city of miamici.miami.fl.us/communitydevelopment/docs/reports/caper07.pdf · and community based...

Reporting: Objectives & Accomplishments

City of Miami

Department of Community Development

Consolidated Annual Performance & Evaluation Report (CAPER)

Fiscal Year 2006-2007 32nd Program Year

1

Table of Contents IInnttrroodduuccttiioonn .......................................................................................................................................................................................................................................................................... 33

SSttrruuccttuurree ooff tthhee CCAAPPEERR .................................................................................................................................................................................................................................... 44

55--YYeeaarr CCoonnssoolliiddaatteedd PPllaann ((22000044--22000099)):: PPrriioorriittiieess && SSttrraatteeggiieess........................................................................................ 55

AAsssseessssmmeenntt ooff 55--YYeeaarr GGooaallss && OObbjjeeccttiivveess ...................................................................................................................................................................... 1155

AAffffiirrmmaattiivveellyy FFuurrtthheerriinngg FFaaiirr HHoouussiinngg .................................................................................................................................................................................. 1199

MMoonniittoorriinngg ooff ffaaiirr hhoouussiinngg eennffoorrcceemmeenntt .................................................................................................................................................................................................................................. 1199 WWhhoo ccoonndduucctteedd tthhee aannaallyyssiiss?? .................................................................................................................................................................................................................................................................... 1199 MMeetthhooddoollooggyy uusseedd:: .................................................................................................................................................................................................................................................................................................. 1199 AAddddrreessssiinngg IImmppeeddiimmeennttss ttoo FFaaiirr HHoouussiinngg:: .......................................................................................................................................................................................................................... 2200 TToottaall NNuummbbeerr aanndd DDoollllaarr AAmmoouunntt ffoorr PPrroojjeeccttss tthhaatt SSeerrvvee MMiinnoorriittiieess ........................................................................................................................................ 3333 TToottaall NNuummbbeerr aanndd DDoollllaarr AAmmoouunntt ffoorr PPrroojjeeccttss SSeerrvviinngg tthhee DDiissaabblleedd ........................................................................................................................................ 3344 SSeeccttiioonn 33 RReeppoorrtt ((HHUUDD ffoorrmm 6600000022)) ............................................................................................................................................................................................................................................ 3355

AAffffoorrddaabbllee HHoouussiinngg ............................................................................................................................................................................................................................................ 3377

LLooww ttoo MMooddeerraattee HHoouusseehhoollddss DDeeffiinneedd:: .................................................................................................................................................................................................................................... 4466 HHoouussiinngg AAssssiissttaannccee ffoorr LLooww ttoo MMooddeerraattee HHoouusseehhoollddss:: .................................................................................................................................................................................... 4466

CCoonnttiinnuuuumm ooff CCaarree ................................................................................................................................................................................................................................................ 4477

MMiiaammii HHoommeelleessss AAssssiissttaannccee PPrrooggrraamm ((MMHHAAPP)) .......................................................................................................................................................................................................... 4477

EEmmeerrggeennccyy SShheelltteerr GGrraanntt ((EESSGG)) ...................................................................................................................................................................................................... 4488

OOtthheerr AAccttiioonnss ................................................................................................................................................................................................................................................................ 4499

LLeevveerraaggiinngg RReessoouurrcceess ...................................................................................................................................................................................................................................... 5522

AAddvvaannttaaggee ooff LLeevveerraaggiinngg::.............................................................................................................................................................................................................................................................................. 5522 HHoouussiinngg AAccttiivviittiieess LLeevveerraaggiinngg:: ............................................................................................................................................................................................................................................................ 5533 FFaaççaaddee PPrrooggrraamm:: .......................................................................................................................................................................................................................................................................................................... 5533 CCooddee CCoommpplliiaannccee::...................................................................................................................................................................................................................................................................................................... 5544

CCDDBBGG AAccccoommpplliisshhmmeennttss............................................................................................................................................................................................................................ 5555

HHoouussiinngg:: .................................................................................................................................................................................................................................................................................................................................... 5566 PPuubblliicc FFaacciilliittiieess && IImmpprroovveemmeennttss:: .................................................................................................................................................................................................................................................. 5577 PPuubblliicc SSeerrvviicceess::.............................................................................................................................................................................................................................................................................................................. 5588 EEccoonnoommiicc DDeevveellooppmmeenntt AAccttiivviittiieess:: ................................................................................................................................................................................................................................................ 6666

HHoouussiinngg OOppppoorrttuunniittiieess ffoorr PPeerrssoonnss wwiitthh AAIIDDSS ((HHOOPPWWAA)) .................................................................................................................... 6699

CCoonnssoolliiddaatteedd AAnnnnuuaall PPeerrffoorrmmaannccee aanndd EEvvaalluuaattiioonn RReeppoorrtt –– MMeeaassuurriinngg PPrroojjeecctt PPeerrffoorrmmaannccee ...... 6699

BBrriicckk && MMoorrttaarr HHOOPPWWAA:: .............................................................................................................................................................................................................................................................................. 8822

CCiittiizzeenn PPaarrttiicciippaattiioonn............................................................................................................................................................................................................................................ 8833

HHOOMMEE PPrrooggrraamm ........................................................................................................................................................................................................................................................ 8844

11.. HHOOMMEE AAssssiisstteedd CCoommmmuunniittyy HHoouussiinngg DDeevveellooppmmeenntt –– OOrrggaanniizzaattiioonn DDeevveellooppmmeenntt PPrrooggrraamm .................................. 8888 22.. HHOOMMEE MMuullttiiffaammiillyy RReennttaall NNeeww CCoonnssttrruuccttiioonn PPrrooggrraamm .................................................................................................................................................... 8888 33.. HHoommeeoowwnneerrsshhiipp NNeeww CCoonnssttrruuccttiioonn PPrrooggrraamm ...................................................................................................................................................................................... 8888 44.. EExxtteenntt HHOOMMEE ffuunnddss ddiissttrriibbuutteedd aammoonngg ddiiffffeerreenntt ccaatteeggoorriieess ooff hhoouussiinngg nneeeeddss iiddeennttiiffiieedd iinn iittss

CCoonnssoolliiddaatteedd PPllaann.. .......................................................................................................................................................................................................................................................................................... 8899

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DDoowwnn PPaayymmeenntt// CClloossiinngg CCoosstt AAssssiissttaannccee PPrrooggrraamm:: .............................................................................................................................................................................................. 8899 HHOOMMEE CCoommpplleetteedd PPrroojjeeccttss iinn FFYY 22000055--22000066:: .............................................................................................................................................................................................................. 9955 SSttrraatteeggyy ttoo iinnccrreeaassee tthhee nnuummbbeerr ooff mmiinnoorriittyy aanndd wwoommeenn oowwnneedd bbuussiinneesssseess ppaarrttiicciippaattiinngg iinn tthhee HHOOMMEE PPrrooggrraamm..

................................................................................................................................................................................................................................................................................................................................................................ 9966

MMoonniittoorriinngg ........................................................................................................................................................................................................................................................................ 9977

HHOOPPWWAA HHoouussiinngg AAccttiivviittiieess:: .................................................................................................................................................................................................................................................................... 9977 CCDDBBGG-- SSuubb--rreecciippiieenntt CCoonnttrraaccttss:: ........................................................................................................................................................................................................................................................ 9977 HHOOMMEE-- CCoonnttrraacctt CCoommpplliiaannccee MMoonniittoorriinngg:: ........................................................................................................................................................................................................................ 9988 SSeeccttiioonn 33 .................................................................................................................................................................................................................................................................................................................................. 9988 DDaavviiss--BBaaccoonn PPrreevvaaiilliinngg WWaaggeess ........................................................................................................................................................................................................................................................ 110011 EEnnvviirroonnmmeennttaall RReevviieeww PPrroocceessss ........................................................................................................................................................................................................................................................ 110022 MMiinnoorriittyy && WWoommeenn oowwnneedd bbuussiinneessss uunnddeerr tthhee HHOOMMEE PPrrooggrraamm .................................................................................................................................................. 110022

SSeellff--EEvvaalluuaattiioonn ...................................................................................................................................................................................................................................................... 110033

LLeessssoonn’’ss lleeaarrnneedd:: .................................................................................................................................................................................................................................................................................................... 110077 PPrroojjeecctteedd FFuuttuurree GGooaall’’ss ffoorr 22000044--22000099:: .............................................................................................................................................................................................................................. 110099

AAttttaacchhmmeennttss ................................................................................................................................................................................................................................................................ 111100

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Introduction

The Consolidated Annual Performance Report (“CAPER”) is submitted annually to the U.S.

Department of Housing and Urban Development (“HUD”) for review. The primary purpose of

this year’s report is to summarize and measure the performance of activities funded by the City

of Miami (“the City”) during the 2006-2007 fiscal period against the goals established in the

Five Year Consolidated Plan (2004-2009). The Consolidated Plan presents the City’s strategy for

using federal funds to meet identified housing and community development needs and serves as

a guide for providing funding under the following HUD entitlement grant programs: Community

Development Block Grant (“CDBG”); Home Investment Partnerships (“HOME”); American

Dream Downpayment Initiative (“ADDI”); Emergency Shelter Grant (“ESG”); and Housing

Opportunities for Persons With AIDS (“HOPWA”).

In addition to fulfilling a reporting requirement to HUD, the CAPER provides useful and timely

information to City residents regarding the goals and progress of housing and community

development activities funded each year. It provides a general assessment of activities and

specific information on individual projects undertaken during the year, while simultaneously

addressing priorities and strategies identified in the 32nd Program Year (2006-2007) Annual

Action Plan. The CAPER is particularly useful for decision makers, such as the Mayor and City

Commission members, in evaluating the City’s progress in reaching established goals.

The CAPER looks beyond the individual activity and into the reasons why projects succeed or

fail in meeting the goals set forth in the 2006-2007 Annual Action Plan. It is particularly

important, when measuring the City’s progress, to identify projects that are slow-moving or

infeasible due to their timeframe, overall management, and/or funding. This year, the City

Commission has conducted numerous supplemental public hearings to determine the most

equitable way to distribute HUD funds citywide. The CAPER is an essential tool in the decision-

making process. The four HUD programs, CDBG, HOME, ESG and HOPWA, provide the

majority of housing, economic development, and human services funding to the City.

The City’s accomplishments, in this period, are described and organized in the CAPER

according to the priorities and strategies established in the Five Year Consolidated Plan (2004-

2009). These priorities and strategies complement HUD’s Primary Objectives for developing

viable communities, providing decent housing, and creating suitable living environments, which

expand economic opportunities for persons of low- and moderate-income. The City received

almost $25 million in funding for Program Year 2006-2007, from the five federal programs

administered by the U.S. Department of Housing and Urban Development:

FY 06-07 Funding Community Development Block Grant (CDBG) $8,450,357.00

HOME Investment Partnerships (HOME) $4,643,888.00

Emergency Shelter Grants (ESG) $361,489.00

Housing Opportunities for Persons with AIDS (HOPWA) $11,189,000.00

American Dream Down Payment Initiative $68,512.00

Total: $24,713,246.00

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Structure of the CAPER

The CAPER is composed of two parts: the Narrative and the Grantee Performance Report

(“GPR”). The GPR follows the Narrative and provides a much higher level of detail on project

activities. The Narrative is divided into sections for the CDBG, ESG, HOPWA and HOME

programs; other actions; program monitoring and self-evaluation, as required under Title 24 of

the Code of Federal Regulations Section 91.520 (24 CFR 91.520).

The CAPER also includes narrative sections summarizing the City’s overall progress in meeting

local priorities and goals and describe the status of actions taken to address specific areas of need

identified in the Five-Year Consolidated Plan (2004-2009). These sections demonstrate how

activities undertaken during the program year address strategic plans and objectives for

communities identified as high priorities in the Consolidated Plan. They are designed to

facilitate assessment of the overall progress made during the year toward the attainment of long-

term goals and objectives.

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5-Year Consolidated Plan (2004-2009): Priorities & Strategies

The Five Year Consolidated Plan submitted to HUD serves as the comprehensive housing

affordability strategy and community development plan for jurisdictions funded under the

Community Planning and Development formula, in accordance with 24 CFR 91. HUD mandates

all federal funds applicants, that are states or units of general local government, submit an

application with a certification affirming consistency with a HUD-approved Consolidated Plan.

The Consolidated Plan serves as: 1) A planning document for the jurisdiction, 2) An application

for Federal funds under HUD’S formula grant programs, 3) A strategy to be followed in carrying

out HUD programs, and 4) An action plan that provides a basis for assessing performance.

Geographic Distribution/Target Areas: The 2004-2009 Consolidated Plan calls for a two tiered approach to community development.

The City targets distressed neighborhoods within the jurisdiction which are most in need of

assistance, designated as Neighborhood Development Zones (NDZs). The NDZ concept is a

comprehensive long-term approach to community revitalization that focuses on community

assets as a means of stimulating market driven redevelopment. It is a holistic approach that calls

for sustained, multiyear commitments from local governments, the private sector, foundations,

and community based organizations. The following is a list of the NDZs in the City of Miami:

Neighborhood Development Zones

Allapattah

Coconut Grove

Edison/ Little River/Little Haiti

East Little Havana

West Little Havana

Model City

Overtown

Wynwood

Model Blocks

Within each NDZ, the City will identify Model Blocks that are poised for revitalization. Model

Blocks are small geographic areas with no more than 1,000 housing units. Each Model Block is

in close proximity to a commercial corridor (“Commercial Business Corridor” or “CBC”). From

2004 to 2009, the City will concentrate resources for housing, public infrastructure

improvements, and slum and blight removal in these small geographic areas. The CBCs will

serve as target areas for economic development activities (See list of CBCs in Chapter V). The

goal is to provide a visible and concentrated neighborhood revitalization initiative that can serve

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as a catalyst for private investment and change in the Neighborhood Development Zones.

Specifically, the City will seek to accomplish the following in the Model Blocks:

Create physical improvements through infrastructure and streetscape improvements, code

enforcement, and removal of slum and blight;

Improve housing conditions by targeting rehabilitation and new construction assistance in

the Model Block area;

Stimulate economic development through façade improvements and other forms of

targeted business assistance in the CBCs;

Improve the living condition of residents in the Model Block by targeting social service

assistance.

In selecting the Model Blocks and the CBCs, the study team considered the workforce

population, household income, housing stock condition, and property values of the area. Other

factors vital to selection included the proximity to a commercial corridor, planned capital

improvements, and tangible opportunities for revitalization. Throughout the Model Block

planning process, the Department of Community Development consulted with various entities

including: other City Departments, City Commissioners, the City Manager’s Office, private

institutions, private consultants, and public agencies seeking recommendations to identify the

most feasible areas for development activities. Some proposed Model Block boundaries were

designated for further study based on the recommendations of District Commissioners to target

areas deemed to be most responsive to the needs of their constituents.

Commercial Business Corridors (CBCs)

A major element of the Model Block concept is economic revitalization. Each Model Block area,

in the Consolidated Plan, is in close proximity to a commercial corridor. This is based on the

premise that economic development can have a positive impact on residential areas and,

likewise, commercial corridors need a steady stream of clients from the surrounding residential

areas.

Success in redeveloping the CBCs relies on leveraging opportunities in and around the corridors.

Many of the CBCs can build upon projects already taking place in the area. For example, the

FEC corridor development plan will help pave the way for new development in Little Haiti and

Wynwood. The main goal, however, is similar to that of the Model Blocks in that the City plans

to focus its limited resources in smaller corridors that are poised for revitalization. By

concentrating resources for economic development, public infrastructure improvements, and

commercial corridor rehabilitation, the CBCs will provide a visible improvement in the targeted

corridors that will serve as incentives for private investment. The following criteria was used to

select the Commercial Business Corridors:

Existing market conditions

Planned capital improvements

Tangible opportunity for revitalization (likelihood of future development)

Proximity to Model Blocks

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Neighborhoods Defined

Allapattah Neighborhood Development Zone (NDZ)

In the Allapattah neighborhood, the City has (2) NDZs. One area is bounded by NW 17th

Avenue to the East, NW 20th Street to the South, NW 27th Avenue to the West, and N.W. 36th

Street to the North. The other will be bounded by NW 20th Street to the North, NW 14th Avenue

to the East, NW 17th Avenue to the West, and NW 14th Street to the South.

Model Blocks

NW 23rdStreet to the South, NW 28th Street to the North, 27th Avenue to the West and 22nd

Avenue to the East (Census block group: 24022).

Community Business Corridors (CBC)

20th Street Merchant Corridor: NW 20th Street from 17th Avenue to the East to 27th Avenue to

the West.

Civic Center Corridor: 20th Street from I-95 to the East to 12th Avenue to the West. 12th

Avenue from the Miami River to NW 2020th Street.

Merchant Corridor: NW 20th Street from 17th Avenue to the East to 27th Street.

Coconut Grove Neighborhood Development Zone (NDZ)

The Coconut Grove NDZ is bounded by Day Avenue to the North, Franklin Avenue to the

South, SW 32nd Avenue (McDonald) to the East and SW 37th Avenue to the West.

Model Blocks

Same as the NDZ described above.


Grand Avenue Corridor: SW 32nd Avenue to the East to Jefferson Street to the West.

Edison/East Little River/Little Haiti

Neighborhood Development Zone (NDZ)

The Edison/Little River/Little Haiti NDZ will be bounded by NW 79th

Street to the North, NE

2nd Avenue to the East; I-95 to the West and NW 54th Street to the South.

Model Blocks

54th Street to the South, 62nd Street to the North, NE 4th Court to the East and NE 2nd Avenue

to the West (Census block group: 20041).


Little Haiti Corridor

54th Street from NE Miami Avenue to the West to NE 4th Court to the East.

62nd Street (MLK Blvd.) from NE Miami Avenue to the West to NE 4thCourt to the East.

NE 2nd Avenue from 54th to the South to 62nd Street (MLK Blvd.) to the North.

8

Little Havana East Little Havana Neighborhood Development Zone (NDZ)

The Little Havana NDZ is bounded by 17th Avenue to the West and SW 8th Street to the South.

The northern section runs along the Commission Boundary to the Miami River and continues on

a Southeasterly direction along the shoreline to 4th Avenue. At that point, 4th Avenue becomes

the Eastern boundary and extends South to SW 8th Street.

Model Blocks

NW 1st Street to the South, Miami River to the North, NW 10th Avenue to the West, NW 6th

Court to the East (Census block groups: 52021, 52022).


Flagler Street Corridor

West Flagler Street from 12th Avenue to the West and the Miami River to the East.

West Little Havana

Neighborhood Development Zone (NDZ)

The West Little Havana NDZ is bounded by SW 8th Street to the North, SW 15thStreet to the

South, 29th Avenue to the West and SW 17 Avenue to the East (Census block groups: 63012 and

63011).


Flagler Street and Coral Way on a case-by-case basis and pending eligibility.

Model City Neighborhood Development Zone (NDZ)

The Model City NDZ has two adjacent areas. The first area is bounded by NW 71st Street to the

North and by NW 7th Avenue to the East, NW 54 Street to the South and NW 17 Avenue to the

West. The second area is bounded by NW 17th Avenue to the City Limits at NW 19th Avenue

between NW 62nd Street and Interstate 112.

Model Blocks

Model Block 1: NW 59th Street to the North, NW 54th Street to the South, NW 12 Avenue to

the East, NW 17th Avenue to the West (Census block groups: 19037 and 19034).

Model Block 2: NW 17th Avenue to the City Limits at NW 19th Avenue between NW 62nd

Street and Interstate 112.


Model City Corridor

NW 17th Avenue from 62nd Street to the North and State Road 112 to the South.

Martin Luther King Corridor

NW 62nd Street (Martin Luther King Blvd) from I-95 to the East and NW 17th Avenue to the

West.

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Overtown Neighborhood Development Zone (NDZ)

The Overtown NDZ is bounded by NW 20thTerrace to the North, the F.E.C. railroad tracks to

the east, I-95, SR 836 and the Miami River to the West, and NW 5th Street to the South.

Model Blocks

Model Block 1: NW 11th Street to the South, NW 7th Avenue to the East, Commission District

Northwest (Census block group: 30012).

Model Block 2: NW 11th Street to the North, I-95 to the East, NW 7th Avenue to the West and

NW 5th Street to the South (Census block groups: 36011, 36012, and partially 34004 and

34003).


Overtown NW 2nd Avenue Corridor

NW 2nd Avenue from NW 5th Street to the South to I-395 to the North

Overtown NW 3rd Avenue Corridor.

NW 3rd Avenue from NW 5th Street to the South to I-395 to the North.

Wynwood Neighborhood Development Zone (NDZ)

The Wynwood NDZ is bounded to the North by N.W. 36th Street, East by Miami Avenue, South

by NW 29th Street, and West by I-95.

Model Blocks

NW 36th Street to the North, 29th Street to the South, North Miami Avenue to the East and NW

4th Avenue to the West (Census block group: 26003, 26002).


Wynwood NW 2nd Avenue Corridor

NW 2nd Avenue from 29th Street to the South to 36th Street to the North.

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NDZ Map, Model Blocks and CBC:

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Anti-Poverty Strategy (ACCESS MIAMI)

The Strategic Plan and the Anti-Poverty Strategy identified in the Consolidated Plan is reflective

of the City of Miami Mayor’s Anti-Poverty Initiative and CDBG national objectives. The

Consolidated Plan sets the framework for carrying out the Mayor’s Antipoverty Initiative at the

neighborhood level. The national formula grant programs play a vital role through the provision

of resources to address the roots and consequences of poverty. The funds will assist in alleviating

some of the most pressing needs in the community, beginning with housing needs. CDBG dollars

also foster economic development opportunities in the City, focusing on creating and sustaining

economic opportunities for the economically disadvantaged. In addition, CDBG dollars help

social services agencies provide essential public services to indigent citizens experiencing

economic hardships. CDBG funding also assists in fostering equal access to health, public safety,

and senior and youth services.

The Mayors Antipoverty Initiative has manifested itself into ACCESS Miami. An acronym

representing the financial empowerment tools of Assets, Capital, Community, Education,

Savings and Success, it is the next phase of the Mayor’s Anti-Poverty Initiative launched in

2001. It is a comprehensive, citywide initiative aimed at increasing City residents’ access to the

financial tools that are fundamental to economic prosperity and success. By increasing access to

educational and financial resources, while harnessing the strength of community assets, City

residents will have increased opportunity to build wealth, improve financial literacy, and save for

the future.

ACCESS Miami incorporates resources from the public, private, and nonprofit sectors,

participation from community-based organizations and dedication from the residents

themselves. By focusing on asset accumulation, access to capital, and community-building,

ACCESS Miami creates a comprehensive financial growth strategy rooted in education, savings,

and job creation/retention that promotes economic prosperity for individuals and small-business

entrepreneurs.

ACCESS Miami is built upon four cornerstones: 1.) Access to capital; 2.) Access to existing

benefits; 3.) Building wealth and accumulating assets; and 4.) Improving financial literacy.

These cornerstones are the guiding principles for assistance to both residents and small business

entrepreneurs within the City. To date, ACCESS Miami has established numerous

collaborations with high-profile partners, working with each on a one-on-one, customized basis

to offer opportunities for City residents year-round, including financial seminars, workshops,

free tax preparation, training, small-business loans and more. Residents can access as few -- or as

many -- of these resources as they see fit. In this context the City proudly reports the following

accomplishment and milestones achieved through the Mayor’s Anti-Poverty Initiative, better-

known as ACCESS Miami.

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ACCESS Miami 2007 Tax Campaign

Free Tax Sites: Super Sites include: Orange Bowl and Corpus Christi Church. In order to maintain a more segmented approach, the City reduced its VITA sites to two Super Sites, and expanded the Benefit Bank sites throughout its NET offices. The modest increase in VITA site results is attributed to a more diversified tax preparation offering throughout the city. An increase in PR and media outreach would increase and maximize the potential of these two sites.

