defined in BCC Resolution 1416- 08 as,
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bounded by NW 119 Street, NW 7 Ave., NW 36 Street, and NW 32 Ave.
Improve public housing management (PHAS Score):
* Continue with the Quality Assurance Review (QAR) program for resident files.
Continue the applicability of the Enterprise Income Verification (EW) improve voucher management
(SEK8APScone)
0 Maintain orimprove the current SEMAPScore.
Increase customer satisfaction:
`
• Provide improved communication with management and referral services horesidents.
* Section 8 will continue to receive and assess customer surveys to improve communication.
' ^
Concentrate onefforts tnimprove specific management functions:
�
~ Deliver timely and quality maintenance services topub[icmousinQresident .
• Ma[nta�mpreventk/e maintenance efforts.
Actions to, encourage public housing residents to become more involved in management and
pa�rticipate in homeownership
In an effort to encourage public housing residents to become more involved in management, PHCD has
implemented quarterly meetings with resident councils to provide training on various aspects of
resident organization and empowerment. In an effort to encourage homeownership, PHCD also
coordinates the County's Section 8 Homeownership program which was approved by the Miami -Dade
Board of County Commissioners (BCC) in December 2001. The Section 8 program is comprised of 14,904
allocated Housing Choice Vouchers (including 125 VASH) and 2,101 Moderate Rehabilitation project
based u�nits. Additionally, PHCD administers 987 units under the Single Room Occupancy (SRO) Section 8
Moderate Rehabilitation Program a:nd Stewart B. McKinney Act Shelter Plus Care Program, targeting
assistance to disabled homeless individuals with mental illness, substance abuse and/or HIV/AIDS.
a. Size of Program:
0 PHCD is limiting the number of participants in the homeownership program to 200.
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b. PHCD-established eligibility criteria
• The family must be currently in good standing with the housing agency, including no
outstanding debt to PHCD for previous quality standard damages or unpaid rent. Meet HUD
income requirements. Must earn the minimum wage equivalent to 2,000 hours annually at the
State of Florida minimum rate. The family must be in compliance with the current lease. The
family shall', not have quality standards violations existing in the unit, The family shall not have a
history of late payments. The family must not have a previous default on a mortgage obtained
through a PHCD homeownership program.
As an alternative to homeownership, PHCD may consider pursuing lease -to -own options for
homeownership units.
If the PHA is designated as troubled, describe the manner in which financial assistance will be
provided or other assistance
The PHA is not designated as troubled.
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AP -65 Homeless and Other Special Needs Activities — 9�1.220(i)
Introduction
As required under 91.220, below are the City's one-year goals, and action steps for reducing and ending
homelessness through the channels defined in the federal regulations. All of these steps are intended at
all times to align and complement those of the Miami -Dade Homeless Trust, the main body behind our
local Continuum of Care (CoC).
Describe the jurisdictions one-year goals and actions for reducing and ending homelessness
Me f mi
Reaching out to homeless persons (especially unsheltered persons) and assessing their
individual needs
Miami's Homeless Assistance Program (MHAP) serves as the front lines in the City's fight against
homelessness and has handled street outreach services for the City for over a decade. The City intends
to use 60% of its FSG allocation to fund MHAPS Outreach Service activities with: a goal of assisting
approximately 1449 persons in the coming year by providing them with residential shelter placement,
and non-residential services including engagement, case management, emergency health services,
emergency mental health services, transportation, and services to special populations. MHAP staff work
on City streets, talking to and engaging with, the unsheltered to handle intake properly, subsequently
assessing and referring the person to services available in the community including one of five area
shelters, a specific shelter for victims of domestic violence, an emergency care center for medical
treatment, a substance abuse treatment program, transitional housing programs (based on availability),
the Florida Department of Chilldren & Families, the Florida Food Stamp Program, the Social Security
Administration, the Dade County Division of Vocational Rehabilitation, the U.S. Veterans Administration,
the U.S. Immigration and Naturalization Services (INS), and/or Legal Services of South Florida, The MHAP
enters all information into HMIS, thereby assisting the CoC in having accurate data as to characteristics
of persons who are living on the streets.
