CITY OF NORTH MIAMI, FLORIDA

Transcription

1 CITY OF NORTH MIAMI, FLORIDA CONSOLIDATED PLAN PREPARED FOR SUBMISSION TO THE U.S. DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT Prepared by: W. Frank Newton, Inc. for the City of North Miami Community Development Block Grant Program City of North Miami City Council 5-Year Strategic Plan 1 Version 2.0

2 GENERAL 5 Year Consolidated Plan This document includes Narrative Responses to specific questions that grantees of the Community Development Block Grant, HOME Investment Partnership, Housing Opportunities for People with AIDS and Emergency Shelter Grants Programs must respond to in order to be compliant with the Consolidated Planning Regulations. Executive Summary The Executive Summary is required. Include the objectives and outcomes identified in the plan and an evaluation of past performance. Executive Summary: As recipients for federal grant funds, HUD requires the City of North Miami to produce a fiveyear Consolidated Plan and Annual Action Plan. It also serves as the application for funding for the following federal entitlement programs that serve low-income individuals and/or families: Community Development Block Grant (CDBG) HOME Investment Partnership (HOME) The City of North Miami s Housing Five-Year Consolidated Plan identifies the community s affordable housing, community development and economic development needs and outlines a comprehensive and coordinated strategy for addressing them. The City s upcoming five-year strategy will focus primarily on devoting federal, local housing, and community development resources to areas in the City where the greatest concentration of poverty and blight exist. HUD has established three priority goals for jurisdictions across the country to pursue as part of their consolidated planning efforts: decent housing, suitable living environment, and providing economic opportunity. The ability of the City to attain these goals utilizing CDBG and HOME funds can be identified through the following performance measures: Decent housing: The provision of decent housing assists both the homeless and persons at risk of becoming homeless in obtaining housing; retains the existing units in the housing stock; increases the availability of permanent housing in standard condition and at affordable cost to low- and moderate-income families. Decent housing also increases the supply of supportive housing with services needed to enable persons with special needs to live independently, and provides housing affordable to low to moderate income persons which are accessible to job opportunities. 5-Year Strategic Plan 2 Version 2.0

3 Suitable living environment: The provision of a suitable living environment improves the safety and livability of neighborhoods; increases access to quality public and private facilities and services; reduces the isolation of income groups within a community or geographical area by offering housing opportunities for persons of lower-income and revitalizes deteriorating or deteriorated neighborhoods; restores, enhances, and preserves natural and physical features of special value for historic, architectural or aesthetic reasons; and conserves energy resources. Provide economic opportunity: The provision of expanded economic opportunities creates and retains jobs; establishes, stabilizes, and expands small businesses (including micro-businesses); provides public services concerned with employment; provides jobs to low income persons living in areas affected by those programs and activities; makes available mortgage financing for low-income persons at reasonable rates using nondiscriminatory lending practices; provides access to capital and credit for development activities that promote the long-term economic and social viability of the community; and provides empowerment and self-sufficiency opportunities for low-income persons to reduce generational poverty in federally-assisted and public housing. Strategic Plan Over the next five years, the City will continue to provide low and moderate income homeowners with housing repair assistance through the Housing Rehabilitation program and continue to allocate CDBG funds to local nonprofit organization to provide essential social services for the non-homeless special needs population LIST OF PROPOSED ACTIVITIES The Fiscal Year [FY] 2010 Action Plan describes the activities the City proposes to undertake to accomplish the first year objectives of the Plan and are listed below. No. Activity Funding Allocation 1 CDBG Program Administration $266,407 2 Public Services Non-profit Community Based Organizations $150,000 3 Housing Rehabilitation Program $915,629 4 HOME Program Administration $55,488 5 Community Housing Development Organization (CHDO) Set-aside $83,232 6 HOME Single-Family Rehabilitation Program $116,163 7 HOME Multi-family Rehabilitation Program $150,000 8 HOME First-time Homebuyer Program $150,000 TOTAL CDBG & HOME FUNDS $1,886,919 5-Year Strategic Plan 3 Version 2.0

