HomeMy WebLinkAbout2019-150-3279 CDBG Thirteen Year Action Plan Approval RESOLUTION NO. 2019-150-3279
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MIAMI
GARDENS, FLORIDA, APPROVING THE COMMUNITY DEVELOPMENT
BLOCK GRANT THIRTEENTH (13TH) PROGRAM YEAR ACTION PLAN,
ATTACHED HERETO AS EXHIBIT "A"; PROVIDING FOR THE ADOPTION
OF REPRESENTATIONS; PROVIDING FOR AN EFFECTIVE DATE.
WHEREAS, the United States Department of Housing and Urban Development
(HUD) requires that each Community Development Block Grant (CDBG) Entitlement
Jurisdiction submit an Annual Action Plan outlining its programs utilizing federal funds,
and
WHEREAS, in accordance with HUD and CDBG regulations, City staff has
prepared a draft Annual Action Plan for the City's Thirteenth (13th) Program Year which
commences on October 1 , 2019 and employs $1,097,670 in CDBG funds, and
WHEREAS, for program year thirteen (13), Staff is recommending the following
allocations:
CDBG Projects Allocation
Housing Rehab $219,534
Infrastructure Improvements $54,884
Economic Development Activities $219,533
Public Services (15% Cap) $164,651
Demolition Activity $219,534
Program Admin (19.4% Cap) $219,534
Total Allocation $1,097,670
WHEREAS, Staff recommends that the City Council approve the CDBG Annual
Acttion Plan for program year thirteen (13),
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY
OF MIAMI GARDENS, FLORIDA AS FOLLOWS:
Section 1 : ADOPTION OF REPRESENTATIONS: The foregoing Whereas
paragraphs are hereby ratified and confirmed as being true, and the same are hereby
made a specific part of this Resolution.
Section 2: AUTHORIZATION: The City Council of the City of Miami Gardens
hereby approves the Community Development Block Grant Thirteenth (13th) Program
Year Action Plan, substantially in the form attached hereto as Exhibit "A".
Section 3: EFFECTIVE DATE: This Resolution shall take effect immediately
upon its final passage.
PASSED AND ADOPTED BY THE CITY COUNCIL OF THE CITY OF MIAMI
GARDENS AT ITS REGULAR MEETING H ON JULY 10, 2019.
OLIVM GILBERT, III, MAYOR
ATTEST:
MARIO BATAILLE, CMC, CITY CLERK
PREPARED BY: SONJA KNIGHTON DICKENS, CITY ATTORNEY
SPONSORED BY: COUNCILMAN ERHABOR IGHODARO, PH.D.
Moved by: Councilman Williams
Seconded by: Vice Mayor Harris
VOTE: 5-0
Mayor Oliver Gilbert, III (Yes) (No) (absent)
Vice Mayor Rodney Harris X (Yes) (No)
Councilwoman Katrina Wilson X (Yes) (No)
Councilman Erhabor Ighodaro, Ph.D. X (Yes) (No)
Councilwoman Lillie Q. Odom (Yes) (No) (absent)
Councilman Reggie Leon X (Yes) (No)
Councilman David Williams Jr X (Yes) (No)
2
Resolution No. 2019-150-3279
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City of Miami Gardens
2019 Annual Action Plan
DRAFT
City of Miami Gardens
Community Development Department
18605 NW 27 Avenue
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Table of Contents
ExecutiveSummary................................................................................................................. 3
AP-05 Executive Summary-24 CFR 91.200(c),91.220(b)...................................................................3
PR-05 Lead &Responsible Agencies—91.200(b)...............................................................................6
AP-10 Consultation—91.100,91.200(b),91.215(I)............................................................................7
AP-12 Participation—91.105,91.200(c)..........................................................................................14
ExpectedResources............................................................................................................... 17
AP-15 Expected Resources—91.220(c)(1,2) .................................................................................... 17
Annual Goals and Objectives................................................................................................. 20
AP-20 Annual Goals and Objectives................................................................................................20
Projects................................................................................................................................. 22
AP-35 Projects-91.220(d) .............................................................................................................22
AP-38 Project Summary..................................................................................................................24
AP-50 Geographic Distribution—91.220(o......................................................................................28
AffordableHousing................................................................................................................ 29
AP-55 Affordable Housing—91.220(g)............................................................................................29
AP-60 Public Housing—91.220(h)...................................................................................................30
AP-65 Homeless and Other Special Needs Activities—91.220(i)......................................................31
AP-75 Barriers to affordable housing—91.2200) ............................................................................34
AP-85 Other Actions—91.220(k).....................................................................................................36
Program Specific Requirements............................................................................................. 39
AP-90 Program Specific Requirements—91.220(l)(1,2,4) ................................................................39
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Executive Summary
AP-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)
1. Introduction
Miami Gardens is a distinctive suburban City in Miami-Dade County. Incorporated in 2003,Miami Gardens
is the largest predominantly African-American municipality in the state of Florida, with a solid working-
class and middle-class resident base and a strong sense of community ownership and civic pride. The City
has a sufficiently large population to be recognized as an "entitlement community" by the U.S.
Department of Housing and Urban Development (HUD), meaning that it automatically receives annual
HUD Community Planning & Development (CPD) grant funds according to a population-based
formula. Currently,the only CPD program from which Miami Gardens receives funding is the Community
Development Block Grant (CDBG). This Annual Action Plan for the 2019 program year meets HUD's
requirements for CPD grantees, identifying goals and objectives for the use of CPD funds based on public
input and an analysis of housing and community development needs and resources.
2. Summarize the objectives and outcomes identified in the Plan
The City of Miami Gardens has developed its Action Plan based on an analysis of the data presented in
this plan and the community participation and stakeholder consultation process. Through these efforts,
the City has identified five priority needs and five goals to address those needs.
The priority needs include: 1) Improved Public Facilities and Infrastructure, 2) Expanded Public Service
Offerings, 3) Increased Affordable Housing Options, 4) Expanded Economic Development Opportunities,
and 5) Improved Efforts to End Homelessness.