MHAP follows the County -wide CoC's outreach process, called "Outreach, Assessment and Placement"
(OAP), which is provided on the street in a daily, non-aggressive fashion, and as a result of service
requests from homeless persons, social service agencies, religious organizations and law enforcement
personnel. OAP teams are composed of formerly homeless persons and social services professionals.
Referrals are made to the level of housing, as appropriate, or to ancillary services, as may be needed.
The established OAP process requires on -the -street preliminary assessments and typical information
and referral that encompasses five eler"nents: outreach engagement, preliminary psycho -social
assessments, placement/referrals, follow-up and re-engagement (for individuals placed into housing by
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streets) -
Addressing the emergency shelter and transitional housing needs of homeless persons
The City/DCED does not fund or operate emergency shelters/transitional housing.
The CoC works with a number of housing providers to address homelessness in our community via a
three -stage plan which includes emergency housing (temporary care); transitional housing (primary
care);and,permnanen1supportivehuusing(advancedcare).Outsideofthethreesta8es,thereisasVhset
addressed for those persons who have a permanent disability (mental illness, substance abuse, AIDS).
Emergency housing typically spans 60 days in an existent Homeless Assistance Center (HAQ a facility
that provides short-term ohefter,showers, clothing, food, mail, telephones along with counseling and
the development of a "case plan" for each individual. Meanwhile, transitional housing spans six to nine
months with a focus on intensive case management,to include treatment, rehabilitation, n1,
and jubtraining. This care isspecialized treatment (mental health; substance abuse; separate programs
for men, women and children, AIDS patients, etc) with the goal ofpreparing individuals toheself-
sufficient. All provider agencies under contract with the Homeless Trust mustt roVidmust comply
with the Trust's approved standards of care for emergency care facilities, transitional care facilities, and
permanent housing. This ensures the health, safety and well-being of homeless persons and provides
ease of entry into the system. The Chapman Partnership (CPH) is the not-for-profit 501(c)(3) approved
agency that is the private sector partner of the Miami -Dade County Homeless Trust. CPH operates the
two currently ope,rational Homeless Assistance Centers (HACs), offering a combined 800 beds. The first
center, HAC 1, is located in the City of Miami (near downtown) and opened in October 1995. The second
,center, HAC 11, opened in October 1998 in South Miami -Dade, at the former Homestead Air Force Base.
As of January 21, 2016, the continuum's housing inventory (year-round beds) was as follows: 1,716
emergency shelter beds, 24 safe haven beds, and 1,266 transitional beds, amounting to a total of 3,006
in this category, p�us 247 overflow/voucher beds. Meanwhile, there were 3,9196 permanent supportive
housing beds amounting to a grand total of 7,249 beds in the continuum.
Helping homeless persons (especially chronically homeless individuals and families, families
with children, veterans and their families, and unaccompanied youth) ma,ke 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 famn)[ieswho were
recently homeless from becoming homeless again
When analyzing the data from the most recent PIT inregards tothe sub -populations identified, the two
characteristics found most frequently, are mental illness and substance abuse, in both the sheltered and
unsheltered categories. This data would seem to indicate that a bulk of homeless persons are battling
another underlying issue(s) and as such, are in need of housing and supportive services. Addressing
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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,
unemployment level's in South Florida continue to be some of the highest in the nation and lack of
ernployrnent is a key factor in a person's ability to retain housing and finally, there is a limited supply of
affordable housing units within City limits, specifically for the very low-income. To that end, the City
works within the means available and awards federal funds (HOME, HOPWA, CDBG-DR) to supportive
housing projects within City limits. Recent allocations include funding towards the Royalton Apartments
in Downtown Miami; Parkview Gardens in Liberty City which opened in the Fall of 2012; Little River Bend
Apartments (66 units) in the Little Haiti neighborhood; and rehabilitation, dollars to the Little Haiti
Gateway Apartments (70 SRO units) also in Little Haiti.
Helping low-income individuals and families avoid becoming homeless, especially extremely
low-income individuals and families and those who are: being discharged from publicly
funded institutions and systems of care (such as health care facilities, mental health facilities,
foster care and other youth facilities, and corrections programs and institutions); or, receiving
assistance from public or private agencies that address housing, health, social services,
employment, education, or youth needs.
The City continues to fund rapid re -housing and homelessness prevention services via its Emergency
Solutions Grant (ESG) funding. Approximately 30% of the City's ESG award goes towards these activities.