4 TABLE OF CONTENTS FIVE-YEAR STRATEGY Page Strategic Plan 6 General Questions 7 Managing the Process 11 Citizen Participation 13 Institutional Structure 16 Monitoring 18 Priority Needs Analysis & Strategies 18 Lead-Based Paint 21 Housing Needs 24 Priority Housing Needs 29 Housing Market Analysis 33 Specific Housing Objectives 37 Public Housing Needs 39 Public Housing Strategy 40 Barrier to Affordable Housing 40 Homeless Needs 42 Homeless Strategic Plan 45 Community Development Needs 48 Anti-Poverty Strategy 50 Non-Homeless Special Needs Objectives 52 Non-Homeless Special Needs Analysis 52 HOPWA 54 Other Narrative 57 Section 3 Plan 59 List of Agencies 66 Homeless Continuum of Care 67 5-Year Strategic Plan 4 Version 2.0

5 APPENDIX Section 3 Plan List of Funding Agencies Homeless Trust Continuum of Care Agencies Certifications Table 3B Annual Housing Completion Goals Housing Market Analysis Table Continuum of Care Homeless Population & Subpopulations Chart Homeless Needs & Families Table Non-Homeless Special Needs Table [Including HOPWA] HOPWA Performance Chart Housing Needs Table Housing & Community Development Activities Public Notices Needs Assessment Survey Forms Citizen Participation Plan 5-Year Strategic Plan 5 Version 2.0

6 Strategic Plan Due every three, four, or five years (length of period is at the grantee s discretion) no less than 45 days prior to the start of the grantee s program year start date. HUD does not accept plans between August 15 and November 15. This Consolidated Plan is for the City of North Miami s Next Five Program Years FY2010 to FY2015 MISSION: The City of North Miami s Planning and Community Development s mission is to increase the quality of life for residents of the City of North Miami by increasing efforts in providing decent housing, to provide residents a suitable living environment and to increase economic opportunities in the community. Priority Needs: Priority 1: Eliminate Substandard Housing Increasing affordable housing was rated as the highest priority need for the City of North Miami due to the burden it places on low and moderate income residents. Substandard housing, in addition to the health and safety hazards it presents, can cause a cost burden on residents with limited resources. Homes are expensive to maintain, especially for senior citizens on a fixed income. This need is readily addressed with Consolidated Plan resources by working in conjunction with private contractors that have the capacity and are qualified to make long-term renovations. Priority 2: Expand Economic Opportunities The City acknowledges that the recent economic climate has rendered this category a significant priority. Expanding economic opportunities in the city of North Miami is vital to the City s long-term capacity. By creating jobs accessible to low and moderate income persons; providing access to grants for development activities that promote long-term economic and social viability of the community; and empowering low-income persons to achieve selfsufficiency to reduce generational poverty in the community, the City will employ an economic expansion program that will bring additional resources desperately needed in the City. Priority 3: Increase the Capacity of Public Services The third priority goal is to increase the capacity of public services for low and moderate income families and individuals residing in the City of North Miami. Due to the limited resources available, public service projects are limited to those that serve the general public. The needs of those residents with limited incomes are often served in only a cursory way. Consolidated Plan funding is being used to leverage other resources to provide needed public services. Priority 4: Improve Infrastructure One of the lower-rated priority needs felt by the community in the City of North Miami is improvements to existing infrastructure. This goal will assist the City in providing a sustainable reconstruction of an aging infrastructure which will provide the framework for economic 5-Year Strategic Plan 6 Version 2.0

