HomeMy WebLinkAbout2010-125-1307 - Approving the CDBG Fith Program Year Action Plan
City of Miami Gardens Agenda Cover Memo Council Meeting Date: July 14, 2010 Item Type: (Enter X in box) Resolution Ordinance Other X Fiscal Impact: (Enter X in box) Yes No Ordinance
Reading: (Enter X in box) 1st Reading 2nd Reading X Public Hearing: (Enter X in box) Yes No Yes No X Funding Source: Community elopmen lock t (CDBG Dev Gran t B ) Advertising Requirement:
(Enter X in box) Yes No X Contract/P.O. Required: (Enter X in box) Yes No RFP/RFQ/Bid #: X N/A Sponsor Name Danny Crew, City Manager Department: Community Development Short Title: A
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MIAMI GARDENS, FLORIDA, APPROVING THE COMMUNITY DEVELOPMENT BLOCK GRANT FIFTH PROGRAM YEAR ACTION PLAN, ATTACHED HERETO AS EXHIBIT “A;”
PROVIDING FOR THE ADOPTION OF REPRESENTATIONS; PROVIDING AN EFFECTIVE DATE. Staff Summary: Background As required by the US Department of Housing and Urban Development (HUD), each Community
Development Block Grant (CDBG) Entitlement City must submit an Annual Action Plan that outlines the activities (programs) to be carried out by each grantee using Federal funds. The CDBG
Annual Action Plan must coincide with the 5‐Year Consolidated Plan, which covers 2006‐2011. Current Situation The City of Miami Gardens has been allocated $1,516,676 in CDBG funds for
fiscal year 2010‐2011. This amount represents an increase of $113,925 from the previous year’s allocation. The attached Annual Action Plan is for the City’s Fifth (5th) Program Year
and provides the detail of the activities to be carried out. It also incorporates public comments received during the two (2) public meetings held on March 30th and April 1st, 2010.
Below is a breakdown of the activities to be carried out during the program year, and the amounts allocated for each activity: ITEM L-1) RESOLUTION PUBLIC HEARING CDBG 5th Year Program
1515 NW 167 Street, Building 5 Suite 200 Miami Gardens, Florida 33169 Activity Amount Housing Rehabilitation $ 300,000.00 Public Services $ 227,501.00 Infrastructure Improvements $ 200,000.00
Commercial Redevelopment $ 135,840.00 Parks Capital Improvements $ 200,000.00 Code Enforcement $ 150,000.00 Program Administration $ 303,335.00 Total CDBG 2010‐2011 Allocation $ 1,516,676.00
A draft of the attached Annual Action Plan was publicly advertised for thirty (30) days, allowing for public comments. No public comments were received during the 30 day comment period.
Upon City Council’s approval, the Annual Action Plan must be submitted to HUD prior to the August 15th deadline in order to secure the City’s funding allocation. Proposed Action: Staff
recommends that City Council approve of the attached 5th Program Year Annual Action Plan and authorize the City Manager to submit the Plan to the US Department of Housing and Urban Development
by August 15, 2010 for review and approval. Attachments: • 5th Program Year Year Annual Action Plan (2010‐2011) • 5th Program Year Project Allocations
City of Miami Gardens Department of Community Development Fifth Program Year Action Plan FY 2010‐ 2011 Submitted to: Urba ment The US Department of Housing & elop 500 n Development Community
Planning & Dev 909 SE First Avenue, Room Miami, Florida 33131‐3028
City of Miami Gardens Fifth Program Year Action Plan 2 Version 2.0 Fifth Program Year Action Plan The CPMP Fifth Annual Action Plan includes the SF 424 and Narrative Responses to Action
Plan questions that CDBG, HOME, HOPWA, and ESG grantees must respond to each year in order to be compliant with the Consolidated Planning Regulations. The Executive Summary narratives
are optional. Narrative Responses GENERAL Executive Summary The Executive Summary is required. Include the objectives and outcomes identified in the plan and an evaluation of past performance.
Program Year 5 Action Plan Executive Summary: Program Year 5 Action Plan for the City of Miami Gardens covers the period beginning October 1, 2010 through September 30, 2011. As in previous
years, the programs and activities described in this Fifth Year Action Plan are developed with three primary objectives, 1) providing benefits to low‐and moderate income individuals,
and households, 2) providing benefits to neighborhoods with high concentrations of low‐low‐and moderate income residents, and 3) benefits to the City as a whole. The City will also use
the plan to coordinate its efforts with other federal, state, and local grant programs to produce decent housing, a suitable living environment and increase economic opportunities in
the community. It is evident from current economic conditions that sustaining affordable housing stock remains the highest priority in this community. With the rapid increase of abandoned
and foreclosed homes and the continuing decline in home values, it is imperative to keep focus on preservation of the current housing stock while encouraging homeownership. In Program
Year 5 the City intends to fully utilize the $1,516,676 allocation of CDBG funds to continue addressing the priority needs identified in the 2006‐2011 Consolidated Plan. The City expects
to expand existing programs and to leverage other funding that was awarded, including Neighborhood Stabilization Program (NSP), Community Development Block Grant‐Recovery (CDBG‐R), and
Homelessness Prevention and Rapid Re‐Housing (HPRP) program funds.
City of Miami Gardens Fifth Program Year Action Plan 3 Version 2.0 NSP funds will continue to be used to implement revitalization strategies in communities with high foreclosure rates.
The City has already purchased 36 abandoned and foreclosed homes in neighborhoods where high foreclosures and sub‐prime mortgages exist, rehabbed 26 homes, and resold 3 of these homes
to eligible homebuyers. The City will continue to provide indirect subsidies to eligible homebuyers participating in the NSP program by selling the homes purchased and rehabbed with
NSP funds at below market rates. These activities are already underway and will continue as part of the Program Year 5 Action Plan. The expected overall outcome of the NSP program is
revitalization of communities where foreclosures are prevalent in causing decline in home values and the quality of life. It is anticipated that the remaining 10 housing units that have
been purchased will be rehabilitated and all 36 homes will be sold to eligible homebuyers during Program Year 5. The City will continue its implementation of the Homelessness Prevention
and Rapid Re‐Housing Program (HPRP) funds. This new funding stream is providing social services to residents that may be experiencing homelessness in the form of temporary financial
assistance and services. The City is working in partnership with Citrus Health Network, a local non‐profit organization, as well as Harvest Fire International Ministries, a faith‐based
non‐profit organization located in Miami Gardens, to deliver assistance to the community. The overall outcome of HPRP is to provide financial assistance to individuals and households
that are homeless or at risk of becoming homeless to establish stable housing and reduce the instances of homelessness within the City. In the first year of the program, 34 households
have received financial assistance to prevent them from becoming homeless. In Program Year 5, the city expects to assist an additional 36 individuals and households through the HPRP
program. Through the CDBG‐R funding allocation, the City will increase its public service activities with an emphasis on job creation. In addition, the City continues to implement the
home Energy Efficiency Retrofit program, which provides for the installation of insulation in homes where inadequate insulation exists, and the replacement of air conditioners and water
heaters to more energy efficient models. This program has assisted 10 households thus far, and anticipates providing assistance to an additional 100 households. The CDBG‐R funds were
also utilized for stormwater drainage improvements in the Bunche Park Neighborhood Strategy Revitilation Area (NRSA). This project was completed in August 2010 and 56 low‐mod income
households were benefited by this activity. The City also intends to expand its economic development activities through re‐evaluation and enhancement of the current façade improvement
program and implementation of a program geared more toward financial assistance to new business owners and attracting new business to the community. The City also intends to implement
a redevelopment strategy for the Sunshine State International Park, a once vibrant and thriving business district with both manufacturing and retail businesses. Now the area has deteriorated
and businesses have either gone out of business or relocated to another community. It is the City’s intention to reengage the industrial park as a mixed‐use site with the appropriate
combination of commercial, entertainment and service uses that harmonize with existing industrial uses. The
City of Miami Gardens Fifth Program Year Action Plan 4 Version 2.0 redevelopment of the park will spur economic activity into the local economy through tourism/visitor revenues, job
creation and tax revenues. General Questions 1. Describe the geographic areas of the jurisdiction (including areas of low income families and/or racial/minority concentration) in which
assistance will be directed during the next year. Where appropriate, the jurisdiction should estimate the percentage of funds the jurisdiction plans to dedicate to target areas. 2. Describe
the basis for allocating investments geographically within the jurisdiction (or within the EMSA for HOPWA) (91.215(a)(1)) during the next year and the rationale for assigning the priorities.