The latter services are administered by a sub -recipient within the City and County under a program
known as HAND (the Housing Assistance Network of Dade County). The DCED's objectives for this
prograrn are to: (1) Prevent individuals and families from becoming homeless and to (2) Reduce the
number of homeless individuals and families, Should ESG funding levels remain the same in the next
year, the City plans to assist 25-27 persons/families via the HAND program,
As a member of the local CoC, the City is actively engaged in furthering the already established local
discharge coordination, policy. Established back in 2007, A Memoranda of Agreement was set up for all
agencies that provide services to homeless persons or persons at risk of homelessness. This Interagency
Agreement includes the Miami -Dade Homeless Trust, State and County Corrections agencies, the 11th
Circuit Court, the local public hospital (Jackson Memorial Hospital), community mental health facilities,
and the Florida Department of Children and Families. The Miami Homeless Assistance Program has
worked with Jackson Memorial Hospital', and Community Mental Health Centers to establish and
implement discharge procedures for homeless individuals, ensuring that they have an adequate supply
of medication upon discharge and that the appropriate services (ancillary and/or housing) are provided.
Individuals referred by these agencies are assessed by a specialized outreach team within 24 hours of
initial referral and are usually placed in an emergency shelter within a day of the assessment.
In September of 2013, the Miami -Bade County Homeless Trust's Board of Directors approved a new plan
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to create at least25Obeds for the area's chronically homeless bvrequiring all Trust -funded
permanent housing providers that donot already doso, toset msideunits within their programs
specifically for the chronically homeless. As per the Trust, an estimated 43 to 49% of the current
unsheltered (street homeless) population is considered chronic under HUD's definition of someone who
is disabled and has been homeless for more than a year, or four or more times in the past three years.
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AP -70 HOPWA Goals — 91.220 (1!)(3)
One year goals for the number of households to be provided housing through the use of HOPWA
for:
Short-term rent, mortgage, and utility assistance to prevent homelessness of the individual or
family
0
Tenant -based rental assistance
900
Units provided in permanent housing facilities developed, leased, or operated with HOPWA
funds
32
Units provided in transitional short-term housing facilities developed, leased, or operated with
HOPWA funds
0
Total
932
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AP -75 Barriers to affordable housing — 91.220(j)
Introduction
The City has long had to combat several factors outside of its control that act as barriers to the
development and preservation ofaffordable housing, First, because Miami isthe oldest jurisdiction in
South Florida, there are reUotive|yfew larger -sized residentially zoned vacant tracts in the City as
compared to other suburban areas in Miami -Dade County that were developed later, Many of the City's
available vacant parcels are scattered and situated in the City's most economically distressed
neighborhoods and would have to be developed on an in -fill basis The scarcity of large vacant
residential parcels raises housing development costs since the private market is unable to realize cost-
savingsattributedtoernnmmyofsce[eorhigherdensbybnusimgpmjects.Abo,duetomurarea'ssea
level's and proclivity %Dhurricanes, building codes tend tobe stringent thereby costly. Also, although
they vary considerably indifferent parts nfthe City, land costs inmost �neighborhoods are high which
makes it difficult for the private market to construct affordable housing for lower income households in
Miami without government subsidies. As such, the City provides the maximum amount of subsidies
allowable under federal regulations to keep up with the costs of real estate, Recently, public
infrastructure has also become a concern. Specifically, water and sewer lines in Miami are overseen and
operated by Miami -Dade County. Notably, the latter's Water & Sewer Department is in the midst of
what is said to be a 15 -year overhaul of its 7,500 m,iles of sewer lines, with costs approximated at over
$1 billion. Many areas of the County and City suffer from inadequate sewer capacity or aging, decaying
lines which rupture or require extensive repairs. The vulnerability of this system means that if there is
no connection to certain areas, then development to that area is halted.