Free Tax Sites Results

2007 City Tax Sites Accepted

Average

EIC

Total

Credits

Average

AGI

Total

Refund Amt

Average

Refund Amt

Orange Bowl 583 $956 $557,100 $17,251 $866,600 $1,486

Corpus Christi 304 $903 $274,400 $15,000 $480,200 $1,580

Grand Total 887 $929 $831,500 $16,126 $1,346,800 $1,533

Total 2004 1,152 $1,574,784 $1,367

Total 2005 769 $1,574 $637,330 $17,691 $1,143,932 $1,568

Total 2006 856 $898 $778,954 $15,369 $1,209,939 $1,385

Inc/Dec (-) 4% 3% 30% 5% 11% 11% H&R Block Partnership Sites: Successful negotiations have resulted in H&R Block extending their $35 fee per new return for all five years of the contract instead of just the first two years. Fees waived for new debit card accounts and reduction of fees for Express IRA, Express Savings, and refund anticipation checks. Partnership Results to Date

Total

Returns

Total Partnership EITC

Returns

Average

EITC only

refund

Total EITC

Refund Average total refund Total Refunds

Total IRA &

Debit Cds

opened*

Average

starting

deposit

2,005 20,017 8,786 $2,193 $19,270,969 $2,219 $44,413,806 462 $530

2,006 20,337 8,249 $2,198 $18,128,828 $2,249 $45,731,660 522 $1,216

2,007 21,111 8,100 $2,250 $18,223,229 $2,282 $48,177,009 3,033 $1,851

Inc/Dec (-) 3.8% -1.8% 2.4% 0.5% 1.5% 5.3% 481.0% 52.2%

To date 61,465 25,135 $55,623,026 $138,322,475 4,017 $1,199

3,033 Total New Deposits $5,612,968

These figures are generated from City of Miami zip codes only

*The breakdown of accounts is: 145 Express IRAs for $95,357, 12 Express savings accounts for

$20,901 and 2,876 new debit (Emerald Card) accounts for $5,496,710

Total value of City of Miami fee reductions in 2007 alone totaled $438,206 or a $151 savings per client

Partnership Impact on Accumulating Wealth and Assets

Tot new savings & bank accounts for 07'

Refund Anticipation Loan (RAL) Consumption has been maintained at 24% of total returns

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Benefit Bank Tax Sites: This innovative, Internet-based eligibility tool was deployed in all NET offices plus select FBO/CBOs such as, Hope Relief Food Bank, Miami Bethany Community Services and New Horizons, as an alternative way to prepare taxes. This year-round tool is able to assist residents with other benefits such as Food Stamp, Medicaid, KidCare, Low Income Home Energy Assistance Program (LIHEAP), child care subsidies, and federal amended taxes in 2007.

Benefit Bank Results

2005 63 $82,498 $14,286 $34,097

2006 236 $280,707 $13,017 $140,151

2007 272 $361,740 $24,545 $183,947

Total to date 571 $724,945 $51,848 $358,195

Inc/Dec (-) 15% 29% 89% 31%

Interesting data regarding who is using Benefit Bank: 27% are filing head of household which

means a single parent with kids. Average adjusted gross income is $14, 265.

19 Department of Children & Families Common Applications were completed.

ACCESS Miami Total Tax Campaign Results

2007 2006 2005 Results to Date Inc/Dec (-)

Total Refund Impact $49,885,549 $47,222,306 $45,640,236 $142,748,091 5.6%

EITC Refund Impact $19,238,676 $19,047,933 $19,942,396 $58,229,005 1.0%

Clients Served 22,270 21,285 20,849 64,404 4.6%

2007 Cost savings to City Residents:

Program # of returns Fee savings

Free tax sites* 887 $79,830

H&R Block sites** 8,100 $729,000

Benefit Bank* 272 $24,480

Total 9,259 $833,310

*Average tax preparation fees are $90 for Miami Dade County

** Additional saving to those who opened IRAs and Debit Plus Accounts - $25 for each not incl.

City residents take advantage of savings and banking opportunities* H&R Block /City of Miami partnership has produced the following results accumulating assets and wealth:

Year Express IRAs $ Amount Express Savings $ Amount Debit Card $ Amount

2007 145 $95,357 12 $20,901 2876 $5,496,710

2006 328 $174,213 3 $2,000 191 $460,667

2005 462 $244,994 0 $0 0 $0

Total 935 $514,564 15 $22,901 3,067 $5,957,377 *This does not include our new accounts as a result of the City’s Matched Savings Fund or micro lending programs.

To Date, over $2,400,000 in

fees have been saved by City

of Miami Residents

14

The strategies and priorities in the City of Miami’s Five Year Consolidated Plan (2004-2009)

are, as follows:

Invest in human resources through Public Services activities;

Expand the supply and availability of:

Decent, safe, sanitary, affordable rental housing,

Affordable homeownership opportunities, and

Jobs and self-employment opportunities;

Reduce discriminatory and regulatory barriers to affordable housing;

Encouraging the development of a variety of affordable housing types and

opportunities for Special Needs residents;

Revitalize neighborhoods and communities by encouraging small business

lending and grants;

Foster business formation and promote family self-sufficiency through the

development of entrepreneurial resources;

Facilitate economic development through the establishment, stabilization, and

expansion of micro-enterprises;

Expand citizen participation by supporting the development of Community

Based Organizations (CBOs) and promoting neighborhood business

revitalization.

15

Assessment of 5-Year Goals & Objectives

The City is required to evaluate how closely the funded activities are aligned with the priorities

and strategies established in the Five Year Consolidated Plan (2004-2009) and the 2006-2007

Annual Action Plan to meet the goals and objectives. The broad goals are identified as:

Enhance Quality of Life

Expand Economic Opportunities

Provide Decent Housing

The CAPER for the 32nd

Program Year reflects activities identified in the Annual Action Plan

and carried out in 2006-2007 in accordance with the Consolidated Plan. The intent is to execute a

strategic plan to revitalize Miami’s neighborhoods by integrating economic, physical,

environmental, community, and human development activities to meet the needs of the residents.

Each activity funded under the entitlement grants is tailored to meet one or more of the broad

goals identified above to revitalize the City’s depressed neighborhoods and improve the quality

of life for residents. This includes activities principally intended to assist very low-, low-, and

moderate-income persons, as well as special needs groups.

The Consolidated Plan recognizes the City’s unique characteristics and natural location as the

gateway to the “Americas”. The dynamics of a diverse ethnic and racial population, combined

with the sharp contrast between pockets of extreme wealth and the reality of an inner city mired

in poverty and substandard conditions, creates an enormous challenge for municipal government.

Demonstrating this complicated reality, the 2000 Census identified the City of Miami as the

poorest large city in the nation, having the lowest median household income. The City of Miami

continues to utilize its entitlement grants to counter the decline of its neighborhoods and make

meaningful inroads to revitalize its most distressed communities.

Key Areas of Need

Public Services

In addition to housing needs, improved public services were among the highest priorities

identified through the public hearing process. Elderly service programs, disabled services, youth

services, childcare and head-start programs, substance abuse programs, and employment training

programs were all emphasized repeatedly at public hearings. It is evident that the ability of the

Department of Community Development to provide quality public services, accessible to the

public, is essential to neighborhood viability.

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Public Service Recommendations: Enhancing quality of life

Allocate the maximum allowable 15 percent to public service programs.

Provide reimbursement for public service activities per unit of service rate.

Provide reimbursement to agencies providing elderly meals based on established

program delivery cost per unit of service.

Leverage Community Development Block Grants (CDBG) public service allocations

to insure maximum use of available funds such as the transportation fund and

prioritize capital improvement funds to projects located in the Community

Revitalization Districts.

Provide letters of support, as requested, to community based organizations seeking

outside funding.

Actively and aggressively research grants sources to enhance program delivery.

Co-sponsor social service grants with Community Based Organizations and Award

bonus points to agencies proposing to operate programs in City Parks.

Pursue the implementation of Neighborhood Revitalization Strategy Areas.

Try to focus funding priorities within the established Model Blocks.

Economic Development

The Department of Community Development strives to create and sustain economic

opportunities for City residents through support of programs and activities that help low and

moderate income persons attain employment in conjunction with facilitating small business

development. The primary focus is to promote long-term economic viability, and by doing so, to

expand business development corridors. This will be accomplished by developing business

attraction and retention programs that will expand the economic base. The City will take a

proactive approach to business retention and attraction by developing and maintaining working

partnerships with local lenders, local investors, developers, local government entities, chambers

of commerce, and other agencies interested in business growth and development.

Economic Development Recommendations: Expanding Economic Development Activities

Job Creation through expanding the City’s economic base and promoting greater

employment opportunities for extremely low, low, and moderate income persons.

Provide financial assistance to the City of Miami Public Works Department and the

Department of Capital Improvement Projects.

Attract and retain businesses that provide jobs with good wages and desirable

working conditions to local residents.

Continued support of existing micro-enterprise businesses located within Commercial

Development Corridors.

Recruit firms in expanding target areas (CBCs) that offer entry level jobs to local area

residents.

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Work with the Department of Off-Street Parking to meet the parking needs and

requirements of the area, including the acquisition of property to be used for parking.

Continued support of the Façade Program, to provide large scale renovations along

strategic CBCs with emphasis on correcting code violations to upgrade storefronts,

resolve code violations, and purchase equipment for business located in the CBCs.

Provide technical assistance on an as needed basis and per-hour rate, to businesses

located in the CBCs and in areas deemed eligible for economic development

activities.

Support the existing right-of-way improvements plan along the CBCs.

Support Micro-business loan programs which provide small direct loans to start up

minority and women owned businesses.

Provide micro enterprises with a startup business tool kit.

Housing

The Housing Strategic Plan identifies the goals and objectives that the City of Miami will

undertake, in the next five years, to address the housing needs of extremely low income, low

income and moderate income households within the city. The priority needs, goals, and

objectives described in the Strategic Plan are based on the findings of the Housing Needs

Assessment and the Housing Market Analysis; as well as input received by residents and

stakeholders through the Citizen Participation process; and the Agency Coordination and

Consultation efforts.

Housing Development Recommendations: Housing Strategic Plan

Provide decent affordable housing to lower-income households.

Strengthen the ability of state and local governments to provide housing.

Leverage private-sector participation for Affordable housing preservation and new

construction.

Neighborhood revitalization through the creation of the Model Block concept.

Mixed use/income redevelopment.

The top priority for the City of Miami is to preserve affordable housing. Based on the findings of

the Housing Needs Assessment and the Housing Market Analysis, the City has adopted a four-

tiered investment strategy focusing on:

Preserving affordable rental housing for those most in need of housing

assistance. Priority will be given to the rehabilitation and new construction of

affordable rental housing for small families, single person households, and special

needs populations who are below 80 percent of the median income. These household

types were found to be in most need of housing assistance, particularly the elderly at

30 percent below the median income.

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Assisting existing homeowners to retain and maintain their homes through

rehab assistance. Priority will be given to elderly households and households that are

between 51 to 80 percent of the median family income (“MFI”). These households

experience the greatest cost burden among homeowners.

Preserving affordable homeownership opportunities for working families who

may be eligible for homeownership but may be priced out of the market due to

the escalating cost of real-estate. The priority will be families that are between 51 to

80 Percent of the MFI.

Stimulating affordable housing development through City incentives.

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Affirmatively Furthering Fair Housing

The Department of Community Development is actively engaged in promoting fair housing for

City of Miami residents. In the 32nd

Program Year the City of Miami has engaged in actively

promoting and securing compliance with fair housing.

The City’s fair housing program is designed to affirmatively further fair housing objectives of

Title VI of the Civil Rights Act of 1964, Title VIII of the Civil Rights Act of 1968, as amended,

and other relevant federal, state, and local fair housing laws. “Affirmatively further fair housing”

means that the City will actively work to reduce illegal housing discrimination. The program’s

strategy is to promote equal housing opportunities through education and training, monitor and

investigate complaints using proven techniques to support fair housing litigation, and conduct

research and studies to identify and address fair housing impediments.

Monitoring of fair housing enforcement

In lieu of maintaining an enforcement mechanism which has a significant fiscal impact as well as

creating redundancy of efforts, fair housing enforcement of claims occurring within the City of

Miami was conducted by Housing Opportunities Project for Excellence, Inc. (“HOPE”) . HOPE

was contracted by the City of Miami to coordinate and conduct 25 random tests of rental

developments within the city limits. The testing was conducted to assess the level of housing

discrimination. The project began on October 1, 2006 and ended on September 30, 2007.

Who conducted the analysis?

The City of Miami Department of Community Development (CD) served as the lead agency in

coordinating all aspects of the Analysis of Impediments (“AI”). CD retained the services of

Civica Consulting Group, Inc. to complete the AI report. The consultant was responsible for

gathering information, conducting key informant interviews, and writing the final document.

Methodology used:

The AI began with a review of social, economic, and housing data gathered from the 2000

Census and from existing studies and the following reports: 2004-2009 City of Miami

Consolidated Plan, Public Housing Authority Plan, and the Brookings Institute’s Growing the

Middle Class: Connecting All Miami Residents to Economic Opportunity. Other reports cited in

the Jurisdictional Background chapter include the Miami Comprehensive Neighborhood Plan

revised in 2004, as well as the 2005 Evaluation and Appraisal Report (EAR) of the Miami

Comprehensive Neighborhood Plan. Various recent newspaper articles were also cited

throughout the document.

The impediments to fair housing choice, and the conclusions and recommendations, were

identified through analyzing the data previously mentioned, and by obtaining information

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through key informant interviews of the participants listed above. Home Mortgage Disclosure

Act (HMDA) data used to analyze impediments to fair housing in the home buyers market in the

City of Miami was provided by the National Community Reinvestment Coalition (NCRC).

Addressing Impediments to Fair Housing:

The City of Miami is actively engaged in promoting fair housing for City of Miami residents.

The City concentrated its efforts in developing the 2005-2010 Analysis of Impediments to Fair

Housing Choice. The 2006-2007 fiscal year constitutes the second year of implementation for

this new plan. The City’s new fair housing program is decisively designed to affirmatively

further fair housing objectives of Title VI of the Civil Rights Act of 1964, Title VIII of the Civil

Rights Act of 1968, as amended, and other relevant federal, state, and local fair housing laws.

The City is committed to prohibiting discrimination in housing based on a person’s race, color,

religion, sex, familial status, national origin, age, or disability.

Impediment FH1: Scarcity of Developable Vacant Parcels

Recommendations FH 1.1 Develop a formalized infill program in which the City would make available city-owned parcels to

developers through a Request for Proposal (RFP) process. The City of Miami issued an RFP in January 2007 soliciting proposals for the mixed-use

development of 14 infill sites located at numerous locations in the Liberty City community. The 14 sites totaled almost 90,000 square feet of developable land to create mixed-use affordable housing.

An RFP is scheduled to be issued in November of 2007 soliciting proposals for the development of the remaining two Liberty City parcels totaling just over 43,000 square feet.

FH 1.2 The Department of Community Development will manage the citywide infill program and create

a strategy to ensure that available city parcels are used for the development of affordable housing.

The Department of Community Development continues to identify City of Miami owned sites suitable for development of affordable housing. Available parcels are transferred to developers selected though a competitive bidding process. The City issues a RFP for a specific lot, reviews the applications to evaluate the financial and technical capacity of the developer, and awards the RFP to the bidder that is most qualified to successfully complete the project. The City owned parcel(s) is then conveyed to the developer subject to deed restrictions to ensure affordability of the housing units built on the property.

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Impediment FH2: High Rates of Segregation in Public Assisted Housing

Recommendations FH 2.1 Continue to educate clients about the Fair Housing Act which allows them to choose where they

want to live and places no limitations on that choice other than a rent cap (it should be noted that all policies and procedures are consistent with the requirements of Federal, State, and local law and HUD regulations and guidance).

Five fair housing educational workshops were presented to community based organizations, disability advocacy agency staff and clientele, and local housing industry professionals. These seminars informed attendees of fair housing laws and how to seek redress of grievances related to housing discrimination, issues regarding reasonable accommodations and modifications for the disabled, housing opportunities for people with AIDS, and compliance with fair housing laws.

DATE EVENT

10/27/2006 Family Fun Festival at New Horizons Community Mental Health Center, Inc.

12/05/2006 City of Miami Public Service Agencies at Lummus Park

1/23/2007 City of Miami Affordable Housing Developers at Parrot Jungle Island

2/08/2007 City of Miami HOPWA Funded Groups at Lummus Park

2/14/2007 Housing Provider Training for Carib Management at Tequesta

FH 2.2 Provide technical assistance and training in affirmative marketing to recipients of City

administered federal funds. In particular, provide strategies that reach and appeal to all segments of the community.

Through its contract with HOPE, the City of Miami will monitor five city funded projects for compliance with fair housing and affirmative marketing requirements. Each selected project will complete a compliance survey and corrective actions will be implemen ted, and monitored, when required. Fair housing and affirmative marketing policy language will be developed for adoption by funded entities. Participants in City of Miami funded housing programs are now required to attend fair housing workshops.

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Impediment FH3: Federal Funding Decreasing Annually for Public Housing Assistance

Recommendations FH 3.1 Continue to attempt to accommodate as many Housing Opportunities for Persons with AIDS

(HOPWA) clients as possible in the City’s Long-term Rental Assistance Program.

In Fiscal Year 2006-2007, the City conducted an analysis of rent standards and market

rates to gauge the feasibility of paying a reduced amount of up to 90% of fair market rates,

which would have potentially permitted the City to augment its client base. However, the

City’s research determined that market rates within Miami-Dade County had increased

within the past year, so reducing the percentage paid would not be feasible, and would hurt

clients in their efforts to find decent rental housing. In Fiscal Year 2006-2007, 1,123

HOPWA clients were served meeting the pre-established measurable outcome.

The City continues to educate the housing assistance program’s clients about the Fair

Housing Act, which allows them to choose where they want to live without placing

limitations on that choice other than a rent cap, by providing them with written materials

on fair housing topics. Upon their annual recertification in the program, all HOPWA

clients receive a program manual they must review and sign (available in

English/Spanish/Creole), which dedicates three pages to Fair Housing law.

In addition, all of the City’s Section 8 clients receive a two page Fair Housing law flyer

upon their annual recertification.

Impediment FH4: Federally Funded Public Assisted Housing Clients May be Occasional ly Turned Down by Landlords Due to Prior Experiences with Assistance Programs

Recommendation FH 4.1 Provide information that demonstrates the City’s successful history of timely payments to other

landlords. In addition, post on the City’s website the program’s standard policies, changes to polices (i.e. the reduction in fair market rent coverage), and Frequently Asked Questions (FAQs) by landlords.

The Department of Community Development has in place reimbursement procedures to

expedite the delivery of rental payments to maintain the appeal of City of Miami sponsored

rental subsidy programs. Most importantly, checks for the Housing Assistance Program

are paid one month in advance.

Aside from this, the City of Miami has implemented a City-wide balanced scorecard

process that emphasizes customer satisfaction, whereby the Department of Community

Development will be measured (amongst other elements) by the number of days it takes to

process reimbursement requests, with the target range being within 14 days.

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Impediment FH5: Disparate Service in Private Lending to Minorities

Recommendations FH 5.1 Develop and implement steps to foster conventional lending and other banking services in

neighborhoods that appear to be underserved or to specific groups of citizens that appear to be underserved.

The City of Miami partnered with H&R Block to offer reduced tax preparation services, along with other banking services, to the City’s low- and moderate-income working families at select H&R Block locations within the City of Miami. Banking services offered through the partnership include Express IRA accounts and Debit Card products. The results to date: in 2007, 2,876 new bank accounts (via debit cards) were opened, totaling $5.5 million. In addition, 145 Individual Retirement Accounts, totaling over $95,000, were opened along with 12 Express Savings Accounts totaling $20,000 in deposits.

Year Express IRAs $ Amount Express Savings $ Amount Debit Card $ Amount

2007 145 $95,357 12 $20,901 2876 $5,496,710

2006 328 $174,213 3 $2,000 191 $460,667

2005 462 $244,994 0 $0 0 $0

Total 935 $514,564 15 $22,901 3,067 $5,957,377

FH 5.2 Target existing financial literacy programs (ACCESS Miami) in African American

neighborhoods.

In 2006, the U.S. Conference of Mayors awarded the City of Miami a $25,000 capacity grant for financial literacy. Partnering with the Parent Academy and Human Service Coalition, existing resources such as public schools were leveraged with the goal of increasing organizational capacity and community outreach to parents of school aged children. Predominantly minority communities were targeted. The results included 90 participating parents of school aged children, of which eighty-two percent were banked and eighteen percent un-banked. Ninety-four percent had annual incomes below $40,000. Eighty-seven percent were female and thirteen percent male. Sixty-five percent rented their homes, eighteen percent were African-American, eight percent were Asian/Pacific Islander, and seventy-four percent Hispanic/Latino.

As of May 2007, the ACCESS Miami Matched Savings Fund (MSF) has become a crucial part of the City’s anti-poverty strategy. The MSF is a federally and locally funded program designed to encourage and assist persons of low income to accumulate assets. The MSF provides a match equal to 2 dollars for each dollar an individual participant deposits into a MSF savings account (from earned income, Earned Income Tax Credit (EITC), or Temporary Assistance for Needy Families (TANF), up to a maximum of $1,000 per year. The Matched Savings Fund cannot contribute more than $2,000 per year to an individual, or more than $4,000 to a household per year). Savings in the individual development accounts can only be used to purchase a first home or to capitalize a business. Information Sessions are held in ACCESS Miami centers every Monday, Tuesday, and Wednesday. To date, 111 clients have been served by the program, with a 93 percent retention rate. The total number of financial education training hours

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conducted was 1,194, with 105 accounts focused on homeownership and 6 for business ownership. The average savings amount among participants was $78 per month.

Impediment FH6: Predatory Lending and Abuse of the Subprime Market

Recommendations FH 6.1 Develop and implement financial literacy programs through the ACCESS Miami program.

Ensure that programs are available in English, Spanish, and Creole. Building upon the success of the “Train the Trainer” sessions held in FY 2005-2006, the

City will once again partner with the Mortgage Bankers Association and Consumer Credit Counseling Services to conduct “train the trainer” sessions in October 2007. The community focused sessions target the grass-root level to invoke direct resident participation. Two of the sessions will focus on resources available to low income persons and how to manage foreclosures.

The City of Miami established a comprehensive Financial Literacy initiative through its

ACCESS Miami program. Since February of 2005, the City has organized multiple financial literacy workshops on predatory lending, Pastoral Roundtable meetings to brainstorm different ideas, alternatives to addressing financial literacy and fair lending practices among other topics, as well as related capacity building workshops. The Matched Savings Fund program reinforced the City’s financial literacy components by requiring those that are saving towards homeownership to attend a predatory lending session that discussed defining predatory lending, identifying aggressive marketing techniques, predatory lines of credit and credit cards, and predatory lending scams. See FH 5.2 for further details.

The financial literacy workshops incorporated such diverse populations as high school

teachers, community-based organizations, the faith-based community, housing agencies, the banking industry and community members. This program has been offered to over 200 trainers who in turn reached out to end-users in their respective communities. This is one of the best approaches to disseminate financial literacy information as we have found that communities place more trust on community leaders than any other source of information.