3. Describe actions that will take place during the next year to address obstacles to meeting underserved needs. 4. Identify the federal, state, and local resources expected to be made
available to address the needs identified in the plan. Federal resources should include Section 8 funds made available to the jurisdiction, Low‐Income Housing Tax Credits, and competitive
McKinney‐Vento Homeless Assistance Act funds expected to be available to address priority needs and specific objectives identified in the strategic plan. Action Plan General Question
responses: 1. Geographic areas of the jurisdiction The City of Miami Gardens was incorporated on May 13, 2003, as the 33rd city in Miami‐Dade County. With an estimated population of
105,414, it is the third largest city in the County, according to the 2000 Census. The City is located in North‐Central Miami‐Dade County and covers an area of approximately 20 square
miles. Miami Gardens borders Broward County to the north, the City of Miami Lakes and Unincorporated Miami‐Dade County to the west, the City of Opa‐Locka to the south, and the City of
North Miami Beach and Unincorporated Miami‐Dade County to the east. The City of Miami Gardens is comprised of seven communities identified in the 2000 Census as Census Designated Places
(CDP): Andover CDP, portions of Carol City CDP, Scott Lake CDP, portions of Norland CDP, portions of Lake Lucerne CDP, Opa‐Locka North CDP, and Bunche Park CDP. The City of Miami Gardens
is an urban/suburban community that was heavily developed between 1950 and 1969. It is a solid, working and middle class community of unique diversity and holds the distinction of being
the largest predominantly African‐American municipality in the State of Florida. The City is 77% non‐Hispanic Black, 16% Hispanic, 4% White non‐Hispanic, and 3% other.
City of Miami Gardens Fifth Program Year Action Plan 5 Version 2.0 According to the 2000 Census, 11,151 households in the City of Miami Gardens have income at or below 80% of the area
median income and are therefore classified as low or moderate income by HUD. This represents about 38% of the citywide population for whom household income could be determined. Maps
I‐1 through I‐4 in the 2006‐2011 Consolidated Plan illustrate the following areas of the City: (1) the City location, (2) the Community Designated Places in the 2000 census that are
comprised in the City, (3) the CDBG priorty areas by census block group and neighborhood and, (4) racial demographic by census block group. 2. Basis for Allocating Funding Since the
primary national objective of the Consolidated Plan programs are to benefit low‐and moderate‐income residents, the City of Miami Garden’s Community Development Block Grant (CDBG) program
funds will be utilized to develop programs and activities that will provide assistance to this target population, and benefit the City as a whole in improving the quality of life for
the residents. Target Areas: The City of Miami Gardens has identified thirteen (13) areas that have a low‐to moderateincome population of 51% or more. These areas are designated CDBG
priority areas for the purpose of program funding. Area name Census Tracts Andover & Vicinity 009802‐(4), 009901‐(9) *Bunche Park 000402‐(3)(4) 000403‐(5), Brentwood & Vicinity 010002‐(1)
*Cloverleaf Estates & Vacninty 009501‐(9) Eagles Landing/Leslie Estates 010002‐(2) Kings Gardens 010010‐(2) Lake Lucerne 009904‐(1), 009904‐(9) LeJune Gardens & Vicinity 010006‐(1)(2),
010009‐(2)(3) Myrtle Grove & Vicinity 009400‐(4)(3) Norland & Vicinity 009600‐(2), 009902‐(3) Opa Locka North 000501‐(2)(4)(5), 000502‐(1) Rainbow Park 000401‐(6), 000403‐(1)(6), 000402‐(2)
000501‐(3)(1) Scott Lake 009502‐(4)(6) *indicates neighborhood with greater than 70% low‐mod income
City of Miami Gardens Fifth Program Year Action Plan 6 Version 2.0 Neighborhood Revitalization Strategy: The City has designated the area of Bunche Park as a Neighborhood Revitalization
Strategy Area (NRSA). This community has more than a 70% low‐income population. Rehabilitation programs in the NRSA include an exterior paint program and infrastructure improvements
as well as economic development activities. The Paint Program will leverage funds from the Department of Labor (DOL) through a program called Project MPACT. Miami Partnership for Action
in Communities Task force (MPACT) receives a grant from DOL for an intervention program for high risk youth ages 12‐22. The City has partnered with Project MPACT who will work with paint
contractors to provide graduates of their program training and employment. The grant funding from the DOL allows Project MPACT to pay the youth to work up to 20 hours per week for up
to 3 months. Giving the youth a sense of empowerment and self‐worth as well as providing them a set of skill that they can use to gain employment. Public Services: The City has implemented
several programs including, home delivered meals program for elderly residents. This program provides nutritious food for senior citizens. The City has also partnered with a not‐for‐profit
agency that provides assistance to youth aging out of the foster system including intensive case management and wrap‐around services. Various housing programs are also available for
low‐to moderate‐income residents including a rehabilitation loan program, a disaster recovery assistance program, and a first‐time homebuyer down payment assistance program. Economic
Development Additionally, a Business Incentive Program has been implemented for business owners in the City. This program provides financial assistance for items such as acquisition,
space build‐out, and permits and fees. Additionally, this program offers façade improvements to existing businesses with the intent of increasing their aesthetic value and thus increasing
their business volume that will ultimately result in the need to create jobs within that business. 3. Obstacles to Meeting Underserved Needs One primary obstacle to meeting underserved
needs is identifying not‐for‐profit organizations with adequate capacity to deliver and administer social services while meeting all HUD regulations and requirements. In Program Year
4, the City had more success with social services program providers; however, the types of programs carried out were very limited. A lack of resources for these programs continues to
be an obstacle when compared to the population of low‐and moderate‐income individuals and households in the City. The City is still recovering from the impact of past hurricane seasons.
Signs of past storm seasons as long as five years ago or more, continue to be prevalent on the City’s housing stock. Limited resources from federal, state and local agencies are insufficient
to meet all the needs
City of Miami Gardens Fifth Program Year Action Plan 7 Version 2.0 adequately. The City will continue to seek partnerships with various state, county, and nonprofit agencies with existing
programs in the community to leverage the City's CDBG allocation. 4. Federal, State, and Local Resources Expected The City anticipates various sources of federal, state and local resources
to carry out activities in the Program Year 5 Action Plan. Among expected resources, the City has already received allocations of Neighborhood Stabilization Program funds (NSP) in the
amount of $6.8 million, Homelessness Prevention and Rapid Re‐Housing Program (HPRP) in the amount of $567,612, Community Development Block Grant Recovery (CDBG‐R) in the amount of $371,207,
and the Department of Energy’s Energy Efficiency and Conservation Block Grant (EECBG) Program in the amount of $989,200. With these additional resources, our focus will be centered on
providing families and individuals at risk of homelessness find stable housing, further further preservation of the current housing stock, and re‐investing in the local economy and creating
an environment‐friendly community that is better informed on the importance of conserving our natural resources and more energy efficient. As a part of programs developed with this additional
funding, the City intends to strongly encourage the use of local vendors as a method to further stimulate the local economy. Managing the Process 1. Identify the lead agency, entity,
and agencies responsible for administering programs covered by the consolidated plan. 2. Identify the significant aspects of the process by which the plan was developed, and the agencies,
groups, organizations, and others who participated in the process. 3. Describe actions that will take place during the next year to enhance coordination between public and private housing,
health, and social service agencies. Action Plan Managing the Process response: 1. Lead Agency As the entitlement grantee for the CDBG programs, the City of Miami Gardens’ Department
of Community Development is the lead agency for the development of this 2010‐2011 Action Plan that outlines the proposed activities and expenditures under these programs. Community Development
staff will also act as the public agency that will administer the programs and activities under the plan. This Department will oversee economic development, community development, housing,
lead paint abatement, and historic and urban renewal programs (where applicable).
City of Miami Gardens Fifth Program Year Action Plan 8 Version 2.0 2. Plan Development Process The City of Miami Gardens has implemented a process for the development of the 5 Year Consolidated
Plan and the 2010‐2011 Action Plan that encouraged broad participation from the community. This process began with the creation of the City’s Comprehensive Development Master Plan. At
each step in the process, care has been taken to ensure that low‐and moderate‐income residents, members of minority groups, agencies involved in the provision of services to these populations,
and others who are directly impacted by the programs and projects supported by the Consolidated Plan programs have been actively involved. Table I‐6 in the 5 Year Consolidated Plan document
lists all the organizations that were invited to participate in the visioning process. Of this list, the organizations that actively participated in the process included seven (7) homeowner
associations, five (5) faith‐based organizations, four (4) community organizations and two (2) other service providers. 3. Enhanced Coordination As stated above, the City of Miami Gardens
has limited resources to address the many priorities identified by the community. As such, during the upcoming year the City will continue working to create partnerships with public
and private housing agencies, and health and social service providers to leverage the 2010 CDBG allocation. Citizen Participation 1. Provide a summary of the citizen participation process.