Actions it planned to remove or ameliorate the negative effects of public policies that serve
as barriers to affordable housing such as land use controls, tax policies affecting land, zoning
ordinances, building codes, fees and charges, growth limitations, and policies affecting the
return on residential investment
At the last general election (2012) in Florida,state voters d constitutional amendment eleven
(11) which offers an additional $50,000.00 homestead exemption to seniors who already qualify that
have also maintained their home as their permanent residence for at least 25 years and have a market
value less than $250,000.00, The amendment required local legislation as well, and in the spring of
2013, the Mayor's office introduced the item approximating that at least two thousand City households
would benefit, with seniors qualifying for an additional $400 in savings each year. The enactment ofthe
W0UiamESadommkiAct[n2992croatedadedicatedsoorceof/evemueforhoushngimFlohdafnoma
portion ofdocumentary stamp taxes nnthe transfer ofreal estate. This landmark legislation provided
both for a dedicated funding mechanism for state and local programs, as well as a framework for local
programs tooperate. Approximately 3O96ofthese revenues flow into the State Housing Trust Fund and
70 percent flow into the Local Government Housing Trust Fund. Originally, the collected amount
was intended to be fully appropriated towards affordable housing efforts otate-vvide,via the funding of
twnprograms— the SAIL (State Apartment Incentive Loan) program provides low-interest loans on a
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competitive basis to affordable housing developers and the SHI'P (State Housing Initiatives Partnership)
program, which provides funds Lolocal governments asamincentive tocreate partnerships that produce
and preserve affordable homeownership and multifamily housing. However, once the economy tanked
and Florida's budget suffered, the State's legislature authorized using certain percentages of the fund to
ba:|amcetheir books leaving the SHIP program severely unfunded. The City has lobbied ooastate level,
urging the Legislature to use the housing trust fund monies solely for housing, as originally intended.
Unorder tospur affordable housing development C[tV-vvide,in2OI1the City Commission approved am
amendment to the City's zoning code (Miami 21) creating affordable housing incentives for developers
including, but not limited to, modifications of architectural/design standards and parking reductions if
the new property lscertified asproviding amininnumof8O%ofthe dwelling's wmhsasaffordab|e
housing serving residents atorbelow 6896of the area's AML A
'recorded covenant runs with the
property for 15 years afterthe issuance of a final Cifi te of Occupancy (CO).The deferral
incentive for developers to build out affordable housing versus market rate units, by reducing the
project's costs and allowing for certain parking reductions and modifications of architectural/design
standards, The City Commission passed Ordinance, #13304 amencling the City Code to create a "Code
Relief Program" to assist those residents who wish to legalize their residential properties in a manner
allowing for the safe and orderly procurement of permits towards the legalization of remodeling work
and additions to existing buildings done prior to March 1, 2002. This program was enacted given the
current economic climate creating a hardship for many citizens to bring their properties into compliance
without proof of proper permits, given that many properties were built under older, now defunct
building and zoning codes. The program was given two years to operate. Finally, in the summer of 2013,
the City Commission passed a reduction of its property tax rate for the third consecutive year.
Discussion
Although the Miami 21 Code does address mixed use projects, no mention had been made of mixed
income projects in the code until recently. The DCED believes that incorporating some type of
mandatory inclusimnary zoning program into the Code could allow for the development of mixed -income
neighborhoods and keep essential public -sector employees such as police officers, teachers, and
firefighters residing in the communities they serve, all while boosting affordable housing supply and
promoting i | inclusion. In late February, City leaders approved an amendment to Miami21vvhich will
allow for relaxation mixed -income residential projects, with delineations in
keeping with the state's SAIL program as detailed above. Developers can utilize these mixed -income
standards based on their providing at least 40% of the units serving residents at or below 60% AMI, or
providing at least 20% of the units serving residents at or below 50% AMI.
Also, the WED plans to continiue its longstanding relationship with Housing Opportunities Project for
Excellence (HOPE) Inc., our local Fair Housing Center /PH|P\, given the |atte/s ability to monitor and
respond to the, different faces of discrimination especially in light of the foreclosure crisis and potential
issues related to predatory lending/refinancing. As required, HOPE assists the DCED and City in testing
for fair hous�ng law violations, pursuing enforcement of meritorious claims, and conducting fair housing
education and outreach. Their insight into fair housing matters is crucial' in the DCED's efforts to
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affirmatively further fair housing.