Below is an overview of the financial literacy workshops conducted by the City of Miami:

Date: Event Attendees

10/6/2004 Financial Literacy 48

11/2004 Financial Literacy 28

07/27/2005 Consumer Home Buying Basics – Part I 37

07/11/2005 Financial Literacy in Schools 60

8/1/2005 Personal Credit – Bilingual Parent Outreach

Program

12

8/30/2005 Credit Reports and their importance 55

12/15 – 12/16/05 Benefit Bank training 20

1/6/06 Developer Workshop 15

1/25/06 Community Bankers 14

25

3/15 – 3/16/06 National League of Cities Asset Building Event 25

7/24-8/4/06 Workforce Development - Paint Training 10

8/23/06 Predatory Lending Workshop 65

9/25 – 12/20/06 DollarWise Financial Education @ various schools 100

10/4/06 Pastoral Roundtable 75

11/30/06 Accion Small Business Event 40

11/27 - 12/8/06 Workforce Development - Paint Training 16

12/12 – 12/14/06 Benefit Bank training with various CBO & FBOs 25

2007 Matched Savings Fund Program (varies by month) 64

10/07 Train the Trainer Event – Home Preservation 75

11/07 Economic Community Partnership – Sm Business 360

Total Number of people benefiting from these activities: 1,144

FH 6.2 Develop media campaign that will educate the City’s residents about fair housing rights, including the right to fair loans and the dangers of predatory lending.

During National Fair Housing Month, the City co-sponsored a county-wide event in the City of Miami engaging elected officials, employees, providers and community agencies to address the need to affirmatively further fair housing. The event took place at the Downtown Miami Radisson hotel on April 20, 2007.

In addition, the City implemented a fair housing campaign, including HUD public service announcements on radio and television; and public relations efforts. The campaign aired on the City-operated cable network (channel 77), with a potential viewership of over 64,000. Radio public service announcements are broadcast on the City-operated station (1680 AM). Fair Housing materials were distributed at City-related events, were included in the Department’s quarterly newsletter and are posted on Community Development’s website.

FH 6.3 Though the City does not underwrite predatory loans and has standards (based on debt to income ratios) in place to deny loans that appear predatory, the City intends to strengthen the current policy to restrict interest rates, restrict points charged on a loan, and disallow certain loan products deemed unnecessary. A revised anti-predatory underwriting policy for first term mortgages that receive the City's assistance for down payments or closing costs will include the following:

– The term of the loan must be 30 years; – The interest rate must be fixed and cannot be more than 7.00 percent (periodically

review and adjust for changes in interest rates); – No adjusted rate mortgages; – No prepayment penalties; – Loan must be full documentation only. No stated income and/or assets loans; – The total percentage charged for Discount, Origination and Broker fees cannot

exceed 2 points; – All other lending fees (example, application fees, processing fees, tax service fees,

administration fees, etc.) must be reasonable. However, they cannot exceed $500 or 0.5 percent of the loan amount, whichever is greater.

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Impediment FH7: Lack of a Coherent Citywide Housing Policy

Recommendation FH 7.1 Develop a clear affordable housing policy. The Department of Community Development is in the process of reviewing the Standard

Operating Procedures for all of its programs. Once that process is complete, the Department will evaluate the policies in place and, where necessary, amend said policies or create new ones to effectuate a clear affordable housing policy.

Impediment FH8: Not Enough Affordable/Workforce Housing Units to Meet the Needs of C ity Residents

Recommendations FH 8.1 Continue to advocate on behalf of affordable housing developers streamlining the application

process, in the course of endorsing the following: – Impact Fees (Deterral); – Streamlining the Administrative Process;

i. Community Development Department ii. Building Department iii. Planning Department iv. Zoning Department

– Release of Liens.

The Department continues to work on behalf of affordable housing developers to expedite

the application process. Efforts include walking affordable housing plans to

Building/Zoning, in order to expedite the permit process. Also, in the case of all tax credit

projects (rentals) and affordable homeownership projects funded by the City, impact fees

are presently being deferred. A mass mailing was conducted to affordable housing

developers detailing the expedited permitting process.

FH 8.2 Continue to implement the actions to increase affordable housing identified in the 2004- 2009

Consolidated Plan.

Since 2000, the City of Miami, lead by Mayor Manuel A. Diaz, has invested over half a

billion dollars in affordable housing. In FY 2006-2007 alone, the City of Miami invested

$8,924,826.00 on affordable housing projects which generated an unprecedented leverage

amount from various private and public sources of $266,627,859.00. Together, the City

invested in projects that total: $275,552,685.00 (See chart that follows).

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Housing Projects Funded from January 2000 to Present

$0

$50,000,000

$100,000,000

$150,000,000

$200,000,000

$250,000,000

$300,000,000

2000 2001 2002 2003 2004 2005 2006 2007

Year

Leverage

City Funded

The City has strictly adhered to the affordable housing goals it set in place in the 2004-

2009 Consolidated Plan and is on track of accomplishing them. Below is a chart noting

respective units completed on FY 2006-2007.

Unit Type Goal

FY 2006-2007

Completed

FY 2006~2007

Status

Down payment Assistance 50 cases 80 cases On target

Rental Project Units 250 units 406 units On target

Homeownership Project Units 95 units 206 units On target

Also, the City currently has an additional 2,145 units in-progress at the present time, and

has every reason to expect that it will meet its annual goals, as noted in the 2004-2009

Consolidated Plan.

Funding by the City for these rental/homeownership projects/units follows strict

affirmative marketing guidelines to ensure that units are being fairly & competitively

advertised. The City understands the need to create housing units that provide real choice

to low or moderate income City residents and along with proper City building codes,

accessibility and neighborhood standards are being strictly enforced. FH 8.3 Adopt a formal Infill Program. The City’s Infill Program is incorporated into the Department of Community

Development’s New Construction Programs. The City provides land through an RFP process, and in some cases financing for the project as well. The deeds to properties conveyed for the construction of affordable housing contain restrictions ensuring that the property remains affordable for a set period of time. In addition, once construction of the affordable units is complete, the City provides down payment assistance to the buyers of the housing units. See FH 1.2.

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FH 8.4 Formally establish an Affordable Housing Trust Fund.

Beginning with the City’s Fiscal Year 2006-2007, the Department of Community

Development is now the official "Administrator" of the City’s Affordable Housing Trust

Fund. The Affordable Housing Trust Fund was established to receive financial

contributions from private developers who desire to take advantage of the floor area

bonus provisions allowed in the City of Miami Zoning Ordinance in exchange for

contributions to the Affordable Housing Trust Fund. The Zoning Ordinance allows for

an increase in the floor area of permitted uses for certain special districts as long as the

developer contributes $12.40 to the affordable housing fund for every square foot of

increase. FH 8.5 Identify opportunities for intergovernmental collaboration to address housing affordability

issues. In particular, examine the most effective manner to partner with the County, State, and Federal governments to coordinate activities and leverage funding.

ACCESS Miami launched the Match Saving Program in 2006 to provide a savings vehicle through Individual Development Accounts (“IDA”) in 2006. As of May 2007, 111 residents have registered in the program; 69 are active and 34 have completed the program and purchased homes. Average household income was $16,501 and average household annual savings was $936.

FH 8.6 Require strong affirmative marketing programs for all affordable housing developments using City administered Federal funds.

See FH 2.1, FH 2.2, FH 9.1, FH 9.2, FH 11 and FH 12.

Impediment FH9: Housing Discrimination on the Basis of Race, Color, National Origin, Religion, Sex, Familial status, and Disabi lity

Recommendations FH 9.1 Develop an educational fair housing rights campaign for City residents that will help them

identify and challenge discrimination (see FH 12.1 for more details).

A multi-tiered campaign was developed utilizing available City resources, including the creation of a fair housing pamphlet that is available at all 13 City NET offices (located in each commission district throughout the City), the airing of HUD-created PSAs on the City’s local cable channel (with a potential audience of 64,000) and on its radio station (1680) AM. Fair Housing materials were also distributed at related events.

FH 9.2 Consolidate the fair housing complaint intake process and improve the monitoring system (see

FH 11).

The City of Miami contracted with HOPE, Inc. to document callers complaining of housing discrimination. HOPE submits quarterly reports detailing callers’ protected basis issues and zip codes:

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CITY OF MIAMI COMPLAINTS & REFERRALS 10/06-09/07

Call Received Zip Code Protected Basis Issue

10/3/2006 33142 Housing

10/4/2006 33142 Predatory Lending

10/4/2006 33142 Race Rental

10/9/2006 33127 Familial Status Rental

10/24/2006 33138 Low-income housing

12/5/2006 33127 Race Rental

12/20/2006 33147 Section 8

2/13/2007 33150 Housing

2/20/2007 33142 Race Rental

3/28/2007 33150 Section 8

4/12/2007 33150 Landlord/Tenant Issue

4/17/2007 33150 HUD Housing

4/30/2007 33135 Race Sales

6/7/2007 33142 Section 8

7/10/2007 33130 Eviction

7/16/2007 33142 Housing

7/16/2007 33142 Disability Rental

7/16/2007 33142 Housing

7/18/2007 33135 Housing

8/21/2007 33136 Disability Rental

8/29/2007 33147 Section 8 Housing

FH 9.3 Conduct fair housing testing within the City of Miami (see FH 11 for more details). FH 9.4 Provide fair housing education and training to housing providers to ensure compliance with fair

housing laws. See FH 2.1, FH 2.2, FH 6.2, FH 11, and FH 12. Impediment FH10: Housing Discrimination Complaint Intake Process is Fractured

Recommendation FH 10.1 Centralize fair housing complaints that occur within the City by directing complaints to 311

CitiStat and/or the City’s Hotline.

All calls to 311 referencing fair housing matters within the City of Miami are directed to the Department’s Public Information Officer for initial intake. The caller is then referred to HOPE, Inc. for further follow-up and assessment of the complaint.

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Complaints made directly to HOPE, Inc.’s hotline and originating from City of Miami residents are logged and noted, with a subsequent report provided to the City on a quarterly basis. (See FH 9.2 for 32nd Year Complaints and Referrals.)

Impediment FH11: Improve the Amount of Fair Housing Testing within the City of Miami

Recommendation FH 11.1 Conduct targeted fair housing testing based on the quarterly reports if trends (i.e. geographic

concentration of complaints by zip code) are identified in the monitoring process.

The City of Miami contracted with HOPE, Inc. to complete 25 paired fair housing tests. A paired test involves the use of a “Target” and a “Control” tester. The Target tester represents the protected basis for which the test is being conducted (eg., race, disability, familial status, etc.). The control tester serves as the counterpart and does not hold the protected status for which the test is being conducted. Each tester visits the same housing provider, on the same day, at different times, in order to obtain information about the availability of a certain housing opportunity. A comparison is then made of the quality and quantity of information and the level of service received by each tester. The tests conducted included testing for differential treatment by the housing provider on the basis of race, national origin, familial status, and disability.

FAIR HOUSING TEST RESULTS

32N D PROGRAM YEAR CONDUCTED AND COMPILED BY HOPE,INC.

PROTECTED BASIS

RENTAL NAME

ADDRESS

RESULT

Race Douglas Cove Apts. 2660 SW 37th Avenue,

Miami, FL 33133 Similar treatment

Race 1550 Brickell Apartments

1550 Brickell Avenue, Miami, FL 33129 Similar treatment

Race 22 Biscayne Bay 615 NE 22nd Street,


Race Design Place 5175 NE 2nd Court, #2,

Miami, FL 33137 Differential Treatment

Race Atrium 150 SE 3rd Avenue,


Race Porta Di Oro 479 NW 30th Street,


Race Bay Parc Plaza 1756 North Bayshore

Drive, Miami, FL 33132 Differential Treatment

Race Miami River Park 445 NW 4th Street,

#105, Miami, FL 33128 Similar treatment

Race One Broadway Brickell

1451 South Miami Avenue, Miami, FL

33130 Similar treatment

Race Miami Bay Club 601 NE 39th Street,


Race Summer Hill Apartments

2655 Bayshore Drive, Miami, FL 33133 Similar treatment

31

Race Park Place 915 NW 1st Avenue,


Race Hamilton on the Bay 555 NE 34th Street,

Maimi, FL 33137 Similar treatment

National Origin

Rayos Del Sol 185 NW 13th Avenue,

Maimi, FL 33125 Differential Treatment

National Origin Montserrat 3000 SW 3rd Avenue,


National Origin Los Suenos 501 NW 36th Street,


National Origin Cite Condominium 2000 North Bayshore

Drive, Miami, FL 33137 Similar treatment

National Origin Blue Condo 601 NE 36th Street,


National Origin Tuscany Gardens 1227 SW 3rd Avenue,


National Origin Neo Vertika 690 SW 1st Court, Miami, FL 33130 Similar treatment

National Origin Camden Brickell 50 SW 10th Street, Miami, FL 33130 Similar treatment

National Origin The Yacht Club at

Brickell 1111 Brickell Bay Drive,


Familial Status Pinnacle View

Apartments 225 NE 23rd Street,


Familial Status Design Place 5175 NW 2nd Avenue,


Accessibility Camden Brickell 50 SW 10th Street, Miami, FL 33130 In compliance

Accessibility The Yacht Club at

Brickell 1111 Brickell Bay Drive,

Miami, FL 33131 In compliance

Accessibility One Broadway Brickell

1451 South Miami Avenue, Miami, FL

33130 In compliance

A letter has been drafted for mailing to the rental buildings monitored notifying them of the test results. The letter will refer the bui lding managers or owners to HOPE, Inc. for more information regarding the assessment. The letter is scheduled to be mailed in December 2007. Impediment FH12: Lack of Public Awareness of Fair Housing Rights

Recommendations FH 12.1 Implement a fair housing information campaign that specially targets City residents and clearly

informs the public about fair housing rights. – Develop marketing material (i.e. brochures, postcards, Public Service Announcements

(PSAs), web site) in English, Spanish, and Creole; all material should specify where a

32

resident should call to report a complaint. Use HUD developed collateral (i.e. print, radio, and television ads).1

– Include fair housing information during the Section 8 and HOPWA intake process and at the time of recertification.

– Establish a mailing list of existing Section 8 and HOPWA agencies and periodically mail fair housing information.

– Identify where it is best to provide fair housing collateral (i.e. Neighborhood Enhancement Team (NET) offices, public places such as libraries, and social agencies such as the welfare office).

– Conduct an annual mass media campaign during the Fair Housing Month each April. HUD’s Public Service Announcements on Fair Housing ran on the City-operated cable network (Ch. 77), with a potential audience of 64,000. Radio PSAs are broadcast on the City-operated radio station (1680 AM). Fair housing materials are distributed at City-related events. Fair housing articles are included in the Department’s quarterly newsletter, which is sent to approximately 350 people and posted on the Department’s website. Fair housing marketing materials (in English, Spanish, and Creole) are available at all of the City’s NET offices, which are located in all five City Commission districts and accessible to City residents.

FH 12.2 Continue to implement the Affirmative Fair Housing Marketing Plan; ensure that outreach includes developers, realtors, landlords, financial institutions and the minority community.

The Department works throughout the year to implement the Affirmative Fair Housing Marketing Plan via seminars to multiple segments of the community, in conjunction with general outreach via the City’s cable TV and radio operations, the Department newsletter, press releases, and distribution of free fair housing material at relevant locations/events.

Impediment FH13: Mobility Impaired Individuals Lack Access to Housing with Accommodations and Modifications for the Disabled

Recommendations FH 13.1 Increase the number of units available to persons with disabilities. FH 13.2 Conduct random monitoring of the new housing developments to ensure that technical

requirements are in place for accessibility to buildings and facilities by individuals with disabilities under the Americans with Disabilities Act (ADA) and the Fair Housing Act.

1 To see HUD developed collateral, please visit HUD’s website at: http://www.hud.gov/offices/fheo/adcampaign.cfm

33

Impediment FH14: Weak Participation in the Labor Market

Recommendations FH 14.1 Continue to address the economic development component of fair housing through the existing

Minority Business Enterprise (MBE) Plan.

FH 14.2 Create job opportunities in financially distressed neighborhoods (as identified in the 2004-2009 Consolidated Plan).

In partnership with Sherwin Williams, ACCESS Miami created a series of events to train painters to enter the construction field as paint professionals. To date, the program has trained 50 city residents and nine have become employed. The two week training instructs students on interior paint basics, lead paints, equipments, and actual hands-on application on a city –owned building. The City has coordinated with various painting contractors and the local workforce board to potentially place many of the residents who finish the training.

The City launched a new website, www.accessmiamijobs.com, to assist city residents search and apply for local jobs. Using Miami’s new 311 call center, residents will be directed to the internet via free sites and the City will track those residents that apply. Applicants will be offered pre-employment and training opportunities. The site became active in April 2007 and was officially launched on September 1, 2007. To date, the site has received over 1,000 new visitors each month.

Total Number and Dollar Amount for Projects that Serve Minorities

In the 32nd

Program Year, the City of Miami Department of Community Development allocated

$1,567,554.00 to public service providers that render assistance to minorities. The funding

allocation assisted City of Miami minority residents in its entirety. The services provided were

responsive to the following categories: Childcare, Elderly Services, Disabled Services, and

Youth Services.

Distribution of Community Development Block Grant (CDBG):

Public Services: Table 1.1

Public Services People Served Race Ethnicity

White Black Other Hispanic

After School Care/ Summer Programs 277 59 217 1 67

Childcare 136 64 72 0 62

Youth Programs 19 0 18 1 0

Elderly Counseling 40 4 36 0 4

Elderly Meals 1354 1241 101 12 1262

Programs for People with Disabilities 6 3 1 2 4

Other Services 17 8 9 0 3

Grand Total: 1849 1379 454 16 1402

34

Public Services Race Distribution and Total Number Served. Table 1.2

Race People Served

White 20

White Hispanic 1359

Black 417

Black Hispanic 37

Other 1

Other Hispanic 15

Total 1849

Dollars Allocated $1,567,554

The code of federal regulations governing “Affirmatively Furthering Fair Housing”, stipulates

that a jurisdiction must conduct an analysis to identify impediments to fair housing and take

appropriate actions to overcome such impediments.

In Fiscal Year 2006-2007, the Department of Community Development allocated $3,900,000.00

under its Economic Development initiatives to projects that served minorities residing within the

City of Miami boundaries.

Economic Development Race Distribution and Total Number Served (Jobs). Table 1.3

Race Number Served

White 2

White Hispanic 2

Black 9

Black Hispanic 0

Other 0

Other Hispanic 0

Total 13

Total Number and Dollar amount for Projects Serving the Disabled

In the 32nd

Program Year, the City of Miami Department of Community Development provided

housing services to 1,123 HOPWA clients. All of the clients in the HOPWA program comprise

services to the disabled. The amount of funds allocated toward HOPWA services constituted

$11,189,000.00. The allocation of financial resources was aimed in the provision of housing

services.

35

Section 3 Report (HUD form 60002)

The City of Miami makes every effort to streamline the Section 3 process for all Housing and

Community Development assistance projects/ contracts, arising in connection with contractor

and subcontractor thresholds for which the contractual amount exceeds $100,000.

A copy of the Section 3 Summary Report can be found at the end of this CAPER.

36

The following map depicts the minority concentration inside the City of Miami boundaries. In this context, it is important to note spatial segregation between minority classes within the City.

37

Affordable Housing

As required by HUD, efforts to provide new affordable housing and maintain the City’s existing

affordable housing inventory are detailed in this section. Also included are descriptions of the

programs the City has funded with HUD grants to meet this critical need.

The City fosters and maintains affordable housing by examining housing and priority needs, and

developing long-term strategies to meet those needs. Activities are funded through CDBG,

HOME, HOPWA, and other housing programs, based on the strategies identified in the

Consolidated Plan.

Among the City of Miami Consolidated Plan priorities, the provision of appropriate, affordable

rental and homeownership housing opportunities is one of the most critical. Without adequate

housing families cannot thrive; children are separated from recreational and educational

opportunities; the working poor cannot transition to better jobs with livable wages; and public

health is compromised by overcrowding and vector problems (vermin). Productive citizens that

might otherwise move into the City of Miami are discouraged from relocating by the high cost

and lack of available housing.

The City of Miami is currently focusing on implementing policies that advance housing

preservation and neighborhood revitalization, with the overall goal of improving the quality of

life of the residents in the target communities. The Housing Preservation component of the

Strategic Plan calls for the City to adopt affordable housing policies. Below is a detailed

description of the initiatives and the strategies associated in the implementation of affordable

housing policies.

Finance Construction of New Rental Units: To increase the inventory of affordable rental

housing in the Model Blocks and the NDZs, the City of Miami will continue to encourage the

construction of new rental units. The City will finance project costs for site development and will

offer hard and soft construction financing and permanent financing associated with the

development of affordable housing units.

Rehab Existing Homeowner Units and Correct Code Violations: The City of Miami will

provide home improvement and rehabilitation assistance to homeowners throughout the City in

order to improve the condition of existing housing stock. Under this rehab program,

homeowner(s) that reside and maintain a property as their principal residence in the City of

Miami will be able to obtain a deferred loan to bring their property to decent, safe, and sanitary

housing standards, or to correct existing code violations.

Replace Unsafe Housing Structures: In order to reduce the number of homeowners who live in

unsafe structures, the City will provide assistance for replacing dilapidated owner-occupied

housing units. These are typically units which are not suitable for rehabilitation. Funds will be

used to defray the cost of temporary relocation expenses, demolition of the dilapidated structure,

and soft and hard construction costs associated with the reconstruction of the new home.

38

Finance Construction of New Homeownership Units: The City of Miami seeks to increase the

supply of affordable homeownership units though new construction. The focus is to promote and

create affordable homeownership opportunities for low and moderate income families and

individuals. This is being achieved by financing project costs associated with the development of

affordable housing units and by providing hard and soft construction financing and permanent

financing.

Provide Homeownership Financing: To assist homebuyers in the purchase of a home, the City

of Miami provides down payment, closing cost, and/or second mortgage financing assistance to

eligible persons and households who are first time homebuyers. Such assistance can be used for

the purchase of newly constructed or existing residential properties within the City.

Provide Training/Workshops to Developers on City Programs and Regulations: In addition,

the Community Development Department works with other City departments and Miami-Dade

County to provide training to developers on the rules and regulations that govern the

development process. Such training includes workshops on the permitting process, zoning, and

environmental clearances.

Expand Housing Opportunities for Individuals with HIV/AIDS: Through HOPWA, the City

of Miami has created and sustained affordable housing opportunities for Miami-Dade County

residents who are low income and have been diagnosed with AIDS. The objectives of this effort

are to increase housing stability for persons living with AIDS and their families and reduce

homelessness among such persons, thereby facilitating increased access to care. Responsibility

for the development of affordable housing policy and programs is shared among the City of

Miami, the HOPWA Partnership Board, local community-based housing development

organizations (“CHDOs”) and private developers. While emphases may differ, all are working

toward the goal of providing choices for residents that are most affected by the lack of affordable

housing. This includes the physically and developmentally disabled, persons living with

HIV/AIDS and their families, the working poor, public housing residents, large families, and

first-time homebuyers.

The main thrust of the City’s housing strategy is to expand the supply of affordable

housing for low- and moderate-income families through the development of new housing

units and the preservation of the existing housing stock. This strategy relies upon a variety of

activities including new construction, rehabilitation, second mortgage financing, downpayment

and closing cost assistance, housing counseling, and code enforcement.

New Construction Program – The New Construction program, funded with CDBG and HOME

grant moneys, aims to revitalize neighborhoods, remove blight, and create new housing for

occupancy by low- and very low-income households. The primary function of the program is to

expand housing opportunities for very low- and low-income persons, including elderly and

disabled residents, to address the shortage of safe, decent, and affordable housing in the City.

Assistance is generally provided in the form of gap financing to affordable housing development

projects for the following eligible expenses: land acquisition, hard and soft construction costs,

and pre-development. The remaining development costs are funded by a variety of lenders who

39

practice uniform underwriting standards. The financial participation of the City of Miami adds a

measure of security to the investment made by private lenders and ensures that these affordable

housing projects will be monitored for compliance with all applicable regulations.