To provide for those needs,the five goals are as follows:
1. Improve and Expand Public Infrastructure
2. Increase Capacity of Area Service Providers
3. Preserve Existing Housing Stock
4. Provide for New Affordable Housing Opportunities
5. Improve and Expand Economic Development Activity
3. Evaluation of past performance
The City of Miami Gardens became eligible to receive HUD CPD funds in 2006. With other public, private
and non-profit community housing providers and non-housing service agencies, the City has made
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significant contributions to provide safe, decent and affordable housing, a suitable living environment,
and economic opportunities especially for low- to moderate-income individuals in the community.
However, affordable housing, creating a suitable living environment and economic development remain
some of the most prolific issues facing Miami Gardens, as documented by the current Consolidated Plan
and the 2016 Consolidated Annual Performance and Evaluation Report(CAPER).
The Consolidated Plan is a comprehensive document that describes the City's housing market conditions,
identifies the need for affordable housing and community development, and provides strategies to
address the needs over a five-year period. The CAPER provides an assessment of progress towards the
five-year goals and the one-year goals of HUD entitlement grant CDBG.
4. Summary of Citizen Participation Process and consultation process
The City of Miami Gardens consulted with community service providers, other jurisdictions, and other
entities for housing and non-housing community development issues. The City published newspaper
advertisements in the Miami Herald where individuals and organizations were invited to attend several
public meetings, a 30-day public comment period and public hearings.
Citizen Participation Efforts for the 2019 AAP:
A 30-day public comment period for the Annual Action Plan was to open on June 3,2019 to July 10,2019.
The Plan could be downloaded from the City of Miami Gardens Community Development Department
website at www.miamigardens-fl.gov/189/Documents-Forms. To view a hardcopy of the Plan the public
could visit:
Betty T. Ferguson Recreation Complex
3000 NW 199 Street
Miami Gardens, FL 33056
8:00 AM—6:30 PM Monday—Friday
8:00 AM—4:30 PM Saturday
City of Miami Gardens City Hall
18605 NW 27 Avenue
Miami Gardens, FL 33056
7:00 AM—5:00 PM Monday-Thursday
North Dade Regional Library
Location (Reference Desk)
2455 NW 183`d Street
Miami Gardens, FL 33056
11:00 AM—6:00 PM Monday-Saturday
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Two public hearings were held on May 23, 2019 at 10:00-11:30AM and May 23, 2019 at 5:30-7:OOPM at
the City of Miami Gardens City Hall,Community Room, 18605 NW 27 Avenue, 1st Floor, Miami Gardens,
FL 33056.
5. Summary of public comments
All comments were accepted.
6. Summary of comments or views not accepted and the reasons for not accepting them
All comments were accepted.
7. Summary
The following 2019 Annual Action Plan is the fourth year of the City's 2016-2020 Consolidated Plan.
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PR-05 Lead & Responsible Agencies—91.200(b)
1. Agency/entity responsible for preparing/administering the Consolidated Plan
Describe the agency/entity responsible for preparing the Consolidated Plan and those
responsible for administration of each grant program and funding source.
Agency Role Name Department/Agency
CDBG Administrator MIAMI GARDENS Community Development
Department
Table 1—Responsible Agencies
Narrative
The City of Miami Gardens Community Development Department is the responsible entity for carrying
out the day-to-day administration of the housing and community development programs. The staff
works with City Departments, local nonprofit and for-profit organizations, and contractors to carry out
the goals of the Action Plan.
Consolidated Plan Public Contact Information
Jeannette M. Smith
Community Development Director
City of Miami Gardens
Community Development Department
18605 NW 27 Avenue
Miami Gardens, FL 33056
jmsmith@miamigardens-fl.gov
Phone:305-622-8000 x2300
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AP-10 Consultation —91.100, 91.200(b), 91.215(1)
1. Introduction
To comply with the Action Plan development process, federal regulations (24 CFR 91.200(b), 91.215(i)),
the City of Miami Gardens consulted with community service providers, other jurisdictions, and other
entities with a potential interest in or knowledge of the jurisdiction's housing and non-housing community
development issues. The City reached out through its website, Facebook and e-mails; held stakeholder
meetings and citizen participation meetings; distributed paper flyers; and placed a newspaper
advertisement in the Miami Herald. Individuals and organizations were invited to attend the stakeholder
meetings and public meetings. This provided every stakeholder, interested party and resident with the
opportunity to provide feedback.
Provide a concise summary of the jurisdiction's activities to enhance coordination between
public and assisted housing providers and private and governmental health, mental health and
service agencies (91.215(1))
In the development of this Plan, the City of Miami Gardens consulted with public and assisted housing
providers,as well as private and governmental health,mental health and social service agencies. The first
step in the consultation process was the identification of stakeholders and citizens that would participate
in the citizen participation/consultation process. Once the agencies and organizations were identified,
they received invitations to stakeholder meetings and citizen participation meetings. In addition to these
direct invitations, a notice was placed in the Miami Herald and on the City's website. The meetings were
also published on the City's Event Calendar, the Mayor and City Council were notified, and departments
within the City were notified. By using these methods to seek public comment and participation,the City
was able to reach out to:
• Public and private agencies that provide health services and social and fair housing services;
• State and local health and child welfare agencies in regard to the portion of its plan concerning
lead-based paint hazards;
• Adjacent local governments and local government agencies with metropolitan-wide planning
responsibilities;
• Public and private agencies that address the needs of persons with HIV/AIDS and their families;
• The County public housing agency concerning public housing needs, planned programs, and
activities; and
• Local businesses and industry to determine the needs of these organizations in better planning
the funds for economic development activities.
Describe coordination with the Continuum of Care and efforts to address the needs of
homeless persons (particularly chronically homeless individuals and families, families with
children,veterans, and unaccompanied youth) and persons at risk of homelessness.
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In July 1993, Miami-Dade County's governing body, the Board of County Commissioners (the BCC),
adopted a Continuum of Care plan entitled the "Miami-Dade County Community Homeless Plan" (the
Plan). Concurrent with the adoption of the Plan, the BCC approved the levying of a one cent food and
beverage tax to provide a unique, local dedicated source of funding for homeless programs,and approved
the creation of the 27-member Miami-Dade County Homeless Trust(the Trust)to administer the proceeds
of this tax and implement the Plan. The Trust is the overall coordinating body for the continuum of care.