2. Provide a summary of citizen comments or views on the plan. 3. Provide a summary of efforts made to broaden public participation in the development of the consolidated plan, including
outreach to minorities and non‐English speaking persons, as well as persons with disabilities. 4. Provide a written explanation of comments not accepted and the reasons why these comments
were not accepted. *Please note that Citizen Comments and Responses may be included as additional files within the CPMP Tool. Action Plan Citizen Participation response: 1. Citizen Participation
Process The City of Miami Gardens encourages its citizens toparticipate in the development of its Consolidated Plan, Annual Action Plan, any Amendments, and required Consolidated Annual
Performance and Evaluation Report (CAPER). The City publicly advertises the meetings and
City of Miami Gardens Fifth Program Year Action Plan 9 Version 2.0 holds the meetings in the City’s Council Chambers and other central locations in the City, such as the library, which
are publicly accessible. In addition, the City will take steps to encourage the participation of all its citizens, including minorities and non‐English speaking persons, as well as persons
with disabilities by providing translation services for any public meeting or public hearing, if a request for such services is requested four days in advance of the meeting. In addition,
all meetings are conducted in areas and locations that are accessible to persons with disabilities. Citizen Input: The City, on an annual basis, will make available to citizens, public
agencies, and other interested parties, information that includes the amount of assistance the City expects to receive, including specific grant funds, available unspent prior years
funds, and related program income. The City will also disclose the range of activities that may be undertaken including the estimated amount that will benefit persons of low‐and moderate‐income.
City’s Notification Requirement Regarding Draft Plan Availability: For program year five, notification was advertised in a local newspaper of general circulation to inform the public
that a draft Consolidated Plan, or draft Annual Action Plan is available to examine and subject to public comment. The notification will provide a summary of the proposed Consolidated
Plan, or Annual Action Plan, and describe the contents and purpose of the particular plan. The notice will also be posted on the City’s website (www.miamigardensfl.gov/cd/index.html)
and on bulletin boards at the locations below. The public notice will state that copies of the particular Plan will be available for review on the City’s website and at the following
locations for thirty (30) days: City of Miami Gardens City Hall North Dade Regional Library 1515 NW 167 Street, Building 5, Suite 200 2455 NW 183rd Street Miami Gardens, FL. 33169 Miami
Gardens, Fl. 33056 Public comment can also be submitted electronically by sending emails to: hudcomment@miamigardens‐fl.gov Citizen Response Time Frame: The City will make the Plan public,
and upon request in a format accessible to persons with disabilities. The City will provide the citizens a reasonable opportunity to comment on the Plan, and on any amendments to the
Plan as defined by this Citizen Participation Plan. The City will consider any comments or views of citizens received in writing, or orally, at any of the public hearings, or during
the 30‐day public review and will address those comments in the preparation of the final Consolidated Plan or Annual Action Plan. The City will include any written or oral comments in
the final Consolidated Plan or Annual Action Plan submitted to HUD. The City will also make copies of the draft plan, and final plan available to the general public, at no cost on the
City’s website (www.miamigardens‐fl.gov/cd/index.html). Hard copies will also be available upon request.
City of Miami Gardens Fifth Program Year Action Plan 10 Version 2.0 Amendments: The City will amend its approved plan whenever it makes one of the following decisions: 1. To make a
change in the goal, priority, or activity of the Consolidated Plan; or 2. To carry out an activity, using funds from any program covered by the Consolidated Plan (including program income),
not previously covered in the Action Plan; or 3. To change the purpose, scope, location, or beneficiaries of an activity included in the Annual Action Plan. Each amendment must be authorized
by the City Manager or his designee, and submitted to HUD. All amendments will also be made public by posting at City Hall, and on the City of Miami Gardens’ website (www.miamigardens‐fl.gov/cd/index
.html). Amendments involving at least $50,000 and/or a change from one activity to another will also be advertised in the local newspaper. The amendment may be implemented immediately
after submitting it to HUD and making it public. A substantial amendment to the Consolidated Plan or Annual Action Plan is defined by the City as a transfer between two or more plan
activities that is greater than 20% of the CDBG program funds. Substantial amendments to the Plan will need to be presented to the City of Miami Gardens City Council for their review
and approval. The public will also be notified of the amendment by advertising in the local newspaper. The advertising of the substantial amendment will begin a thirty (30) day citizen
review and comment period. The City will consider any comments or views of citizens received in writing or orally during the comment period, and will be submitted to HUD, and made available
at City Hall, the North Dade Regional Library, and the City’s Parks and Recreation Department. The City Manager will submit to HUD a letter authorizing the amendment after the thirty‐day
comment period, and will implement the amendment at that time. Performance Report: At the end of each program year, a Comprehensive Annual Performance and Evaluation Report Report (CAPER)
must be submitted to HUD. The CAPER gives an actual account of the activities that occurred during the previous program year, and how the City maintained and expended the funds outlined
in the Annual Action Plan for that program year. Upon completion of the CAPER, and at least fifteen (15) days prior to its submission to HUD, the City will hold two (2) public hearings
to adopt the CAPER. The hearings shall be advertised at least one week in advance in a newspaper of general circulation throughout the area(s) eligible to receive funds under the programs
advertised. Additionally, the report will be made available to the general public for a fifteen (15) day public review and comment period. The notice and the draft CAPER will also be
made available to the public via the City’s website
City of Miami Gardens Fifth Program Year Action Plan 11 Version 2.0 (www.miamigardens‐fl.gov/cd/index.html) at least two weeks prior to the hearing date. Any comments received from the
general public will be included in the CAPER submitted to HUD. Each public hearing notice must include the availability of an interpreter if a significant number of non‐English speaking
or hearing‐impaired persons are expected to participate at the hearing. It will be the responsibility of the residents to notify the City at least four (4) days in advance of the hearing
if interpreter services are needed. Each public hearing notice will indicate this policy and provide a telephone number to contact the City. The City will consider any comments or views
of citizens received in writing, or orally at the public hearings. Access to Records: The City will provide citizens, public agencies and other interested parties access to information
and records relating to the City’s Consolidated Plan and the City’s use of funds for the CDBG CDBG funds. Citizens will be able to download program information, action plans, and the
consolidated plan documents from the City’s website. In addition, citizens will be able to request hard copies or to meet with City staff to go over the records. Technical Assistance:
The Community Development Department will provide technical assistance to groups representative of persons of low‐and moderate‐income that request such assistance in developing proposals
for funding
assistance under any of the federal or state programs covered by the Consolidated Plan. Specifically, as a result of limited Public Service Proposals received, the Department of Community
Development has determined to provide technical assistance to non‐profit organizations that service this community. The level and type of assistance will be determined by the Department
of Community Development, but shall not include the provision of funds to any person, group, or agency. Complaints: Citizens with complaints related to the Consolidated Plan, Annual
Action Plan, Action Plan Amendments, and the Comprehensive Annual Performance Reports (CAPER) must submit the complaint in writing to: City of Miami Gardens Community Development Department
1515 NW 167th Street, Building 5, Suite 200 Miami Gardens, FL 33169 Attention: Daniel A. Rosemond, Assistant City Manager/Community Development Director If the complaint is given orally,
the person initiating the complaint must schedule a meeting with the Director at the above‐mentioned address and a formal complaint letter will be transcribed. The person must sign the
letter and submit an address for response. Upon receipt of the written complaint, the Director of Community Development will respond to the complaint in writing within fifteen working
days.
City of Miami Gardens Fifth Program Year Action Plan 12 Version 2.0 Use of the Citizen Participation Plan: The requirements for citizen participation do not restrict the responsibility
or authority of the jurisdiction in the development and execution of the City’s Consolidated Plan. 2. Citizens Comments/Views on the plan The City scheduled two citizens participation
meetings to give residents an opportunity to give their input on the use of program year 5 federal funds. Meeting were held on March 30, 2010 during normal business hours and on April
1, 2010, during the evening to accommodate residents that may not be available for the earlier time slot. Both meeting were held at City Hall. Attendance at the meetings was improved
over the previous years, with nine participants in attendance at the first meeting and three at the second. Participants that were present gave their comments on the plan. Comments received
from the public are attached to this plan under Public Comments. 3. Efforts made to broaden public participation Due to the poor turnout and lack of input in last program year’s citizen
participation process, the City made every effort to reach out to residents, businesses and non‐profit organizations to ensure their participation in this program year’s process. A flyer
was created detailing the program and dates and times of the meetings and was widely distributed throughout the City. Flyers were posted in City departments and at City Hall, at the
local public library, post offices and police department. Additionally, flyers were distributed to all clients receiving services through our public service partnering agencies, to residents
who have received assistance or are on the waiting lists of the City’s housing rehab and NSP homebuyer programs, neighborhood crime watch groups, homeowners associations, area clubs,
churches, and through all the public schools in the City. Furthermore, a community development representative attended all City advisory committee and senior club meetings during the
month of March 2010 to talk about the citizen participation process and distribute flyers. 4. Explanation of comments not accepted All public comments were accepted. Institutional Structure
1. Describe actions that will take place during the next year to develop institutional structure. Action Plan Institutional Structure response: The City of Miami Gardens Community Development
Department is the lead administrative agency for the Consolidated Plan programs. The Department provides fiscal and regulatory oversight of all CDBG funding sources, as well as other
Federal and State grants for housing, economic, and community development.