The Department of Community Development monitors project compliance with all HUD

regulations, including affordability and occupancy restrictions, as well as other contractual

covenants. HUD regulations also require compliance with the Davis-Bacon Act, National

Environmental Policy Act and Section 3 of the Housing and Urban Development Act of 1968.

Housing units must be affordable to individuals and families with incomes at or below eighty

percent (80%) of the HUD-published median income for the City of Miami. Additional

affordability restrictions are applicable to rental projects with five or more units. Many of the

housing developments provide various types of supportive services to help meet the needs of the

low-income residents.

Home Assisted Community Housing Development Organization Program – This program

provides assistance to finance the production of new housing sponsored or owned by Community

Housing Development Organizations (CHDOs). Fifteen percent (15%) of each year’s HOME

program funds are required, by HUD regulation, to be set aside for use by CHDOs. Financial

assistance is provided, in the form of project-specific technical assistance and/or site control

loans, for early project planning and development expenses, including but not limited to:

feasibility studies, consulting fees, cost of preliminary financial applications, legal, architectural

and engineering fees, engagement of a development team, site control, and title clearance.

In addition, this program offers low-interest, project-specific seed money loans to CHDOs to

cover pre-construction costs, including but not limited to firm financing commitments, zoning

approvals, engineering studies, and legal fees. Seed money loans are to be repaid to the City.

Eligible CHDO sponsored housing projects are advanced flexible predevelopment loans which

are not required to be repaid if a project fails to come to fruition as a result of circumstances

reasonably beyond the control of the CHDO. A maximum of ten percent (10%) of the total

CHDO set-aside may be used to defray the cost of predevelopment activities.

40

Affordable Housing Incentives, Projects, and Initiatives sponsored by Community Development:

Through the New Construction and Home Assisted Community Housing Development

Organization programs, affordable homeownership, and rental housing opportunities are being

provided to low-and-moderate income homebuyers and renters. The City has assisted the

development of the following:

2004-2009 Consolidated Plan New Programs Table 2A/2B Continuation:

1 HD (f) Affordable Housing Incentives

City Liens Released Company Name Property Address Amount Released

Little Haiti Housing Association 7537 NW 1st Avenue $1,078.09

Sylvia Little 337 NW 49th Street Pending Lien

Malay Enterprises 258 NE 58th Street $16,360.37

Palmetto Homes of Miami, Inc. 1620-24 NW 58th Street Pending Lien

ROG Investments, Inc. 1401 NW 51st Terrace $14,033.64

People Helping People Achieve Goals, Inc. 1851 NW 46th Street $10,443.92

Liberty City Trust 1446 NW 61st Street $466.00

Habitat for Humanity

1531 NW 1st Court

1520 NW 1st Avenue

Pending lien $8,178.90

Miami Deemart Corp. 1129 NW 58th Street

4332 NW 11th Place

$11,977.63 $5,046.78

The Housing League 6721-23 NW 5th Avenue $7,162.35

Total: $74,747.68

2004-2009 Consolidated Plan New Programs Table 2A/2B Continuation:

1 HD (f) Affordable Housing Incentives

Tax Credit Assistance/ Housing Credit Match/ Local Contribution Con Plan Code

Project Name

District Project Units

Completed Units

Project Type

Funding Source

Reporting Projected Complet.

Program Year

Complet.

Projected PGM YR Complet.

1HD(c) Los Suenos 5 179 0 Rental HOME N/A 2006 N/A 31st

Brick & Mortar: The following table illustrates the CDBG funded rental projects in progress:

CDBG-funded Rental Projects IN PROGRESS

Agency Name

Project Name

Project Address

CDBG Funds

HOME Funds

Other City Funds

Leverage Funding

Project Units

Affordable Units

Lafayette Square, LLC

Lafayette Square

141 NE 79 Street,

$1,050,062 $949,938 $0 $28,247,899 160 160

Peninsula Housing

Development XVII

La Palma Apartments

SW 1 Street & SW 10

Avenue

$253,787 $487,213 $0 $12,002,500 91 90

41

Urban Jubilee

Centennial Corp.

Carrie P. Meek Manor

330 NW 19 Street

$150,000 $866,000 $0 $6,376,282 71 70

TOTALS $1,453,849 $2,303,151

$46,626,681

322 320

Brick & Mortar: The following table illustrates the CDBG funded ownership projects in

progress:

CDBG-funded Home Ownership Projects IN PROGRESS

Agency Name

Project Name

Project Address

CDBG Funds

HOME Funds

Other City Funds

Leverage Funding

Project Units

Affordable Units

NHDC Barcelona,

Inc.

Latin Q. Tower

420 SW 12

Avenue

$1,800,000 $0 $0 $14,815,200 60 60

TOTALS $1,800,000 $14,815,200 60 60

Brick & Mortar: The following table illustrates the HOME funded ownership projects in

progress:

HOME-funded Home Ownership Projects IN PROGRESS

Agency Name

Project Name

Project Address

HOME Funds

CDBG Funds

Other City Funds

Leverage Funding

Project Units

Affordable Units

Allapattah Business

Development Authority,

Inc.

Scattered Sites

Homeownership

Various locations

$422,100 $0 $0 $997,597 5 5

Barcelona Condominiu

ms, LLC


ms

2217 NW 7 Street

$2,130,000 $0 $0 $15,807,364 71 71

Little Haiti Housing

Association, Inc.

Villa Jardin #3

6601 NE Miami Place

$385,027.50 $0 $455,032.50 $4,319,940 24 24

Miami Dream Homes, Inc.

Scattered Sites

1535 NW 58

Terrace, 1612 NW

$469,512 $0 $0 $880,488 6 6

42

60 Street, 1543 NW 59 Street

Montara Land V, LLC

Havana Palms

Condominiums

930-970 SW 2 Street

$1,300,000 $0 $0 $2,500,000 32 32

Palmetto Homes of Miami, Inc.

Scattered Sites III

55 Terrace/ NW 48 & 41 Street

$67,500 $0 $0 $90,500 1 1

Palmetto Homes of

Miami, Inc.2

Scattered Sites IV

Various Sites

$380,392 $0 $0 $474,985 7 7

St. John CDC

St. John Village

1600-1640 NW 1 Avenue

$665,417 $0 $0 $2,613,920 14 14

UDG II, LLC The Atrium at Spring Gardens

808-80 NW 7

Avenue

$603,867 $0 $442,133 $8,127,662 47 47

Wagner Square, LLC

1700 NW 14

Avenue

$1,200,000 $0 $0 $22,982.209 52 52

TOTALS: $7,623,815 $897,165 $58,794,665 259 259

Brick & Mortar: The following table illustrates the HOME funded rental projects in progress:

HOME-funded Rental Projects IN PROGRESS

Agency Name

Project Name

Project Address

HOME Funds

CDBG Funds

Other City Funds

Leverage Funding

Project Units

Affordable Units

MM Amber LLC

Amber Garden

1301 NW 23 Street

$675,015 $0 $0 $20,882,849 110 110

BHG-79ST LLC

Villa Patricia

234-42 NE 79 Street

$674,002 $0 $0 $29,817,284 160 160

Coral Place, Ltd.

Coral Place 1001 NW 54 Street

$812,717 $0 $0 $17,158,640 100 100

Emerald Terrace, Ltd.

The Emerald

244 NW 72

Terrace

$725,000 $0 $338,580 $30,811,584 124 124

2 Scattered Sites IV consists of a total of thirteen units. Eight units are complete and the remainder are in various

stages of construction. Therefore, Scattered Sites IV is reported as both “IN PROGRESS” and “COMPLETED” in

the following tables.

43

Lafayette Square LLC

Lafayette Square

141 NE 79 Street

$949,938 $1,050,062 $0 $28,247,899 160 160

Lafayette Square II,

Ltd.

Lafayette Plaza

145 NE 78 Street

$723,709 $0 $442,798 $32,863,386 136 136


CD Building 1525 NW 60 Street

$769,993 $0 $140,007 $0 7 7

Palermo Lakes, Inc.

Palermo Lakes

Apartments

5311 NW 7 Street

$1,700,000 $0 $0 $12,372,800 109 109

Peninsula Housing

Development XVII

La Palma Apartments

SW 1 Street & SW 10 Avenue

$487,213 $253,787 $0 $12,002,500 90 90

PHG-Park LLC

Pinnacle Park

7925 NW 7 Avenue

$949,938 $0 $0 $26,054,474 128 128

Pinnacle Plaza, Ltd.

Pinnacle Plaza

3650 NW 36 Street

$949,938 $0 $0 $33,246,612 132 132

Poinciana Grove, Ltd.

Poinciana Grove

5601 NW 2 Avenue

$486,867 $0 $117,000 $21,688,160 80 80

Royalton Apartments

LLC

Royalton Apartments

131 SE 1 Street

$450,000 $0 $0 $14,151,887 100 100

Urban Jubilee

Centennial Corp.


330 NW 19 Street

$866,000 $150,000 $0 $6,376,282 71 70

Village Allapattah

Phase I,LLC

Village Allapattah

2370 NW 17

Avenue

$630,192 $0 $100,000 $29,873,421 110 110

Village Carver

Phase I LLC

Village Carver Phase I

401 NW 71 Street

$486,867 $0 $117,000 $26,970,287 112 112

Villa Patricia Phase II LLC

Villa Patricia Phase II

7831 NE 2 Avenue

$603,867 $0 $0 $26,135,820 125 125

TOTALS: $12,941,256 $1,453,849 $1,255,385 $368,653,885 1854

1853

44

The following map displays the geographic location of the Brick & Mortar Housing projects under the category of Homeownership and Rental Assistance, inclusive of HOME and CDBG funds:

45

HOPWA Program – Other activities provided under the HOPWA program include a

comprehensive needs assessment, and the development of a plan for meeting the housing needs

of persons living with AIDS. The City of Miami continues to administer HOPWA funds for the

Miami-Dade County sector providing housing rental assistance, housing unit development, and

emergency assistance. In the 32nd

Program Year, the City sub-contracted the administration of

the long term rental assistance program through a rigorous and competitive Request for Proposal

(RFP) process.

Homeless Affordable Housing Program – The City assists the majority of the County’s

homeless population, which has grown beyond expectations. Historically, ESG funds provided

through the City of Miami’s Office of Homeless Programs have served a large portion of the

homeless population. In addition to homelessness, the City’s homeless population faces the same

issues as other underserved communities. The City of Miami’s Homeless Assistance program

provides an array of benefits to the homeless population through a comprehensive referral

system.

46

Low to Moderate Households Defined:

Affordability is defined as gross housing expenses less than or equal to 30 percent of a

household's gross income. Four income levels are considered in this assessment, three of which

need housing assistance: extremely low-income, low-income, moderate income and middle-

income. The respective income levels as percent of area median are as follows:

Income Level Area’s Median Family Income

(%)

Area’s Median Family

Income ($)

Extremely Low-Income Below 30 Percent $12,100

Low-Income Between 31 And 50 Percent $20,150

Moderate Income Between 51 And 80 Percent $32,500

The 80 percent of median income figure is a traditional measure of eligibility for programmatic

housing assistance. For example, all beneficiaries of the federal public housing programs, such as

the Low-Income Housing Tax Credit and, in most cases, Section 8 Housing Vouchers, and

federal HOME program must have incomes below this amount. It should be noted that low-

income households are likely to have a large portion of their income taken up by housing costs.

This limits these households’ ability to afford other necessities.

Households with incomes above 80 percent, considered middle-income, do not qualify for

housing assistance programs.

Housing Assistance for Low to Moderate Households:

The U.S. Department of Housing and Urban Development’s definition of an assisted household,

for the purpose of identification of priority needs, goals, and specific objectives, is “one that will

receive benefits through the investment of Federal funds, either alone or in conjunction with the

investment of other public or private funds.” A renter is benefited if the household or person

takes occupancy of affordable housing that is newly acquired (standard housing), newly

rehabilitated, or newly constructed, and/or receives rental assistance through new budget

authority. An existing homeowner is benefited if the home’s rehabilitation is completed. A

homebuyer is benefited if a home is purchased during the year. Households that will benefit

from more than one program (e.g. a renter who receives rental assistance while occupying newly

rehabilitated housing) must be counted only once. To be included, the household’s housing unit

must, at a minimum, satisfy the HUD Section 8 Housing Quality Standards (see, e.g. 24 CFR

882.109).

47

Continuum of Care

Miami Homeless Assistance Program (“MHAP”) MHAP is a City of Miami office that is a key component in a County-wide Continuum of Care

System. It should be noted that, as part of the Continuum of Care agreement, the City of Miami

does not operate any homeless facilities. These services are provided by the County. However,

since a significant number of the County’s homeless population resides within the city limits, the

City of Miami provides outreach services to homeless individuals and families through MHAP.

The Mission of MHAP is to provide outreach, assessment, placement, information, referral, and

transportation services to homeless individuals and families in a caring and professional manner

and to employ and train formerly homeless men and women. MHAP’s goals are to:

Identify and engage homeless individuals, and place them into appropriate

housing.

Facilitate employability skills, a work history, and instill life management

responsibilities to our formerly homeless employees, thereby strengthening their

ties to the community.

Significantly reduce the number of homeless individuals and families in the City

of Miami.

The City of Miami continues to work with the Miami-Dade County Homeless Trust, which is

responsible for the planning and coordination of services to the homeless population in the

Miami-Dade County Metropolitan Area. The Miami-Dade Homeless Trust (“Homeless Trust”) is

a County organization that serves as the link between the five local entitlement jurisdictions,

including the City of Miami, and multiple systems of care that also represent various sub-

populations impacted by homelessness.

The implementation of the local continuum of care in the Miami-Dade County Community

Homeless Plan provides a mechanism for the homeless population of Miami-Dade County to

receive appropriate services through a comprehensive approach.

Agencies located in the City of Miami receiving ESG funding through Miami-Dade County

employ housing relocation specialists or case managers to assist the homeless in locating a

suitable home. The City of Miami Office of Homeless Programs provides referrals to those

seeking assistance with social and transitional services from various County agencies. The City

of Miami primarily disseminates information about outreach services to the local homeless

population. Outreach services include placement of clients on the City’s Section 8 waiting list,

provision of meals, referral to medical care screening, and assistance with rental housing

application forms. Case managers also work with homeless clients to overcome poor credit

history and to obtain funds for move-in expenses. Homeless clients may be referred to affordable

housing developments that are partially funded by the City.

48

Homeless Strategy - The Continuum of Care strategy is to provide both permanent and

supportive housing for the homeless population. Supportive services are made available in an

effort to transition the homeless into economic self-sufficiency. ESG funds allocated to homeless

activities are targeted at providing a comprehensive range of services and housing opportunities

for the homeless, and those at risk of becoming homeless. For example, the Homeless Assistance

Center (“HAC”) provides assistance in the form of outreach services, referrals, case

management, crisis intervention, hotel vouchers, move-in assistance, and housing placement to

homeless individuals and families living on the streets of Miami. City staff members work in a

collaborative manner with the HAC by referring clients in need of services, on a first come, first

served basis.

The key components in the continuum of care system are:

Emergency shelter and assessment to provide immediate shelter and identification of the

needs of each individual or family;

Transitional housing and necessary social services, including short-term mental health

services, substance abuse treatment, case management, job training and independent living

skills; and

Permanent supportive housing or permanent housing for individuals and families.

Emergency Shelter Grant (ESG)

The City of Miami is required to report the Continuum of Care’s progress, the City’s

comprehensive approach to identifying and solving the problems of homelessness which is

administered by the City’s Office of Homeless Programs. The planning and coordination of

services to the homeless population in Miami-Dade County is being performed by the Miami-

Dade County Homeless Trust. According to the Office of Homeless Programs, the City’s

homeless population is approximately 36% of the homeless population in Miami-Dade County,

which is estimated at 1,683 persons.

The City allocates ESG funds to the City of Miami Office of Homeless Programs. Other

homeless assistance programs offered to Miami’s homeless are part of the countywide

Continuum of Care process implemented by the Miami-Dade County Homeless Trust. This

results in a multi-agency approach and a well-coordinated network of homeless service providers

that work together to provide outreach, intake, referral, transportation, placement,

housing/shelter, treatment, educational, and training services to the homeless population.

The mission of the City of Miami Homeless Assistance Program is to provide: outreach services,

assessment evaluations, placement assistance, information assistance, transitional services, and

referral services to homeless families in a caring and professional manner. In addition, the

program employs and trains formerly homeless men and women. The goals are:

49

Identify and engage homeless individuals and place them into appropriate housing;

Impart employability skills, assist in the development of a work history, and instill life

management responsibilities to its employees to strengthen ties to the community; and

Significantly reduce homelessness among individuals and families in Miami.

Other Actions

Addressing obstacles to meeting underserved needs - The City of Miami, through the

Consolidated Plan, petitions for federal funds to assist the needs of residents that have

traditionally been underserved by existing local social service programs. The activities funded

are carefully designed to provide appropriate and needed services, particularly to those that may

not be eligible for assistance from other local sources, those that are geographically isolated by

lack of transportation, and those that lack basic amenities in their neighborhoods. As an example,

for senior citizens and homebound frail elderly persons, physically and developmentally disabled

persons, and infants and youth, funds provided through the Consolidated Plan often make the

difference between independent living and institutionalization.

The following is a description of obstacles that the City of Miami faces in trying to meet the

underserved needs in the jurisdiction. The issues listed below are both an expression of need and

of the potential barriers that may affect the City’s ability to carry out the strategic plan:

Housing

A growing shortage of affordable housing for very low income families (particularly

rental).

Low production of affordable housing compared to need.

Scarcity of affordable sites due to escalating costs of real estate.

High cost of land and construction and low profit margin to developers.

Lack of capacity among non-profit developers to meet need.

Reduction in government funding for affordable housing.

Shortage of qualified buyers who can meet FNMA or FHMC standards.

High cost of housing (homeownership and rental) compared to salaries.

Lack of protection for tenants facing displacement.

High number of housing units built before 1978 that have potential lead hazards.

Non-Housing

High poverty rate.

Low median household income.

Low percent of labor force participation.

Poor credit, low wage incomes, and high job turn-over among low to moderate income

families.

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Language barrier in providing services to non-English speaking residents. Miami has a

high share of foreign born residents (2nd in the nation).

Third lowest share of population with a high school degree in the country.

High concentration of public schools with a grade of "D" in Miami-Dade County. The

majority are located in the Neighborhood Development Zones.

Highest concentration of lead-based poisonings in Miami-Dade County is found within

the Neighborhood Development Zones.

Highest concentration of non-elderly uninsured persons in Miami-Dade County, mainly

in the Allapattah and Little Havana area.

Special Needs Populations

High concentration of homeless in the City of Miami (36 percent of the County total).

Large elderly population (3rd in the nation).

Large numbers of persons with disabilities (26 percent).

High number of persons living with HIV/AIDS (4th in the nation).

Government Coordination

Lack of a strong coordinated lobbying effort at the State and National level to represent

local interests.

Length of time it will take to develop a coordinated policy among local government and

community groups.

Limited number of foundations and philanthropic organizations in Miami.

Need for political support and advocacy.

Seniors and the Frail Elderly - One of the fastest growing segments of the City of Miami’s

population is senior citizens. The State Department of Elder Affairs, in cooperation with the

Department of Children & Families on Aging, is responsible for the design and implementation

of programs that assist seniors and the frail elderly providing a variety of benefits. The

challenges of dementia, osteoporosis, and Alzheimer’s disease have taxed the ability of

organizations to provide needed affordable adult day care services. The City of Miami annually

selects, through a competitive Request for Proposals (“RFP”) process, agencies that can provide

high quality and comprehensive services to the senior and frail elderly population. Many

activities are carried out through non-profit sub-recipients that are Community Based

Organizations and recognize the needs of the local neighborhoods and their respective

communities as a whole.

Land Use and Zoning - City land use policies play a significant role in determining the amount

and availability of affordable housing within a community. City land use policy guides the

location of housing types and densities. Zoning is the planning tool for implementing housing

development and regulating its construction. Through zoning incentives, private and non-profit

developers can help a City address the housing needs of its low- and moderate-income

population. Moreover, zoning incentives that increase the density of housing development and

provide for mixed uses including transit, are important tools for expanding the local supply of

both affordable homeownership and rental housing.

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Public Infrastructure - Public infrastructure investment can be an important catalyst for housing

development activity. Public infrastructure investment has been used successfully in South

Florida when targeted to community redevelopment areas. Public infrastructure improvements

have also been effectively used in conjunction with model block purchase/rehabilitation

programs, helping to insure the investment of both private lenders and first time homebuyers.

Private Lending - A review of Home Mortgage Disclosure Act (“HMDA”) data in the County's

minority areas indicates that many of the area's top private mortgage lenders are considered "sub-

prime lenders". The EDIP report cites "these lenders have often been accused of high fees and

interest rates as well as onerous terms that lead to increased foreclosures in these areas."(FIU

Metropolitan Center, 2001).

Ensuring compliance with program and comprehensive planning requirements - The

Department of Community Development is responsible for monitoring all activities funded by

the City for consistency with the priorities, strategies, and objectives identified in the

Consolidated Plan. The Department monitors activities and program development for

compliance with all applicable HUD regulations.

Evaluating and reducing lead-based paint hazards – In 1978, the use of lead-based paint was

declared hazardous and prohibited in residential housing. Due to the proportion of pre-1978

housing units within the Miami city limits, the City is required to comment on efforts to identify

housing units in which lead may be present and to remove this hazard. Lead is a particular

concern in units where children reside. HUD regulations have been unified and now require that

lead-based paint inspections be expanded. The reduction of elevated lead blood levels (“EBL”)

in children is a top priority for HUD. The City of Miami requires that inspections be conducted

on all general housing rehabilitation projects involving construction dating prior to 1978.

Asbestos assessment and lead-based paint reports are generated from the inspections to identify

the presence and location of hazards. The City requires that certified lead-based paint contractors

perform the work on housing projects where hazards have been identified, to ensure that safe

work practices are followed as implemented by Florida OSHA.

In addition, the City distributes an informational brochure to contractors and citizens regarding

the use of Federal housing monies to abate lead-based paint hazards. The following procedure

will be enforced for all housing units assisted by the City. All housing units are inspected for

Housing Quality Standards (“HQS”) before housing assistance is provided, regardless of the age

of construction or the age of the prospective tenants. The City’s HQS inspection includes a check

for signs of lead-based paint and dust hazards (chipping, peeling and scaling of paint) as required

under HUD lead-based paint regulations. Properties identified as having potential lead-based

paint and dust hazards are reported and hazards are abated. Finally, the City provides a written

notice regarding the hazards of lead-based paint to each family or applicant who is receiving

housing assistance for units built before 1978. The notice must be signed by the applicant and

maintained in the applicant’s file to ensure awareness of the potential hazard. The City does not

limit the inspections, abatement, or notices to families with children under age 6.

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Leveraging Resources

The City of Miami leverages HUD funds with private and public funds for housing and

community development activities in all funding categories. This section provides an overview

of the leveraging of Consolidated Plan funds from the perspective of overall City activities.

Leveraging of resources means that the City, whenever possible, identifies and encourages the

use of other public and private funds, together with the City’s allotment of federal monies. This

magnifies the impact of federal investments by increasing the total capital available to complete

a project. Leveraging does not refer to HUD requirement of local matching funds for projects.

HUD does not require the City to match CDBG funds, unlike many other grant programs. CDBG

funds have an additional advantage in that they can be used as the non-federal share requirement

of other grant programs. Nevertheless, the Consolidated Plan requires that, wherever possible,

the City attempts to obtain other public and private funds to leverage identified projects. Thus,

the CAPER is required to include an explanation of how HUD resources are leveraged by public

and private funds. This section will set forth how other funds have been identified to leverage

funding provided under the grant programs covered by the Consolidated Plan.