Additional partners in the implementation of the Plan include the Miami-Dade Public Housing and
Community Development Agency, which administers public housing and community development in the
county,the local homeless provider consortia,and the Trust's private-sector partner,with its own diverse
65-member board. Services and housing are accessed through a coordinated, county-wide outreach
process and connected through a homeless management information system (HMIS).
Within the Miami Gardens city limits,the only facility serving homeless populations is Del Prado Gardens,
a permanent supportive housing development owned by Carrfour Supportive Housing, a Miami-based
nonprofit developer. However, Miami Gardens is in the service area of several nearby homeless service
and mainstream service providers, including Citrus Health Network and Jackson Memorial Hospital. Both
of these organizations follow the Continuum of Care's Coordinated Outreach,Assessment and Placement
(COAP)policy. Under the COAP policy,outreach workers administer a VI-SPDAT to assess vulnerability.VI-
SPDAT stands for Vulnerability Index - Service Prioritization Decision Assistance Tool, which is a survey
administers to individuals and families to determine the risk and prioritization when providing assistance
to persons/families whom are either homeless or at-risk of homelessness. Individuals and families with
high vulnerability scores are referred to the permanent supportive housing waiting list, while those with
intermediate scores are referred for rapid re-housing. Veterans Affairs outreach workers refer clients to
HUD-Veterans Affairs Supportive Housing(VASH),Support Services for Veteran Families,or Grant and Per
Diem programs as appropriate. A main access point for the COAP system is a centralized Homeless
Helpline for persons to call to request assistance. Persons in the City of Miami Gardens in need of
prevention or rapid-rehousing are directed to their closest location in Hialeah to apply for assistance.
Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in
determining how to allocate ESG funds, develop performance standards for and evaluate
outcomes of projects and activities assisted by ESG funds, and develop funding, policies and
procedures for the operation and administration of HMIS
Miami Gardens does not receive ESG funds, but City staff attend Continuum of Care subcommittee
meetings held by the Miami-Dade County Homeless Trust. The Homeless Trust has developed
performance standards for coordinated intake and assessment, adopting housing first core concepts,
implementing housing first standards, and establishing core components for rapid re-housing and
procedures for HMIS administration.
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In 2009, the City of Miami Gardens joined Miami, North Miami, and Miami-Dade County in contributing
Homelessness Prevention and Rapid Re-Housing Program (HPRP) funds for the creation of the Housing
Assistance Network of Dade (HAND), to be operated by Citrus Health Network. HPRP was a time-limited
HUD funding program designed as a response to the Recession, and is no longer available.
2. Describe Agencies, groups, organizations and others who participated in the process
and describe the jurisdiction's consultations with housing, social service agencies and other
entities
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Table 2—Agencies,groups,organizations who participated
1 Agency/Group/Organization Citrus Health Network INC
Agency/Group/Organization Type Housing
Services-Children
Services-Elderly Persons
Services-Persons with Disabilities
Services-Persons with HIV/AIDS
Services-Victims of Domestic Violence
Services-homeless
Services-Health
Services-Victims
What section of the Plan was addressed Homeless Needs-Chronically homeless
by Consultation? Homeless Needs-Families with children
Homelessness Needs-Veterans
Homelessness Needs-Unaccompanied youth
Homelessness Strategy
Non-Homeless Special Needs
Briefly describe how the The City of Miami Gardens maintains open lines of
Agency/Group/Organization was communication with this organization and the input
consulted.What are the anticipated was taken into consideration when addressing
outcomes of the consultation or areas program needs. Citrus Health Network(CHN) is the
for improved coordination? lead agency in the Housing Assistance Network of
Dade (HAND) Program, a multi-agency partnership
with Miami-Dade County and local municipalities
making an effort to prevent homelessness by providing
temporary rental assistance for eligible low income
individuals and families who are currently homeless or
are at risk of becoming homeless. The City of Miami
Gardens had previously funded Citrus Health Network
in 2009 with HUD Homeless Prevention and Rapid Re-
Housing Program (HPRP)funds to help create the
HAND Program.
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2 Agency/Group/Organization Miami-Dade County Homeless Trust
Agency/Group/Organization Type Services-Housing
Services-Children
Services-Elderly Persons
Services-Persons with Disabilities
Services-Persons with HIV/AIDS
Services-Victims of Domestic Violence
Services-homeless
Services-Health
Services-Education
Services-Employment
Service-Fair Housing
Services-Victims
What section of the Plan was addressed Homeless Needs-Chronically homeless
by Consultation? Homeless Needs-Families with children
Homelessness Needs-Veterans
Homelessness Needs- Unaccompanied youth
Homelessness Strategy
Non-Homeless Special Needs
Briefly describe how the The City of Miami Gardens maintains open lines of
Agency/Group/Organization was communication with this organization and the input
consulted.What are the anticipated was taken into consideration when addressing
outcomes of the consultation or areas program needs.The Trust has established the COAP to
for improved coordination? provide coordinated single entry referral and
placement into permanent housing programs,
including Rapid Re-Housing assistance.The Homeless
Trust Housing Coordinator coordinates referral to
housing programs assisted by, or through partnerships
with,the Homeless Trust.All persons entering the
shelters,transitional housing and those engaged on
the streets are assessed utilizing the VI-SPDAT
assessment tool and referral is based on chronicity and
medical vulnerability assessment scores and the
housing assistance needed. In March 2017,the City
entered into a Memorandum of Understanding with
the Trust to provide much needed services to the City
of Miami Gardens.
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3 Agency/Group/Organization Miami Job Corps
Agency/Group/Organization Type Services-Education
Services-Employment
What section of the Plan was addressed Economic Development
by Consultation?
Briefly describe how the This organization was consulted through stakeholder
Agency/Group/Organization was meetings held during the citizen participation process.
consulted. What are the anticipated The City of Miami Gardens maintains open lines of
outcomes of the consultation or areas communication with this organization and the input
for improved coordination? was taken into consideration when addressing
program needs.
4 Agency/Group/Organization Miami-Dade Public Housing and Community
Development
Agency/Group/Organization Type PHA
What section of the Plan was addressed Public Housing Needs
by Consultation?