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AP -85, Other Actions — 91.220(k)
Introduction
The following introduces other octioms/strategies the City of Miami will implement, whenever
possible, in FY2017-2018 to,
0 Meet underserved needs;
& Foster and maintain affordable housing;
0 Reduce lead-based painthezavds;
* Reduce the number ofpoverty-level families;
0 Enhance coordination between public and private, housing and social service agencies.
Actions planned toaddress obstacles tumeeting underserVedneeds `
'
The City ofMiami, through the Consolidated Plan, petitions for federal fumdstu assist the needs uf
`
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 amenitie,s in their neighborhoods. As an example, for
senior citizens and homebound frail elderly persons, physically and developmentally disabled persons,
and infants and youth,, funds provided through the Consolidated
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
d'evelopment throughout the City; make efforts to assist existing homeowners bring their units into safe
and sanitary conclitions; make HOME funds available towards new construction and rehabilitation of
multi -family structures; continue providing rental subsidies to over 1,3,00 families on a yearly basis, etc
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
tothe proportion ofpe-l97Ohousing units within the Miami city limits, the city isrequired tncomment
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
thatlead-basedpeintimspectimnobaexpended.Thereducti000fe|evated|eadb|ood[eve|y/^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
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nfhazards. The city requires that certified lead-based paint contractors perform the work onhousing
projects where hazards have been identified, to ensure that safe work practices are followed as
implemented hyFlorida 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 haoardsoflead-based paint to each
family orapplicant who is receiving housing
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, nrmotices1ofamHieam/ithchi|dmanunderage
G. '
^ �
Actions planned to reduce the number of poverty -level families
The City strives toreduce the number ofpoverty level familiesbvsupporting human development and
economicdevelopment hfacilitate' retention opportunities
allowing extremely low- and very low-income residents to move toward self-sufficiency.
The City seeks &oreduce the number of poverty-levelfamilies bysupporting human development and
employment programs that facilitate he creation and `retention of job opportunities. The mission is to
evaluate programs that work towards getting families out of poverty. The City also works to develop the
infrastructure support to assist economic development projects that compliment workforce
`
Traditionally, the norm has been to provide funding to organizations rendering social services, housing,
economic development ms, and serviceszmthe special needs population. *nsuch, aseries o/
funding gets committed tuagencies identified asproviders catering 10the needs recognized inthe
'
public hearing process.
'
Actions planned to develop institutional structure
At this moment the city does not have the capacity to develop institutional structure.
Actions planned boenhance coordination between public and private housing and social
service agencies
The city participates in a number of boards and committees such as the Miami -Dade Homeless Trust
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Board, the Miami -Dade HIV/AIDS Partnership and its Housing Committee among others tobeable to
properly assess some of the needs of our special needs population. Meetings are attended by public and
private partners which allow for better coordination and cooperation in finding common grounds and an
opportunity to collaborate and bring the necessary services to community. The DCED continues to work
to enhance the programs and services it already provides to many of its residents and p/mnnm1es
cooperation among industry leaders from both public and private agencies,
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AP -90 Program Specific Requirements — 91.220(1)(1,2,4)
Introduction
The following addressesthe program specific re,quirementsforthe Annual Action Plan. It incl'udes
information regarding the Community Development Block Grant (CDBG), HOME Investment Partnership
Program, and Emergency Solutions Grant (E5Gi
`
'
ram (CDBG)
Colmmunity Development Block' 'rant___-
Reference 20(1)(1)
Projects planned with all CDBGfunds expected to be availableduring the year
he
Projects Table. The following identifies program income that is available for use thatisincluded in
projects to be carried out,
1.The total amount nfprogram income that VviQhave been received before the start ofthe next
` ^
program year
and that has not yet been me ed
2The t of proceeds from sectionthe year tn
address the h rity needs and specific objectivesgrantee's strategic plan.
3. The amount of surplus funds from urban renewa!l settlements
4.The amount of any grant funds d to theline of credit for which the pKamned'use has not
been included i hor statement or plan`�.
5 The amountofim from, nded activities/
Total Program Income: `�
Other CDBGReouimammemts
`
'
l.The amount of
urgent need activities
`
'^
2. The estimated percentage
` « baused for activities that
benefit persons nflow and moderate income.Overa]|Benefit Aconsecutive period
ofone, two orthree years may beused todetermine that aminimum overall
benefit of7O96afCD8Gfunds isused tobenefit persons mflow and moderate
income. Specify the years covered that include this Annual Action Plan.