Background - The City uses a variety of public and private resources to fulfill HUD National

Objectives; that is, to provide decent housing, a suitable living environment, and expand job

opportunities for residents. Consolidated Plan resources, CDBG, HOME, HOPWA, and ESG

programs, provide most of the funds for housing, community development, and economic

revitalization activities. However, no one source can meet all of the needs within the city and

federal dollars often cannot cover the cost of projects alone. This situation has been exacerbated

by recent decreases in funding by Congress for cities and counties, partially attributable to a

greater number of local jurisdictions participating in federal grant programs. In addition,

Congress approves set-asides identified for special purposes, such as disadvantaged youth

programs, from formula programs such as CDBG.

Advantage of Leveraging:

The table located at the end of this section summarizes the sources and amounts of leveraged

funds for Program Year 2006-2007 activities. The major resources in the City’s strategy include:

Public Sector - The City of Miami uses resources from CDBG, HOME, ESG, and HOPWA to

fulfill its priorities and strategies. CDBG dollars have also been expanded through the Section

108 Loan Guarantee Program to allow the City to borrow additional funds against future

allocations of CDBG assistance to meet immediate housing and community development

needs, as well as economic revitalization priorities. In the City’s redevelopment project areas,

tax increment dollars, land sale proceeds, and proceeds of bond issues provide additional

leveraging of funds for housing and economic development projects. Federal Brownfields

Economic Development Initiative (“BEDI”) funds also leverage Section 108 and CDBG

resources.

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Private Sector - The City of Miami works with private lending institutions and non-profit

organizations to fund activities that meet the needs of the community throughout the city. The

Community Redevelopment Agency, for example, helps low- and moderate-income small

business owners. In addition, the City provides funding to C.A.M.A.C.O.L. Inc., a non-profit

agency that provides loans and technical assistance to small local businesses.

Housing Programs - The City leverages and links resources among various programs to

further housing activities. Housing activities demanding the greatest amount of non-Federal

leveraging include multifamily rental housing, particularly new construction and large

rehabilitation projects that often include acquisition costs. The City’s New Construction and

Acquisition/Rehabilitation Housing Development programs are highly successful in

leveraging HOME and CDBG funds with tax credit equity, private financing, State or County

grants, and other public and private sources.

Other Public and Private Resources - In the areas of both housing and community

development, funds available from HOME, CDBG, ESG, and HOPWA grants were

complemented and leveraged by a broad range of other public and private improvements.

Housing Assistance - The City has identified several sources of funds provided in Program

Year 2006-2007 for housing related activities, including private sector assistance. Nearly half

of this is federal dollars supporting public housing, including Section 8 Rental Assistance.

Most of the other funds used by the City are state and local dollars. Activities include new

construction, acquisition, and rehabilitation of single- and multi-family housing, home repair,

capacity building, pre-development costs, rental assistance; and support for housing

operations, homeless assistance, emergency shelters, and other homeless programs.

Housing Activities Leveraging:

Historically, funding for the City’s housing activities has involved significant leveraging. In

Program Year 2006-2007, the City continued implementation of previously adopted legislation

that formally established leveraging criteria for the award of federal dollars to support affordable

housing projects. This legislation requires that homeownership projects meet a 3 to 1 ratio of

non-City funding and a 5 to 1 ratio for rental projects.

Façade Program:

Participation in the Façade and Code Compliance Programs assisting businesses located in the

target areas is based on a grant for physical rehabilitation that requires the business owner to

contribute matching funds on a sliding scale.

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Matching Funds for Individual Businesses:

Award Amount Matching Fund

$2,000 and below 5%

$2,001 to $5,000 10%

$5,001 to $10,000 15%

Code Compliance:

The Code Compliance Program works on a similar basis, with the City providing up to 70% of

the cost to correct code violations relating to health and safety violations, up to $10,000. The

business owner is responsible for the 30% match for corrective actions up to $10,000, and all

costs above that amount.

The following non-federal sources typify funds used to leverage HUD dollars:

Affordable Housing Trust Fund: $13,862,139.13

State SHIP Program $2,266,540.00

(Rehabilitation, Homebuyer Assistance, New construction)

Miami - Dade County Documentary Stamp Surtax Program

(Surtax Funds from the program administered by Miami-Dade County are

collected as an additional tax on the Documentary Stamp Tax for residential and

commercial real estate) (Acquisition, New constructions, and Homebuyer

assistance)

Competitive

State of Florida Low Income Tax Credits

(New construction, rehabilitation, acquisition) Competitive

Miami-Dade County Food and Beverage Tax Funds - (Tax levied to provide a

dedicated source of funds to finance Homeless Assistance Centers and Projects)

(Homeless Assistance/ Prevention)

Competitive

Empowerment Zone Trust Competitive

Miami - Dade County

(New construction, Rental Assistance, Support Services and Public Services) Competitive

Private Financial Institutions

(Acquisition, New construction, and Homebuyer Assistance) Competitive

Greater Miami Local Initiatives Support Corporation (LISC)

(LISC is a private non-profit entity affiliated with the Ford Foundation to provide

technical assistance and gap financing to CDCs developing housing for low

income households.) (Rehabilitation and New Construction)

Competitive

Private Foundations (Public Services) Competitive

Religious Organizations (Public Services) Competitive

TOTAL: $16,128,679.13

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CDBG Accomplishments

This section is an assessment of the relationship between the use of CDBG funds and the

priorities, needs, goals, and specific objectives identified in the Consolidated Plan. Included is an

analysis of the extent to which CDBG funds were distributed among different categories of

housing needs identified in the Consolidated Plan. The City has identified priorities and

strategies that are directly related to approved CDBG project activities. These priorities and

strategies are described in the introductory section of the CAPER. All project proposals are

reviewed for potential inclusion in the list of recommendations to the Mayor and City

Commission. Proposed amendments to the Annual Action Plan must meet one or more of the

priorities and strategies; and must address one or more needs or objectives identified in the

Consolidated Plan. CDBG funds allocated to housing needs are used to leverage HOME funds in

areas where the need for housing is greatest.

The City has adhered closely to HUD Primary Objectives as well as the priorities and strategies

set forth in the Consolidated Plan. There have been no major changes in program objectives.

However, during the 32nd

Program Year, the City of Miami has focused on reallocating funds

away from slow-moving projects to programs with an immediate need to draw down funds. In

addition, there has been a greater awareness of the need to concentrate Consolidated Plan dollars

on expansion of elderly nutrition and after-school learning programs.

The Department of Community Development pursued all resources available during the 32nd

Program Year. The CAPER section on leveraging provides a fuller picture of the other program

funds received during the 2006-2007 Program Year, as well as funds from a variety of federal,

state, and local sources which were used to significantly leverage Consolidated Plan grants. The

City did not knowingly hinder Consolidated Plan implementation by action or willful inaction,

and affirmatively pursued the goals, priorities, and strategies outlined in the Consolidated Plan.

The City of Miami has adhered to all requirements and certifications contained within the grant

agreement executed with HUD for the four programs (CDBG, ESG, HOPWA, and HOME)

comprising the Consolidated Plan to the best of its knowledge. For more details on CDBG

accomplishments please refer to the GPR report attached.

In addition to housing needs, the need for improved public services was among the highest

priorities identified through the public involvement process. Elderly service programs, disabled

services, youth services, childcare and head-start programs, substance abuse programs, and

employment training programs were all emphasized repeatedly at the public hearings. The ability

of the Department of Community Development to provide quality public services accessible to

the community is essential to neighborhood viability.

56

Housing:

The 2004-2009 Consolidated Plan did not identify a specific funding source/category for housing

development projects. The City selected HOME as the most responsive funding source to the

housing needs in the community. Therefore, the Department of Community Development

concentrated its CDBG dollars in other areas essential to community development activities.

The City supported housing development under CDBG by administering the Single Family

Rehab Program, concentrating funding to effect homeownership retention.

In program year 32 the City of Miami had the following CDBG projects to report on:

CDBG-funded Rental Projects IN PROGRESS

Agency Name

Project Name

Project Address

CDBG Funds

HOME Funds

Other City Funds

Leverage Funding

Project Units

Affordable Units

Lafayette Square, LLC

Lafayette Square

141 NE 79 Street,

$1,050,062 $949,938 $0 $28,247,899 160 160

Peninsula Housing

Development XVII

La Palma Apartments

SW 1 Street & SW 10

Avenue

$253,787 $487,213 $0 $12,002,500 91 90

Urban Jubilee

Centennial Corp.


330 NW 19 Street

$150,000 $866,000 $0 $6,376,282 71 70

TOTALS: $1,453,849 $2,303,151 $46,626,681 322 320

CDBG-funded Rental Projects COMPLETED

Agency Name

Project Name

Project Address

CDBG Funds

HOME Funds

Other City Funds

Leverage Funding

Project Units

Affordable Units

Tuscan Place II, Ltd.

Tuscan View

Apartments

700 NW 6 Avenue

$1,500,000 $0 $0 $20,325,592 199 199

Better Way of Miami, Inc.

Better Way 1405 NW 60

th St.

$0 $0 $200,000 $0 4 4

TOTALS: $1,500,000 $200,000 $20,325,592 203 203

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Brick & Mortar: The following tables illustrate the CDBG funded ownership projects in

progress and completed:

CDBG-funded Home Ownership Projects IN PROGRESS

Agency Name

Project Name

Project Address

CDBG Funds

HOME Funds

Other City Funds

Leverage Funding

Project Units

Affordable Units

NHDC Barcelona,

Inc.

Latin Q. Tower

420 SW 12

Avenue

$1,800,000 $0 $0 $14,815,200 60 60

CDBG-funded Home Ownership Projects COMPLETED

Agency Name

Project Name

Project Address

CDBG Funds

Home Funds

Other City Funds

Leverage Funding

Project Units

Affordable Units

Allapattah Business

Development Authority, Inc.

Ralph Plaza II

3817, 3829,

3837, NW 17 Avenue

$815,000 $841,511 $500,000 $14,815,200 30 30

Palmetto Homes, Inc.

Scattered Sites IV

1611 & 1615 NW 58

th Street

$0 $156,504 $0 $0 2 2

TOTALS: $815,000 $998,015 $500,000 $14,815,200 32 32

Public Facilities & Improvements:

TABLE 2C (2004-2009 Consolidated Plan) Con Plan Objective # Project/Specific Objective Status

1 IF Center for Haitian Studies, Inc. Completed

1 IF Kidco Childcare, Inc. Completed

1 IF CIP Floral Park Completed

1 IF Allapattah-Wynwood Completed

The chart above highlights the number of projects completed for public facilities and

improvements. The City provided funding for the improvement of parking with the intention of

facilitating parking for elderly and disadvantaged individuals.

58

Public Services:

The main objective of addressing public service needs is to develop a diverse network of social

services directed toward enhancing the health, safety, and overall well being of low and

moderate income residents, and persons with special needs. The Miami City Commission

recognizes the extreme need to supplement social service programs intended for City residents.

They execute strategies to complement priorities that meet the basic needs of their constituents,

maximizing the limited City funds available for public services. The priorities established for the

disbursement of funds are reflective of the needs of the community identified at local public

hearings. Below is a chart detailing the allocation of funding and accomplishments, for the use of

CDBG funds, under the category of Public Services.

Public Services People Served Race Ethnicity

White Black Other Hispanic

After school care/ Summer Programs 277 59 217 1 67

Childcare 136 64 72 0 62

Youth Programs 19 0 18 1 0

Elderly Counseling 40 4 36 0 4

Elderly Meals 1354 1241 101 12 1262

Programs for People with Disabilities 6 3 1 2 4

Other Services 17 8 9 0 3

Grand Total: 1849 1379 454 16 1402

Elderly Services:

One of the most vulnerable and most dependent groups in the City of Miami is its elderly

population. According to the 2000 Census, 20 percent of Miami’s population is 65 years of age

or older and 30 percent of this population lives below the poverty line (15,908). Miami ranks 3rd

in the nation in greatest share of elderly and 1st in elderly poverty rate.

Within the Commission Districts, the area with the greatest need for elderly services is District 3.

This District accounts for over a third of elderly living in poverty, with a total of 5,393 people.

The second highest concentration of elderly are found within Districts 1 and 4. Respectively,

these areas account for 3,873 and 3,802 elderly poor. Approximately 28 percent of the City’s

elderly population lives within the NDZ's, and almost half of these individuals reside in East

Little Havana. High priority is given to assure that elderly services are targeted in these high

need communities.

In addition to housing needs, the need for improved public services was among the highest

priorities identified through the public involvement process. Elderly service programs, disabled

services, youth services, childcare and head-start programs, substance abuse programs, and

employment training programs were all emphasized repeatedly at public hearings. The ability of

59

the Department of Community Development to provide quality public services accessible to the

community is essential to neighborhood viability.

TABLE 2C (2004-2009 Consolidated Plan)

Con Plan Objective #

Program Performance

Measure for 32nd

PGM

Actual Units Outcome

1 PS (a) Elderly Meals & Elderly Programs

700 per/yr 1354 Goal Met

2 PS Services for the Disabled 40 per/yr 6 Not Met

3 PS Youth Services 100 per/yr 193 Not Met

4 PS Childcare and After School Services

300 per/yr 413 Goal Met

3 In Fiscal Year 2006-2007, the City of Miami concentrated its efforts in assisting the elderly and young children.

Historically, these two demographic groups have needed more assistance.

60

Geographic breakdown of Elderly Meals provided within the City of Miami

boundaries & NDZ’s:

61

The Department of Community Development has been successful in fulfilling it’s obligation to

the community, with respect to the provision of elderly meals, as identified in the 2004-2009

Consolidated Plan and requested at the local district Public Hearings for FY 06-07.

To recapitulate, the Department of Community Development awarded funding to an array of

public services, with the intention of allocating funds to programs which offer services that

protect the best interests of all children, youth, elderly, and particularly those who are

economically challenged. A total of 1,849 persons were serviced through the provision of CDBG

funding. The grand total is reflective of different types of services rendered under the category of

public service. Hispanics constitute seventy-six percent (76%) of the recipients under the public

services category.


the community, with respect to the provision of elderly meals as identified in the 2004-2009

Consolidated Plan and requested at local district Public Hearings.

Consequently, elderly services represent seventy-five percent (75%) of funding allocated for

public services activities. The ultimate goal of the Department is to ensure that services are

provided to, at a minimum, meet the basic needs that elderly people have.

62

Geographic racial composition of elderly clients within City of Miami

boundaries & NDZ’s:

63

Childcare/Head start: Research demonstrates that early childhood is one of the most critical stages of development, one

which can define a child's likelihood of success over time. The main objective is to foster and

improve the "quality of life" of disadvantaged children, including their families, by providing

superior childcare and social support services. Lack of adequate nutrition, physical, mental, and

emotional stimulation can significantly affect childhood outcomes.

Community Development is committed to providing financial backing to childcare service

providers sustaining quality childcare activities to low and moderate income families. The City

will assist in meeting the demand for comprehensive programs that meet the educational, social,

health, dental, nutritional, and psychological needs of children living in poverty. The City strives

to develop into a place desirable for families to live and raise their children; while

simultaneously preparing them for a successful transition to adulthood.

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Geographic breakdown of Childcare services provided within the City of

Miami boundaries & NDZ’s:


the community, with respect to the provision of childcare services, as identified in the 2004-2009

Consolidated Plan and requested in the priorities set-forth at the local district Public Hearings for

FY 06-07.

65

Geographic racial composition of Childcare services provided within the City

of Miami boundaries & NDZ’:

66

Economic Development Activities:

The 2004-2009 Consolidated Plan sets forth a five-year community development initiative that

includes integrated job creation, micro enterprise assistance, technical assistance, and

Commercial/Industrial facade rehabilitation. The distribution of CDBG funds for economic

development activities is divided among the Five Commission Districts based on the U.S. HUD

formula governing allocation of funds. The City is cognizant that economic development is an

essential component to winning the war against poverty and helping all city residents achieve

economic self-sufficiency. The allocation of funding for economic development activities is in

accordance with 24 CFR 570 Sec. 201; Sec.202; and Sec. 203. Below is a chart detailing the

allocation of funding and accomplishments of CDBG funds, under the category of Economic

Development.

Economic Development Units Type

Commercial Façade/ Commercial Code

Compliance/ Technical Assistance Program 141 Businesses

Job Creation 13 People

Job Retention 0 People

Grand Total: 154

Number of businesses assisted during the reporting period: 141

Number of Commercial Façade Treatments: 322

Job created/retained during the period: 13

67

Geographic Distribution of number of Facades Completed within CBC’s and City

boundaries for the 32nd Program Year, as stated in the 2004-2009 Consolidated Plan.

68

As noted in the 2004-2009 Consolidated Plan, the City of Miami has made great progress in its

efforts to channel funding resources within the respective CBC’s. It is eminent that the

Department of Community Development is on target for the next five years. The Little Havana

and Wynwood CBC’s are noteworthy of a robust effort by the City to revitalize the existing

commercial corridors. Followed by impressive progress in the subsequent CBC’s : Allapattah,

West Little Havana and Edison Littler River.

The category of economic development may in its broadest sense include any and all efforts

aimed at sustaining or increasing business activity within a community. However, the use of

CDBG funds in the program category of economic development is restricted to what HUD

regulations label “special economic development activities.” This category includes:

Commercial and industrial improvements carried out by the City or a non-profit sub-

recipient, i.e., acquisition, construction, rehabilitation, or demolition.

Financial and technical assistance that supports the development of micro-enterprises

and/or job creation, and job retention efforts that benefit low/moderate income (“LMI”)

persons.

Workforce development programs, including workforce preparation (training) and

support services, necessary to provide LMI persons with the skills to qualify for the jobs

created by CDBG-assisted economic development activities.

These initiatives have been designed to reduce the number businesses experiencing economic

hardship and to create permanent jobs to be filled by persons having low or moderate incomes.

In fiscal year 2006-2007, 209 micro-enterprises received assistance from the City of Miami

Department of Community Development, with 530 commercial façade treatments funded and 13

jobs created; and 0 jobs retained.

TABLE 2C (2004-2009 Consolidated Plan)

Con Plan Objective #

Program Performance

Measure for 32nd PGM Actual Units

Outcome

1 ED Job Creation 25 per/yr. 13 Goal Not Met

5 ED Commercial Facades 480 per/yr. 322 Goal Met

6 ED Code Compliance 50 per/yr 0** Goal Not Met

** The City of Miami did not receive a sufficient number of applications under the Code Compliance

Program. Consequently, the City may have to revisit this initiative and amend this objective in an effort

better suit the needs of the community.

69

Housing Opportunities for Persons with AIDS (“HOPWA”)

Housing Opportunities for Persons with AIDS (HOPWA)

Consolidated Annual Performance and Evaluation Report – Measuring Project Performance

Grantee Name

City of Miami Grant Reporting Period

10/1/2006 to 9/30/2007

PART 1-A. Executive Summary.

Please provide a 1-3 page narrative that includes major initiatives and highlights that were

proposed and executed throughout the first year. Also list the project sponsors, and their primary

HOPWA project location by zip code. Check other information below if applicable.

Program Year 1 CAPER Executive Summary:

The Housing Opportunities for Persons with AIDS (“HOPWA”) Program was created to provide

states and localities with the resources and incentives to devise a long-term comprehensive

approach for meeting the housing and supportive services needs of persons with Acquired

Immunodeficiency Syndrome (“AIDS”) and related diseases. The City of Miami serves as the

grant administrator of the HOPWA Program for the Miami-Dade County Metropolitan Statistical

Area (“EMSA”). Persons living with AIDS, and their family members, face many obstacles in

the quest for housing, and include numerous underserved groups. Underserved groups include:

minorities, persons with mental illnesses, persons with substance addictions, post-incarcerated

adults, and youth. In addition to the effects of the disease, this group and their families often

experience periods of homelessness and many qualify under federal guidelines as low- or very

low-income households. Various studies on HIV/AIDS have supported the need for stable

housing. The City of Miami administers the HOPWA Program for all of Miami-Dade County.

Through the HOPWA program, permanent housing assistance is provided for eligible

participants.

The City of Miami is responsible for the administration and implementation of its HOPWA

program to provide long-term housing assistance to low-income persons living with the AIDS

virus or AIDS-related illnesses. Due to the limited resources available to address the needs of the

large number of residents infected with AIDS/HIV, the City of Miami made a conscious decision

to give priority to those individuals infected with AIDS, not those diagnosed with HIV. Due to

the increasing number of AIDS cases within Miami-Dade County, it is estimated that available

HOPWA dollars will fall short of the needs of the community.

Although medical advances have been made to combat the disease, the number of AIDS cases

continues to rise in Miami-Dade County at a particularly alarming rate, particularly within the

70

African American and Hispanic communities, as well as among young adults, seniors, and

females. The U. S. Health Resources and Services Administration (“HRSA”) reported that the

HIV/AIDS epidemic is growing among traditionally underserved and hard-to-reach

communities.

The City currently provides long-term housing assistance, in the form of housing assistance

payments, for approximately 1,040 clients.

71

Geographic Distribution HOPWA Clients within Miami-Dade County: With regard to geographic distribution of Miami-Dade County residents living with HIV/ AIDS,

cases are concentrated in Central Miami-Dade County in areas comprised of low-income,

predominately minority neighborhoods, including Liberty City, Allapattah, Little Haiti and

Overtown. It is estimated that 41 percent of Miami-Dade County’s HIV/AIDS cases are

concentrated in 9 of the county’s zip codes: 33127, 33136, 33137, 33138, 33139, 33142, 33147,

33150, and 33161.

72

Geographic Preference - Diverse preference for geographic location of housing was identified

by the respondents: City of Miami (32 percent of respondents), City of Miami Beach (15

percent), North Dade (29 percent), South Dade (6 percent), other parts of Miami-Dade (10

percent), City of Hialeah (4 percent) and City of Homestead (4 percent).

Of the majority of persons living with HIV/AIDS in Miami-Dade County, 66 percent, live in

poverty. It should be noted that some of the zip codes with the highest concentration of

HIV/AIDS cases are also among the zip codes with the highest poverty rates in Miami-Dade

County. Of the recipients of publicly funded HIV/AIDS services who responded to a 2003

HIV/AIDS housing needs survey, only 33 percent had a monthly income of $1,000 or more, the

majority was earning less than $1,000 a month. In addition, 36 percent had experienced

homelessness and 45 percent would have to move from their current residence if their rent

increased by $50.

73

Geographic Racial Composition of HOPWA Clients within Miami-Dade

County:

74

The long-term program targets two types of clients: those who are satisfied with their current

housing or are able to find new housing on their own; and those who may benefit from support in

locating and acquiring appropriate housing; and both of whom are in need of housing for

extended or indefinite periods of time.

Miami-Dade County struggles with a lack of affordable housing that accommodates the proper

family size of persons with AIDS, the lack of housing in areas where clients prefer to reside, and

the inability of those in need to access housing assistance due to limited resources. Persons

diagnosed with AIDS are routinely referred to HOPWA, since it is dedicated to providing

housing to persons with AIDS, without first exploring other viable housing options.

The cost of housing that meets safe and decent standards in Miami-Dade County, particularly in

the City of Miami Beach, usually exceeds the Fair Market Rent (“FMR”) standards established

by HUD. This situation complicates the task of addressing housing needs of persons with AIDS

even before taking into consideration any fair housing issues. The incidence of AIDS continues

to rise along with the accompanying need for housing while the formula entitlement remains

steady. In addition, the turnover ratio of persons receiving HOPWA assistance is very low

compared to the rapid increase in new AIDS cases and demand for safe and affordable housing.

