HomeMy WebLinkAboutJ-7 Resolution: Community Development Block Grand Second Program Year Action PlanCity of .~VI iami Gard ~ens
1515-200 NW 167~' Street
Miami Gardens, Florida 33169
Mayor Shirley Gibson
Vice Mayor Oscar Braynon II
Councilman Melvin L. Bratton
Councilman Aaron Campbell Jr.
Councilwoman Sharon Pritchett
Councilwoman Barbara Watson
Councilman Andr~ Williams
Aqenda Cover Paqe
Date: July 11, 2007
Fiscal Impact: No X Yes ^ Public hearing ^ Quasi-Judicial ^
(If yes, explain in Staff Summary) Ordinance ^ Resolution X
Funding Source: CDBG 1 st Reading o 2nd Reading ^
Contract/P.O. Requirement: Yes ^ No X Advertising requirement: Yes X No ^
Sponsor Name/Department: Community Development RFP/RFQ/Bid # N/A
Title
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
MIAMI GARDENS, FLORIDA, APPROVING THE COMMUNITY
DEVELOPMENT BLOCK GRANT SECOND PROGRAM YEAR
ACTION PLAN ATTACHED HERETO AS EXHIBIT A;
PROVIDING FOR THE ADOPTION OF REPRESENTATIONS;
PROVIDING AN EFFECTIVE DATE.
Staff Summarv
Backqround
As required by the U.S. Housing and Urban Development Department (HUD), each
entitlement city is required to submit an Annual Action Plan that outtines the activities to
be carried out by the grantee using federal funds. Last year, the City of Miami Gardens
submitted its 5-year Consolidated Plan (covering years 2006-2011), as well as its 1St
Program Year Annual Action Plan.
The City of Miami Gardens has been allocated $1,420,030 in Community Development
Block Grant Funds (CDBG) for fiscal year 2007-2008. The attached Annual Action Plan
(Exhibit A) provides the detail of the activities to be carried out for fiscal year 2007-2008.
It also incorporates all public comments received during the finro (2) public meetings
held.
Recommendation
City staff recommends the approval of the attached resolution adopting the 2007-2008
Annual Action Plan. Once approved by Council, the Action Plan will be submitted to
HUD for review and approval.
J-7) CONSENT AGENDA
RESOLUTION
COMM. DEV. BLOCK GRANT
SECOND PROGRAM YEAR
RESOLUTION No. 2007-
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MIAMI
GARDENS, FLORIDA, APPROVING THE COMMUNITY DEVELOPMENT
BLOCK GRANT SECOND PROGRAM YEAR ACTION PLAN ATTACHED
HERETO AS EXHIBIT A; PROVIDING FOR THE ADOPTION OF
REPRESENTATIONS; PROVIDING AN EFFECTIVE DATE.
1 WHEREAS, the City is an "entitlement city" under the Federal Community
2 Development Block Grant Fund Program (CDBG) for Fiscal Year 2007-2008, and
3 WHEREAS, the U.S. Housing and Urban Development Department (HUD)
4 requires each entitlement city to submit an Annual Action Plan which outlines the
5 activities to be carried out by the entitlement grantee using federal funds, and
6 WHEREAS, last year, the City submitted its 5-Year Consolidated Plan (covering
7 years 2006-2011), as well as its First Program Year Annual Action Plan to HUD, and
8 WHEREAS, the City has been allocated $1,420,030.00 in CDBG funds for Fiscal
9 Year 2007-2008, and
10 WHEREAS, the Annual Action Plan, attached hereto as Exhibit A, provides
11 details of the activities to be carried out for Fiscal Year 2007-2008, using CDBG funds,
12 and the City Manager, through the Department of Community Development
13 recommends the adoption thereof,
14 NOW THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY
15 OF MIAMI GARDENS, FLORIDA, AS FOLLOWS:
16 Section 1. ADOPTION OF REPRESENTATIONS: The foregoing Whereas
17 paragraphs are hereby ratified and confirmed as being true, and the same are hereby
18 made a specific part of this Resolution.
19 Section 2. APPROVAL: The City Council of the City of Miami Gardens,
20 approves the Second Program Year Action Plan attached hereto as Exhibit A.
21 Section 3 EFFECTIVE DATE: This Resolution shall take effect immediately
22 upon its final passage.
23 PASSED AND ADOPTED BY THE CITY COUNCIL OF THE CITY OF MIAMI
24 GARDENS AT ITS REGULAR MEETING HELD ON JULY 11, 2007.
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ATTEST:
RONETTA TAYLOR, CMC, CITY CLERK
SHIRLEY GIBSON, MAYOR
Prepared by JAMES C. BRADY, ESQ.
Assistant City Attorney
SPONSORED BY: DR. DANNY O. CREW, CITY MANAGER
MOVED BY:
VOTE:
Mayor Shirley Gibson
Vice Mayor Oscar Braynon, II
Councilman Melvin L. Bratton
Councilman Aaron Campbell
Councilman Andre Williams
Councilwoman Sharon Pritchett
Councilwoman Barbara Watson
(Yes) (No)
(Yes) (No)
(Yes) (No)
(Yes) (No)
(Yes) (No)
(Yes) (No)
(Yes) (No)
JCB/teh
261808_1.DOC
56
~ ~. ~1 ~ ~ ~-~' .~
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~ ~~~~~ ~ ram Year
~ ~ ~ ~ Second Prog
~~ ~~ II:I~ ~.~ .
~~~~ o~~~~~e~~ Act~ o n P I a n
The CPMP Second 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
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Executive Summary
The Executive Summary is required. Include the objectives and outcomes identified
in the plan and an evaluation of past performance.
Program Year 2 Action Plan Executive Summary:
The City of Miami Gardens Program Year 2 Action Plan covers the period beginning
October 1, 2007, through September 30, 2008. Programs and activities described in
the Second Year Action Plan are once again intended to primarily benefit low-income
and moderate-income residents of the City of Miami Gardens, neighborhoods with
high concentrations of low and moderate income residents, and the City as a whole.