7 development initiatives to sustain the City s economic recovery. Now is the time reconstructing aging infrastructure for the city to remain livable, affordable, and competitive in the ever-changing economy. Infrastructure improvements will primarily include street and sidewalk improvements in areas undergoing other revitalization efforts. These goals align with existing local housing and community development plans and the ongoing revitalization work of the City of North Miami and its housing and community development partners. 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. 2. Describe the basis for allocating investments geographically within the jurisdiction (or within the EMSA for HOPWA) (91.215(a)(1)) and the basis for assigning the priority (including the relative priority, where required) given to each category of priority needs (91.215(a)(2)). Where appropriate, the jurisdiction should estimate the percentage of funds the jurisdiction plans to dedicate to target areas. 3. Identify any obstacles to meeting underserved needs (91.215(a)(3)). 4. Specific Objectives ( (a)(4): Summarize priorities and specific objectives the jurisdiction intends to initiate and/or complete in accordance with the tables* prescribed by HUD. City of North Miami s 5-Year Strategic Plan General Questions response: This section of the Consolidated Plan provides key demographic and other information that is relevant to understanding the City of North Miami s housing and community development needs and issues. It includes information on population and household composition and growth, economic conditions, poverty, and race and ethnicity in the City of North Miami. 1. Geographic Areas of the Jurisdiction: The City of North Miami lies adjacent to Interstate 95 (the major north/south highway), the Golden Glades Interchanges and N.W. 7th Avenue. Approximately 23 percent of Florida s approximately 18million residents live in the State's two most populated counties Miami- Dade and Broward. The City s most notable population fluctuation in the 2000 Census was an increase in the diversification in the ethnic/racial makeup within the City. As of the 2000 Census count, the racial makeup in the City of North Miami consisted of 34.81% White (18.1% were Non-Hispanic White,), 54.89% African American or Black (with a large majority being of Caribbean ancestry,), 1.92% Asian, 23.16% of the populations are Hispanic or Latino of any race, and, 3.16% from some other races, and 4.85% from two or more races. As researched, there were 60,308 people, of which 29,536 were male and 30,772 were female, residing in the City of North Miami. The racial makeup of the City was 30.2% 5-Year Strategic Plan 7 Version 2.0

8 White, 63.3% were Black/African American, 2.2% were Asian, 23.3% were of Hispanic or Latino origin, 5.8% were some other race, and 1% were two or more races. Based on this data, the City of North Miami has seen a 4% decrease in the percentage of the White population, 8.4% increase in the Black or African American population,.3% increase in the Asian population,.14% increase in the Hispanic or Latino population, 2.64% increase of the population from some other race, and a 4% decrease in the population that reported as being from two or more races. The map on the following page displays the Census Tracts that have high levels of low and moderate income areas within the City. MAP 1: City of North Miami Low and Moderate Income Areas [Source: HUD Census Data] Map 2: City of North Miami Areas of African American Concentrations [Source: HUD Census Data] 5-Year Strategic Plan 8 Version 2.0

9 As shown in Map 2, the City has several census tracts with high concentrations [over 61%]. The African American populations in the City of North Miami make up over 63% of the overall population. Map 3: City of North Miami Areas of Hispanic Concentrations [Source: HUD Census Data] As shown in Map 3, census tracts 304.1, 304.8, 208.2, 110.1, 110.2, and have high concentrations of Hispanic populations [over 31%]. The Hispanic populations in the City of North Miami make up over 23% of the overall population. The City utilizes the following definition of high concentration : any percentage that total more than twice the average population concentration as based on Census data. 2. Basis for Allocating Investments Geographically Within The Jurisdiction: The City of North Miami will continue to allocate affordable housing funds throughout the City. The City will designated the majority of its Community Development Block Grant and HOME Investment Partnerships Act funds to rehabilitation of rental units and single-family and multi-family housing rehabilitation for low and moderate-income persons. Eliminating substandard housing through single-family rehabilitation, multi-family rehabilitation and rental Rehabilitation will be amongst the highest priorities for the City to preserve the older, more affordable housing stock for the low to moderate-income community. The City will dedicate over 75% of its annual CDBG & HOME allocations to the priority need of eliminating substandard housing. By rehabilitation these homes, the current owners, many of whom are elderly, benefit from improved housing conditions and lower energy costs. The City will provide rehabilitation services and down-payment assistance 5-Year Strategic Plan 9 Version 2.0