City of Miami Gardens Fifth Program Year Action Plan 13 Version 2.0 The City of Miami Gardens City Council acts as the final authority for the allocation of funds for Annual Action Plan
activities under the Consolidated Plan grant programs, following the recommendations of the City Manager. Within each of the priority funding areas, activities will be completed and
managed by a diverse team of public, private, not‐for‐profit, and institutional partners. The lists below identify some of the principal partners for each priority funding area. Decent
Housing ‐Programs in Support of this Goal: Program Partners: • Miami‐Dade Housing Agency • Miami Dade Department of Housing and Community Development • Metro Miami Action Plan • City
of Miami Gardens Building Services Division • City of Miami Gardens Code Compliance Division • City of Miami Gardens Planning and Zoning Department Housing Rehabilitation Program: Housing
rehabilitation provides assistance for low‐to moderate‐income residents Citywide. Given the age of of the City’s housing stock, priority will placed on improving energy efficiency and
water conservation in these units by replacing obsolete appliances that are no longer energy efficient, addressing building and code violations, along with meeting Housing Quality Standards
(HQS). However, when feasible, this program will also focus on disaster mitigation and weatherization. Homeownership Assistance Program: Provide both direct and indirect homeownership
assistance to low‐to moderate‐income first‐time homebuyers city‐wide. Neighborhood Stabilization Program (NSP): With NSP funds, the City intends to purchase and rehabilitate foreclosed
homes. The rehabilitation will be done using the same standards as the housing rehabilitation program; however, because of the condition of some of these homes, repairs will be more
extensive. Suitable Living Environment ‐Programs in Support of this Goal: Program Partners: • City of Miami Gardens Public Works Department • City of Miami Gardens Building Services
Division • City of Miami Gardens Code Compliance Division • City of Miami Gardens Parks and Recreation Department • City of Miami Gardens Police Department
City of Miami Gardens Fifth Program Year Action Plan 14 Version 2.0 Livable Neighborhoods Initiative Program: Fund improvements to residential storm water drainage facilities, street
lighting, and landscaping to address flooding, and safety issues in three specifically designated neighborhoods. All three neighborhoods have been determined to be at least 51% low‐moderate
income. Public Facilities Improvements: Provide funding for improvements to parks and recreational facilities in low‐mod census tracts. Public Services ‐Programs in Support of this Goal:
Program Partners: • City of Miami Gardens Parks and Recreation Department • Faith Based Organizations • Not‐for‐Profit Organizations Youth and Senior Services: Provides funding support
to eligible non‐profit agencies that will, through a sub‐recipient agreement, carry out public service activities that benefit youth and assist elderly residents. Expanded Economic Opportunities
‐Programs in Support of this Goal: Program Partners: • Beacon Council • Miami‐Dade Dade Department of Housing and Community Development • Partners for Self Employment • Miami Dade Chamber
of Commerce • Financial lending institutions Commercial Redevelopment Program/Special Economic Development Program (Technical Assistance): Provides funding to improve commercial corridors
throughout the City and provides technical assistance and access to capital to City businesses. Consolidated Plan Delivery System: As a still relatively new municipality, the City of
Miami Gardens will strive to use the CDBG program to create successful partnerships among public and private sector entities. The delivery system for the Consolidated Plan programs is
no exception. Communication and cooperation between the City of Miami Gardens Community Development Department and the partner agencies and organizations that administer activities is
strong. The City hired an Economic Development Manager to address potential gaps and deficiencies in the delivery system as it relates to economic development opportunities. The Community
Development Department has begun defining the needs of small business owners and
City of Miami Gardens Fifth Program Year Action Plan 15 Version 2.0 identifying appropriate programs to expand economic opportunities for local businesses. One primary issue is the need
for technical training. Many businesses lack the business acumen to efficiently run their businesses; further they are not aware of various resources available to assist in operating
the business at its full potential. The Department will begin providing technical assistance to small and local businesses directly or through community partnerships. Creation of Economic
Development Strategy: • To specifically identify the activities that would further engage the City to institute its master plan in the development of neighborhoods by using economic
development tools. • A written plan of execution for the City of Miami Gardens to use: (1) as a set of guidelines for participation for engaging existing businesses in the growth of
the community, thereby escalating their business potential, (2) to forge new partnerships with proposed businesses in the relocation and/or equivalent investment with the city, (3) disseminate
a clear planning process for continued development, thereby creating an environment of economic sustainability and (4) encourage additional policy discussions/recommendations regarding
density in relation to the proposed use of a site. Monitoring 1. Describe actions that will take place during the next year to monitor its housing and community development projects
and ensure long‐term compliance with program requirements and comprehensive planning requirements. Action Plan monitoring response: The City of Miami Gardens Community Development Department
shall conduct an initial site visit with each sub‐recipient within the first quarter of the contract period to provide technical assistance with implementing the program. A comprehensive
annual on‐site monitoring visit will also be scheduled during the program year. New sub‐recipients may be visited more frequently in order to assist with questions and check on program
progress. A monitoring schedule will be prepared and the sub‐recipient visits will be prioritized by determining if any organizations are considered high risk, i.e., new to the CDBG
program‐first year as a subrecipient; high staff turnover‐especially in key positions; carrying out high‐risk activities, such as economic development and/or conducting multiple CDBG
activities for the first time. The annual monitoring visits include the following: First, the assigned monitor contacts the agency to explain the purpose of monitoring and schedules
a date and time for the on‐site visit. Once this is completed, a confirmation letter is sent before the scheduled visit to confirm all aspects of the monitoring and to explain what can
be expected. In preparation for the monitoring visit, the monitor will review all written data on file for the sub‐recipient, such as application for CDBG funding, written agreement
and amendments, monthly reporting requirements, documentation of previous monitoring, and copies of audits.
City of Miami Gardens Fifth Program Year Action Plan 16 Version 2.0 During the actual visit, a thorough review of the sub‐recipient’s files ensures they comply with all regulations governing
their administrative, financial and programmatic operations and that they are achieving their performance objectives within schedule and budget. A clear written record of the on‐site
visit is kept by using one or more of the City's monitoring checklists. The assigned monitor will fill out the form during the visit. At the end of the visit, the monitor concludes the
visit by reviewing the tentative conclusions from the monitoring. At this point, there will be a clear understanding between the monitor and sub‐recipient of the areas of disagreement
and agreement regarding the monitoring results. Once the on‐site visit is completed, the monitor prepares a formal written letter describing the results of the visit, providing recognition
of the sub‐recipient’s strengths and weaknesses. A copy of this letter is kept on file with the sub‐recipient’s grant agreement and monthly reports. If the sub‐recipient is experiencing
problems or is failing to comply with regulations, these issues will be specifically outlined in the monitoring follow‐up letter, along with recommendations or requirements to address
and rectify the problems. If a concern or finding is issued for noncompliance with federal rules and regulations, the monitoring follow‐up letter will provide recommendations on how
the situation can be remedied, but no additional action is required. When a finding is issued, the monitoring follow‐up letter will identify a deadline for when the specific issues must
be corrected. The monitor will then follow‐up with the organization to make sure the corrections have been made. For situations in which the recommended corrections have not been made,
the organization will be placed on a probationary period, which must be approved by the Community Development Director, until the issues have been rectified and the sub‐recipient is
once again in compliance with Federal regulations and the grant Lead-based Paint 1. Describe the actions that will take place during the next year to evaluate and reduce the number of
housing units containing lead‐based paint hazards in order to increase the inventory of lead‐safe housing available to extremely low‐income, low‐income, and moderate‐income families,
and how the plan for the reduction of lead‐based hazards is related to the extent of lead poisoning and hazards. Action Plan Lead‐based Paint response: Participant property owners are
notified of the hazards of lead‐based paint and of the symptoms associated with lead‐based contamination. The City of Miami Gardens further prohibits the use of lead‐based paint in any
federally funded construction or rehabilitation project.
City of Miami Gardens Fifth Program Year Action Plan 17 Version 2.0 The City of Miami Gardens shall either perform paint testing on the painted surfaces to be disturbed or replaced during
rehabilitation activities, or presume that all these painted surfaces are coated with lead‐based paint. For residential properties receiving an average of up to and including $5,000.00
per unit the City of Miami Gardens shall: Perform paint testing on the painted surfaces to be disturbed or replaced during rehabilitation activities, or presume that all these painted
surfaces are coated with lead‐based paint. If testing indicates that the surfaces are not coated with lead‐based paint, safe work practices and clearance shall not be required. In addition
the City of Miami Gardens will follow all additional requirements as listed in 24 CFR 35.930 (b). For residential properties receiving an average more than $5,000.00 and up to and including
$25,000.00 per unit the City of Miami Gardens shall follow requirements of 24 CFR 35.930(c) which include but are not limited to risk assessments and interim controls. For residential
properties receiving an average of more than $25,000.00 per unit the City of Miami Gardens shall follow regulations as set forth in 24 CFR 35.930 (d) which include abatement. The City
of Miami Gardens will further coordinate with the Miami‐Dade Public Health Unit to implement educational programs on the hazards of lead‐based paint and blood testing of children at‐risk.