The City will also use this plan to coordinate its efforts with other federal and state
grant programs and local initiatives. As a new entitlement, the City of Miami
Gardens anticipates receiving State Housing Initiative Partnership (SHIP) funds in
July of 2007.
As a result of public input through the public hearings process, it was determined
that the preservation of affordable housing stock remains a high priority among our
residents. Additionally, residents also expressed the need to address infrastructure
improvements in a number of our neighborhoods that have been negleted by County
government for a number of years.
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.
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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.
Program Year 2 Action Plan General Questions response:
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 a population of 105,414, it is the third largest city in the
County. 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 new City of Miami Gardens is comprised of seven communities identified as a
Census Designated Places (CDP) in the 2000 Census: 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.
According to the 2000 Census, 11,151 households in the City of Miami Gardens earn
less than 80% of the area median income or less 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 throgh I-4 in the 5 year
Consolidated Plan document: (1) the City location, (2) the Community Designated
Places that comprised the City in the 2000 census, (3) the CDBG priorty areas by
census block group and neighborhood and, (4) racial demographic by census block
group.
2. Basis for Allocation of Funding
Because the primary national objectives of the Consolidated Plan programs are to
benefit low-income and moderate-income residents, the City of Miami Garden's
Community Development Block Grant (CDBG) program funds will be targeted to low-
income and moderate-income neighborhoods and activities that benefit the City as a
whole, the majority of whose residents are low or moderate-income.
Target Areas:
The City of Miami Gardens has identified twelve (12) areas that have a low to
moderate-income population of 51% or more. These areas will be designated CDBG
priority areas for the purpose of program funding.
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Area name
Census Tracts
Rainbow Park 000403-(1)(6), 000402-(2), 000501-(3)(1)
*Bunche Park 000403-(5), 000402-(3)(4)
Lake Lucerne 009904-(1), 00904-(9)
Brentwood & Vicinity 010002-(1)
Myrtle Grove & Vicinity 009400-(4)
Le]une Gardens & Vicinity 010006-(1)
Kings Gardens 010010-(2)
Cloverleaf Estates & Vacninty 009501-(9)
Eagles Landing/Leslie Estates 010002-(2)
Unidentified 009600-(2), 009902-(3)
*indicates neighborhood with greater than 70% low-mod income
Neighborhood Revitalization Strategy:
According to the 2000 Census, more then 70% of the residents in the Bunche Park
neighborhood are classified as low to moderate income. This area represents the
highest concentration of low income residents citywide. As such, the City of Miami
Gardens will work with area stakeholders, residents, businesses, and financial
institutions to develop a neighborhood revitalization strategy to serve this area. If
approved by HUD , this strategy will allow the City greater flexibility to provide
economic incentives.
Priority Needs:
According to the Guidelines for preparing a Consolidated Plan Submission for Local
Jurisdictions, the statutes for the formula grant programs set forth three basic goals
against which the plan and the City's performance will be evaluated. As such, the
City of Miami Gardens recognizes the priority needs categories for the five-year
planning period. Relative priorities and target funding proportions were established
through the synthesis of the needs information obtained through the plan
development process. A core component of the public outreach in preparing this
plan was to prioritize among a lengthy list of real needs given the limited amount of
funding available through the Consolidated Plan programs. Table I-5: Prioritization of
HUD Goals, contained in the 5 Year Consolidated Plan document lists the goals,
specific objectives for each goal, and priorities.
3. 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-income and moderate-income residents.
Due to the cycle of natural disasters over the last few years, federal, state, and local
government budgets have been highly impacted by the cost of the recovery process.
The 2004 and 2005 hurricane seasons cost the City of Miami Gardens $1 million
dollars (after FEMA reimbursements), which equals 75% of the City's municipal
budget reserves.
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As a result, in the four years since incorporation, the City has not been afForded the
opportunity to develop a healthy reserve. These budgetary constraints have forced
the City to make difficult decisions regarding the allocation of resources for programs
in the community. In the upcoming years, City leaders will have to balance the
community's many needs against the implementation of fiscally responsible
budgetary practices to establish a healthy reserve. These factors will limit the City's
ability to fully fund all the program needs identified in the five year Consolidated
Plan.
However, in the upcoming year, the City will continue to seek partnerships with
various state, county, and non-profit agencies with existing programs in the
community to leverage the City's 2007-2008 allocation.
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.
Program Year 2 Action Plan Managing the Process response:
1. Lead Agency
As the entitlement grantee for the CDBG programs, the City of Miami Garden's
Department of Community Development is the lead agency for the development of
this 2007-2008 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.
2. Plan Development Process
The City of Miami Gardens has embraced a process for the development of the five-
year Consolidated Plan and the 2007-2008 Action Plan that included 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-income 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 involved in the
visioning process.
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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, the City will work during the
upcoming year to create partnerships with public and private housing agencies,
health and social service providers to leverage the 2007 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. Pro~ride 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 disabitities.
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.
Program Year 2 Action Plan Citizen Participation response:
1. Citizen Participation Process
Encouragement of Citizen Participation:
The City of Miami Gardens will enable its citizens to participate in the development of
its Consolidated Plan, Annual Action Plan, and any substantial amendments to the
Consolidated Plan and required Consolidated Annual Performance and Evaluation
Report (CAPER). The City will encourage participation by low and moderate-income
persons, particularly those living in slum and blighted areas of the City, as defined by
HUD, and in areas where CDBG funds are proposed to be used. Particular efforts will
be made to encourage participation by residents of predominantly low and moderate-
income neighborhoods.
In addition, it is expected 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. The City will provide translation services for any public
meeting or public hearing, if the request for such services is requested four days in
advance of the meeting. In addition, all meetings will be conducted in areas that are
accessible to persons with disabilities.
The City will encourage the tenants of the Miami-Dade Housing Agency to participate
in the process of developing and implementing the City's Consolidated Plan and
Annual Action Plan, along with other low income residents of targeted revitalization
areas in which the developments are located. The City shall provide information to
these residents about the Consolidated Plan activities so that the local housing
authorities can make this information available at their facilities.