10 through its in-house Housing Rehabilitation Program and local housing nonprofit organizations. The need for affordable housing is significant in North Miami has continued to increase over the last ten years due to the increase in rental prices and home values. Additionally, high foreclosure rates within the City have also increased the demand for affordable rental housing in the City. The City will continue to place the availability of affordable housing as a high priority in the City. The availability of affordable housing in the City is relative to the current housing capacity of the City and the limited resources available to provide affordable housing to residents. The City will continue to address this need by collaborating with local housing counseling agencies and other nonprofit organizations that have the capacity to provide homebuyer education and rental assistance to residents. The City will also continue to place the increase of public services for low and moderate income families and individuals residing in the City of North Miami as a high priority under community development needs. The City will dedicate 8% of its annual CDBG allocation to address the priority need of increasing public services. Due to the limited resources available public services projects are limited by their financial capacity. Over the next five years, the City will continue to provide CDBG funds to local nonprofits for public services to low and moderate income residents in the City of North Miami. 3. Obstacles To Meeting Underserved Needs: The following are obstacles to meeting underserved needs in the City of North Miami: Reduced funding at the local, state and federal levels is a barrier to meeting the needs of the City of North Miami s low to moderate income residents. As the population of the City continues to grow, the lack of affordable land has become a major barrier to the development of Affordable Housing. The City of North Miami s housing stock is at capacity and lack of vacant land is a barrier to meeting the needs of the underserved in the City. 5-Year Strategic Plan 10 Version 2.0

11 Managing the Process ( (b)) 1. Lead Agency. Identify the lead agency or entity for overseeing the development of the plan and the major public and private 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 the jurisdiction's consultations with housing, social service agencies, and other entities, including those focusing on services to children, elderly persons, persons with disabilities, persons with HIV/AIDS and their families, and homeless persons. *Note: HOPWA grantees must consult broadly to develop a metropolitan-wide strategy and other jurisdictions must assist in the preparation of the HOPWA submission. City of North Miami 5 s-year Strategic Plan Managing the Process response: 1. Lead Agency: The City of North Miami s Community Planning and Development Department, as the lead entity/agency, researched, planned and prepared the Consolidated Plan that will provide a comprehensive strategy that addresses the City s housing and community development needs [over a five year period] with the use of CDBG and HOME Program funds. 2. Plan Development Process: City of North Miami s prepared its Consolidated Plan through a collaborative effort among community stakeholders neighborhoods, municipalities, City agencies, nonprofits, elected officials, interested groups, and concerned citizens. The City held two needs assessment workshops at Griffing Adult Center on Tuesday, April 6, 2010 and at Sunkist Grove Community Center on Tuesday, April 20, 2010 to solicit community input and ideas for providing Affordable Housing and community development services for low and moderate residents. Information gathered from City staff, citizens, nonprofit program directors, and housing providers support prior conclusions that the Priority Needs for Affordable Housing are still applicable, and should continue to be addressed in the upcoming planning period. 3. Consultation: The City of North Miami, in preparation of the Consolidated Plan, consulted with a broad cross section of public, private and City departments to identify residents needs and to coordinate appropriate services and programs to meet those needs. The City of North Miami s Community Planning and Development Department staff works very closely with 5-Year Strategic Plan 11 Version 2.0

12 these organizations on both an individual and group basis. The City s Community Planning and Development Department also works with, Little Haiti Housing Association, a CHDO non-profit housing development organization committed to increasing access to safe, decent and Affordable Housing throughout the City. The City of North Miami conducted on-site interviews and phone interview with the City s most recent CDBG Program Subrecipients [nonprofit and social service agencies] to obtain their input regarding the community development needs for the City. The City of North Miami also consulted and coordinated with other appropriate public agencies, such as the State Health Departments and other local Police Department; public and private agencies that provide assisted housing, health services, social and fair housing services (including services to children, elderly persons, homeless persons, persons with disabilities, persons with HIV/AIDS and their families, homeless persons, and other categories of residents), and among its own departments, to assure that its consolidated plan is a comprehensive document and addresses statutory purposes. 5-Year Strategic Plan 12 Version 2.0