Briefly describe how the This organization was consulted through meetings,
Agency/Group/Organization was phone calls, and e-mails to obtain direct information
consulted. What are the anticipated and input in the specific areas of the Action Plan where
outcomes of the consultation or areas their expertise and input was required. The
for improved coordination? consultation provided information needed in the
development of the plan.
Identify any Agency Types not consulted and provide rationale for not consulting
There were no agency types not consulted during this process.
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Other local/regional/state/federal planning efforts considered when preparing the Plan
Name of Plan Lead How do the goals of your Strategic Plan overlap with the
Organization goals of each plan?
Miami-Dade The Plan is consistent with the goals and strategic plan of
Continuum of Care County Homeless the Continuum of Care and the plan to end
Trust homelessness.
The Plan is consistent with the Local Housing Assistance
Local Housing Florida Housing Plan,which is based on the criteria established by FHFC
Assistance Plan Finance to serve low and moderate- income households by
Corporation providing housing assistance and homeownership
opportunities.
City of Miami
City of Miami All planning efforts are consistent with the overall goals
Gardens
Comprehensive Plan Gardens of the City of Miami Gardens Comprehensive plan.
Analysis of City of Miami The Al was used to address sections of the Action Plan
Impediments to Fair Gardens related to fair housing issues within the City of Miami
Housing Choice Gardens.
Table 3—Other local/regional/federal planning efforts
Narrative
The City of Miami Gardens works with Miami-Dade County in the implementation and coordination of its
programs. The County has an array of housing,community development and public service programs that
help to enhance the current services and programs available through the City. The City is committed to
additional cooperation with neighboring communities and Countywide housing and community
development efforts and will participate in local and regional meetings and forums and will regularly
review the availability of information published on the County's website. In the process of developing this
plan, the City consulted with Citrus Health Network, Miami-Dade County Homeless Trust, Miami Job
Corps, Miami-Dade Public Housing and Community Development and low-income individuals.
The State of Florida provides a number of programs and services that help to enhance current services
and programs provided by the City that are made available to assist residents. Through the Florida
Housing Finance Corporation, the Florida Housing Coalition, and the Department of Economic
Opportunity, residents and non-profit organizations can receive training and technical assistance and
learn about programs and services available to residents. This is used as a tool to leverage funding for
programs, increase participation, and learn about services available to local organizations, service
providers and residents.
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AP-12 Participation—91.105,91.200(c)
1. Summary of citizen participation process/Efforts made to broaden citizen participation
Summarize citizen participation process and how it impacted goal-setting
The City's citizen participation plan adheres to HUD's requirements set within the City's Citizen Participation Plan.This plan includes soliciting
participation from all City residents,including minorities,non-English speakers,and low-and moderate-income persons,particularly those living
in slum or blighted areas,as well as those with any disability.Citizen views were obtained through public hearings that addressed housing and
community development,development of proposed activities and review of program performance.
Citizen Participation Efforts for the 2019 Annual Action Plan:
A 30-day public comment period for the Annual Action Plan was to open on June 3,2019 to July 10,2019. The Plan could be downloaded from
the City of Miami Gardens Department of Community Development website at www.miamigardens-fl.aov/189/Documents-Forms. To view a
hardcopy of the Plan the public could visit:
Betty T.Ferguson Recreation Complex
3000 NW 199 Street
Miami Gardens,FL 33056
8:00 AM—6:30 PM Monday—Friday
8:00 AM—4:30 PM Saturday
City of Miami Gardens City Hall
18605 NW 27 Avenue
Miami Gardens,FL 33056
7:00 AM—5:00 PM Monday-Thursday
North Dade Regional Library
Location(Reference Desk)
2455 NW 183rd Street
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Miami Gardens,FL 33056
11:00 AM—6:00 PM Monday-Saturday
Two public hearings were held on May 23, 2019 at 10:00-11:30AM and May 23, 2019 at 5:30-7:00PM at the City of Miami Gardens City Hall,
Community Room,18605 NW 27 Avenue,1st Floor,Miami Gardens,FL 33056.
Citizen Participation Outreach
Sort Mode of Outreach Target of Outreach Summary of Summary of Summary of comments URL
Order response/attendance comments received not accepted
and reasons
A 30-day public comment period
for the Annual Action Plan was to
open on June 3,2019 to July 10,
2019. The Plan could be viewed
Non-
on the City website at three
1 targeted/broad
30-Day Public locations:1.)Betty T.Ferguson, All comments were All comments were
Comment Period community Recreation Complex,3000 NW accepted. accepted.
199 Street,2.)City of Miami
Gardens City Hall,18605 NW 27
Avenue.,3.)North Dade Regional
Library,Location(Reference
Desk),2455 NW 183rd Street.
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Sort Mode of Outreach Target of Outreach Summary of Summary of Summary of comments URL
Order response/attendance comments received not accepted
and reasons
A public hearing was held on May
23,2019 at 10:00-11:30AM at the
Non-
City of Miami Gardens City Hall,
2 Public Hearing targeted/broad Community Room, 18605 NW 27 All comments were All comments were
community
Avenue, 1st Floor, Miami accepted. accepted.
Gardens,FL 33056.
A public hearing was held on May
23, 2019 at 5:30-7:OOPM at the
Non- City of Miami Gardens City Hall,
3 Public Hearing targeted/broad Community Room, 18605 NW 27 All comments were All comments were
community Avenue, 1st Floor, Miami accepted. accepted.
Gardens,FL 33056.
Table 4—Citizen Participation Outreach
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Expected Resources
AP-15 Expected Resources—91.220(c)(1,2)
Introduction
The City of Miami Gardens CDBG allocation from HUD,for program year 2019 will be$1,097,670.
In addition to the CDBG funding provided by HUD,the City also anticipates an annual allocation of approximately$94,000 and an estimated$4,500
program income from the State of Florida's State Housing Initiative Partnership Program(SHIP).
Anticipated Resources
Program Source Uses of Funds Expected Amount Available Year 1 Expected Narrative Description
of Funds Annual Program Prior Year Total: Amount
Allocation: Income:$ Resources: $ Available
$ $ Remainder
of ConPlan
$
CDBG public- Acquisition Expected amount available
federal Admin and Planning remainder of ConPlan has
Economic Development one more year remaining.