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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:
A notification will be advertised a minimum of two (2) times 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.miamigardens-fl.gov/communitydevelopment)
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
1515 NW 167 Street, Building 5, Suite 200
Miami Gardens, FL. 33169
North Dade Regional Library
2455 NW 183rd Street
Miami Gardens, FI. 33056
City of Miami Gardens
Parks and Recreation Department
Cloverleaf Park
303 NW 191 Street
Miami Gardens, FL 33169
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/communitydevelopment). Hard copies will also be available upon request.
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
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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 tie made public by posting at the City
Hall, and on the City of Miami Gardens' website (www.miamigardens-
fl.gov/communitydevelopment). 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 (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 (www.miamigardens-
fl.gov/communitydevelopment) 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.
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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 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. 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, amendments, and the
Comprehensive Annual Performance Reports 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, 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 Community Development Staff
will respond to the complaint in writing within fifteen working days.
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.
Summary of Citizen Comments
The City of Miami Gardens held two public hearings to obtain citizen input on the
draft 2007-2008 Action Plan. The public hearings were held at City Hall. The agenda
for each public hearing was the same: a brief presentation of the programs and
activities carried out in the 2006-2007 program year was made by the Director of
Community Development. The public was then given the opportunity to ask
questions and provide input as to the programs desired for the 2007-2008 program
yea r.
For purpose of simplicity, the Community Development Director provided the public
with the eligible categories and then solicitied input/comments on each category so
that the public could follow along. What follows is a transcription of the questions,
answers, and comments pertinent to the Second Year Action Plan received at each
public hearing:
IA~
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Summary of Citizen Comments
Tuesday, April 17, 2007 2:30 PM Meetinq
HOUSING
Public Comment:
The City put in sidewalks, but the result of that, is that it now creates
flooding when it rains because when they dug from the property to
the street, it created a little ditch, and when it rains, it settles there.
Is there anything that can be done to beautify that or prevent the
flooding?
Community Development response:
We can take at look at that. That can probably be addressed under the
rehab program or under the public facilities category. It really depends on
where the property line begins and ends. But we can include your comments
under both categories.
Public Comment:
My home burned to the point where it is unlivable, and at the time, I
thought I had insurance on it but I didn't. I've applied for every
program that I have heard of. I was wondering if there is some type
of volunteer programs with the businesses in the areas, or just what
we can do to get help, not only for myself, but other people in the
same predicament.
Community Development response:
That would be under the rehab or replacement home program. Just so that
everyone is aware, the City is now eligib/e to receive state funding which we
will be getting in July. And one of the programs that we have built into the
plan submitted to the State is to not only do rehab, but also do replacement
homes which means that if the property is so dilapidated that it cannot be
~epaired-If the damage goes above a certain /eve% then we wou/d tear down
the existing structure and build a new one on the existing site.
Public Comment:
My concern is that in the City of Miami [Gardens], there are still a lot
of houses with the blue roof and I know in some of these homes,
there are people who are senior citizens. I don't know if they are
getting any type of support from the state or the city, so what I am
wondering is will the funds that you are getting through HUD be able
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to help any of these people who still have the blue roofs on their
homes?
Community Development response:
Yes, the short answer to the question is yes we can. In fact, not on/y are we
getting money from the federal government as part of our rehab program,
but we've also been awarded a disaster recovery grant that came from the
federal government to the state-so we have been awarded some money that
we can use to address those things. Before we actually opened the rehab
program application cycle back in December, a lot of individuals who had
blue roofs called my office and asked about those programs. Although we
had a good turnout of people that applied, over 150, when the application
cycle opened, not a lot of them so far had hurricane damag~ or blue roofs
speci~cally. So what we are finding is that a/ot of fo/ks are not even aware
of the programs that are available to them and when they are aware, they
don't apply. Because, as you all may know, the county has the No 8/ue
Roofs program which is county-wide, and there are a/ot of folks within the
city that we found out that still have not applied to that program. So I think
the issue is not so much the program availability as much as it is people
being aware of what to do and how to do it. And maybe ane of the things
that needs to happen, and I'm not sure how we would do it, is to figure out a
way to personally go door to door and somehow make those folks aware.
And I don't want to commit any other departments, but we have several
departments that may now have the resources to, as they see certain
conditions, be able to give them information about how the programs work.
We are required by law to do an ad in the paper, but we know that not
everybody reads the paper and not everybody will respond to an ad. I think
some people will respond better if somebody knocks on the door and says
"hey are you aware of this." But we also have to be careful of this, especially
our elderly popu/ation, because there are a/ot of scammers out there and a
lot of folks don't want to necessarily not only open their door to anybody, bur
they are very skeptical about anything that they are given. So, it's kind of a
double-edged sword, but, I think those of you that are here certainly can
help us by being aware of what we have available and letting people know
that they can call us and we can certainly keep them informed as far as
what's available to them. We've tried to partner with several organizations.
We just met with a gentleman last week from the American Red Cross and
the Red Cross has a program for assistance for hurricane-related damage,
and not a lot of people were aware of it. I wasn't even aware of it. I heard
on the radio yesterday that United Way has a prog~am for housing
rehabilitation, so there are a bunch of different things that are out there that
a lot of people are just not aware of.
ECONOMIC DEVELOPMENT
No public comments received.
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PUBLIC FACILITIES & IMPROVEMENTS
Public Comments:
The City put in sidewalks, but the result of that is that it now creates
flooding when it rains because when they dug from the property to
the street, it created a little ditch, and when it rains, it settles there.
Is there anything that can be done to beautify that or prevent the
flooding?
Community Development response:
We can take at look at that. That can- probably be addressed under the
rehab program or under the public facilities and improvement. It really
depends on where the property line begins and ends. But we can put it
under both categories so that it will be addressed under public facilities as
well.
Public Comments:
Are there funds available to have a community cultural center? Also I
have a couple of magazines that I pick up regularly that are free such
as parenting, or families and i flip through them to see what's going
on. Most things that are advertised are either in the south west area
or Broward. I don't really see anything here. Are they going to be
working on that?