HOUSING Specific Housing Objectives *Please also refer to the Housing Needs Table in the Needs.xls workbook. 1. Describe the priorities and specific objectives the jurisdiction hopes
to achieve during the next year. 2. Describe how Federal, State, and local public and private sector resources that are reasonably expected to be available will be used to address identified
needs for the period covered by this Action Plan. Action Plan Specific Objectives response: 1. Housing Objectives The following table outlines the specific Housing accomplishment goals
that the City of Miami Gardens hopes to achieve over the 2010‐2011 Action Plan period.
City of Miami Gardens Fifth Program Year Action Plan 18 Version 2.0 ACTIVITY ACCOMPLISHMENT UNITS GOAL Direct Homeownership Assistance Households 2 NSP Rehabilitation Households 10 Rehab,
Single‐Unit Residential Housing Units 7 2. Use of Resources The City of Miami Gardens currently uses its allocation of SHIP funds from the Florida Housing Finance Corporation to augment
the housing rehabilitation program. Because of budget cuts, we anticipate not receiving an allocation of SHIP funds during Program Year 5. Nonetheless, the City will continue to maximize
its resources by leveraging the funds it does receive and work creatively to attempt to meet the community’s needs. The allocation of NSP funds will continue to expand our housing program
activities, including rehabilitation and homeownership assistance. Needs of Public Housing 1. Describe the manner in which the plan of the jurisdiction will help address the needs of
public housing and activities it will undertake during the next year to encourage public housing residents to become more involved in management and participate in homeownership. 2.
If the public housing agency is designated as "troubled" by HUD or otherwise is performing poorly, the jurisdiction shall describe the manner in which it will provide financial or other
assistance in improving its operations to remove such designation during the next year. Action Plan Public Housing Strategy response: 1. Partnership with Public Housing Agency The Miami‐Dade
Housing Agency (MDHA) encourages public housing residents to become more involved in the management of the housing developments and to participate in homeownership through its Family
Self‐Sufficiency (FSS) program. MDHA has also implemented a Section 8 homeownership program to provide section 8 participants the opportunity to purchase a home. The housing agency also
offers a variety of homeownership programs to low‐and moderate‐income families through its Development and Loan Administration Division and New Markets Division. Homeownership programs
include: Surtax, State Housing Initiative, HOME, and infill programs. 2. Troubled Designation
City of Miami Gardens Fifth Program Year Action Plan 19 Version 2.0 Two public housing projects have been identified as troubled designations in the City. These sites have a history
of high crime including violent crimes. Although these sites are administered by the Miami‐Dade Housing Agency, the City has been actively involved in an effort to increase public safety,
health and welfare of citizens residing in this area. The City has held meeting with the local HUD office, as well as with the County regarding the issues. During the fifth program year,
the City will continue in its efforts to resolve issues surrounding these projects. Barriers to Affordable Housing 1. Describe the actions that will take place during the next year to
remove barriers to affordable housing. Action Plan Barriers to Affordable Housing response: 1. Barriers to Affordable Housing The City of Miami Gardens has experienced a tremendous increase
in housing prices (120%) over the previous five years (notwithstanding the last 2 years where the national housing market has slumped). This urban community is 93% built out with a forecasted
8% increase in population growth by 2010. In addition, the recent economic crisis throughout the country has created an increase in job losses and foreclosures whereby creating a decrease
in persons who are “mortgage ready.” The City of Miami Gardens had to adopt many of the Land Development Regulations and zoning codes of Miami‐Dade County. These regulations are in effect
until the City completes the lengthy statutory and public participation requirements associated with creating a code specifically for Miami Gardens. While the current codes are appropriate
for planning on a countywide level, they lack some of the flexibility and creativity that can be applied by a smaller unit of government. These regulatory barriers can be time consuming
and costly to private development and may in some cases result in higher development costs. 2. Strategy to Remove Barriers The City of Miami Gardens has established a new comprehensive
plan and associated land development regulations specific to the City. In recognition of the impact that regulatory requirements have on the cost of development, the City has developed
goals, objectives, and policies to address affordable housing issues in the City. These policies will guide all future growth management policies established by the City. The goals are
as follows: • Affordable Housing Incentives: Provide incentives to assist in the provision of affordable housing.
City of Miami Gardens Fifth Program Year Action Plan 20 Version 2.0 • Adopt land development regulations and appropriate policies that assist private developers with providing (and sustaining)
affordable housing. • Through the comprehensive planning process and the land development regulations, streamline the permitting process providing for efficient review with minimal delays
and waiving or reducing costs for development with a substantial affordable housing component. • Offer technical assistance and referral services to applicants interested in developing
affordable housing opportunities. • Investigate the feasibility of using inclusionary zoning to encourage or require a certain percentage of dwelling units of new development or redevelopment
to be set aside for lowor moderate‐income housing. The City has adopted a new zoning code that includes Article VI Housing which addresses the following: a) Promote the development and
provision of high quality housing in the City of Miami Gardens; b) Implement the goals, objectives and policies of the Housing Element of the City of Miami Gardens Comprehensive Development
Master Plan to the maximum extent practicable; c) Implement the recommendations of the City of Miami Gardens Affordable Housing Advisory Committee to the maximum extent practicable;
d) Increase and otherwise encourage home ownership opportunities within the city; e) Stimulate private sector production of workforce housing units for ownership, available to families
within the range of 65 percent to 200 percent of the area median income; f) Facilitate and encourage residential development that includes a range of high quality housing opportunities
through a variety of residential types, forms of ownership, and home sale prices; g) Encourage even and widespread distribution of high quality housing opportunities throughout the City;
and h) Insure that new housing in the City meets high quality development standards. • Consider awarding density and height bonuses for the provision of workforce housing in in new developments,
on infill sites, or within mixed‐use developments as referred to in the Future Land Use Element. • Encourage the development of rental housing alternatives for family households. • Examine
the feasibility of adopting a mixed income ordinance that requires any new mixeduse development exceeding a specific threshold of units to include an affordable component.
City of Miami Gardens Fifth Program Year Action Plan 21 Version 2.0 • Develop incentive programs in conjunction with a Community Design Element of the Comprehensive Development Master
Plan for increasing residential housing densities and providing enhanced urban amenities with funding programs for multistory parking, combining public open space, shared parking areas
for use in high density/intensity projects and other similar techniques and mechanisms. HOME/American Dream Down payment Initiative (ADDI) 1. Describe other forms of investment not described
in § 92.205(b). 2. If the participating jurisdiction (PJ) will use HOME or ADDI funds for homebuyers, it must state the guidelines for resale or recapture, as required in § 92.254 of
the HOME rule. 3. If the PJ will use HOME funds to refinance existing debt secured by multifamily housing that is that is being rehabilitated with HOME funds, it must state its refinancing
guidelines required under § 92.206(b). The guidelines shall describe the conditions under which the PJ will refinance existing debt. At a minimum these guidelines must: a. Demonstrate
that rehabilitation is the primary eligible activity and ensure that this requirement is met by establishing a minimum level of rehabilitation per unit or a required ratio between rehabilitation
and refinancing. b. Require a review of management practices to demonstrate that disinvestments in the property has not occurred; that the long‐term needs of the project can be met;
and that the feasibility of serving the targeted population over an extended affordability period can be demonstrated. c. State whether the new investment is being made to maintain current
affordable units, create additional affordable units, or both. d. Specify the required period of affordability, whether it is the minimum 15 years or longer. e. Specify whether the investment
of HOME funds may be jurisdiction‐wide or limited to a specific geographic area, such as a neighborhood identified in a neighborhood revitalization strategy under 24 CFR 91.215(e)(2)
or a Federally designated Empowerment Zone or Enterprise Community. f. State that HOME funds cannot be used to refinance multifamily loans made or insured by any federal program, including
CDBG. 4. If the PJ is going to receive American Dream Down payment Initiative (ADDI) funds, please complete the following narratives: a. Describe the planned use of the ADDI funds. b.
Describe the PJ's plan for conducting targeted outreach to residents and tenants of public housing and manufactured housing and to other families assisted by public housing agencies,
for the purposes of ensuring that the ADDI funds are used to provide down payment assistance for such residents, tenants, and families.
City of Miami Gardens Fifth Program Year Action Plan 22 Version 2.0 c. Describe the actions to be taken to ensure the suitability of families receiving ADDI funds to undertake and maintain
homeownership, such as provision of housing counseling to homebuyers. Action Plan HOME/ADDI response: Not applicable HOMELESS Specific Homeless Prevention Elements *Please also refer
to the Homeless Needs Table in the Needs.xls workbook. 1. Sources of Funds—Identify the private and public resources that the jurisdiction expects to receive during the next year to
address homeless needs and to prevent homelessness. These include the McKinney‐Vento Homeless Assistance Act programs, other special federal, state and local and private funds targeted
to homeless individuals and families with children, especially the chronically homeless, the HUD formula programs, and any publiclyowned land or property. Please describe, briefly, the
jurisdiction’s plan for the investment and use of funds directed toward homelessness. 2. Homelessness—In a narrative, describe how the action plan will address the specific objectives
of the Strategic Plan and, ultimately, the priority needs identified. Please also identify potential obstacles to completing these action steps. 3. Chronic homelessness—The jurisdiction
must describe the specific planned action steps it will take over the next year aimed at eliminating chronic homelessness by 2012. Again, please identify barriers to achieving this.