1,097,670 0 0 1,097,670 2,195,340
Housing
Public Improvements
Public Services
Other public- Admin and Planning Based on award issued by
state Housing the state.
SHIP 93,033 0 0 93,033 186,066 SHIP:$93,033
SHIP Program Income:$
1,100
Table 5-Expected Resources—Priority Table
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Explain how federal funds will leverage those additional resources(private,state and local funds), including a description of how
matching requirements will be satisfied
Funds provided for public service activities will be matched by the agencies receiving funding from other sources including public and private
sources as well as foundations and fundraising.
SHIP funds will be leveraged with contributions from private sector lending institutions.
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If appropriate, describe publicly owned land or property located within the jurisdiction that
may be used to address the needs identified in the plan
The City owns single family homes that are part of the NSP program,which will be reconstructed and sold
to first time buyers.
The property addresses are:
• 3801 NW 208 Street
• 3840 NW 210 Terrace
• 3501 NW 213 Terrace
• 2320 NW 162 Street Road
The City is also pursuing administrative foreclosure on homes that are unsafe and demolished as part of
the NSP. While not currently owned, they may be acquired during this Action Plan period. There is one
home listed this year:
• 4021 NW 189 Terrace
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Annual Goals and Objectives
AP-20 Annual Goals and Objectives
Goals Summary Information
Sort Goal Name Start End Category Geographic Needs Addressed Funding Goal Outcome Indicator
Order Year Year Area
1 Improve& 2016 2020 Non-Housing Citywide Improved Public CDBG:$274,417 Public Facility or Infrastructure
Expand Public Community Facilities& Activities other than
Infrastructure Development Infrastructure Low/Moderate Income Housing
Benefit:1000 Persons Assisted
2 Increase Capacity 2016 2020 Non-Housing Citywide Expanded Public CDBG:$164,651 Public service activities other than
of Area Service Community Service Offerings Low/Moderate Income Housing
Providers Development Benefit:1700 Persons Assisted
3 Preserve Existing 2016 2020 Affordable Citywide Increased CDBG:$219,533 Homeowner Housing
Housing Stock Housing Affordable SHIP: 62,000 Rehabilitated:25 Household
Housing Options Housing Unit
4 Provide for New 2016 2020 Affordable Citywide Increased CDBG:$219,534 Homeowner Housing Added:2
Affordable Housing Affordable Household Housing Unit
Housing Housing Options SHIP:$31,000 Tenant-based rental assistance/
Opportunities. Rapid Rehousing:9 Households
Assisted
5 Improve& 2016 2020 Non-Housing Citywide Expand Economic CDBG:$109,767 Jobs created/retained:30 Jobs
Expand Community Development Businesses assisted:3 Businesses
Economic Development Opportunities Assisted
Development Buildings Demolished:3 Buildings
Activity
Table 6—Goals Summary
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Goal Descriptions
1 Goal Name Improve&Expand Public Infrastructure
Goal Improvements and expansion of the public infrastructure in Miami Gardens. These activities,such as storm water
Description drainage improvements,will improve the existing public infrastructure in LMI neighborhoods.
2 Goal Name Increase Capacity of Area Service Providers
Goal Increase the capacity of area service providers.Public Services are intended to help assist LMI residents and include
Description activities such as a food pantry,after school tutoring,and services for child abuse victims.
3 Goal Name Preserve Existing Housing Stock
Goal Preservation of existing housing stock through a variety of housing rehabilitation programs including owner occupied
Description housing. These activities will benefit LMI households in the City with much needed housing repairs.
4 Goal Name Provide for New Affordable Housing Opportunities.
Goal Provide for new affordable housing opportunities through the construction of new housing units for ownership.
Description Additionally,the City shall provide for programs to increase homeownership opportunities including first time homebuyer
counseling,financial literacy training,and down payment assistance programs.
5 Goal Name Improve&Expand Economic Development Activity
Goal The City will fund economic development activities to benefit LMI residents in Miami Gardens. The City will work towards
Description helping LMI individuals create/retain jobs and assist eligible businesses. This will also include demolition activities to clear
abandoned commercial sites for redevelopment.
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Projects
AP-35 Projects— 91.220(d)
Introduction
The following projects have been identified for funding during the 2019 program year.
• Administration
• Economic Development
• Public Services
• Housing Programs
• Public Infrastructure
Projects
# Project Name
1 2019: CDBG Administration
2 2019: CDBG Economic Development Activities
3 2019: CDBG Public Services
4 2019:CDBG Housing Programs
5 2019:CDBG Public Facilities& Infrastructure
Table 7-Project Information
Describe the reasons for allocation priorities and any obstacles to addressing underserved
needs
Priorities were determined based on stakeholder and community input, as well as the short- and long-
term needs of the community.
The primary obstacle to meeting underserved needs is funding. The lack of available funds that has been
discussed elsewhere in this plan severely limits the levels of accomplishment that are possible and in many
cases forces difficult choices between worthy needs, leaving some unmet.
A prime example is the cost of housing in South Florida.The ability of the City of Miami Gardens to ensure
the availability of affordable housing for all residents,and the amenities necessary to support their desired
lifestyle, is severely limited by housing costs.
In Economic Development, activities are often measured in terms of job creation. Meeting all of the
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employment needs in any community can be compromised by factors and trends in the global, national,
and regional economies that are beyond the control of a local jurisdiction. Taxation policies, labor
standards, and regulatory programs of the state and federal government can all also pose obstacles to a
City meeting its job creation goals.
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AP-38 Project Summary
Project Summary Information
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1 Project Name 2019:CDBG Administration
Target Area Citywide
Goals Supported Improve& Expand Public Infrastructure
Increase Capacity of Area Service Providers
Preserve Existing Housing Stock
Provide for New Affordable Housing Opportunities.
Improve& Expand Economic Development Activity
Needs Addressed Improved Public Facilities& Infrastructure
Expanded Public Service Offerings
Increased Affordable Housing Options
Expand Economic Development Opportunities
Improve Efforts to End Homelessness
Funding CDBG:$219,534
Description The City of Miami Gardens will utilize$219,534 of the annual CDBG
allocation, and will not exceed the 20% max cap as allowed by HUD
regulations,for the administration of the CDBG program throughout
the City.This may include disaster recovery planning and preparedness
efforts.