Community Development response:
Not only is there money available and it is an eligible activity, it is something
on which the city already begun to do some studying. Many of you may or
may not be aware that we are considering our City Center and we are in the
process of trying to negotiate with the current property owner. As you all
know our city offices are spread out throughout this particu/ar complex. Dur
goal obviously, is to be able to create a City Center and in that facility and on
that site, be able to have a cultural center that would be city owned and
operated so that the cost would be reasonable or free depending on the
presentations that are going to be done. This is something that takes time
and is in the works. That is really the main goal for the Mayor and the
administration to be ab/e to have our identity if you will, with having a city
center and nice city hall and a city administration building. Also in that
center, be able to incorporate a cultural center.
Public Comments:
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Are there monies available to build a recreation facility for senior
citizens?
Community Development response:
The practicality of it all is what we want to talk about and I think that
probably falls more appropriately under the public facilities category. What I
think Mr. Ham, is that we can look at trying to create something within some
of the existing parks and be able to create a facility. The problem that we
have with that as you probably can imagine with having over 20 parks in the
city, is designating a location, because if we do it in one park then seniors
from another park of the community are going to say, Wow that's too far,
I'm not going to go over there. So we have to be really sensitive to the
needs. That's why in reality we've tried to come up with the city center which
we believe to be able to service all of the residents of the city. But it's
certain/y something that we can put on there. I don't know what the cost of
that would be but, again this is a process for you all to give us your input and
give us what the priorities you believe to be and certainly we can certainly
incorporate that, and our Mayor and Council need to be made aware of that,
this is a concern so we can list it..
PUBLIC SERVICES
Public Comments:
Do you have any programs for childcare and after school programs?
Community Development response:
We don't have anything that we fund through our department, but it's
certain/y something that we can list as a category.
Public Comments:
Are there any volunteer services that help assist senior citizens?
(Meals, Assistance etc....)
Community Development response:
Under this program, we can choose to fund organizations that provide those
types of services whether it's for homebound meals or whether it's any kind
of assistance in the home or I think that within our city we're trying to
organize vo/unteer services.
Public Comments:
Do you have training for young men and women that have a criminal
record? ~
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Community Development response:
There is, I think the County has an ex- offenders program. There is an
organization that provides it. Have you all heard of Neighbors and Neighbors
Association? It's a non- profit organization and what he does is he finds
those individuals who have criminal records and helps them to try to get
back on their feet by opening their own business. He provides them training
and he also provides them some capital funding to be able to help them say
you know if you want to start your own business like this young man, either
a record business or a car wash or whatever idea for a business that they
may have but, those individuals that have a record have a hard time going to
the bank and getting a loan because of the record. That's something that we
~an certainly consider under the ex- offender program.
Public Comments:
Are there any after school programs for our youth?
Community Development response:
That's an interesting question. I'm sure that there are. I think that what we
would try to do is work with some of the businesses that are participating,
that may want to try to employ some young people for the summer. We can
put it down as an objective as something that we can try to do. I think the
challenge is going to be really getting some businesses that would be willing
to participate and employ some young people. I did get a call, a lady at
Florida Memorial University; they have a program that they have specific for
at risk youth to he/p them get training on painting and some light
construction work. They had different projects that they were working on to
be able to get these young people trained on how to properly paint because
there is so much construction in South Florida and there is so much
opportunity that a lot of folks are not even aware of how to do it the right
way. Those types of things cou/d be done, but also just in terms of reaching
out to some of the businesses that may have positions available to be able to
emp/oy those young people may be the way to go about it. We can certain/y
put that down and see how we can go about incorporating that.
OTHER
Public Comments:
What programs are available to us within the city?
Community Development response:
Our events and media office are trying to put together a city wide newsletter.
The newsletter is intended to be able to provide an overview of different
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things that are not only happening in the city but also access to programs
that are going on. We're trying to work with that office to make sure that we
provide as much information about the programs not only that were running,
but also other programs and services in the city. So we'll try that and our
office is always available even outside this process today and so just because
you may have thought about something on your way home today feel free to
give us a call and say hey you know , it'll be great if we can get something
like this. So we'// see if we can work on that. Just so that you are aware, we
are going to be putting together a newsletter going out to all city residents
that will go out quarterly which is every three months you'll get an update on
what's going on in the city.
Public Comments:
How much of HUD funding is interlocking with the schools?
Community Development response:
Good question. The HUD funding and the money that goes to administers of
the schoo/ are two separate sources. However, we cou/d say under the
category of Public Services for instance, you all as residents can say we want
the programs for our youth to be done in conjunction with the school board.
So that is something certainly that you can express to us as a desire that we
look at for next year and we are as you all know are signing this contract
with Dade county public schools to really build a better relationship because
we have so many schools within the city that it only makes sense that we
would try to incorporate some of the public service programs to run through
and work through schools, the schools that are within the community.
Public Comments:
There are so many young kids selling drugs on the street and it is
very disturbing. Is there anything that can be done about this?
Community Development response:
Yes, we are, if you've been to any of our city council meetings, the /ast three
meetings that I've attended, that has been the biggest issue that the Mayor
and I had to address with regard to the public comment. As you all may or
may not know, we are actively in the process of recruiting for our police
department which is expected to be up and running in December of this year.
The expectation is that having our own police department will have much
greater attention to those pockets of problem areas that you and everyone
else knows where things are happening that we're just not getting the
response that is satisfactory from the county police department. The best
thing that I could tell you is to just be patient we are working to have our
own police department to be more responsive to the needs of our residents.
So hopefully after the first of the year, as our Mayor and several of our
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Council has been very vocal, it's going to be a new day. It will be much more
aggressive much more specific targeting of the police efforts in the city.
Wednesdav, April 18, 2007 6:30 PM Meetinq
HOUSING
Public Comments:
Are you involved with the rehabilitation program?
Community Development response:
That's something that we can certainly consider for next year.