4. Homelessness Prevention—The jurisdiction must describe its planned action steps over the next year to address the individual and families with children at imminent risk of becoming
homeless. 5. Discharge Coordination Policy—Explain planned activities to implement a cohesive, community‐wide Discharge Coordination Policy, and how, in the coming year, the community
will move toward such a policy. Action Plan Special Needs response: 1. Source of Funds The Homeless Trust pools the Entitlement Jurisdiction funds for all of Miami‐Dade County to provide
a wide variety variety of Homeless Assistance Programs. The City of Miami Gardens along with
City of Miami Gardens Fifth Program Year Action Plan 23 Version 2.0 the cities of Miami, Miami Beach, Hialeah, and North Miami has joined in partnership with the Miami‐Dade County Homeless
Trust to provide countywide Homeless Assistance Services. These funds will go directly to Miami‐Dade County for regional distribution. The City of Miami Gardens has mirrored the priorities
of the Homeless Trust as its
regional service provider. The table below outlines the relative priorities of various categories of homeless needs within the Continuum of Care. Activities that are identified as “Medium”
priorities will likely receive Consolidated Plan funding if the applicable formula grants to the City of Miami Gardens are increased during the next five years. Activities that receive
a “Low” priority will not receive Consolidated Plan funding over the next five years without an amendment to this Consolidated Plan. A “Low” rating does not necessarily diminish the
importance of these activities or indicate that there is no no need for them in the City. Many activities that are assigned a “Low” priority for CDBG funding are nevertheless important
needs for the community or high priorities for other sources of funding. Some activities receive “Low” ratings if they are funded under the County's programs, if the Consolidated Plan
funding would be insufficient to have a meaningful impact on these needs, or if adequately funding them would result in minimal output or outcome accomplishments relative to the amount
of funds expended at the expense of other priority programs. Table III‐4: Priority Homeless Needs Funding Housing Continuum of Care Individuals Families Funding Source Emergency Shelter
Low Low Other, County Transitional Housing Low Low Other, County Permanent Supportive Housing Medium Medium Other, County Chronically Homeless Medium Medium Other, County The addition
of HPRP funds has allowed the City to address the needs of individuals and families that are either at risk of homelessness or currently homeless with assistance in housing stability.
The HPRP will meet the needs of population that are at or below 50% AMI. 2. Homelessness As required by HUD each jurisdiction must develop a local continuum of care plan, the City of
Miami Gardens in partnership with Miami‐Dade County Homeless Trust operate under the Miami‐Dade County Community Homeless Plan. The Miami‐Dade County Homeless Trust serves as the lead
agency implementing a countywide strategy to serve homeless individuals and families throughout our community. The Homeless Trust pools the entitlement jurisdiction funds for all of
Miami‐Dade County to provide a wide variety of Homeless Assistance Programs. The City of Miami Gardens, along with the Cities of Miami, Miami Beach, Hialeah, and North
City of Miami Gardens Fifth Program Year Action Plan 24 Version 2.0 Miami has joined in partnership with Miami‐Dade County Homeless Trust to provide countywide Homeless Assistance Services.
Each year the Homeless Trust meets with all of its entitlement partners to establish funding priorities for the upcoming year. The City of Miami Gardens in partnership with the Miami‐Dade
Homeless Trust established the priority homeless needs identified in this plan. 3. Chronic Homelessness Chronic Homelessness Strategy: A. Carry out activities identified in 10 Year Plan
to End Homelessness, adopted in December, 2004 more specifically outlined below: B. Coordinated Outreach to the Chronically Homeless ‐In April, 2005, the Miami‐Dade County Homeless Trust
executed a contract with Citrus Health Network for a County‐Wide Chronic Homeless Outreach program based on the Philadelphia Model Coordinated Outreach Program which includes coordination
between all outreach teams, licensed clinical staff, and a psychiatrist. This program is identifying and tracking all chronically homeless people in our Continuum of Care (CoC) via Homeless
Management Information Strategies (HMIS) (including wireless laptop computers for outreach teams immediate HMIS access and referral services in the field), and providing targeted assessment,
clinical, and primary health services, placement of clients into appropriate permanent supportive housing and treatment. All homeless outreach teams now have access to reciprocal information,
which allows all of them to focus their efforts on target outreach services to specific individuals experiencing chronic homelessness. Additionally, the contract calls for the identification,
by name, of all chronically homeless individuals in Miami‐Dade County. C. Housing First – The Homeless Trust made funding Housing First, and other models serving the chronically homeless
population the number one funding priority of new programs in this application. D. General Obligation Bond ‐In November 2004, the voters of Miami‐Dade County overwhelmingly passed a
General Obligation bond. The Bond included $15 million in funding over the next 15‐years specifically for the Homeless Trust, to be utilized for capital for permanent supportive housing.
These units are earmarked for individuals experiencing chronic homelessness. E. Expanded Safe Havens ‐At present, the continuum has two Safe Havens located in diverse geographic areas.
The Safe Haven model has proven highly effective in engaging the chronic homeless, especially those who are also impacted by mental illness. The Homeless Trust has been supportive and
instrumental in obtaining $1 million in capital funding from the County’s Department of Housing and Community Development, and $700,000 in operational funding from HUD to fund the relocation
of Camillus House to a safe haven model. The
City of Miami Gardens Fifth Program Year Action Plan 25 Version 2.0 Camillus House is a homeless shelter provider, serving a high percentage of chronically homeless individuals by offering
overnight emergency shelter and a soup kitchen in downtown Miami. This relocation will allow chronic homeless individuals to be served in an indoor, low demand 125 bed open space Safe
Haven, combined with mental health and substance treatment beds. F. Jail Discharge Services – Improve discharge planning from systems most impacted by chronic homelessness, such as local
jails, crisis units and hospitals: Misdemeanor arrests account for more than 60% of all homeless arrests. Often, homeless detainees are given “credit for time served,” resulting in a
very quick revolving door in and out of the criminal justice system. A highly successful jail outreach/discharge program targeting those individuals at release, primarily those released
within 1‐3 days of arrest, has been implemented inside the County Jail where all releases of homeless individuals are made. Outreach staff are co‐located at the Jail and attend arraignments,
bond hearings, work with the public defenders and court disposition specialists to identify chronic homeless individuals. Local Judges, the Public Defenders and the State Attorney’s
Office, and the Corrections and Local Law enforcement departments are all involved. This program provides transportation, assessment, case management, emergency housing, and access to
the local Continuum of Care. This program is also tracking recidivism and following up on client placements. G. Criminal Justice Program‐Through the efforts of a Homeless Trust Board
member, Judge Steve Leifman, a highly successful and nationally recognized best practice model links chronically homeless mentally ill individuals meeting Baker Act criteria (voluntary/involuntary
commitment) with case management, crisis stabilization services, and outplacement services into mental health crisis beds funded via the Homeless Trust. This program also provides provides
crisis intervention team training to local police officers to encourage the appropriate treatment of mentally ill individuals and reduce harm to all involved. This program reduced recidivism
from 1196 people a year prior to this program, to 70 people after the first year of implementation. A SAMHSA grant has been implemented providing case management and evaluation of this
best practice model. H. HMIS‐HMIS will offer access and linkages to the criminal mental health project, via a Health Foundation Grant and cooperative agreement, will allow a “super‐case
manager” to track chronically homeless clients across criminal justice, mental health, substance abuse, crisis stabilization units, and the Homeless Continuum of Care. Client Outcomes,
cost analysis, and recidivism, will be evaluated via Florida International University. I. A Mental Health Drop In Center ‐located in an area of high concentration of individuals experiencing
chronic homelessness increased contact with case management services, with 651 individuals served since inception. J. Regional Planning Efforts ‐The Homeless Trust’s Executive Director
participates in the Florida Coalition for the Homeless Regional Planning Committee that is addressing regional
City of Miami Gardens Fifth Program Year Action Plan 26 Version 2.0 strategies for the 10‐year plan to end homelessness, local, regional and state strategies toward funding supportive
housing. K. State Legislative Budget Request ‐The Homeless Trust has submitted a $752,000 Legislative Budget Request to fund long term supportive housing initiatives for chronically
homeless people with mental health/co‐occurring disorders. This request is of course subject to the approval of the State Legislature and Governor. L. Arrest Information ‐In order to
better track and offer services to chronically homeless individuals, the Homeless Trust is working with the Department of Corrections, the State Attorney’s Office, and local law enforcement
to modify the arrest forms to indicate whether a person is homeless at the time of arrest. This change, which was just agreed upon, will help identify homeless people upon entrance into
the criminal justice system and will assist in discharge planning for those individuals. M. Florida Assertive Community Treatment (FACT) Team ‐The Florida Department of Children & Families
administers two FACT teams, with a third dedicated FACT team designed to provide intensive wrap‐around services and housing allowances, to homeless individuals who are severely mentally
ill, and those who are mentally ill with addiction disorders. 4. Homelessness Prevention Through the Countywide Homeless Hotline, individuals and families at risk of homelessness are
assessed and provided with or linked to appropriate services, including but not limited to: case management, rental assistance, mortgage assistance, utility assistance, and other services.