Target Date 9/30/2020
Estimate the number N/A
and type of families
that will benefit from
the proposed activities
Location Description Citywide
Planned Activities CDBG Administration including staff salaries and program related
expenses.
Disaster recovery planning and preparedness efforts.
2 Project Name 2019:CDBG Economic Development Activities
Target Area Citywide
Goals Supported Improve& Expand Economic Development Activity
Needs Addressed Expand Economic Development Opportunities
Funding CDBG:$219,534
Description The City will utilize$219,534 of the CDBG allocation for economic
development activities throughout the City. This will include
demolition to clear abandoned commercial sites for redevelopment.
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Target Date 9/30/2020
Estimate the number The project will serve LMI persons:
and type of families Jobs created/retained: 30 Jobs
that will benefit from Businesses assisted: 3 Businesses Assisted
the proposed activities Buildings demolished:3 building demolished
Location Description Citywide based on participant eligibility.
Planned Activities CDBG economic developments:
Small business Incentive Program
Demolition to clear abandoned commercial sites for redevelopment
3 Project Name 2019: CDBG Public Services
Target Area Citywide
Goals Supported Increase Capacity of Area Service Providers
Needs Addressed Expanded Public Service Offerings
Funding CDBG: $164,651
Description The City will utilize 15%of the annual allocation, as allowable by HUD
regulations,to provide funding for much needed public services
benefiting low to moderate income residents of Miami Gardens.
Target Date 9/30/2020
Estimate the number Public service activities other than Low/Moderate Income Housing
and type of families Benefit: 1,700 Persons Assisted
that will benefit from
the proposed activities
Location Description Citywide based on income eligibility.
Planned Activities Public Services include:food pantry, after school tutoring,services for
child abuse victims, others as yet unidentified.
4 Project Name 2019: CDBG Housing Programs
Target Area Citywide
Goals Supported Preserve Existing Housing Stock
Provide for New Affordable Housing Opportunities.
Needs Addressed Increased Affordable Housing Options
Funding CDBG:$219,534
SHIP: $93,033
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Description Each year the City of Miami Gardens sets aside a portion of the CDBG
allocation to assist local homeowners with much needed repairs.This
program year,the City will allocate$219,534 in CDBG funds to housing
related activities supporting low to moderate income residents. In the
event of a hurricane or other natural disaster,the City may elect to
utilize CDBG funds to prioritize assistance households that have been
displaced or otherwise impacted by the disaster. SHIP funds are also
used to help assist local LMI homeowners with much needed repairs.
Target Date 9/30/2020
Estimate the number Homeowner Housing Rehabilitated: 25 Household Housing Unit
and type of families Homeowner Housing Added: 2 Household Housing Unit
that will benefit from
the proposed activities
Location Description Citywide based on income eligibility.
Planned Activities Homeowner Housing Rehabilitation
Homeownership Assistance
5 Project Name 2019:CDBG Public Facilities& Infrastructure
Target Area Citywide
Goals Supported Improve& Expand Public Infrastructure
Needs Addressed Improved Public Facilities& Infrastructure
Funding CDBG:$274,417
Description The City will utilize CDBG funds to improve and expand existing public
infrastructure within low to moderate income neighborhoods. In the
event of a hurricane or other natural disaster,the City may elect to
utilize CDBG funds and to prioritize funding allocations to repair
impacted public facilities and infrastructure.
Target Date 9/30/2019
Estimate the number Public Facility or Infrastructure Activities other than Low/Moderate
and type of families Income Housing Benefit: 1000 Persons Assisted
that will benefit from
the proposed activities
Location Description Citywide
Planned Activities Planned activities include:
Improve& Expand Public Infrastructure—$54,884
Demolition Activity- $109,767
Disaster Response-$109,766
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AP-50 Geographic Distribution — 91.220(f)
Description of the geographic areas of the entitlement (including areas of low-income and
minority concentration) where assistance will be directed
The City of Miami Gardens has identified several neighborhoods that have more than 50% of their
residents within the low-to-moderate income range category, as defined by HUD.
Generally, the City does not direct its assistance based primarily on geographic location. The CDBG
program allows resources to be allocated based on income characteristics of the beneficiaries.Therefore,
funding for the public service activities and housing programs will be allocated citywide based on
documented income or presumed benefit. CDBG funded public infrastructure projects and economic
development activities will be prioritized in the City's low- and moderate-income census tracts.
Geographic Distribution
Target Area Percentage of Funds
Citywide 100
LMI Area 0
Table 8-Geographic Distribution
Rationale for the priorities for allocating investments geographically
Since the primary national objective of the CDBG program is to benefit low- and moderate-income
residents, the City of Miami Garden's 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.
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Affordable Housing
AP-55 Affordable Housing—91.220(g)
Introduction
Based on the project funding for the 2019 program year, the City of Miami Gardens will provide for
affordable housing for 27 low-to moderate-income households utilizing CDBG and SHIP funding.Twenty-
five (25) owner occupied homes will be rehabilitated and two (2) first-time homebuyers will receive
assistance with the purchase of their home.
Through the City's current agreement with Citrus Health Network,the City allocates funding from the SHIP
Program for the Rental Assistance Program Strategy to help residents avoid homelessness or to be rapidly
re-housed from homelessness.The allocated amount will assist a minimum of 9 households.
One Year Goals for the Number of Households to be Supported
Homeless 9
Non-Homeless 27
Special-Needs 0
Total 36
Table 9-One Year Goals for Affordable Housing by Support Requirement
One Year Goals for the Number of Households Supported Through
Rental Assistance 9
The Production of New Units 2
Rehab of Existing Units 25
Acquisition of Existing Units 0
Total 36
Table 10-One Year Goals for Affordable Housing by Support Type
Discussion
Homeowner Housing Rehabilitated:25 Household Housing Unit
Homeowner Housing Added: 2 Household Housing Unit
Rapid Re-Housing for the Homeless:9 Households Assisted
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AP-60 Public Housing— 91.220(h)
Introduction
The City of Miami Gardens is part of the service area for the Miami-Dade County Public Housing and
Community Development (PHCD) department. As the sixth largest housing agency in the nation, PHCD
administers over 9,500 public housing units and about 16,000 Housing Choice Vouchers.