HOME Investment Partnership Program(HQ&0E)
Reference 24CFR 91.2IO/[V2\
1. A description of other forms of investment being used beyond those identified in Section 92.205 is
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asfollows:
The DCED will utilize State Housing Initiative Program (SHIP) funds from the State of Florida, as well
as Affordable Housing Trust funds (AHTF). The City sometimes uses SHIP funds for developers to use
as local match to leverage additional HOME, Housing Tax Credits or SAIL from Florida Housing
Finance Corporation, it also uses these for all ofits single-family home programs (clovunpaynnent
assistance, emergency rehabilitation/replacement, foreclosure prevention). The AHTF collects
financial contributions from private developers who desire to take advantage of the floor area
bonus provisions allowed in the City's Zoning Code. The amount collected is specific to every square
foot increase (floor area) and guidelines for the use of the funds were approved by the City of Miami
Commission solely for housing programs and the Trust's administration. Housing programs include:
assistance tmfor-profit and not'fnpprofitdevelopers for homeownership orpenLa|deve|mpments,
existing homeowners, and first-time homebuyers. All AHTF funding must obtain, approval by the
,
City's volunteer Housing and Commercial Loan Committee and/or City of Miami Commission.
`
Adescription ofthe guidelines that will be usedfo|recapture of HOME funds when used
for homebuyer activities as required in 92.254, is as follows:
If the owner sells and/ or transfer the house before the end of the City's mortgage term, the
following provisions will apply:
1) The sale of the property must be pre -approved by the City, and the new buyers must meet the
program's income limits in effect at the time AND the sales price must not exceed the maximum
affordable sales price, in effect at the time. 2) For any 'early' sale or transfer, the City shall', share in
any 'gain' realized, based on its pro -rated share of participation in the original' purchase.
Furthermore, if the sale occurs within the first 3 years, the City shall keep 100% of its pro -rated
share of the 'gaiin', from year 3 up to year 20, the City's share of its pro -rated 'gain' shall decrease by
5% every year, while in turn, the owner's share shall increase by 5% each year. At year 20 up to the
City's loan maturity, the owner shall retain 100% of the City's 'gain'. 3) This above share gain
proposal terminates in the event of a foreclosure, with the lender required to provide the City the
right of first refusal to purchase the loan at a negotiated price. In the event of a foreclosure, the City
will recapture any amount of net proceeds available from the sale of the property, In the case of
refinances, the City Manager or his designee will determine the amount that has to be paid back
based on the funding source.
3. A description of the guidelines for resale or recapture that ensures the affordability of units acquired
with HOME funds? See 24 CFR 92.254(a)(4) are as follows:
Multifamily Rental projects which have been funded by the City will be monitored according
to estabfished 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
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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 onnual tenant eligibility
monitoring will begin with the first anniversary of the project's Certificate Of Occupancy, and as
close as possible to the project's anniversary during each following year for the entire term of the
affordability. This monitoring will be conducted separate from any property inspections. During the
on-site file review, the documentation of a sample of 10% or more of Tenants is analyzed to confirm
compliance with all HOME regulations. Upon completion of this review, an exit interview is
conducted with the developer/property manager to discuss results. If in, non-compliance, potent4l
rernedies 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 aiong with, a description of the refinancing guidelines required that
will be used under 24 CFR 92.206(b), are as follows-.
We do not pian for this, and so we do not have guidelines for any such program.
Emergency Solutions Grant (ESG)
Reference 91.220(l)(4]l
1. Include written standards for providing ESG assistance (may include as attachment)
This is provided as, an attachment to address rapid re -housing and homeless prevention activities.
2. If the Continuum of Care has established centralized or coordinated assessment system that
meets HUD requirements, describe that centralized or coordinated assessment system.
The Homeless Trust provides a central point of entry for any family who finds themselves horneless,
the toll-free Homeless Helpline which serves to direct people who are homeless or at risk of
homelessness to prevention and outreach services, and allows for a centralized intake system.