Public Comments:
Will it be for all of the citizens? The low incomes, the moderate
incomes? Will everyone be able to take advantage of this?
Community Development response:
Yes it is. We had an application cycle this year in December and we received
165 applications.
Public Comments:
How many out of the 165 applications were approved?
Community Development response:
We have four that have been approved eighteen in the pipeline and over 40
that were rejected for many reasons. Some peop/e that applied didn't real/y
own the house. They did not have a c%ar tit/e and some did not have
insurance and amongst other things that disqualified them.
Public Comments:
Were the hurricane shutters included?
Community Development response:
We're actually going to put out another ad for that, but we did include
anyone that had any hurricane damage. In fact, some of the clients that
we're he/ping actually had some hurricane damage.
Public Comments:
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What can we do to prevent it?
Community Development response:
We've actually received some dollars from the County that can go toward
what they consider hardening which is preparation for the next hurricane.
We're going to be actually that as I said, very shortly.
Public Comments:
What do you mean by advertising?
Community Development response:
We're going to be advertising the application for the hurricane mitigation
very shortly. It wasn't incorporated as part of our rehab program but we're
going to be re-advertising that so we can include anyone who wants to put in
shutters or get a stronger rule for whatever the case is.
Public Comments:
Will you be implementing a program for us to get storm impact
windows? How does this program work?
Community Development response:
Yes. Under the rehab program we can create a program that will just be for if
you wanted to replace your windows, either hurricane impact windows or just
shutters. We can do that under our rehabilitation program. We can make
sure that if you want to apply to just get your windows replaced then we can
include that as part of the rehab program. In terms of how we do it, we don't
provide a grant. We provide a deferred forgivable loan. This means that we
will give you as a homeowner, so that you would have an obligation that will
be forgiven after five years that you're in the house. It's not a grant. The
reason we don't give a grant is because a lot of people take advantage of
these programs, they get their house ~xed up and then they turn around and
sell their house. What we do is give the money to the peop/e that really need
it and want to stay in their property but the property needs some work. We
will give you the money through a deferred forgivable loan, which means that
we defer it. We don't collect it. So if you stay in the house for 5 years, after
the fifth year the debt goes away. But it's not a grant. The difference is that
if we gave you a grant, then you'd have no obligation. We give you the
money, you turn around after the work is done you sell your house, you
make a profit and then the money goes away. So instead, we do it in the
form of a /oan.
Public Comments:
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Do you have to make the payments on the loan? Is there a
maintenance fee?
Community Development response:
No. There's no payment.
Public Comments:
What do you do for the senior citizens regarding home rehab?
Community Development response:
What we do now, is that we prioritize those who are senior or disabled, so if
you app/y and you happen to apply on the first day that we have it, and
there is fifteen other people who have applied and you happen to fall in the
category as a senior, you will get priority based upon that application.
Public Comments:
Is there a registration program within the City of Miami Gardens to
make sure that the contractor is acceptable to the criteria's which
have been set by the City of Miami Gardens? Is there a list provided
for the homeowners of the community to select from for the use of
contractors who have been approved by your program?
Community Development response:
Yes to both questions.
Public Comments:
What are the procedures?
Community Development response:
If you want to register and have access to the computer, we can give you
that information. If you're a contractor, Go to DemandStar, provide your
application and registration gets qualified through our procurement office,
and they will determine that you are an approved contractor. We check for
licenses and insurance. Under our rehab program, the homeowners that
app/y, then we send a list of approved contractors. We pay, directly to the
contractors for the work so that the homeowners don't have to deal with it.
Public Comments:
Is it done in a close bid process whereas each contractor goes out
physically and asses the property?
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Community Development response:
Yes
Public Comments:
Is the bid held at a public opening or is it reviewed by your office?
Community Development response:
We review it to make sure that the price that each contractor is providing is
within a certain percentage of what we estimated it to be. Ultimately in our
program, we let the homeowner make the decision and the reason why, is
that you as a contractor you and I can both be contractors and this young
lady can be the homeowner. She may like you better because you look more
honest than I do, our prices may be very c%se, but we don't want to force
her to choose me over you. We want the homeowner to feel more
comfortable as long as the price is within a certain range.
Public Comments:
My question is in regards to first time home buyers, what assistance
do you provide?
Community Development response:
Right now our program provides up to 20,000 dollars for a down-payment
assistance in closing costs. That's the program we have this year. That's
certainly something that we can implement next year in terms of
homeowners assistance.
Public Comments:
Where can I find out the requirements?
Community Development response:
You can go to our website at www.miamigardens/fl.gov/communitydevelopment
You can always access our website and get information or updates as it
relates to the different programs we're offering.
Public Comments:
Do you work with any mortgage companies?
Community Development response:
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We have approved lenders that we wo~k with. The lenders that we work with
have products specifically targeted for low and moderate individuals who do
not have the best credit rating and the best job history. They are also trained
and experienced at being able to identify different subsides that first time
home owners or home buyers are going to need to get in order to be able to
make the transaction work. We're not opposed to working with mortgage
brokers, but we do have a limitation on the fees that the brokers can charge.
We'd rather work directly with the lender along with the different subsides
sources to be able to make that happen.
Public Comments:
Do you have a list of approved mortgage brokers?
Community Development response:
No. We have a list of approved lenders.
Public Comments:
Will the City of Miami Gardens be dealing with Section Eight?
Community Development response:
Not Yet. We are going to try to deal with Miami-Dade Housing in terms of
making sure that the voucher clients that live within the city conform to the
requirements as it relates to wherever they are renting. We get a lot of
complaints from the property owner that the clients tf-at are living there are
overcrowded and making a mess of the place and doing illegal things. What
we are trying to do is work with Miami-Dade Housing particularly, the division
that works with Section Eight, to make sure that through their re-certification
process every year that those tenants are complying with all of the
requirements here so that we wont have a reason to condone bad behavior
as part of the community.
Public Comments:
Will the City of Miami Gardens be offering Section Eight vouchers?
Community Development response:
We don't want them. What I'd like to try first, is to see if we can work better
with Miami-Dade Housing.