PHCD's waitlists for public housing, moderate rehabilitation developments,and Housing Choice Vouchers
are currently closed. The agency's latest waitlists released in 2014 show Public Housing and Moderate
Rehabilitation waitlists to be 28,362 and 17,916 applicants, respectively. The Housing Choice Voucher
waitlist was created in 2008 and includes over 72,000 households.
Actions planned during the next year to address the needs of public housing
PHCD undertakes numerous efforts to improve the living environment for its public housing residents. In
addition to ongoing maintenance and improvement of properties, PHCD encourages tenants to form
Resident Councils;works with residents, law enforcement,and social service providers to reduce crime in
public housing; and helps residents connect with jobs and social services. The Agency also allows up to
200 Family Self-Sufficiency (FSS) program participants to participate in the Section 8 Tenant-Based
Homeownership Program, and is applying for a Resident Opportunities and Self-Sufficiency(ROSS)grant.
Actions to encourage public housing residents to become more involved in management and
participate in homeownership
The Miami-Dade Public Housing and Community Development Department (PHCD) 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. PHCD 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. Homeownership
programs include:Surtax, State Housing Initiative Partnership, HOME, and infill programs.
If the PHA is designated as troubled, describe the manner in which financial assistance will be
provided or other assistance
The Miami-Dade County Public Housing Agency is no longer designated as "troubled". The merger of the
County's Public Housing Agency with their Housing and Community Development Department has helped
to focus future planning efforts as well as current operations.
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AP-65 Homeless and Other Special Needs Activities— 91.220(i)
Introduction
At this time,the City of Miami Gardens is not an ESG recipient. However,the City will continue to support
the efforts of the Miami-Dade County Homeless Trust and local service providers, including Citrus Health
Network.The City has recently partnered with the Homeless Trust to use$45,000 of SHIP funds as a match
for their application to the State for ESG funds.The application also includes matching funds of$300,000
from PHCD, $300,000 from the Trust, and $100,000 from the City of Hialeah. If the Homeless Trust is
selected for funding, activities will include rapid re-housing for homeless individuals and families, and
homeless prevention for families/individuals at risk of becoming homeless.
Describe the jurisdictions one-year goals and actions for reducing and ending homelessness
including
Reaching out to homeless persons (especially unsheltered persons) and assessing their
individual needs
The City will work with the Homeless Trust to implement its specialized behavioral health outreach team
known as "Lazarus". The Lazarus initiative targets homeless individuals with severe mental illness, many
of whom are frequent users of crisis services such as jails and hospitals.
Addressing the emergency shelter and transitional housing needs of homeless persons
The City will continue to support the Homeless Trust's efforts to refer people who become homeless in
Miami Gardens to the nearest appropriate shelter.
Emergency Housing:
• Increase coordination with One Stop Centers,State and Federal agencies and other social services
systems to maximize available resources;
• Assess the impact of the hard-core, chronic homeless with high service needs and access to the
emergency housing system to determine what additional resources may be required;
• Enhance the role of emergency housing in the "housing first approach" model to address
homelessness by moving families and individuals directly into permanent housing;
• Increase the inventory of emergency housing serving the chronic homeless population Phase Two
- Primary Care(Transitional) housing.
Transitional Housing:
• Shift of Food and Beverage funding from transitional non-treatment housing to permanent
housing,via a Housing 1st, housing placement program;
• Identify additional resources to maintain and/or expand the inventory of beds to provide mental
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health and substance abuse treatment;
• Identify a funding source for capital and supportive services match funds;
• Coordinate homeless funding by other local social service funders.
Helping homeless persons (especially chronically homeless individuals and families, families
with children, veterans and their families, and unaccompanied youth) make the transition to
permanent housing and independent living, including shortening the period of time that
individuals and families experience homelessness, facilitating access for homeless individuals
and families to affordable housing units, and preventing individuals and families who were
recently homeless from becoming homeless again
The Community Development department will continue its efforts to facilitate a partnership with Carrfour
Supportive Housing and the North Dade Youth and Family Coalition.
The following describes the action steps which the Trust will implement in order to eliminate chronic
homelessness.
Phase One-Temporary(Emergency)Care:
• Increase coordination with One Stop Centers,State and Federal agencies and other social services
systems to maximize available resources;
• Assess the impact of the hard-core, chronic homeless with high service needs and access to the
emergency housing system to determine what additional resources may be required.
• Enhance the role of emergency housing in the "housing first approach" model to address
homelessness by moving families and individuals directly into permanent housing;
• Increase the inventory of emergency housing serving the chronic homeless population
Phase Two-Primary Care(Transitional) Housing:
• Shift of Food and Beverage funding from transitional non-treatment housing to permanent
housing,via a Housing 1st, housing placement program;
• Identify additional resources to maintain and/or expand the inventory of beds to provide mental
health and substance abuse treatment;
• Identify a funding source for capital and supportive services match funds;
• Coordinate homeless funding by other local social service funders;
Phase Three-Advanced Care(permanent supportive) Housing Units:
• Creation of 100-200 units of permanent supportive housing per year,for 10 years;
• Via a new Case Rate, pay for performance model, those people identified by homeless outreach
and the courts, who are experiencing chronic homelessness, high utilizers of jails, emergency
rooms, and crisis services and are typically service resistant, are being placed in a variety of
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permanent housing models;
• Remove barriers to the funding of permanent housing: draft local and state legislative proposals
that set-aside and/or prioritize housing for formerly homeless persons and participate actively in
rule-making processes;
• Identify a funding source for capital match funds;
• Explore the use of permanent housing in the "housing first approach" in ending homelessness.
Helping low-income individuals and families avoid becoming homeless, especially extremely
low-income individuals and families and those who are: being discharged from publicly funded
institutions and systems of care (such as health care facilities, mental health facilities, foster
care and other youth facilities, and corrections programs and institutions); or, receiving
assistance from public or private agencies that address housing, health, social services,
employment, education, or youth needs.