FEMA funds available through the Emergency Food and Shelter Board, are used for the same purpose. The Greater Miami Prosperity Campaign via the Human Services Coalition provides Tax
and Earned Income Tax Credit Assistance to individuals residing in Miami‐Dade County Homeless Assistance Centers and in One Stop locations. During Program Year 5, HPRP funds will be
utilized to provide homelessness prevention services to individuals and families at or below 50% AMI. These services include case management, short‐term financial assistance, data collection
and evaluation, outreach, moving and relocation costs, security and utility deposits, and arrearage of utility and rental payments. 5. Discharge Coordination Policy The Homeless Trust
currently has executed interagency agreements with; the Department of Children & Families for youth exiting foster care, the 11th Judicial Circuit for mentally ill homeless individuals
exiting jail who are homeless upon discharge, and outreach and assessment services at the County Jail, where all individuals who are deemed homeless upon arrest are discharged. These
strategies are in place to ensure that individuals discharged from these other systems of care are not homeless upon release. The County’s 10 Year Plan to End Homelessness has as a goal
the development of a Memorandum of Understanding between the
City of Miami Gardens Fifth Program Year Action Plan 27 Version 2.0 Homeless Trust, the Department of Children & Families, the Courts, the Department of Corrections and the Public Health
Trust ensuring that the discharge of individuals discharged from these systems is coordinated and does not result in homelessness. Emergency Shelter Grants (ESG) (States only) Describe
the process for awarding grants to State recipients, and a description of how the allocation will be made available to units of local government. Action Plan ESG response: Not applicable
COMMUNITY DEVELOPMENT Community Development *Please also refer to the Community Development Table in the Needs.xls workbook. 1. Identify the jurisdiction's priority non‐housing community
development needs eligible for assistance by CDBG eligibility category specified in the Community Development Needs Table (formerly Table 2B), public facilities, public improvements,
public services and economic development. 2. Identify specific long‐term and short‐term community development objectives (including economic development activities that create jobs),
developed in accordance with the statutory goals described in section 24 CFR 91.1 and the primary objective of the CDBG program to provide decent housing and a suitable living environment
and expand economic opportunities, principally for low‐and moderate‐income persons. *Note: Each specific objective developed to address a priority need, must be identified by number
and contain proposed accomplishments, the time period (i.e., one, two, three, or more years), and annual program year numeric goals the jurisdiction hopes to achieve in quantitative
terms, or in other measurable terms as identified and defined by the jurisdiction. Action Plan Community Development response: 1. Priority non‐housing community development needs As
defined in the City of Miami Garden’s mission statement, the City’s core community development needs are those activities that enhance the quality of life through the efficient and professional
delivery of public services. The City is committed to fostering civic pride, participation and responsible economic development for the community, and as such the City anticipates using
Community Development Block Grant (CDBG) funding to support programs to: • Improve recreational programs and facilities in the Community • Improve streets, install sidewalks and provide
for pedestrian safety
City of Miami Gardens Fifth Program Year Action Plan 28 Version 2.0 • Redevelop blighted commercial areas • Attract new businesses and retain existing businesses CDBG and other funding
will be used to strengthen, preserve, and enhance the physical character of and quality of life in City of Miami Gardens neighborhoods. Designated funding will be used to improve the
housing stock, and the public infrastructure and facilities, with particular emphasis on the low‐and moderate‐income neighborhoods. In addition, code enforcement for existing residential
and commercial buildings will be emphasized, so deteriorating properties do not have a detrimental influence on the neighborhoods. Finally, homeownership programs will be supported to
help improve community stability by maintaining homeownership rates in the City. Develop Economic Development Programs: The City will seek to partner with entities that provide training,
education, and employment opportunities to help expand Miami Gardens’ workforce, particularly by by lifting low‐and moderate‐income residents into stronger positions in the evolving
economy. Through the creation of business incentive programs, the City hopes to create new jobs that could be filled by individuals that are trained by the City’s partners in this effort.
To assist in the successful accomplishment of this goal the City has appointed an economic development manager that will carry out economic development activities utilizing CDBG funds
and also on a broader level to benefit the City at large. One of the primary components of the Commercial Façade Redevelopment Program is the creation of new, permanent jobs. The City’s
policy mandates a certain amount of new, permanent jobs are created as a direct result of financial assistance received from the City. Particular emphasis will be placed on programs
that cultivate entrepreneurship and create opportunities for larger‐scale job creation through site assembly, environmental remediation, building rehabilitation, infrastructure development,
technical assistance, and assistance to businesses. Create Programs and Services for Youth and Elderly Residents: CDBG and other funding will be used to implement programs to assist
the youth and elderly populations in providing them increased access to benefits and credits. Consistent with HUD Community Development Needs Table, the relative priority of community
development activities were identified with input obtained from numerous outreach efforts, and consultations during the 2006‐2011 consolidated planning process. Three distinct tables
in the Consolidated Plan document defines activities that received high, medium and low priority ranking during the visioning and focus group exercises conducted in support of the Consolidated
Plan. The first table (Table IV‐1), identified Public Facilities and Improvements Priorities, the second table (Table IV‐2), identified Public Services Priorities, and the third table
(Table IV‐3), identified Housing, Economic Development, & Historic Preservation Priorities. Activities identified as high and medium priorities were consistent in all three tables.
City of Miami Gardens Fifth Program Year Action Plan 29 Version 2.0 High and medium priorities centered around housing rehab, street and drain improvements, homeownership assistance,
energy efficiency, services for youth and seniors. 2. Specific Long Term and Short Term Objectives Accomplishment goals have been established for those activities that received a high
priority ranking. The following tables, consistent with HUD Community Development Need Table provide the specific output accomplishment goals for each activity. These activities are
listed under the five community priorities as defined by the stakeholders throughout the visioning process. Because funding for "medium" and "low" priority activities may not be available,
accomplishment goals have not been provided for these categories. The accomplishment goals represent the activities anticipated in the 2010‐20111 Action Plan period. A discussion of
anticipated outcomes for each conceptual goal is as follows: 1. Public Services: ACTIVITY ACCOMPLISHMENT UNITS GOAL Youth Services People Served 100 Senior Services People Served 150
Homebuyer Counseling/Foreclosure Prevention People Served 25 Priority projects in this category include support for public service activities that benefit youth and senior populations.
These activities will assist the City of Miami Gardens in moving closer to achieving its goal of providing sustained services for the residents of Miami Gardens. 2. Redevelop aging housing
stock in residential areas: ACTIVITY ACCOMPLISHMENT UNITS GOAL Rehab, Single‐Unit Residential Housing Units 7 Energy Efficiency Improvements Housing Units 100 The priority projects in
this category includes housing rehab projects benefiting low‐to moderate‐income residents with a focus on energy efficiency, and code enforcement activities to eliminate substandard
and blighted influences. 3. Public Facilities and Improvements: ACTIVITY ACCOMPLISHMENT UNITS GOAL Infrastructure (Livable Neighborhoods) Area Benefit (households) 2500 Parks, Recreation
Facilities Area Area Benefit (households) 3000 Priority projects in this category include improvements to residential storm water drainage facilities to address flooding issues in specific
low‐mod census tracts, including the designated
City of Miami Gardens Fifth Program Year Action Plan 30 Version 2.0 Neighborhood Revitalization Strategy Area. This activity also includes improvements to parks and recreation facilities
that are located in and serve low‐to moderate‐income residents. 4. Commercial Redevelopment Programs: ACTIVITY ACCOMPLISHMENT UNITS GOAL Building Acquisition, Construction, Rehabilitation
(façade) Businesses 2 Direct assistance to new businesses Businesses 2 Priority projects in this category include Economic Development activities to improve blighted conditions within
commercial corridors citywide. 5. Neighborhood Revitalization Strategy Area ACTIVITY ACCOMPLISHMENT UNITS GOAL Rehab, Single‐Unit Residential Housing Units 7 Infrastructure Improvements
Area Benefit (Households) 800 Antipoverty Strategy 1. Describe the actions that will take place during the next year to reduce the number of poverty level families. Action Plan Antipoverty
Strategy response: The City of Miami Gardens Anti‐Poverty Strategy describes the programs and policies that will be utilized to reduce the number of households with incomes below the
poverty line, in coordination with affordable housing efforts. The Department of Community Development will deploy a strategy responsive to the needs of low‐income citizens and disadvantaged
populations throughout the City. The Department of Community Development will further the U.S. Department of Housing and Urban Development (HUD) national objectives by coordinating the
priorities established in the City’s visioning process with goals and objectives adopted by HUD. The City’s strategy will: • Work with existing programs to maximize program dollars for
residents. • Leverage potential CDBG eligible activities with private, state, and local funds. • Implement programs in the Neighborhood Revitalization Strategy Areas to maximize funding
and program opportunities in neighborhoods with greater than 70% low to moderate‐income residents.