Public Comments:
As far as the home improvements, is it done for the outside of the
house or the entire property?
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Community Development response:
It's for the entire property. We primarily focus on code enforcement issues or
code violations. If you have electrical problems and other major problems,
we have to address those ~hings first. If you have money left over from the
program we can do some beautification.
Public Comments:
Pembroke Pines has a program that is set up where the city is
purchasing and giving 20,000 dollars to build your house. Are there
any programs like this in the City of Miami Gardens?
Community Development response:
We don't have any prog~ams like that. However we can de~nitely include this
as one of our action plans for next year.
Public Comments:
As far as purchasing a house where now the prices are 250,000
dollars or more, and in order to be qualified for a grant or loan, you
have to make at least 60,000 dollars a year. Would this be
considered a moderate income in order to be qualified?
Community Development response:
It depends on the number of people living in the house. If you visit our
website, there is a scale depending on the number of people living in the
househo/d it will tell you how much income you need to make because we
have to calculate it based upon household income. It's not based on one
individual; it's based on how many people are earning in the household with
an income.
Public Comments:
How many foreclosures has the City of Miami Gardens had?
Community Development response:
We haven't had any yet because the program is brand new. We don't know
that info~mation. There is a high percent of foreclosures across the country.
However, I don't know how many speci~cally here in Miami Gardens. It's
unfortunately a nationa/ trend that we need to be made aware of.
ECONOMIC DEVELOPMENT
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Public Comments:
Do you have any programs in place for anyone who needs a loan and
wants to start a business?
Community Development response:
We don't, but that is certain/y a suggestion-assistance for start up
businesses.
Public Comments:
What are you doing for the elderly and the seniors in the community?
Community Development response:
We're doing quite a bit. You tell us what you think we need to be doing.
PUBLIC FACILITIES & IMPROVEMENTS
No Public Comments:
PUBLIC SERVICES
Public Comments:
Is there a program in place that enhances cognitive behaviors for our
kids who were not able to meet the criteria for the FCAT or
something to prepare them especially the 3`d graders?
Community Development response:
No we do not. But certainly we can include that as part of pubic services.
Public Comments:
What is the manner in which we will present a package to provide
that service?
Community Development response:
Great Question. The way that it works, as a department and city we get
money from the federal government. Our department is responsible for
administering the money. The way we administer it is we set up programs.
We take the money that we get from HUD and we fund the general programs
that you all determined to be important for next year. That's how it works.
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Public Comments:
Are there any restrictions or limitations to establishing a home based
business in the homes that received HUD sponsorship, funds or any
monies? Are there any services that will be provided if that option is
available?
Community Development response:
No there aren't any restrictions, so if you have an existing homeowner who
received money for rehab, there aren't any restrictions other than whatever
is prohibited by the code. So if in fact you want to run a daycare in you~
home, you have to make sure that number one, the zoning permits it and
you have all of the adequate resources withir, your home to be able to do
that. Or maybe if you have a home based accounting service as long as the
zoning is permitted and the code permits that there is no restriction with
regard to having receiving HUD funds to be able to do that.
Public Comments:
Are there any services or programs for college students living on
campus that we can benefit from?
Community Development response:
One of the things that we're trying to do is th
financial literacy seminar is to really engage
Because everyone is doing their own thing
coordinated effort.
Public Comments:
e first step is through this
the business community.
and there is no central
What services are you doing for the elderly? If so, would we get any
phone calls from the City of Miami Gardens?
Community Development response:
We are currently funding an organization that will be providing financial
literacy for our elderly residents and the idea is to be able to help senior
citizens understand things like reverse mortgages being aware of predatory
lending. How to help senior citizens with tax b~eaks that they may be entitled
to. The agency will be helping. Anything that we do in our office would be
through a public advertisement. We would put an ad in the paper and we
wouldn't call anyone directly.
Public Comments:
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Is there a means of communication between your agency and the
other agencies that have access to the land that is available for the
use of non- profit facilities? How do we as a non-profit go about
coordinating with your branch which has the list of properties?
Community Development response:
General Services Administration in Miami-Dade County had a list of
properties that were vacant in the City of Miami Gardens. They put out a list
for qualifications for developers to develop those sites. I contacted the
person in charge and they did not allow us to do that. However, we advised
them that we needed to be involved as far as the status. The coordination
doesn't happen very easily. If there are any properties that you know of,
contact my office and we will research that for you and if we can get access
to it we will do it.
Public Comments:
What can the general public do if we wanted to pursue a property?
Community Development response:
That's a continual challenge for The City of Miami Gardens as a new city to
be able to create our own destiny. I as an Administrator of this city as well as
the Mayor, the City Manager or anybody else can be accountable to you as a
resident once we have it. As there are many cases that are out of our control
that we just simply try to work through the County to be able to have some
part in it. We are continuing to work on that.
Public Comments:
For those of us who have existing properties that are vacant, where
would we go?
Community Development response:
For existing properties that are vacant, we will find out who owns it and find
out when that property will become available.
OTHER
Public Comments:
Do you have a city based job program for at risk youths?
Community Development response:
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We don't. However this is something that we can definitely include as far as
city based job training. We have a tremendous shortage of building
inspectors. If you are licensed and meet all of the criteria can easily earn
over 100,000 dollars a year and with no college degree. If we we~e to take
some at risk youths and have them get trained it will be beneficial for them.
Public Comments:
What programs are being implemented for the homeless?
Community Development response:
We don't as a city have any allocations for the home%ss because that is done
through the Miami-Dade Home/ess Trust. Miami-Dade Home/ess Trust has an
entity that essentially represents the different municipalities in the county.
Apply to HUD under the home%ss category. They receive the money and
administer the services and the outreach county wide.
3. Efforts to Broaden Participation
The components of the citizen participation plan discussed above have been
designed with the explicit intention of accommodating and encouraging participation
by low and moderate-income residents, residents of low and moderate income
neighborhoods, members of minority groups, persons with limited English skills, and
persons with disabilities.