Unfortunately, housing discrimination and negative stigma are issues that still loom large for

persons infected with AIDS in Miami-Dade County. Infected persons want to live in safe

communities with easy access to quality health care facilities. While having to cope with the life-

changing illness, it is the perspective of the client, the health care providers, and the City of

Miami, as a HOPWA grantee, that housing is as key a part of the health regimen as is the

cocktail of protease inhibitors administered to combat the virus. In keeping with the clients’

wishes and as reflected in the Consolidated Plan, the City emphasized the scattered site approach

in its housing assistance for HOPWA clients.

Conducting a study in 2002, the City worked with AIDS Housing of Washington, the consulting

firm under contract with HUD in respect to the HOPWA Program, and Apple Tree Perspectives,

Inc., a consulting firm working with the City of Miami, to design, distribute, and evaluate a

questionnaire to determine the specific needs and preferences of persons with AIDS living in

Miami-Dade County. The HOPWA Program was revamped based on the results of those

questionnaires.

Based upon survey results, persons infected with AIDS in Miami-Dade County have indicated a

preference for a scattered site approach to housing rather than a shared housing arrangement.

More than 75% of respondents to the survey preferred housing options that did not group

individuals living with AIDS into one housing complex or preferred to remain where they were

already housed. Additionally, nearly 50% of respondents disliked housing designed to

accommodate a mix of people with special needs, such as people with mental illness, substance

abuse issues and/or AIDS. Persons infected with AIDS in Miami-Dade County prefer to live

75

independently for as long as possible, free from the negative stigma that shared and dedicated

AIDS housing facilities frequently carry.

The City of Miami is committed to proactively seeking out alternative housing delivery

strategies; educating potential housing providers and the community at large about the AIDS

crisis and the housing needs tied to it, and advocating for resources to meet the increasing

demands.

General Project Sponsor Information (for each project sponsor):

Project Sponsor Agency Name CENTER FOR INFORMATION AND ORIENTATION, INC

Name & Title of Contact at Project Sponsor MR. MICHEL SAINVIL

Email Address [email protected]

Business Address 181 NE 82 STREET

City, State, Zip MIAMI, FL 33138

Phone (include area code) 305-759-1155 Fax Number 305-759-1156

Website N/A

Total HOPWA Subcontract Amount $342,000.00

Primary Service or Site Information:

Project Zip Code(s) LONG TERM RENTAL ASSISTANCE PROGRAM

Is the sponsor a nonprofit organization?

Yes No

Please check if yes and a faith-based organization.

Please check if yes and a grassroots organization.

Project Sponsor Agency Name EMPOWER “U”, INC.

Name & Title of Contact at Project Sponsor MRS. VANESSA MILLS


Business Address 8309 NW 22 AVENUE



Website N/A




Is the sponsor a nonprofit organization? Yes No



Project Sponsor Agency Name MIAMI BEACH COMMUNITY DEVELOPMENT CORPORATION, INC.

Name & Title of Contact at Project Sponsor MR. ROBERTO DATORRE


Business Address 945 PENNSYLVANIA AVENUE



Website N/A




Is the sponsor a nonprofit organization? Yes No



mailto:[email protected]



76

Project Sponsor Agency Name SUNSHINE FOR ALL, INC.

Name & Title of Contact at Project Sponsor MR. RUBEN SANTANA


Business Address 2929 SW 3rd Avenue, Suite 340

City, State, Zip MIAMI FL 33129


Website N/A


Primary Service or Site Information: Project Zip Code(s)

LONG TERM RENTAL ASSISTANCE PROGRAM


Yes No

Please check if yes and a faith-based organization. Please check if yes and a grassroots organization.

Project Sponsor Agency Name SABER, INC.

Name & Title of Contact at Project Sponsor MRS. JOSEFINA HABIB


Business Address 3990 WEST FLAGLER ST., SUITE 103

City, State, Zip MIAMI FL 33134


Website N/A





Yes No



1-B. Program Year 1 CAPER Specific HOPWA Objectives -- Annual

Performance under the Action Plan:

The following is a comparison of the objectives set for fiscal year 2006-2007 and the progress

achieved in meeting said objectives.

1. Objective: Long-Term Tenant-Based Rental Housing

Strategy: Provide Long-Term Tenant-Based Rental Housing to persons living with HIV/AIDS.

1) Provide long-term, tenant-based, rental subsidy and the support of a Housing Specialist to

individuals living with AIDS and their families.

2) Maintain the number of households that can be served by the program at 1,050.

3) Continue to contract with community-based organizations to provide the services of HOPWA

Housing Specialists, who are responsible for (i) determining client eligibility, program

enrollment, and recertification, (ii) assisting clients with housing searches and lease-up; (iii)

serving as liaison between landlords and clients, and (iv) performing housing stability assessment,

intervention and referral assistance.

Consolidated Plan Reference Code: 2 SN (a)

Targeted Outcome: Increase housing stability of persons living with AIDS and their families and

reduce homelessness among such persons, thereby facilitating increased access to care.

Self Evaluation: In FY 2006-2007, there were 1,040 clients who received tenant based rental

assistance, just shy of the City’s yearly goal of 1,050. The City continues to strive to be able to assist

as many clients as fiscally possible, although it has been made difficult given the rising incidence

77

of AIDS, and subsequent need for additional housing, even while formula entitlement remains

steady.

Attempting to accommodate more clients, the City looked into paying a reduced percentage of the

Fair Market Rent (FMR) standards in order to be able to assist more clients via the Long-Term

Tenant-Based Rental Housing Program. However it was unable to follow through after conducting

its own research and finding that rents in Miami-Dade County had risen drastically within the past

year. As such, reducing the percentage of FMR paid would burden the client, and make it more

difficult for them to locate decent housing.

The City continues to work with five agencies which are spread out geographically throughout

Miami-Dade County, for the convenience of TBRA clients and include: Center of Information &

Orientation, Inc., Empower “U” Inc., Miami Beach Community Development Corp., Inc., Spanish

American Basic Education and Rehabilitation, Inc., and Sunshine for All, Inc.

The services provided by these agencies include the following:

Housing placement assistance

Quarterly client visits

Quarterly housing stability assessments and planning

Monthly client contact

Liaison services between the client and the landlord, and

Ensuring that clients are assigned a Ryan White or PAC Waiver-funded case manager to

ensure access to medical care and treatment.

2. Activity: Project-Based Rental or Operating Subsidy

Consolidated Plan Reference Code: 2 SN (b)

Strategy: Expand the number of project-based, rent-subsidized units for low income persons living

with AIDS and their families (currently there are approximately 60 units).

Targeted Outcome: Expand existing inventory of project-based housing units. Source: HOPWA

Self-Evaluation: The City has not been able to further expand its existing inventory of project-

based housing units although it continues to seek creative ways to assist in the development of

additional project-based units for low-income persons living with AIDS and their families. This

endeavor is made especially difficult by the dwindling stock of rental properties in Miami-Dade

County as more private developers continue to opt to turn rental buildings into condominium

conversions. The City remains committed to allocating funding to Brick & Mortar projects

responsive to the requests of the HOPWA population; however, proposals of this nature received by

the City are very limited in number.

1-C. Program Year 1 CAPER Specific HOPWA Objectives – Barriers or

Trends Overview In most instances, the City is meeting its projected goals for the HOPWA Program’s performance. In

cases where it does not, it is just a few cases short of the goal. Approximately 1,040 clients of the

targeted goal of 1,050 are being provided with tenant-based rental assistance.

78

PART 2: Accomplishments Data - CAPER Chart 1 (planned goal) and Chart

2 (actual)

Instructions: Please enter the performance information for all activities during the operating year in the following chart.

Generally, the grantee’s operating year and Consolidated Plan year are the same. Output performance is measured by the number

of households and units of housing that were supported with HOPWA or other federal, state, local and private funds for the

purposes of providing housing assistance or residential support to persons living with HIV/AIDS and their families. Note that the

number of households reported, receiving support from HOPWA funds must be the same as reported in the annual year-end IDIS

data.

HOPWA Performance

Charts 1 (planned goal)

and 2 (actual)

Outputs Households Funding

HOPWA

Assistance Non-HOPWA

a. b. c. d. e. f. g.

Go

al

Act

ual

Go

al

Act

ual

HO

PW

A

Budget

HO

PW

A

Act

ual

Lev

erag

ed

Non-

HO

PW

A

1. Tenant-based Rental Assistance 1050 1040 $10,817,830 $9,475,246 $1,268,881

2. Units in facilities supported with operating costs: Number of households supported 70 62 $217,378 $189,880 $202,337

3. Units in facilities developed with capital funds and placed in service during the program year: Number of households supported

4. Short-term Rent, Mortgage and Utility payments

Housing Development (Construction and Stewardship of facility based housing) Output Units

5. Units in facilities being developed with capital funding but not yet opened (show units of housing planned)

16 16 97 97 $417,142 $365,811 $11,586,735

6. Stewardship (developed with HOPWA but no current operation or other costs) Units of housing subject to 3- or 10- year use agreements

7. Adjustment to eliminate duplication (i.e., moving between types of housing)

Total unduplicated number of households/units of housing assisted

1136 1118 97 97 $11,452,350 $10,030,937 $13,057,953

Supportive Services Output Households

8. i) Supportive Services in conjunction with HOPWA housing activities1 1050 1040 $161,593 $156,563 $0.00

ii) Supportive Services NOT in conjunction with HOPWA housing activities2

9. Adjustment to eliminate duplication

Total Supportive Services 1050 1040 $161,593 $156,563 $0.00

Housing Placement Assistance3

10. Housing Information Services

11. Permanent Housing Placement Services

Total Housing Placement Assistance 1050 1040 $0.00

Housing Development, Administration, and Management Services

12. Resource Identification to establish, coordinate and develop housing assistance resources

13. Grantee Administration (maximum 3% of total) (i.e., costs for general management, oversight, coordination, evaluation, and reporting)

$335,670 $335,546 -

14. Project Sponsor Administration (maximum 7% of total) (i.e., costs for general management, oversight, coordination, evaluation, and reporting)

$759,733 $759,733 -

Total costs for program year

$12,709,346 $11,282,779 $13,057,953

1. Supportive Services in conjunction with HOPWA Housing Assistance: if money is spent on case management and employment training, outcomes must be

reported in Access to Care and Support (See Chart 4-a).

2. Supportive Services NOT in conjunction with HOPWA Housing Assistance: if money is spent on case management and employment training, outcomes

must be reported in Access to Care and Support (See Chart 4 –c.).

79

3. Housing Placement Activities: if money is spent on housing placement activities in conjunction with HOPWA Housing Assistance, outcomes must be

reported in Access to Care and Support (See Chart 4-a); if not in conjunction with HOPWA Housing Assistance, outcomes must be reported in Access to Care

and Support (See Chart 4-c).

3. Instructions on HOPWA CAPER Chart 3 on Measuring Housing Stability

Outcomes: Please enter in column 1 the total number of eligible households that received the types of housing assistance specified. In

column 2, enter the number of eligible households continuing to participate in each specified type of assistance (which might

involve a temporary absence of not more than 90 days for treatment purposes, with an intent to return). In column 3, enter the

number of households within each specified type of housing assistance who left the program during the program year by

destination. If a household fractured during the program year, report only on the destination of the individual that

made the household HOPWA eligible. Please refer to the destination codes that appear below this table for reviewing the

stability housing outcomes.

Type of Housing

Assistance

[1]

Total Number of Households

Receiving HOPWA Assistance

[2]

Number of Households

Continuing

[3]

Number of Exited Households

Component and Destination

Tenant-based Rental

Assistance

1040

906

1 (Emergency Shelter) =

2 (Temporary Housing) =

3 (Private Housing) =

4 (Other HOPWA) =

5 (Other Subsidy) =

6 (Institution) =

7 (Jail/Prison) =

8 (Disconnected) =

9 (Death) =

Facility-based Housing

Assistance

70

70



3 (Private Housing) =

4 (Other HOPWA) =

5 (Other Subsidy) =

6 (Institution) =

7 (Jail/Prison) =

8 (Disconnected) =

9 (Death) =

Short-term Housing

Assistance

Total Number of Households

Receiving HOPWA Assistance

Of the Total number Households

Receiving STRMU Assistance this

operating year

Status of STRMU Assisted

Households at the End of Operating

Year

Short-term Rent,

Mortgage, and Utility

Assistance

N/A

What number of those households

received STRMU Assistance in the

prior operating year:

What number of those households

received STRMU Assistance in the

two (2) prior operating years

(ago):



3 (Private Housing)* =

4 (Other HOPWA) =

5 (Other Subsidy) =

6 (Institution) =

7 (Jail/Prison) =

8 (Disconnected) =

9 (Death) =

80

4. HOPWA Outcomes on Access to Care and Support.

a. Support in conjunction with HOPWA-funded Housing Assistance. Please report on the access to care and

support for households receiving case management, employment training, and/or housing placement assistance

(ONLY) that is in conjunction with HOPWA-funded housing assistance only (See Part 2, item 8-i, 10 and 11). Report

on the household status at program entry (or beginning of operating year for households continuing from previous year)

and program exit (or end of operating year for households continuing services in the following operating year), if

eligible individual living with HIV/AIDS accessed services.

Category of Services Accessed


receiving HOPWA Housing

Assistance

Number of

jobs that

included

health benefits At Entry or

Continuing

At Exit or

Continuing

i. Has a housing plan for maintaining or establishing stable on-going residency

1040 906

ii. Had contact with a case manager/benefit counselor at least once in the last

three months (or consistent with the schedule specified in their individualized

service plan)

1040 906

iii. Had contact with a primary health care provider at least once in the last


service plan)

1040 906

iv. Had medical insurance coverage or medical assistance 1040 906

v. Obtained an income-producing job created by this project sponsor during

the year

N/A N/A

vi. Obtained an income-producing job outside this agency during the year N/A N/A

b. Income. Report the household monthly income of households receiving case management, employment training,

and/or housing placement assistance (ONLY) that is in conjunction with HOPWA-funded housing assistance (See

Chart 2, box 9 i).

A. Monthly Household Income at Entry or

Residents continuing from prior Year End

Number of

Households

B. Monthly Household Income at Exit/End

of Year

Number of

Households

i. No income 128 i. No income 128

ii. $1-150 13 ii. $1-150 13

iii. $151 - $250 21 iii. $151 - $250 21

iv. $251- $500 46 iv. $251- $500 46

v. $501 - $1,000 638 v. $501 - $1,000 638

vi. $1001- $1500 163 vi. $1001- $1500 163

vii. $1501- $2000 24 vii. $1501- $2000 24

viii

.

$2001 + 7 viii

.

$2001 + 7

81

c. Support NOT in conjunction with HOPWA-funded Housing

Assistance.

Please report on the access to care and support only for households receiving case management, employment training,

and/or housing placement assistance (ONLY) that is not in conjunction with HOPWA-funded housing assistance (See

Part 2, item 8-ii, 10 and 11). Report on the household status at program entry (or beginning of operating year for

households continuing from previous year) and program exit (or end of operating year for households continuing

services in the following operating year), if eligible individual living with HIV/AIDS accessed services.

Category of Services Accessed


receiving HOPWA Housing

Assistance

Number of

jobs that

included

health benefits At Entry or

Continuing

At Exit or

Continuing

i. Has a housing plan for maintaining or establishing stable on-going

residency

n/a n/a

ii. Had contact with a case manager/benefit counselor at least once in the last


service plan)

n/a n/a

iii. Had contact with a primary health care provider at least once in the last three months (or consistent with the schedule specified in their individualized

service plan)

n/a n/a

iv. Had medical insurance coverage or medical assistance n/a n/a

v. Obtained an income-producing job created by this project sponsor during the year

n/a n/a

vi. Obtained an income-producing job outside this agency during the year n/a n/a

5. Appendix

Worksheet on Determining HOPWA Housing Stability Outcomes.

This chart is designed to help you access program results based on the information reported above.

Type of Housing Assistance Number in stable housing Number in unstable situations Percent Stable/total

Tenant-based Rental

Assistance (TBRA) 1040 0 100%

Facility-based Housing Assistance

70 0 100%

Short-term Rent, Mortgage,

and Utility Assistance

(STRMU)

n/a n/a n/a

Total HOPWA Housing

Assistance

1040 0 100%

Prior Year Results

n/a n/a n/a

82

Brick & Mortar HOPWA:

The HOPWA Needs Assessment and Planning Process identified the need to offer a continuum

of housing options to persons living with HIV/AIDS and their families, in Miami-Dade County,

and to maintain the same level and type of housing options currently funded by HOPWA. In

response to the needs of the community, the City of Miami has allocated funding to Brick &

Mortar projects responsive to the requests of the HOPWA population.

Overwhelmingly, assistance with making rent or mortgage payments and locating and securing

affordable housing were identified as unmet, priority needs by consumers and providers;

followed by the need for emergency rental, mortgage, or utility assistance. The current4 housing

gap is 5,386 units.

HOPWA Funded Projects COMPLETED

Agency Name

Project Name

Project Address

HOPWA Funds

Leverage Funding

Project Units

HOPWA Units

Project Type

Harding Village Ltd.

Harding Village

8500 Harding Avenue

$296,492 $8,779,182 93 8 Rental

Miami Beach CDC

Westchester Apartments

516 15th

Street $296,491 $2,445,398 24 6 Rental

Total IN PROGRESS & COMPLETED: $592,983 $11,224,580 117 14

4 2004-2009 Consolidated Plan

83

Citizen Participation

This section describes how City residents are included in the review of the completeness and

adequacy of the CAPER document. HUD requires resident participation at every level of the

grant process. A Citizen Participation Plan is a precondition for funding through the Five-Year

Consolidated Plan. Participation by low-and-moderate income persons, particularly those living

in slum and blighted areas and in areas of the City of Miami where the use of CDBG funds is

eminent, is strongly encouraged by City officials. City Commissioners, representing each of the

City’s Five Districts, ensure compliance and proper allocation of federal funds within their

respective jurisdictions.

The Citizen Participation Plan describes actions to be taken by the City to involve residents in

the review and decision-making process for federally funded projects. It also sets forth standards

for review of substantial amendments or significant changes to the Consolidated Plan.

Substantial amendments occur when an approved activity is added, reduced, eliminated, or when

funds are added above a certain threshold, or beneficiaries of the project change, among several

other triggers. Public notices for substantial amendments to the Consolidated Plan are published

in the local newspapers of general circulation in English and Spanish. In addition, Spanish,

Creole, and sign language translators are provided for public hearings upon request.

The CAPER draft is presented to the public and comments are solicited through a public notice

as described above. Copies of the CAPER draft are available for public review and comments are

to be submitted to the City of Miami Department of Community Development within the allotted

15-day public comment period.

For the purpose of the fiscal year 2006-2007 CAPER, a duly-advertised Public Hearing (public

notice attached) was held November 27, 2007 to solicit public comment and provide an

opportunity for public participation in a discussion on the performance of the City of Miami in

furthering Consolidated Plan objectives. The CAPER was made available to the public, upon

request, for examination. The public comment period commenced following the Public Hearing

and concluded on December 11, 2007. The public was provided an opportunity to submit written

comments to the City during the public comment period to the following location:

City of Miami Department of Community Development, 2nd Floor 444 SW 2nd Avenue Miami, FL 33130

The information provided by the City to the public included a summary of program

accomplishments and disbursements made for each activity. The City of Miami did not receive

any citizen inquiries or comments regarding the 32nd Program Year CAPER during the fifteen

day public comment period.

84

HOME Program

The HOME program provides federal funds for the development and rehabilitation of affordable

rental and homeownership housing. HUD appropriates funds to qualifying Participating

Jurisdictions (“PJ”) based upon a variety of demographic and housing factors in a preset formula.

The City of Miami Housing and Commercial Loan Committee approves the allocation of HOME

funds for new construction, acquisition, and rehabilitation of single-family owner-occupied and

multi-family rental housing. HOME funds are also allocated to first-time homebuyer assistance

programs and Community Housing Development Organizations (“CHDO”). HUD regulations

require that 15% of the HOME funds are set aside for projects developed by CHDOs. The

CHDO set aside is an explicit effort by Congress to direct HOME funds to nonprofit developers.

The City of Miami’s Consolidated Plan for FY 2004-2009 focused on increasing the availability

of affordable homeownership opportunities to very low, low, and moderate income families.

Under the HOME program fund, the City of Miami concentrated its efforts in the following

functions:

First-Time Homebuyer Financing program;

Multifamily Rehabilitation projects;

Multifamily New Construction projects.

Brick & Mortar: The following tables illustrate accomplishments in HOME funded projects:

HOME-funded Rental Projects IN PROGRESS

Agency Name

Project Name

Project Address

HOME Funds

CDBG Funds

Other City

Funds

Leverage Funding

Project Units

Affordable Units

MM Amber LLC

Amber Garden

1301 NW 23 Street

$675,015 $0 $0 $20,882,849 110 110

BHG-79ST LLC

Villa Patricia

234-42 NE 79 Street

$674,002.50 $0 $0 $29,817,284 160 11

Coral Place, Ltd.

Coral Place 1001 NW 54 Street

$812,717 $0 $0 $17,158,640 100 11


The Emerald

244 NW 72

Terrace

$725,000 $0 $338,580 $30,811,584 124 124


Lafayette Square

141 NE 79 Street

$949,938 $1,050,062 $0 $28,247,899 160 160

Lafayette Square II,

Ltd.

Lafayette Plaza

145 NE 78 Street

$723,709 $0 $442,798 $32,863,386 136 136

85


CD Building 1525 NW 60 Street

$769,993 $0 $140,007 $0 7 7

Palermo Lakes, Inc.

Palermo Lakes

Apartments

5311 NW 7 Street

$1,700,000 $0 $0 $12,372,800 109 109

Peninsula Housing

Development XVII

La Palma Apartments


$487,213 $253,787 $0 $12,002,500 91 90

PHG-Park LLC

Pinnacle Park

7925 NW 7 Avenue

$949,938 $0 $0 $26,054,474 135 128

Pinnacle Plaza, Ltd.

Pinnacle Plaza

3650 NW 36 Street

$949,938 $0 $0 $33,246,612 132 132


Poinciana Grove

5601 NW 2 Avenue

$486,867 $0 $117,000 $21,688,160 80 80

Royalton Apartments

LLC

Royalton Apartments

131 SE 1 Street

$450,000 $0 $0 $14,151,887 100 100

Urban Jubilee

Centennial Corp.


330 NW 19 Street

$866,000 $150,000 $0 $6,376,282 71 70

Village Allapattah

Phase I,LLC

Village Allapattah

2370 NW 17

Avenue

$630,192 $0 $100,000 $29,873,421 110 110

Village Carver

Phase I LLC


401 NW 71 Street

$486,867 $0 $117,000 $26,970,287 112 112



7831 NE 2 Avenue

$603,867 $0 $0 $26,135,820 125 11

TOTALS: $12,941,256 $1,453,849 $1,255,385 $368,653,885 1862 1501

86

Brick & Mortar: The following table illustrates the HOME funded ownership projects in

progress:

HOME-funded Home Ownership Projects IN PROGRESS

Agency Name

Project Name

Project Address

HOME Funds

CDBG Funds

Other City

Funds

Leverage Funding

Project Units

Affordable Units

Allapattah Business


Inc.

Scattered Sites

Homeownership

Various locations

$422,100 $0 $0 $997,597 9 9


ms, LLC


ms

2217 NW 7 Street

$2,130,000 $0 $0 $15,807,364 71 36

Little Haiti Housing

Association, Inc.