City of Miami Gardens Fifth Program Year Action Plan 31 Version 2.0 NON-HOMELESS SPECIAL NEEDS HOUSING Non-homeless Special Needs (91.220 (c) and (e)) *Please also refer to the Non-homeless
Special Needs Table in the Needs.xls workbook. 1. Describe the priorities and specific objectives the jurisdiction hopes to achieve for the period covered by the Action Plan. 2. Describe
how Federal, State, and local public and private sector resources that are reasonably expected to be available will be used to address identified needs for the period covered by this
Action Plan. Action Plan Specific Objectives response: 1. Priorities and specific objectives The chart below (consistent with HUD Non‐Homeless Special Needs) outlines the relative priority
needs for various identified special needs categories for housing and supportive services in Miami Gardens. Activities which are labeled as “High” priorities in the table below and elsewhere
in this plan are those which will receive 2010‐2011 Action Plan funding. Activities which are identified as “Medium” priorities are those that will not receive Action Plan funding unless
additional funds are secured or particularly strong projects are identified. Activities that receive a “Low” priority will not receive Plan funding without a Plan Amendment. Special
Needs Category Housing Supportive Services Elderly High Medium Frail Elderly High Medium Persons w/Severe Mental Illness Low Low Disabled (Develop. Or Physical) Medium Low Alcohol/Other
Drug Addicted Low Low Persons w/HIV/AIDS Low Low 2. Use of Resources As still a relatively new entitlement, the City of Miami Gardens is working to secure various funding streams to
enhance our CDBG programs. Currently, the City of Miami Gardens will expand programs for homelessness prevention by utilizing HPRP funding. The City will also utilize funds from the
Department of Energy to implement energy efficiency and conservation strategies that will enhance the CDBG program as well as benefit the City as a whole. The City does not have the
benefit of being able to draw from historical data to estimate other revenue that would supplement the CDBG program since this is only the fifth program year as
City of Miami Gardens Fifth Program Year Action Plan 32 Version 2.0 an entitlement agency. However, as indicated above, the City is in the process of negotiating with the various agencies
to determine the level of funding that can be pooled with CDBG dollars to maximize program opportunities. Housing Opportunities for People with AIDS *Please also refer to the HOPWA Table
in the Needs.xls workbook. 1. Provide a Brief description of the organization, the area of service, the name of the program contacts, and a broad overview of the range/type of housing
activities to be done during the next year. 2. Report on the actions taken during the year that addressed the special needs of persons who are not homeless but require supportive housing,
and assistance for persons who are homeless. 3. Evaluate the progress in meeting its specific objective of providing affordable housing, including a comparison of actual outputs and
outcomes to proposed goals and progress made on the other planned actions indicated in the strategic and action plans. The evaluation can address any related program adjustments or future
plans. 4. Report on annual HOPWA output goals for the number of households assisted during the year in: (1) short‐term rent, mortgage and utility payments to avoid homelessness; (2)
rental assistance programs; and (3) in housing facilities, such as community residences and SRO dwellings, where funds are used to develop and/or operate these facilities. Include any
assessment of client outcomes for achieving housing stability, reduced risks of homelessness and improved access to care. 5. Report on the use of committed leveraging from other public
and private resources that helped to address needs identified in the plan. 6. Provide an analysis of the extent to which HOPWA funds were distributed among different categories of housing
needs consistent with the geographic distribution plans identified in its approved Consolidated Plan. 7. Describe any barriers (including non‐regulatory) encountered, actions in response
to to barriers, and recommendations for program improvement. 8. Please describe the expected trends facing the community in meeting the needs of persons living with HIV/AIDS and provide
additional information regarding the administration of services to people with HIV/AIDS. 9. Please note any evaluations, studies or other assessments that will be conducted on the local
HOPWA program during the next year.
City of Miami Gardens Fifth Program Year Action Plan 33 Version 2.0 Action Plan HOPWA response: Not applicable Specific HOPWA Objectives Describe how Federal, State, and local public
and private sector resources that are reasonably expected to be available will be used to address identified needs for the period covered by the Action Plan. Specific HOPWA Objectives
response: Not applicable Other Narrative Include any Action Plan information that was not covered by a narrative in any other section.
City of Miami Gardens Fifth Program Year Action Plan 34 Version 2.0 Public Comments The following are the public comments received during the Citizen’s Participation Meeting held on
March 30, 2010, where nine (9) people attended. Comments have been grouped into categories. Public Services Q: Do you have any programs for the elderly? A: Yes, currently the City offers
a home delivered meals program that is serving 69 elderly and disabled residents. Q: What public service programs are currently being funded? A: Currently the City is funding a home
delivered meals for the elderly program, a wrap around services for youth aging out of foster care program, an after school tutoring program, and a teen summer camp. Q: When will the
Public Services RFP be issued? A: A technical assistance workshop will be held sometime in May, with the RFP being issued in June. Comment: There needs to be a larger emphasis on youth
violence prevention programs and youth and family strengthening programs. Would like to see programs like these funded under public services. Energy Efficiency Q: Will the Energy Efficiency
(EE) program help pay for utilities that are in arrears? A: Not at this time. The program is an energy efficient retrofits program that consists of 3 phases: 1) installing insulation,
2) central air conditioning replacement, and 3) water heater replacement. Q: In the EE Retrofit program, will the water heaters be replaced with tankless? A: The type of water heater
replacement will depend on the home and the household size, and will be based on an assessment by a licensed City inspector. Q: In the EE Retrofit program, will the A/C replacement include
any duct, structural, or electrical work? A: No, only the A/C will be replaced. Any duct, structural or electrical work would be considered housing rehab and would need to be conducted
under that program. At this time the housing rehab application cycle is closed. Q: In the EE Retrofit program, will the water heater be installed to code?
City of Miami Gardens Fifth Program Year Action Plan 35 Version 2.0 A: Yes, all water heaters, A/Cs and insulation will be installed by a licensed and insured contractor. The size and
type of the water
heater will depend on the needs of the home and what the home is already piped for. Neighborhood Stabilization Program (NSP) Q: How many homes have been purchased or sold with NSP funds?
A: To date, 25 homes have been purchased, but the City is continuing to identify abandoned and foreclosed properties to purchase. None of the homes have been sold, however, rehab has
been completed for 3 of the homes and they will be the first available for purchase. City staff is currently working to qualify buyers for these homes using the City’s homebuyer pool.
Housing Rehab Q: How does an applicant for housing rehab find out about the status of their application? A: Applicants are asked to call the Department of Community Development at 305‐622‐8041
and to please have the application number they received when the application was submitted. Q: Is Emergency Rehab assistance still available? A: Yes, please call the Department of Community
Development at 305‐622‐8041 to find out if the situation is eligible for emergency rehab. The following are the public comments received during the Citizen’s Participation Meeting held
on April 1, 2010, where three (3) people attended. Comments have been grouped into categories. Homeless Prevention and Rapid Re‐housing Program Q: How long will the Homeless Prevention
program go on? A: This program will continue until the funds are exhausted. Q: Where should someone go if they are in need of homeless prevention assistance? A: They need to call the
homeless helpline (877‐994‐4357). Energy Efficiency Q: Is the EE retrofits program for residential property and will it be income based? A: The program is for residential homes that
are owner occupied and who are current with all mortgage, real estate taxes and insurance. It is also income based, the household must not make more that 80% of the area median income
(and income chart was displayed for the audience). Q: Does the EE retrofits program only include insulation? A: The program includes three (3) phases; 1) insulation or reflective roof
paint, 2) replacement of inefficient central air conditioning systems, and 3) replacement of inefficient water heaters. Neighborhood Stabilization Program Q: What is the homebuyer pool?
City of Miami Gardens Fifth Program Year Action Plan 36 Version 2.0 A: The homebuyer pool is for people who are interested in purchasing one of the homes being acquired and rehabbed
through the NSP program. Miscellaneous Questions Q: A private community with a homeowners association is in need of street lighting in the neighborhood, but due to the economic downturn
and many foreclosures, the association is unable to pay for the lighting. Is there any CDBG or economic stimulus funds that can help? A: Unfortunately, no. In order for the City to use
CDBG or ARRA funds to do infrastructure projects like lighting, the City would need to own the land/streets where the improvements are being conducted. Because this is in a private community,
the streets are all owned by the community association and therefore are ineligible. Q: Is the housing paint program only for the Bunche Park Neighborhood? A: Yes, the Bunche Park neighborhood
is an established Neighborhood Revitalization Strategy Area and the exterior paint program is one of many program established for this area to assist the residents. The following are
the public comments received during the 30‐day Public Comment Period which began on June 6, 2010 and ended July 7, 2010. Comments have been grouped into categories. No comments were
received from the public during the 30‐day Public Comment Period.