Families who call are directed to the Trust's central prevention provider, Camillus House, who
ernplloys clinical staff. Families who are at risk of homelessness, are provided an assessment to
determine the best course of action. Families who require rental assistance and legal services are
provided with those services either through Camillus HPRP, or as planned, ESG prevention and rapid
re -housing programming. The Homeless Trust has a sophisticated network of geographically placed
homeless outreach providers who are engaged in street outreach and are accessibie via the phone
line as well. Individuals, or families who require immediate shelter placement are referred to an,
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outreach team for shelter placement. Families with minor children are provided shelter regardless
of capacity. If there is no room in the shelter system, outreach teams provide placement into a hotel
until such time as a shelter bed becomes available. The Trust contracts with agencies (City of (Miarni
and Miami Beach) to provide homeless outreach County -wide (Miami provides 24 [lour coverage).
The outreach teams serve as gatekeepers into shelters funded by the Homeless Trust as walk-ins are
not permitted. The Homeless Trust also contracts a team of clinical: staff who serve as outreach
workers for people experiencing chronic homelessness.
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
Prograrn (MHAP), a City unit that has handled homeIess, street outreach since 1991. MHAP's staff --
rnany of whorn are formerly horneless - 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 Verificotion Form, report all necessary data in HMIS, and participate in the
bi-annual Point -in -Time (PIT) counts of homeless persons, County -wide. Currently, 60% of the ESG
allocation (the maximum allowable) is awarded to MHAP given the continued trend of unsheltered
homeless persons who live on City of Mlarni streets,
Outside of this, the DCED issued an RFP in the fall of 2015 accepting Submissions from those entities
seeking the remainder of ESG funding towards rapid re -housing and homelessness prevention
activities. All RFPs were independently scored, with the agency awarded the highest number of
points then recommended to City Commission for funding approval. In this last cycle, Citrus Health
Network, Inc, (Citrus), was selected to continue operating both Rapid -Re -housing and Homelessness
Prevention activities on behalf of the City of Miami. They do so for Miarni and Miami -Dade County
via the program known locally as the Housing Assistance Network of Dade (HAND).
Prior to this, Citrus also successfully managed the former HPRP program for both jurisdictions.
Although the City acknowledges that HUD has expressed the importance that ESG dollars be used
towards rapid re -housing when, possible, the City has opted to allocate a greater percentage
towards homelessness prevention activities given the unique set of circumstances surrounding a
high level of foreclosures in Florida and Miami during the past several years, which has left many
more persons in the "at -risk of homelessness" category, with few resources to assist them.
4. If the jurisdiction is unable to meet the homeless participation requirement in 24 CFR
576.405(a), the jurisdiction must specify its plan for reaching out to and consulting with
homeless or formerly homeless individuals in considering policies and funding decisions
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regarding facilities and services funded under ESC.
Of the 27 -members serving on the Board of the Trust, three are formerly homeless persons. Aside,
from this the DCED invited all CoC agencies via e-mail to its five public hearings, and notified the
Homeless Trust of this Consolidated Plan, as well as providing specific sections of the CP addressing
homeless -related issues and activities to them for their review.
5. Describe performance standards for evaluating E5G.
When assessing street outreach efforts, the DCED monitors its agreement with MHAP, checking in
on their efforts on a quarterly basis, to confirm they're on target to meet their annual goal as to the
number of persons, to be assisted via street outreach efforts during the course of the fiscal year.
When assessing rapid re -housing and homelessness prevention activities,, the City determined upon
a quick analysis of its clients that the average case accounts for approximately $4,500 in assistance.
To that end, we predict the number of persons we can assist under homelessness prevention and
rapid re -housing activities, by dividing the amount of total funding allocated to the activity by that
average case assistance arnount. In IFY 16-17, this amounts to roughly 22 homelessness prevention
cases and 9 rapid re -housing cases. In conjunction to these quantifiable goals, a set of performance
(qualitative) standards has been established to ensure that these projections are rnet, These
standards are as follows:
• Monitor the number of households assisted who return to shelters after Homelessness prevention,
or Rapid Re -housing Assistance is provided. At least 70% of households will continue to be in stable
housing at least 90 days following the period of assistance;
• Monitor the number of households that are assisted d'irectly from a shelter;
• Based on need, ensure that 100% of clients are being referred to other appropriate supportive
services in, the COMMLinity;Issue payment to program landlords within 14 days of receiving a request
for payment package;
• Leverage programmatic dollars by ensuring that assisted clients, are contributing towards their
recovery from homelessness.
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