Finally, plan development consultations included specific targeted outreach to service
providers, homeowners associations, faith-based organizations, and the business
community. These consultations involved the active participation of inembers of
minority groups, low and moderate-income individuals, persons with limited English
skills, and individuals with disabilities.
4. Explaination of Comments not accepted
Not Applicable
Institutional Structure
1. Describe actions that will take place during the next year to develop institutional
structu re.
Program Year 2 Action Plan Institutional Structure response:
Institutional Structure
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.
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The City of Miami Gardens City Council acts as the final authority for the
appropriation 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:
Housing Rehabilitation Program: Housing rehabilitation assistance for low to
moderate income residents Citywide with a focus on energy efficiency and
weatherization. Program may include acquisition of foreclosed properties to be
repaired and made available to Iow to moderate income residents.
Homeownership Assistance Program: Provide both direct and indirect
homeownership assistance and training to low to moderate income homebuyers city-
wide.
Program Partners:
• Miami-Dade Housing Agency
• City of Miami Gardens Building Services Division
• City of Miami Gardens Code Enforcement Division
• City of Miami Gardens Planning Department
• Non-profit organizations
Suitable Living Environment -Programs in Support of this Goal:
Livable Neighborhood Initiative Program: Funds improvements to residential and
commercial storm water drainage facilities, roadways lighting, and landscaping to
address flooding, and safety issues city-wide.
Youth and Senior Services: provides funding support for public service activities that
benefit youth and assist elderly residents.
Program Partners:
• City of Miami Gardens Public Works Department
• City of Miami Gardens Parks and Recreation Department
• Miami-Dade Police Department
• City of Miami Gardens Building Services Division
• City of Miami Gardens Code Enforcement Division
• Homeowners Associations
• Faith Based Organizations
• Non-profit organizations
Expanded Economic Opportunities - Programs in Support of this Goal:
Commercial Redevelopment Program/Special Economic Development Program
(Technical Assistance) : Provides funding to improve commercial corridors
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throughout the City and provides technical assistance and access to capital to City
businesses.
Program Partners:
• Beacon Council
• City of Miami Gardens Chamber of Commerce
• Miami-Dade Office of Community and Economic Development
Consolidated Plan Delivery System:
As a new municipality, the City of Miami Gardens will strive to use the Community
Development Block Grant 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 has identified potential gaps in the delivery system, which include the
duplication of services among multiple not-for-profit agencies providing public
services. The Community Development Department will attempt to address these
gaps in the coming year by strongly encouraging partnerships among public service
providers to prevent duplication and increase service levels. The Department will
also aggressively promote the creation and designation of Community Housing
Development Organizations and providing support and training to help these groups
become more established and successful.
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.
Program Year 2 Action Plan Monitoring response:
1. Monitoring
The City of Miami Gardens Community Development Department shall conduct a
quarterly on-site monitoring visit for each sub-recipient 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 sub-recipient; 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 quarterly 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.
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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 wilt 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-recipienYs 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 wil~ 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
agreement.
Lead-based Paint
1. Describe the actions that will take place during the next year to evafuate 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.
Program Year 2 Action Plan Lead-based Paint response:
1. Lead Based Paint Evaluation and Reduction in Housing Policies and Programs
The City of Miami Gardens may use a portion of the CDBG allocation to continue to
administer its Housing Rehabilitation Program. However, upon confirmation of SHIP
funding allocation, it is likely that CDBG funds will not be used, hence the need for a
Lead Based Paint Evaluation will not be applicable. Nonetheless, in the event that
CDBG funds are use, the basic inspection will include testing of the residence for lead
based paint. Applicants for the Housing Rehabilitation Program found to have lead
based paint will receive priority funding status for the cost of remediation.
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ACTIVITY ACCOMPLISHMENT UNITS GOAL
Direct Homeownership Assistance Households 3
Rehab, Single-Unit Residential Housing Units 12
Energy Efficiency Improvements Housing Units 5
2. Use of Resources
As previously mentioned, the City of Miami Gardens anticipates receiving an
allocation of SHIP funds from the Florida Housing Finance Corporation. We will also
continue our efforts to request a direct allocation of HOME program funds in order to
address the specific needs for direct 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.
Program Year 2 Action Plan Public Housing Strategy response:
1. Partnership with Public Housing Agency
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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.
The City will partner with MDHA to expand the education component of the FSS
program. The City will work with MDHA to provide FSS participants additional
training on the responsibilities of homeownership and finances in an effort to
increase homeownership rates amoung public housing residents.
2. Troubled Designation
Not applicable
Barriers to Affordable Housing
1. Describe the actions that will take place during the next year to remove barriers
to afFordable housing.
Program Year 2 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 past five years. This urban community is 93% built out with a
forecasted 8% increase in population growth by 2010. In addition, the recent cycle of
natural disasters throughout the country has created a critical shortage of both labor
and materials, thereby driving up the cost of construction nationwide.
As a new municipality, 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 of Miami Gardens
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:
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Objective 1.2 Affordable F+ousing Incentives: Provide incentives to assist in the
provision of affordable housing.
Evaluation Measure #1: Adoption of land development regulations and appropriate
policies that assist private developers with providing afFordable housing.
Evaluation Measure #2: Number of new afFordable housing units.
Policy 6.2.1 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.
Po-icy 6.2.2 Offer technical assistance and referral services to applicants interested
in developing affordable housing opportunities.
Policy 6.2.3 By June 2008, 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.
Policy 6.2.4 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.
Policy 6.2.5 Encourage the development of rental housing alternatives for family
households.
Policy 6.2.6 By June 2008, 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.
Policy 6.2.7 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 § 9Z.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 P) 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 P] will refinance
existing debt. At a minimum these guidelines must:
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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.
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.
Program Year 2 Action Plan HOME/ADDI response:
Not Applicable
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 publicly-owned land or property.
Please describe, briefly, the jurisdiction's plan for the investment and use of
funds directed toward homelessness.
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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.
Program Year 2 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 of Homeless Assistance Programs. The City of Miami
Gardens along with 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 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
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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 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.