Villa Jardin #3

6601 NE Miami Place

$385,027.50 $0 $455,032.50 $4,319,940 24 24


Scattered Sites III


$67,500 $0 $0 $90,500 1 1


Scattered Sites IV

Various Sites

$380,392 $0 $0 $474,985 5 5

St. John CDC

St. John Village

1600-1640 NW 1 Avenue

$665,417 $50,000 $0 $2,563,920 14 11


808-80 NW 7

Avenue

$603,867 $0 $442,133 $8,127,662 47 11

Wagner Square, LLC

1700 NW 14

Avenue

$1,200,000 $0 $0 $22,982.209 52 11

TOTALS: $5,854,303 $50,000 $897,165 $55,364,177 223 108

Brick & Morter: The following table illustrates the HOME funded rental projects completed:

HOME-funded Rental Projects COMPLETED

Agency Name

Project Name

Project Address

HOME Funds

CDBG Funds

Other City

Funds

Leverage Funding

Project Units

Affordable Units

Allapattah Business


Inc.

ABDA Rental

Apartments Project

2358 NW 5 Street

$279,383 $0 $0 $25,343 12 12

87

Los Suenos, Ltd.

Los Suenos 500 NW 36 Street

$1,990,000 $0 $0 $25,694,698 179 179

TOTALS: $2,269,383 $25,720,041 191 191

Brick & Morter: The following table illustrates the HOME funded home ownership projects

completed:

HOME-funded Home Ownership Projects COMPLETED

Agency Name

Project Name

Project Address

HOME Funds

CDBG Funds

Other City

Funds

Leverage Funding

Project Units

Affordable Units

Allapattah Business


Inc.

Ralph Plaza II

3817, 3829,

3837 NW 17

Avenue

$841,511 $815,000 $500,000 $2,500,000 30 27


Scattered Sites IV

Various sites

$608,632 $0 $0 $759,976 8 8

River Run Apartments,

LLC

River Run South

Condos

2415 NW 17 Street

$800,000 $0 $0 $19,068,200 174 11

TOTALS: $2,250,143 $815,000 $500,000 $22,328,176 212 46

The City of Miami HOME Program is designed to meet the intent of the National Affordable

Housing Act of 1990 (NAHA) to:

Provide decent affordable housing to lower-income households

Expand the capacity of non-profit housing providers

Strengthen the ability of state and local governments to provide housing

Leverage private-sector participation

The City’s housing development strategy seeks to promote and expand the development of

affordable homeownership through the implementation of new in-fill housing initiatives in

distressed neighborhoods.

In the 2006-2007 fiscal year, HOME funds were allocated among the following program

categories, housing projects and activities:

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1. HOME Assisted Community Housing Development – Organization Development Program

The HOME Community Housing Development Organization Development Program is designed

to provide funds to assist in financing the production of new housing to be sponsored or owned

by Community Housing Development Organizations.

The Program provides low interest, project-specific seed money loans to cover pre-construction

costs, including firm financing commitments, zoning approvals, engineering studies and legal

fees. Seed money loans must be repaid to the City. CHDO sponsored housing projects are

advanced flexible predevelopment loans; repayment is not required if a project fails to come to

fruition as a result of circumstances reasonably beyond the control of the CHDO. The program is

intended to:

1. Spur reinvestment of private capital in older residential neighborhoods through the

production of new affordable units sponsored or owned by CHDOs.

2. Provide standard housing affordable to low and very low income residents.

3. Complement other public neighborhood revitalization efforts.

The City awards funds to CHDOs after reviewing proposals submitted by the requesting

organization. In FY 2006-2007, the City of Miami awarded $385,027.50 to Little Haiti Housing

Association, Inc.

2. HOME Multifamily Rental New Construction Program

The HOME Multifamily New Construction Program is designed to provide financial assistance

to developers in connection with the production of new rental projects having five (5) or more

units.

The Program is designed to accomplish the following objectives:

Increase the supply of new rental units affordable to very low income residents;

Provide standard affordable housing to low and very low income residents;

To spur reinvestment of private capital in older residential neighborhoods; and

To complement other public neighborhood revitalization efforts.

Match Requirement. All affordable rental housing projects seeking funding from the City of

Miami through CDBG, HOME, and SHIP Programs are required to secure project funding from

other public/private sector sources that will leverage the assistance provided by the City at a

minimum ratio of 5 to 1.

3. Homeownership New Construction Program

The Homeownership New Construction Program is designed to provide financial assistance to

developers in the production of new homeownership units or projects targeting low- and very

low-income homebuyers. Financial assistance through this program provides specific technical

89

assistance, land acquisition for new housing, site development, construction and permanent

financing to develop new affordable housing units in the City of Miami. Funding may also be

made available for permanent first, second, or third mortgage financing to very low and low

income homebuyers’ purchasing of owner-occupied housing units through the City Homebuyer’s

Financing Program.

The Program is designed to accomplish the following objectives:

Increase the supply of new homeownership units affordable to low income residents;

Spur reinvestment of private capital in older residential neighborhoods; and

Complement other public neighborhood revitalization efforts.

Eligible Projects. Any housing development or single-family home(s) designed to provide

homeownership opportunities to low income families is eligible. Single family homes are

defined as detached homes, town homes, or condominium units. Priority is given to projects

located in Homeownership Zones.

Match Requirements. All affordable rental housing projects seeking funding from the City of

Miami through CDBG, HOME, and SHIP Programs are required to secure project funding from

other public/private sector sources that will leverage the assistance provided by the City at a

minimum ratio of 3 to 1.

4. Extent HOME Funds Distributed Among Different Categories of Housing Needs Identified in its Consolidated Plan.

The City of Miami’s Consolidated Plan for 2004-2009 focused on increasing the availability of

affordable homeownership opportunities to very low, low, and moderate income families. Under

HOME program funds, the City of Miami concentrated its efforts in the following functions: 1)

First-Time Homebuyer Financing program; 2) Multifamily Rehabilitation and Multifamily New

Construction projects.

The HOME entitlement for FY 2006-2007 totaled $4,643,888.00. Below is a distribution of the

different programs and extent the City utilized the abovementioned funds.

Down Payment/ Closing Cost Assistance Program:

The purpose of this program is to provide low-interest financing to first-time homebuyers in the

form of a second or third mortgage for the purchase of any new home, either constructed by a

private developer or by a not-for-profit community development corporation within the City of

Miami limits. This program continues being a critical financing vehicle, assisting the targeted

population to become homeowners. Under this program the City of Miami assisted 80 families

for a grand total awarded of over $3, 524,444.38.

The Department of Community Development provided affordable housing under the following

categories: Homeownership New Construction, Multifamily Rental New Construction, and

Community Housing Development Organization.

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The City of Miami uses a variety of indicators to determine whether approved project activities

are successful, including project monitoring, fulfillment of performance indicators, and more

sophisticated approaches such as outcomes analysis. A major obstacle is the need to devise a

comprehensive system for evaluating program outcomes from both a benefit/cost standpoint and

from a qualitative aspect. Workload indicators have been developed for each Consolidated Plan

activity.

Loan Number

Name Address Dollar Amount

061349HP Diaz, Leovigildo 1475 SW 8th St #603 30,000.00

061352HPA Diaz Jr., Nelson 1234 NW 4 Street Unit 303 67,200.00

061348HPA Garcia, Narses 1234 NW 4th St #208 67,200.00

061351HP Lagevre, Kristina 2475 NW 16th St Rd #406 72,727.00

061354HP Peralta, Nidia 1475 SW 8th St #610 30,000.00

061358HP Lopez, Sergio 2374 NW 33 Street 46,900.00

061360HP Abreu, Betania 1234 NW 4th St #308 67,200.00

061353HP Hudson, Angela 1129 NW 58th St 40,000.00

061357HP Gedeus, Felicita 6238 NW 1st Court 45,000.00

061359HP Mentor, Marie 6211 NW 1st Court 45,000.00

061365HP Palermo, Carlos 4854 NW 7th Street #404 40,000.00

061363HP Marion, Kenyette 1746 NW 1st Place 45,000.00

061373HP Ortiz, Fanny 1475 SW 8th Street Unit #605 19,250.00

061368HP Terry, Shyokeya 1756 NW 1st Place 45,000.00

061370HP Sabates, Manuel 1043 NW 2nd Street Unit #9 40,000.00

061356HP Manrique, Martha 1475 SW 8th St #612 30,000.00

061375HP Roberts, Shawn 1627 NW 18 Street Uniy B-309 40,000.00

061374HP Pierre, Martine 6239 NW 1st Court 45,000.00

061376HP Jean, Rigaud 6316 NW 1st Court 24,000.00

061361HP Estime, Rose 3149 Carter Street 40,000.00

061382HP Lopez, Diana 1475 SW 8th Street, #512 37,685.00

061372HP Horner, Tabby 1575 NW 58 STreet 78,252.00

071388HP Padron, Isabel 1475 SW 8th Street, #404 30,000.00

071387HP Marquez, Jenny 960 SW 2nd Street Unit # 1 40,000.00

071394HP Perez, Guillermo 4677 NW 9 Street Unit # 208 40,000.00

071407HP Carneado, Victor 1234 NW 4 Street Unit 307 66,755.00

071406HP Marshall, Camille 115 NW 15 Street 45,000.00

071406HP Marshall, Camille 115 NW 15 Street 45,000.00

91

071417HP Gonzalez, Vilma 1603 NW 1st Place 45,000.00

071392HP Morales, Joaquin 1680 NW 39 Street Unit #2 30,000.00

071398HP Simmons, Paula 6721 NW 5th Avenue 38,000.00

071420HP Gibson, Shyteria 1531 NW 1st Court 45,000.00

071423HP Carswell, Catrina 1611 NW 58th Street 78,252.00

071401HP Amador, Laureano 3817 NW 17th Avenue, Unit 4-A 30,000.00

071418HP Garcia, Roberto 3829 NW 17th Avenue Unit 7B 30,000.00

071397HP Murray, Trisha 751 NW 65 Street 40,000.00

071419HP Trujillo, Bethy 1529 NW 1st Court 45,000.00

071424HP Borges, Omar 1475 SW 8 Street Unit 513 30,000.00

071393HP Li, Yaxim 3817 NW 17th Avenue Unit #5 80,998.00

071411HP Titsworth, Ronald 1475 SW 8th Street Unit 401 18,000.00

071421HP Chauca, Victor 3837 NW 17th Avenue Unit 5-D 30,000.00

071425HP Marzo, Nalvis 3837 NW 17 Avenue Unit 3 30,000.00

071389HP De La Cardena, Jorge 1475 SW 8 Street Unit 508 25,000.00

071427HP Rosa, Rolando 3817 NW 17th Avenue Unit #10-A 40,000.00

071431HP Gonzalez, Soe 1475 SW 8 Street Unit 408 30,000.00

071422HP Guzman, Bertha 1475 SW 8 Street, Unit 407 30,000.00

071412HP Higgs, Lesia 3837 NW 17th Avenue, Unit 6A 76,501.00

071428HP Wauchope, Warrell 7008 NW 5th Avenue 40,000.00

071426CP Morales, Maria 3837 NW 17th Avenue, #2 19,230.77

071405HP Morales, Rafael 3829 NW 17th Avenue, Unit 1B 76,501.00

071439HP Louis-Paul, Elie 1615 NW 58 Street 78,252.00

071415HP Davila, Eduardo 1475 SW 8 Street, Unit #413 15,000.00

071436CP Baptiste, Moises 3817 NW 17th Avenue, #8 32,980.77

071402HP Brown, Dock 760 NW 66 Street 40,000.00

061380HP Hernandez, Rodolfo 1680 NW 39th Street, Unit #5-C 59,230.77

071447HP Carr, Cameka 1539 NW 1st Court 45,000.00

071440HP Flores, Ana 3837 NW 17th Avenue, Unit 4D 76,000.00

071433HP Willis, Jacqueline 1632 NW 59 Street 40,000.00

071430HP Zurita, Manuel 1475 SW 8 STreet Unit, 6 18,363.00

071453CP Martinez, Norka 4855 NW 7 Street #104-6 40,000.00

071438HP Salon, Ana 3817 NW 17 Avvenue Unit 9A 40,000.00

071443CP Descarga, Leonardo 115 SW 42nd Avenue, #306 36,000.00

071449CP Herbello, Miguel 2441 NW 13 Street # 70 40,000.00

92

071454CP Altidor, Louverture 6719 NW 5th Avenue 40,000.00

071458HP Gilbert, Sherita 1541 NW 1st Court 45,000.00

071462HP Laster, Sharita 1621 NW 58 Street 78,252.00

071457CP Romajn, Alicia 1545 NW 58 Terrace 25,000.00

071460HP Cadtiollo, Gabriel 1527 NW 1st Court 45,000.00

071465CP Rodriguez, Daylin 4709 NW 7 Street Unit #305 40,000.00

071461HP Borroto, Yuniel 1475 SW 8 Street #509 13,860.00

071473HP Sarmiento, Reyna 1475 SW 8th Street Unit 609 15,000.00

071466HP Sarmiento, Oscar 1475 SW 8th Street Unit 409 15,187.50

071474HP Polo, Jose 1475 SW 8th Street, Unit #411 18,000.00

071467CP Luxama, Raymond 7516 NE 1st Avenue, Unit #103 40,000.00

071455HP Sotolongo, Rosa 3817 NW 17th Avenue, Unit 1 74,062.34

071475HP Bailey, Velma 821 NW 50 Street 78,252.00

071471CP Timothee, Malisse 7516 NE 1st avenue, Unit # 102 40,000.00

071481HP Doucet, Noula Noula Doucet 40,000.00

071483HP Calixte, Larose 7516 NE 1st Avenue, Unit 302 40,000.00

071457HP Costume, Carl 5513 NE Miami Place, Unit 7 40,000.00

TOTAL $ 3,524,444.38

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Geographic Distribution of Down payment Assistance Clients serviced

throughout the City of Miami:

94

Through the City’s Homeownership New Construction Program, Multifamily Rental New

Construction Program, and Community Housing Development Organization (CHDO) Program,

affordable homeownership and rental housing opportunities are being provided to both low and

moderate income homebuyers and renters. In Program Year 2006-2007 financing and assistance

was rendered by the City to assist in the development of the following:

Projects In Progress

Agency Name

Project Name

Project Address

Total Funds Awarded

Leverage Funding

Project Units

Project Type

MM Amber LLC Amber Garden 1301 NW 23 Street $675,015 $20,882,849 110 Rental

BHG-79ST LLC Villa Patricia 234-42 NE 79 Street $674,002.50 $29,817,284 160 Rental

Coral Place, Ltd. Coral Place 1001 NW 54 Street $812,717 $17,158,640 100 Rental


The Emerald 244 NW 72 Terrace $1,063,580 $30,811,584 124 Rental


Lafayette Square 141 NE 79 Street $2,000,000 $28,247,899 160 Rental

Lafayette Square II, Ltd.

Lafayette Plaza 145 NE 78 Street $1,166,507 $32,863,386 136 Rental


CD Building 1525 NW 60 Street $910,000 $0 7 Rental

Palermo Lakes, Inc. Palermo Lakes Apartments

5311 NW 7 Street $1,700,000 $12,372,800 109 Rental

Peninsula Housing Development XVII

La Palma Apartments


$741,000 $12,002,500 90 Rental

PHG-Park LLC Pinnacle Park 7925 NW 7 Avenue $949,938 $26,054,474 128 Rental

Pinnacle Plaza, Ltd. Pinnacle Plaza 3650 NW 36 Street $949,938 $33,246,612 132 Rental


Poinciana Grove 5601 NW 2 Avenue $603,867 $21,688,160 80 Rental

Royalton Apartments LLC

Royalton Apartments

131 SE 1 Street $450,000 $14,151,887 100 Rental

Urban Jubilee Centennial Corp.


330 NW 19 Street $1,016,000 $6,376,282 71 Rental

Village Allapattah Phase I,LLC

Village Allapattah

2370 NW 17 Avenue $730,192 $29,873,421 110 Rental

Village Carver Phase I LLC


401 NW 71 Street $603,867 $26,970,287 112 Rental

95



7831 NE 2 Avenue $603,867 $26,135,820 125 Rental

Allapattah Business Development Authority, Inc.

Scattered Sites Homeownership

Various locations $422,100 $997,597 9 Ownership

Barcelona Condominiums,

LLC

Barcelona Condominiums

2217 NW 7 Street $2,130,000 $15,807,364 71 Ownership

Little Haiti Housing Association, Inc.

Villa Jardin #3 6601 NE Miami Place $385,027.50 $4,319,940 24 Ownership

Montara Land V, LLC

Havana Palms Condominiums

930-970 SW 2 Street $1,300,000 $2,500,000 32 Ownership


Scattered Sites III


$67,500 $90,500 1 Ownership


Scattered Sites IV

Various Sites $380,392 $474,985 5 Ownership

St. John CDC St. John Village 1600-1640 NW 1 Avenue

$665,417 $2,613,920 14 Ownership


808-80 NW 7 Avenue $603,867 $8,127,662 47 Ownership

Wagner Square, LLC

1700 NW 14 Avenue $1,200,000 $22,982.209 52 Ownership

Totals: $22,804,793 $426,548,062 2109

HOME Completed Projects in FY 2006-2007:

Agency Name

Project Name

Project Address

Total Funds Awarded

Leverage Funding

Project Units

Project Type


ABDA Rental Apartments

Project

2358 NW 5 Street $279,383 $25,343 12 Rental

Los Suenos, Ltd. Los Suenos 500 NW 36 Street $1,990,000 $25,694,698 179 Rental


Ralph Plaza II 3817, 3829, 3837 NW 17 Avenue

$2,156,511 $2,500,000 30 Ownership


Scattered Sites IV

Various sites $608,632 $759,976 8 Ownership

River Run Apartments, LLC

River Run South Condos

2415 NW 17 Street $800,000 $19,068,200 174 Ownership

Totals: $5,834,526 $48,048,217 403

96

Strategy to increase the number of minority and women owned businesses participating in the HOME Program.

Ordinance No. 10062, as amended, entitled the Minority and Women Business Affairs and

Procurement Ordinance of the City of Miami, Florida sets forth “...a goal of awarding at least 51

percent of the City’s total annual dollar volume of all expenditures for all goods and services, to

Black, Hispanic and Women minority business enterprises on an equal basis.” In this regard,

extra efforts are made by the department to ensure that minority and women-owned business are

aware of the programs of the department and ways they can do business with the City.

Outreach Efforts:

The department, through its First Time Homebuyer and Single Family Program staff, makes

periodic presentations to various minority business associations in the City about how they can

do business with the city. The businesses include realtors, mortgage professionals, contractors

and consultants. The department, through its Section 3 and Davis Bacon staff, obtains a record of

MBE/WBE.

Implemented:

The department will ensure that Request for Proposals and Request for Qualifications include

criteria regarding a plan to recruit MBE/WBE businesses related to contractors, consultants, and

services. A Developer will be required to demonstrate outreach to MBE/WBE businesses for

contracted services including, but not limited to, its General Contractor (“GC”) selection and the

GC’s selection of its subs. The requirement will be included in the Loan Agreement and

disclosed at the pre-construction conference.

97

Monitoring

It is important that City residents, as well as HUD, be assured that federal housing and

community development funds are safeguarded through procedures that regulate how funds are

spent. Federal requirements prohibit expenditures for certain activities, such as political

activities. Accounting and budget systems must be in place to account for federal funds and to

assure that funds are being spent only on eligible project activities.

The Community Development Director, Assistant Directors, and Program Managers oversee the

planning and budgeting process to ensure that projects are developed consistent with grant

requirements. This planning process also ensures that each funded project is consistent with the

Consolidated Plan and makes progress toward identified community development objectives.

The aforementioned staff members make certain that projects are being completed in a timely

manner and that the expenditure deadlines for various grants are being met.

HOPWA Housing Activities:

For housing activities, the sub-recipients’ Housing Specialists analyzes all applications for

housing assistance to guarantee quality assurance and compliance with program guidelines. After

preliminary application procedures have been confirmed by the agency’s Housing Specialist, an

inspection of the prospective unit/dwelling will be requested to comply with HQS housing

standards. Subsequent to a passing inspection, the Housing Specialist will construct a case record

(package) and render it to the Policy & Program Unit of the Department of Community

Development. Each case is reviewed and approved by the Client Service Support Aide in

conjunction with the HOPWA Program Manager, in an effort to maintain a checks and balances

system for optimum program results. This secondary party review process is designed for the

reduction and misrepresentation of policy guidelines and strives for compliance and accuracy

with financial and regulatory standards.

CDBG- Sub-recipient Contracts:

For sub-recipient contracts, the Contract Compliance Analysts approve the scope of service. The

contract analyst engages in contract determinations consistent with HUD regulations and with

the priority needs identified in the Consolidated Plan. This process will ensure compliance with

applicable laws and HUD guidelines. Then the scope of services is reviewed by the Contract

Compliance Manager who makes sure conformity is exercised and that the scope coincides with

program directives. Finally, the contract analyst prepares a contract consistent with applicable

laws and guiding principles. The Law Department endorses the contract for execution of services

and the agency will commence program operations. The agency will then forward expenditures

for reimbursement to the Department of Community Development’s administrative division. The

Fiscal Assistants process payments and review the information rendered for eligibility,

compliance, and reasonableness with the scope of service. Once a payment reimbursement has

been processed by the Finance Department, it is given to the Assistant Director of Finance for

final approval.

98

The Contract Compliance Analyst also administers implementation of the funded RFP to ensure

that the work is carried out in accordance with the guidelines stipulated in the contract. The

forthcoming sub-recipient agencies will be monitored at a minimum of once per year for

compliance with administrative, financial, and internal control guidelines. Each agency with

significant findings on such a monitoring will be typically monitored on a more frequent basis.

All recipient agencies must provide periodic reports which describe the activities carried out and

identifying the beneficiaries for the project. Moreover, the agencies must also submit

performance and reimbursement reports on a monthly basis. These reports help to identify and

ensure that minority outreach is occurring in conformity with HUD’s program objectives.

HOME- Contract Compliance Monitoring:

For projects carried out with the use of HOME funds, Contract Compliance Analysts are

assigned to monitor the progress of each project and submit invoices for payment. All payment

requests for HOME construction projects will be cleared and verified by City of Miami

Inspectors. The inspectors will assume responsibility for inspecting construction projects prior to

authorization of payment. Payments for reimbursement are reviewed and approved by the Fiscal

Assistants, whom obtain the final approval from the Assistant Director of Financial Management

and Reporting. This operation protocol preserves the checks and balances system that minimizes

overpayment and promotes sound fiscal management practices. In addition, the Contract Analyst

assures that all prerequisites have been finalized concerning environmental reviews, Section 3

compliance, and Davis-Bacon monitoring in an attempt to comply with Federal Regulations.

Consequently, all pertinent documentation will be in accordance with Federal Mandates prior to

submission for reimbursement and payment.

The Department of Community Development ensures compliance monitoring of all federal

applicable regulations for all programs administered and funded with HUD Federal Dollars. As

such, the Department exercises close surveillance of all federally operated programs under the

following guiding principles:

Section 3

Davis-Bacon Prevailing Wage

Environmental Reviews

Section 3

In compliance with the Code of Federal Regulations 24 CFR 135, recipients and covered

contractors must demonstrate compliance with the “greatest extent feasible” requirement of

Section 3 by meeting the goals set forth for providing training, employment, and contracting

opportunities to section 3 residents and section 3 business sectors.

99

Under Section 3 of the Housing and Urban Development Act of 1968, wherever HUD financial

assistance is given for housing or community development, to the greatest extent feasible,

economic opportunities will be given to residents and businesses in that area. The assistance may

be in the form of job training, employment, or contracts. The Housing and Urban Development

Act was amended by Congress in 1994 to help give citizens deprived of economic activity

increased access to employment and job training. The Section 3 Act requires recipients of HUD

funds, and the contractors they employ, to ensure that the economic opportunities generated by

the expenditures go to benefit low-income persons “To the greatest extent feasible”. The City of

Miami will continue to enforce Section 3 compliance in all applicable programmatic

requirements.

The city makes every effort to streamline the Section 3 process for all Housing and Community

Development assistance projects/contracts arising in connection with contractor and

subcontractor thresholds for which the contractual amount exceeds $100,000.