In 2007, Miami-Dade County underwent a process to implement a cohesive community-wide discharge
coordination policy. As a result of that process, the County developed a Memorandum of Agreement
establishing discharge policies for all agencies that provide services to homeless persons or those at risk
of homelessness. The interagency Agreement includes the Miami-Dade Homeless Trust, State and County
Correction agencies, the 11th Circuit Court, Jackson Memorial Hospital/Public Health Trust, community
mental health facilities, Our Kids, Inc., and the Florida Department of Children and Families.
The City has entered into an agreement with Citrus Health Network (CHN) as the lead agency in the
Housing Assistance Network of Dade (HAND) Program, a multi-agency partnership with Miami-Dade
County and local municipalities making an effort to prevent homelessness by providing temporary rental
assistance for eligible low-income individuals and families who are currently homeless or are at risk of
becoming homeless. The City of Miami Gardens had previously funded Citrus Health Network in 2009
with HUD Homeless Prevention and Rapid Re-Housing Program (HPRP) funds to help create the HAND
Program.The City funded CHN ($544,907)for three years from 2009 to 2012 at which time HPRP funding
ended. Over the three years, CHN assisted 115 households for a total of 379 individuals avoid
homelessness. The current agreement allocates funding from the SHIP Program for the Rental Assistance
Program Strategy to help residents avoid homelessness or to be rapidly re-housed from homelessness.
The allocated amount will assist a minimum of 9 households.
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AP-75 Barriers to affordable housing— 91.2206)
Introduction:
The City of Miami Gardens is an urban community that is steadily growing. The nationwide sub-prime
mortgage and foreclosure crisis and subsequent economic downturn put downward pressure on home
prices in the City. Furthermore, the economic crisis throughout the country created an increase in job
losses and foreclosures thereby creating a decrease in persons who are "mortgage ready." While this
trend has stabilized somewhat, the overall impact has been lower home values throughout the City of
Miami Gardens.
Actions it planned to remove or ameliorate the negative effects of public policies that serve as
barriers to affordable housing such as land use controls, tax policies affecting land, zoning
ordinances, building codes, fees and charges, growth limitations, and policies affecting the
return on residential investment
The City of Miami Gardens has established a Comprehensive Development Master 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.
• 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 low- or
moderate-income housing. The City has adopted a new zoning code that includes Article VI
Housing which addresses the following
• Promote the development and provision of high quality housing in the City of Miami Gardens
through these steps: 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; Implement the recommendations of the City of Miami Gardens Affordable Housing
Advisory Committee to the maximum extent practicable;Increase and otherwise encourage home
ownership opportunities within the city;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; Facilitate and encourage residential development that includes a range of high
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quality housing opportunities through a variety of residential types, forms of ownership, and
home sale prices; Encourage even and widespread distribution of high quality housing
opportunities throughout the City; and 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 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 mixed- use development
exceeding a specific threshold of units to include an affordable component.
• 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.
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AP-85 Other Actions— 91.220(k)
Introduction:
The following statements address a variety of additional actions that will be carried out by the City and/or
its partner agencies to enhance the delivery of housing and community development programs and
services for the citizens of Miami Gardens.
Actions planned to address obstacles to meeting underserved needs
The primary obstacle to meeting all of the identified needs, including those identified as priorities is the
general lack of funding resources available to the public and private agencies who serve the needs of low-
to-moderate-income residents. CDBG Budgetary constraints have forced the City to make difficult
decisions regarding the allocation of CDBG resources for programs in the community.This will impact the
City's ability to fully fund all the program needs identified in the Action Plan and the 5-Year Consolidated
Plan. However,the City will continue to foster existing partnerships and collaborate with new partners to
bring needed resources, both financial and services,to meet the needs of the Miami Gardens Community.
Actions planned to foster and maintain affordable housing
The City will continue to provide funding for an owner-occupied housing rehabilitation program to
maintain the existing affordable housing stock within the community.
Actions planned to reduce lead-based paint hazards
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.
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 of more than $5,000.00 and up to and including
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$25,000.00 per unit the City of Miami Gardens shall follow requirements of 24 CFR 35.93O(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 35.93O(d)which include abatement.
Actions planned to reduce the number of poverty-level families
The City of Miami Garden's anti-poverty strategy includes 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 Community Development Department will deploy a strategy responsive to the needs
of low-income citizens and disadvantaged populations throughout the City.
The Community Development Department will further the HUD's 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.
Actions planned to develop institutional structure
The City of Miami Gardens Community Development Department is the lead administrative agency for
the CDBG program.The Department provides fiscal and regulatory oversight of all CDBG funding, as well
as other Federal and State grants for housing,economic,and community development.At this time there
are no plans to expand the department. However, the City will continue to foster existing partnerships
and collaborate with new partners to bring needed resources, both financial and services, to meet the
needs of the Miami Gardens Community.
Actions planned to enhance coordination between public and private housing and social
service agencies
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
other funding sources, public and private housing agencies, and health and social service providers to
leverage the CDBG allocation.
Each year the City makes every effort to reach out to residents, businesses and non-profit organizations
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to ensure their participation in this program year's process.The City advertised in the local paper and on
its website and through email the annual action plan. The general public, city residents as well as public
and private housing and social service agencies were invited to give their input on the City's goals and
projects.
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Program Specific Requirements
AP-90 Program Specific Requirements—91.220(1)(1,2,4)
Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(1)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in the Projects
Table. The following identifies program income that is available for use that is included in projects to be
carried out.
1.The total amount of program income that will have been received before the start of the next
program year and that has not yet been reprogrammed 0
2.The amount of proceeds from section 108 loan guarantees that will be used during the year to
address the priority needs and specific objectives identified in the grantee's strategic plan. 0
3.The amount of surplus funds from urban renewal settlements 0
4.The amount of any grant funds returned to the line of credit for which the planned use has not
been included in a prior statement or plan 0
5.The amount of income from float-funded activities 0
Total Program Income: 0
Other CDBG Requirements
1.The amount of urgent need activities 0
2.The estimated percentage of CDBG funds that will be used for activities that
benefit persons of low and moderate income. Overall Benefit-A consecutive
period of one,two or three years may be used to determine that a minimum
overall benefit of 70%of CDBG funds is used to benefit persons of low and
moderate income. Specify the years covered that include this Annual Action Plan. 80.00%
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