2. 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 Mangement 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.
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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, especialty 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 Office of Community and
Economic Development, and $700,000 in operational funding from HUD to fund the
relocation of Camillus House to a safe haven model. The 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. ]ail 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, ]udge Steve Leifman, a highly successful and nationalty 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 crisis intervention team
training to local police officers to encourage the appropriate treatment of inentally 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.
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J. Regional Planning Efforts- The Homeless Trust's Executive Director particptes
in the Florida Coalition for the Homeless Regional Planning Committee that is
addressing regional 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$1
million 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 Attorneys 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, utiliry
assistance, and other services. FEMA funds availiable through the Emergency Food
and Shelter Board, 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 .
5. Discharge Coordination Policy
The Homeless Trust currently has executed interagency agreements with; the
Department of Children & Families for youth exiting foster care, the llth 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
Homeless Trust, the Depart of Children & Families, the Courts, the Department of
Corrections and the Public Health Trust ensuring that the discahrge of individuals
discharged from these systems is coordinated and does not result in homelessness.
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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.
Program Year 2 Action Plan ESG response:
Not Applicable
Cammunity 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.
Program Year 2 Action Plan Community Development response:
1. Priority 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:
Develop of state of the art recreational facilities and services:
CDBG and other funding will be used to improve recreational programs and facilities
in the Community. Priorities will be placed on projects that improve streets, install
sidewalks and provide for pedestrian safety, redevelop parks, plant trees, and create
new recreational facilities in low to moderate-income neighborhoods.
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Redevelop blighted commercial and residential areas:
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-income 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.
Improve maintenance of storm water facilities:
Funds will be used to address the lack of storm water facilities, hydraulically
inadequate storm water facilities, low lying structures, and locations that have been
subject to inadequate system maintenance prior to the incorporation of the City of
Miami Gardens. These priorities have been identified in the Storm Water Master
Plan, which is the City's program of action for solving storm water management
problems throughout the City and in low to mod neighborhoods in particular.
Develop an Economic Development Programs:
The City will provide training, education, and employment opportunities to help
expand Miami Garden's workforce, particularly by lifting low-income and moderate-
income residents into stronger positions in the evolving economy. 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 elderly residents:
CDBG and other funding will be used to implement programs to assist elderly in
providing them increased access to benefits and credits
See Table IV-1: Public Facilities and Improvements Priorities
See Table IV-2: Public Services Priorities
See Table IV-3: Housing, Economic Development, & Historic Preservation
Priorities
2. Specific Long Term and Short Term Objectives
The activities listed above received a high, medium and low priority ranking during
the visioning and focus group exercises conducted in support of the Consolidated
Plan. 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 City of Miami Gardens residents in the 2005 visioning process. Because funding
for "medium" and "low" priority activities is not expected to be available,
accomplishment goals have not been provided. The accomplishment goals represent
the activities anticipated in the 2007-2008 Action Plan period. A discussion of
anticipated outcomes for each conceptual goal is follows:
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1. Develop State of the Art Recreational Facilities and Services:
ACTIVITY ACCOMPLISHMENT UNITS GOAL
Youth Services People Served 400
Priority projects in this category include support for public service activities that
benefit youth populations. These activities will assist the City of Miami Gardens in
moving closer to achieving its goal of developing state of the art recreational facilities
and services for the residents of Miami Gardens.
2. Redevelop aging housing stock in residential areas:
ACTIVITY ACCOMPLISHMENT UNITS GOAL
Direct Homeownership Assistance Households 3
Rehab, Single-Unit Residential Housing Units 12
Energy EfFiciency Improvements Housing Units 5
The priority projects in this category includes first-time homebuyer programs,
housing rehab project benefiting low to moderate income residents with a focus on
energy efficiency, code enforcement activities to eliminate substandard and blighted
influences.
3. Improve Maintenance of Storm Water Facilities:
ACTIVITY ACCOMPLISHMENT UNITS GOAL
Public Facility and improvement Area Benefit 1500
(infrastructure)
Priority projects in this category include improvements to residential and commercial
storm water drainage facilities to address flooding issues citywide.
4. Develop Economic Development Programs:
ACTIVITY ACCOMPLISHMENT UNITS GOAL
Building Acquisition, Construction, Businesses 1
Rehabilitation (fa~ade)
Technical Assistance/access to capital Businesses 20
Priority projects in this category include Economic Development activities to improve
blighted conditions within commercial corridors citywide.
5. Create Programs and Services for Elderly Residents:
ACTIVITY ACCOMPLISHMENT UNITS
Senior Services People Served
GOAL
250
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Priority projects in this category include programming and services to assist elderly
residents.
Antipoverty Strategy
1. Describe the actions that will take place during the next year to reduce the
number of poverty level families.
Program Year 2 Action Plan Antipoverty Strategy response:
1. Antipoverty Strategy
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 {J.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.
~ Create Neighborhood Revitalization Strategy Areas to maximize funding and
program opportunities in neighborhoods with greater than 70% low to
moderate-income residents.
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.
Program Year 2 Action Plan Specific Objectives response:
1. Priority Non-Homeless Special Needs
The chart below (consistent with HUD Non Homeless Special Needs) identifies the
relative priority needs for various identified special needs categories for housing and
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supportive services in Miami Gardens. Activities which are labeled as ~~High"
priorities in the table betow and elsewhere in this plan are those which will receive
2007-2008 Action Plan funding. Activities which are identified as °Medium" priorities
are those 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 a new municipality, the City of Miami Gardens is working to secure various
funding streams to enhance our CDBG programs. Currently, the City of Miami
Gardens is working with the State through the Florida Housing Finance to obtain
State Housing Initiative Partnership dollars (SHIP), and HOME program funds.
Since this is the City's second year as an entitlement agency, 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. However, 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
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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 stabiliry, 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 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.
Program Year 2 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.
Program Year 2 Specific HOPWA Objectives response:
Not Applicable
Include any Action Plan information that was not covered by a narrative in any other
section.
Not Applicable
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