In continuing efforts to ensure the provision of contracting opportunities to Section 3 businesses

and residents, the Department of Community Development ensures compliance establishing that:

All contracts in excess of $100,000 stipulate the following requirements;

The work to be performed under the contract is subject to the requirements of Section 3 of the

Housing and Urban Development Act of 1968, as amended, 12 U.S.C. 1701u (Section 3). The

purpose of Section 3 is to ensure that the employment and other economic opportunities

generated by HUD projects covered by Section 3 shall, to the greatest extent feasible, be

directed to low and very low income persons, particularly persons who are recipients of HUD

housing assistance.

b) The parties to the contract agree to comply with HUD's regulations in 24 CFR Part 135,

which implement Section 3. As evidenced by their execution of the contract, the parties to the

contract certify that they are under no contractual obligations or other impediments that would

prevent them from complying with the Part 135 regulations.

c) The contractor agrees to send to each labor organization or representative of workers with

which the contractor has a collective bargaining agreement or other understanding, if any, a

notice advising the labor organization or worker's representative of the contractor's

commitments under this Section 3 clause, and will post copies of the notice in conspicuous

places at the work site where both employees and applicants for training and employment

positions can see the notice. The notice shall describe the Section 3 preference, shall set forth

minimum number and job titles subject to hire, availability of apprenticeship and training

positions, the qualifications for each; and the name and location of the person(s) taking

applications for each of the positions; and the anticipated date the work shall begin.

d) The contractor agrees to include this Section 3 clause in every subcontract subject to

compliance with regulations in 24 CFR Part 135, and agrees to take appropriate action, as

provided in an applicable provision of the subcontract or in this Section 3 clause, upon a

finding that the subcontractor is in violation of the regulations in 24 CFR Part 135. The

contractor will not subcontract with any subcontractor where the contractor has notice or

knowledge that the subcontractor has been found in violation of the regulations in 24 CFR

Part 135.

100

e) The contractor will certify that any vacant employment positions, including training

positions that are filled (1) after the contractor is selected but before the contract is executed;

and (2) with persons other than those to whom the regulations of 24 CFR Part 135 require

employment opportunities to be directed, were not filled to circumvent the contractor's

obligations under 24 CFR part 135.

f) Noncompliance with HUD's regulations in 24 CFR Part 135 may result in sanctions,

termination of this contract for default, and debarment or suspension from future HUD

assisted contracts.

g) With respect to work performed in connection with Section 3 covered Indian housing

assistance, Section 7(b) of the Indian Self-Determination and Education Assistance Act (25

U.S.C. 450e) also applies to the work to be performed under this contract. Section 7(b)

requires that to the greatest extent feasible (i) preference and opportunities for training and

employment shall be given to Indians, and (ii) preference in the award of contracts and

subcontracts shall be given to Indian organizations, and Indian-owned Economic Enterprises

Parties to this contract that are subject to the provisions of Section 3 and Section 7(b) agree to

comply with Section 3 to the maximum extent feasible, but not in derogation of compliance

with Section 7(b).

All selected contractors and subcontractors must complete a questionnaire and submit such

questionnaire, as a plan for achieving the Section 3 training and employment numerical goals,

and subcontracting numerical goals.

The City demands that all contractors and subcontractors respond to the following questions:

1. Identify individual(s) responsible for planning, implementing, and tracking the projects'

Section 3 training and employment goals. Describe their prior experience in this area;

2. Describe efforts (contractor and subcontractor) to be taken to recruit, solicit, encourage,

facilitate, and hire public housing and other low-income persons. Identify any private or

public resources that will be used;

3. Describe contractor's activities to be taken for recruiting, soliciting, encouraging,

facilitating, and selecting Section 3 subcontractors, where applicable;

4. Describe plans to structure project activities in ways that create opportunities for Section

3 firms' participation, where applicable.

As a result, the responses submitted to the questions above constitute a plan for achieving

Section 3 goals. Furthermore, the contract compliance analyst assigned to a respective

construction project monitors quality assurance and secures compliance with Section 3

requirements.

101

Davis-Bacon Prevailing Wages

This section provides a brief overview of Davis-Bacon Streamlining and Labor Standards

Administration and Enforcement Objectives:

Apply Federal labor standards properly. Make certain that labor standards, including Davis-

Bacon prevailing wage rates, are applied where required. Ensure that any exemptions or

exclusions are identified;

Through education and advice, support contractor compliance with labor standards. Provide

basic training and technical support to contractors to ensure that they understand their

obligations under prevailing wage and reporting requirements;

Monitor contractor performance. Perform reviews of payroll submissions and other

information to help ensure contractor compliance with labor standards provisions and the

payment of prevailing wages to workers;

Investigate probable violations and complaints of underpayment. Thoroughly explore any

evidence of violations, especially allegations of underpayment;

Pursue debarment against repeat labor standards violators. HUD will not tolerate contractors

who violate the law.

The Davis-Bacon Act (“DBA”) requires the payment of prevailing wage rates (which are

determined by the U.S. Department of Labor) to all laborers and mechanics on Federal

construction projects in excess of $2,000. Construction includes alteration and/or repair,

including painting and decorating, of public buildings or public works.

A prevailing wage must be paid to laborers when federal funds are used to pay labor costs for

any project over $2,000, any CDBG funded multi-family project over eight units, or any HOME

funded project containing twelve or more units. The prevailing wage is usually higher than

competitive wages, raising the cost of housing production and rehabilitation activities. Davis-

Bacon requires extensive paperwork that adds to housing costs by requiring documentation of

the prevailing wages for compliance with labor monitoring requirements. Additionally, federal

paperwork requirements are extensive, which increase housing costs. While the objective of the

prevailing wage requirements is to protect workers from being paid less than their labor is worth,

the increased cost results in higher housing construction expenses.

These requirements often restrict participation by small, minority contractors. Conversely, many

of the workers hired for such projects are better paid attributed to Davis-Bacon requirements.

This is vital for low income, limited skilled, workers who are intended to be the beneficiaries of

this federal law. The City of Miami will continue to enforce Davis-Bacon compliance to the

greatest extent practicable.

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Environmental Review Process

The environmental review process for entitlement jurisdictions is outlined in the Code of Federal

Regulations 24 CFR 58. The procedures outlined are used by entities that assume HUD’s

environmental review responsibilities in determining program compliance with the intent of

satisfying the National Environmental Policy Act (NEPA). Jurisdictions must assume this

responsibility in all applicable federal programs through a system of enforced rules and policies.

The Department of Community Development maintains an effective system of communication

with HUD to sustain departmental regulatory compliance. The City endows compliance

monitoring by adhering to the following categories:

Exempt

Categorically Excluded

- Not Subject to 58.5

- Subject to 58.5

Environmental Review Assessment

Minority & Women owned business under the HOME Program

The following is a brief description and/or assessment of outreach strategies to increase the

number of minority and women owned businesses participating in the HOME Program.

Ordinance No. 10062, as amended, entitled the Minority and Women Business Affairs and

Procurement Ordinance of the City of Miami, Florida sets forth “...a goal of awarding at least 51

percent of the City’s total annual dollar volume of all expenditures for all goods and services, to

Black, Hispanic and Women minority business enterprises on an equal basis.” Accordingly,

extra efforts are made by the Department to ensure that minority and women-owned business are

aware of the Department’s programs ways they can do business with the City.

Outreach efforts:

The Department, through its First Time Homebuyer and Single Family Program Staff, makes

periodic presentations to various minority business associations in Miami about how they can do

business with the city. The businesses include realtors, mortgage professionals, contractors, and

consultants. The Department, through its Section 3 and Davis Bacon Staff, maintains a record of

MBE/WBE.

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Self-Evaluation

The City is required by HUD and the Government Performance Results Act of 1993 to formulate

quantifiable outcomes, goals, and objectives for the four programs that constitute the

Consolidated Plan. The Consolidated Plan also requires that the results of planned program

accomplishments be evaluated annually through preparation and submission of the CAPER to

residents and HUD. This section is an overall evaluation of the City’s efforts in formulating

reasonable and achievable goals and objectives over the last year of the 32nd Program Year

(2006-2007). City staff evaluated project activities receiving funding over the five (5) years of

the City’s Consolidated Plan (Program Years 2004-2009), to determine if there were conclusions

that may be reached about the nature of the program. The intent was to assure that goal setting

was reasonably foretold for this period, and accomplishments adhered to planned goals in the

Five Year Consolidated Plan. Many of the projected activities met or exceeded goals for the 12

month period established in the 2006-2007 Program Year.

The most apparent conclusion is that the City of Miami has had several years of experience in

operating such programs, and, even though programs are on a demand basis, one can readily

forecast successive year’s goals from previous program experience.

There is also a wealth of external data available for making intelligent decisions in forecasting

goals for housing activities funded through the Consolidated Plan grants.

However, even with such documentation at hand, the City has been faced with exceedingly

difficult market forces, such as:

Skyrocketing rents and sale prices for single family housing;

Lack of constructible sites; community opposition to affordable housing;

The deep public subsidies typically required for new multi-family construction;

And the growing affordability gap between household incomes and home prices.

Goals formulated for the Consolidated Plan and reported accomplishments for 2006-2007 project

activities for particularly seniors and the frail elderly, appeared to have a good fit. The programs

operated throughout the City all met or exceeded projected goals over the Action Plan period.

The City’s achievement in meeting set targets is a result of several factors, including good

recordkeeping and substantial experience in managing subcontracted programs. The City

undertakes a wide range of economic development project activities funded primarily through

CDBG. Over the life of the 2004-2009 Consolidated Plan, economic development priorities,

strategies, and resulting programs have changed significantly, but the Consolidated Plan goals of

job creation, job retention, and small business assistance have not. Goals have been on target; job

creation goals were often exceeded, as were small business client assistance and business loan

targets.

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The biggest challenge has been goal and accomplishment consistency from year to year; also,

there is the challenge of multiple local economic development program goals. On the other hand,

the limitations imposed by the HUD IDIS system for the Grantee Performance Report, attributed

to faults (bugs) in the system, create havoc for the purpose of accurate program reporting.

Neighborhood improvement and public facility project activities, funded substantially through

CDBG are constantly monitored to endow quality assurance requirements with the Code of

Federal Regulations. The City generally has been meeting the goals set forth in the 2004-2009

Consolidated Plan. The City focuses its HUD funding towards fulfillment of the major priorities

identified in the Five Year Consolidated Plan.

In general, Consolidated Plan program activities are meeting identified needs. Accordingly,

completed activities match the City’s housing and community development priorities and

strategies. However, the complexity of need and the difficulty in establishing techniques to

qualitatively evaluate the impact of project activities remain significant hurdles in determining

the impact of services on City residents. A major goal of the 2004-2009 Consolidated Plan is to

re-examine Consolidated Plan priorities. Most important, the 2004-2009 Consolidated Plan is

performance-based driven; implementing tangible benchmarks for performance monitoring and

tracking.


are successful. For example, project monitoring, fulfillment of performance indicators, and more

sophisticated approaches such as outcomes analysis, and other approaches. A major obstacle is

the need to devise a comprehensive system for evaluating program outcomes from both a

benefit/cost standpoint, and develop benchmarks that measure the quality and extent of services.

The City of Miami Department of Community Development is the entity within Miami-Dade

County designated to administer the HOPWA Program. The City faces unique challenges in

overseeing a program that is countywide. In addition to a lengthy RFP process, the City must

also negotiate the intricacies of developing housing for persons with AIDS and their family

members.

Perhaps the greatest obstacle that the City of Miami faces in providing public services is the

existence of an increasingly mobile multicultural population with a variety of educational and

language barriers. The 2000 Census revealed that the City’s population is now 67% Latino with a

majority representing the Cuban ethnic group; other sub-groups or nationalities represented

Nicaragua and Puerto Rico and are heavily represented in areas of the City that have, for years,

suffered from blight, poverty, and unemployment.

Economic barriers are more substantial for newly arrived immigrants for whom English is a

second language, educational and training levels are low; and high school drop out rates are high.

Many require multiple forms of assistance to integrate into the increasingly complex economy

and workforce, including skills training, immigration services, and training in language skills,

transportation subsidies, and day care. Many of the City’s elementary, middle, and high schools

are impacted facilities with high student to teacher ratios and inadequate classrooms. The impact

of different languages and dialects spoken at school level by the immigrant population is a noted

factor which serves as an impediment to the educational learning process.

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Many newly arrived immigrants have no experience with social service programs, or knowledge

of application procedures. Many immigrants have large families and complex family structures,

including extended families. As a result, there is a heavy demand on human service programs,

including childcare centers and services for the elderly within individual households. Human

service programs must be expanded to provide comprehensive services for youth offenders. For

example, Miami needs more programs that target prevention of juvenile criminal mischief,

specifically in the middle school youth.

Miami has a transportation system that is inadequate for the needs of low-income workers and

families. No other single factor is more important than adequacy of transportation in getting and

keeping a job. Many low-income areas of the City have few amenities such as adequate health

care and shopping facilities. Job opportunities are often at a great distance from the inner city

areas of Miami where most low-income groups are found. Housing and economic development

programs should focus on bringing jobs and affordable housing to the low-income areas of

Miami; providing stable employment and a housing base for City residents.

The City is seeing a slowdown in the number of former welfare recipients seeking training and

employment. The hardest to reach individuals are: Drug abusers; ex-felons; and those with no

work experience. The aforementioned groups require a new approach to human services

programming in the City’s efforts to move residents into productive roles. Passage by Congress

of a higher work standard percentage in the future will negatively affect the ability of many City

of Miami residents to survive. The Human Services Delivery System relies on several

approaches to reduce poverty: goal driven and robust collaboration of social service agencies,

schools, and federal, state, and local governments and the private sector. There is a strong

program emphasis on family self-sufficiency, or a holistic approach to provision of human

services; and an intensive, case-management approach to provision of anti-poverty services.

Despite being one of the most diverse metropolitan areas in the world, Miami continues to have

areas troubled by racial and ethnic housing discrimination. Overcoming this institutional and

perceptual barrier requires effective education and enforcement of fair housing laws. The use of

Consolidated Plan resources is an effective tool in breaking down housing discrimination

barriers. Recently, HUD has targeted predatory home lending practices across the nation and

specifically large urban areas as a high departmental priority. Predatory lending describes loans

that are often characterized by exorbitant interest rates, expensive fees, and prepayment

penalties. Loans are offered by sub-prime lenders, or those that service borrowers who lack the

"A" rating needed to borrow from prime lenders.

Housing development projects are not always completed in the program year in which they are

funded due to their nature and complexity. These projects often involve lengthy negotiations for

property acquisition and development that require dedicated funding up front to substantiate the

City’s commitment. A review of such project activities would suggest that several of these

projects are behind schedule, but in most cases the projects are not.

The Mayor and City Commission have put a great deal of emphasis on departmental

responsibility for regular and prompt invoicing for grant reimbursable expenditures. General

106

Managers have been directed by the Department Director, Mayor and City Commission to

submit monthly invoices for reimbursement of project costs. Another obstruction in the delivery

of service may be attributed to the City’s financial management and procurement systems that

are both impediments to quick and accessible accounting data. Nevertheless, most departments

are complying with the instructions from the Mayor and City Commissioners. Therefore,

although it is impossible to verify, the City believes that line of credit disbursements are a

relatively accurate reflection of actual expenditures, in as much as draw-downs from the HUD

line of credit are reimbursement for the City’s actual expenditures.

Another constrain in the development of affordable housing is correlated to the environmental

review process, which hinders the execution of projects. This attribute is prominent in the

classification of so called “slow-moving projects”. Last, but not least, the execution of legal

agreements poses the greatest restrain of all. The Department of Community Development has

actively engaged in acts to circumvent this lengthy bureaucratic process in a good faith effort to

expedite the process. For example, the Department has designated a liaison to work hand-in-hand

with the Law Department to eliminate any set-backs in the execution of contracts. This is a

proactive approach in an effort to facilitate any information at the request of the Law

Department. Consequently, the contracts unit meets periodically with a representative from the

Law Department to maintain a communication bridge, which promotes efficiency and

performance outcome.

Major goals are on target. With the advent of project phasing, Consolidated Plan funds will be

used in a more timely fashion, and funds will be allocated to specific project milestones in a

more effective and efficient manner. The City recently began phasing project funding to partially

support the City’s commitment to meet timeliness. Projects that require design and engineering

will receive funding only for that phase of work. When construction plans are ready and a more

accurate cost estimate is developed, the project may apply for construction funds.

Projects that are demonstrably ready to be put out for competitive bid and constructed during the

program year will have priority in receiving full or partial construction funding. This effort to

provide funding at the necessary time will prevent the City from tying up large amounts of

construction funds with projects that encounter planning or design issues. Further, it will enable

the City to more precisely forecast expenditures during the program year since we will be

tracking just one independent activity, either a design contract/schedule or a construction

contract/schedule, and should know the starting point of each.

In general, Consolidated Plan program activities are meeting identified needs. However, the

complexity and sheer extent of need, and the difficulty in establishing techniques to qualitatively

evaluate the impact of project activities, remain significant hurdles in determining the impact of

services rendered to City residents. Comparison of goal vs. accomplishment data would indicate

that the city is making a positive impact on identified priorities. In most cases, project

accomplishments have exceeded goals.

In comparing City of Miami activities in the City’s 32nd Year to the strategies outlined in the

Five Year Consolidated Plan, the approved projects address the philosophical intent of the plan

to revitalize Miami’s neighborhoods by integrating economic, physical, environmental,

107

community, and human development activities to meet the needs of the community. Each project

is designed to meet the broad goals of the HUD programs previously identified:

To provide Decent Housing;

To provide a Suitable Living Environment;

To expand Economic Opportunities.

The City will maintain its commitment to revitalize its depressed neighborhoods and increase the

quality of life for residents from these areas. As in the past, the core of the funded activities are

still designed with a goal of assisting low, very-low and moderate-income persons. However,

the 2004-2009 Consolidated Plan proposes to develop initiatives truly intended to change

neighborhoods and lives. The Plan emphasizes a strategy intended to create: homeownership

opportunities for low income persons; enhance quality of life through public service; and

promote economic self-sufficiency by supporting economic development activities.

The approved activities continue to carefully address the needs of a diverse ethnic and racial

population. At the same time, it is an aggressive attempt by municipal government to maximize

the impact of limited resources available to meet the overwhelming demands. The City of

Miami’s vision is to implement innovative and creative approaches that not only maintain

services, but also change neighborhoods and mindsets with the goal of successfully revitalizing

its most distressed neighborhoods.


are successful, including project monitoring, fulfillment of performance indicators, more

sophisticated approaches such as outcomes analysis, and other approaches. A major obstacle is

the need to devise a comprehensive system for evaluating program outcomes from both a

benefit/cost standpoint and from a qualitative aspect. Workload indicators have been developed

for each Consolidated Plan activity; a more sophisticated, qualitative approach to analysis of

accomplishments will be featured in the future.

Lesson’s learned:

Based on 2000 census data, the City of Miami is the poorest City in the nation. The Miami

community has been intensely affected by the impact of welfare reform on its extremely poor

and working-poor population. This population is in need of a wide cross-section of public service

programs to preserve their quality of life and enable these individuals to utilize opportunities

created by other programs in the transition to self-sufficiency.

With the obvious need to increase services to citizens most impacted by welfare reform, a

priority was placed on programs intended to provide transportation, employment training, health

care, childcare, and other work related services for the many residents transitioning from

welfare-to-work on an as-needed basis. In addition, programs were identified to provide basic

services to the City’s elderly population. The City will continue to emphasize and encourage

innovative programs to affect a wider cross-section of the population. Thus, the City plans to

formulate a strategic plan to leverage other revenue sources to provide essential public services.

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There is a movement back to outside-in, top-down versus an inside-out, bottom-up approach to

community change. The outside-in, top-down approach embraces such strategies as regionalism

and smart growth, with a concept of equity as an underlying principle. In contrast, the inside-out-

bottom-up approach stresses empowerment and self-reliance with an underlying commitment to

equity, social and economic. These approaches have to do with the tension between people-

based versus place-based community development. They attempt to address the causes and

symptoms of distress in some communities. While the one may focus more on the market-driven

approach and the other on capacity building, they are not mutually exclusive.

What they reflect are strategies that may be responsive to the challenges and opportunities that

confront disadvantaged and underserved communities. Residents and other interested

stakeholders (citizens) of these communities are growing increasingly suspicious and impatient

with top-down public and private interventions. Yet, when employing a community asset-based

strategy, one often finds neighborhoods are at different stages of civic development and

empowerment. Some have well defined infrastructures that are responsive when engaging

government and the business community to achieve a shared vision. At the other end of the

spectrum are neighborhoods with little or no framework for acquiring information and

processing it in a coherent and comprehensive manner toward realizing a desirable and

affordable future.

The central challenge is “how to energize residents and their allies in communities so they can

become a viable force for resident-inspired community change.” If energized, neighborhood

residents must be galvanized to influence the political and administrative agencies of society that

determine their destinies. More specifically, the challenge is to identify ways to engage

community residents and interested stakeholders (citizens) in a manner that gives them the

resources and access to take charge of their lives and communities, while at the same time

satisfying the requirements of local government and providing a reasonable return on the

investment of the business community.

This report seeks to provide a tool for identifying and assessing lessons from which the City of

Miami might learn how to carryout a community participation plan more efficiently and

effectively. A useful point of entry into understanding the subject is to define community

participation. What is it? What are the process(s) and structure(s) that best serve an engagement

intervention? What are the conditions necessary to develop, support, and sustain a citywide

system of public participation? What should one hope to accomplish after completing one?

Before answering these questions, a clear definition of community participation is established

and examined.

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Projected Future Goal’s for 2004-2009:

WHAT THE DEPARTMENT OF COMMUNITY DEVELOPMENT WILL STRIVE FOR IN

THE IMPLEMENTATION OF THE FORTHOCOMING ACTION PLAN UNDER THE

2007-2008 FISCAL YEAR (THE 33rd

PROGRAM YEAR).

Fine-tuning performance indicators and align them with the current HUD CPD Outcome

Measurement System for Formula Grant Programs;

Amend dormant activities identified in the 2004-2009 Consolidated Plan;

To continue working actively in a proactive manner with the Law Department, while

attempting to expedite the execution of legal agreements for Affordable Housing Projects;

Foster and improve the working relationship with Federal, State and Local agencies in an

effort to stimulate the Environmental Review Process.

The City plans to strengthen its public participation process with the adoption of a newly

amended Citizen Participation Plan designed at fortifying community involvement;

The City plans to strengthen its public participation process with the adoption of a newly Fair

Housing Plan designed at fortifying community involvement;

The City intends to secure the rights of protected minority classes through the monitoring of

Impediments to Fair Housing identified in the 2005-2010 Analysis to Impediments document

in the upcoming program year.

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Attachments

Notice of Public Hearing regarding the City of Miami Consolidated Annual Performance and

Evaluation Report (CAPER)

Section 3 Summary Report

C04PR03: CDBG Activity Summary Report (GPR) for Program Year 2006

C04PR26: CDBG Financial Summary for Program Year 2006

C04PR23: Program Year 2006 Summary of Accomplishments

C04PR06: Summary of Consolidated Plan Projects for Report Year 2006

C04PR09: Program Income Details by Fiscal Year and Program

C04PR19: ESG Statistics for Projects as of 2006 (not included as IDIS did not allow the

necessary data to be inputted)

C04PR20: ESG Grantee Summary Program Year 2006 (not included as IDIS did not allow

the necessary data to be inputted)

C04PR27: Status of HOME Grants

C04PR22: Status of HOME Activities

C04PR25: Status of CHDO Funds by Fiscal Year

C04PR33: HOME Matching Liability Report

C04PR10: CDBG Housing Activities

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