13 Citizen Participation ( (b)) 1. Provide a summary of the citizen participation process. 2. Provide a summary of citizen comments or views on the plan. 3. Provide a summary of efforts made to broaden public participation in the development of the consolidated plan, including outreach to minorities and non-english speaking persons, as well as persons with disabilities. 4. Provide a written explanation of comments not accepted and the reasons why these comments were not accepted. *Please note that Citizen Comments and Responses may be included as additional files within the CPMP Tool. City of North Miami s 5 s-year Strategic Plan Citizen Participation response: CITIZEN PARTICIPATION: 1. Citizen Participation Summary: The City of North Miami s Citizen Participation Plan reflects the City of North Miami's compliance with the HUD requirements 24 CFR (b) for citizen participation in all appropriate HUD grant programs as of January The City of North Miami has devised specific actions to encourage increased participation in its housing and community development programs, particularly by persons of low to moderate income. 2. Summary of Citizen Comments: During the preparation of the City of North Miami s PY Consolidated Plan, electronic surveys and telephone interviews were conducted from local non-profits, government officials, and private business sector to obtain the specific housing and related services needs for the City of North Miami. In addition, consultation with City of North Miami staff was conducted from various agencies, including the Miami Dade Housing Authority, the City s Community Planning and Development staff. The survey and interview results received were utilized to establish the City of North Miami s Consolidated Plan priority goals for PY During the Tuesday, April 6, 2010 Needs Assessment Public Meeting, a resident requested more information regarding CDBG eligible activities, national objectives, and funding availability. The City also held two Planning Commission Hearings on Tuesday, May 4, 2010 and Tuesday, July 6, 2010 to receive comments from the Commission on the City s draft Consolidated Plan. The Planning Commission noted the following comments during the Tuesday, July 6, 2010 meeting: 5-Year Strategic Plan 13 Version 2.0

14 Delete Goals listing and replace with Priority Needs Delete Hamlet at Walden Pond Apartments [page 36 and 37] from list of federally assisted Multi-Family Housing Units, property is not located in City of North Miami. Include Miami-Dade County Property Appraiser s most recent tax rolls as published in Miami Herald Newspaper on July 1, Include in draft Consolidated Plan the number of foreclosed properties that exists in the City in The above recommendations were added to the draft Consolidated Plan and the final draft of the PY2010- PY2015 Consolidated Plan was approved by the City Council on Tuesday, July 13, The City did not receive any additional comments regarding the FY2010 FY2015 Consolidated Plan. 3. Summary of Efforts Made to Broaden Public Participation: In an attempt to actively increase public participation, the City actively maintains communication with local nonprofits and housing developers and will adhere to the following actions to improve citizen participation: ACTIONS TO IMPROVE PARTICIPATION Review of all citizen comments and incorporation of such comments in the Consolidated Plan, as applicable; Analyze the impact of Consolidated Plan program activities on neighborhood residents, particularly low and moderate income residents; Conduct Needs Assessments and appropriate on-site visits to each proposed project before including it in the Proposed Consolidated Plan; Meet with neighborhood groups to inform them about the Consolidated Plan, project eligibility, the program planning process, project selection and funding, and the project implementation process; The City of North Miami will continue to provide a forum for open communication with its residents, particularly low to moderate income persons regarding its HUD funded programs. Additionally, the City will also will continue to provide reasonable notice for all Public Hearings. Information and records relating to the City of North Miami housing, community development, and public services program activities that are made available to the public for review and comment according to the requirements of Federal, State, and local laws. Notices of public hearings are publicized throughout the City. Two weeks before the public hearings are held at least one advertisement is placed in the local newspaper of general 5-Year Strategic Plan 14 Version 2.0

15 circulation (The Miami Herald Neighbors) and also may be published in other local newspapers to include the Miami Times and local Haitian and Hispanic newspapers. The advertisements will be either "display ads" or "legal ads" which appear in the sections of the newspaper most likely to be read by citizens. Additionally, the North Miami s Community Development Department will also advertise public hearings electronically on the City s website. In preparation of the City of North Miami s Strategic Consolidated Plan, the City hosted two public needs assessment hearings on Tuesday, April, 6, 2010 and April 20, 2010 to obtain to obtain citizens input for the City of North Miami s Strategic Consolidated Plan for the time period of January 1, 2010 to December 31, The City also held two Planning Commission Hearings on Tuesday, May 4, 2010 and Tuesday, July 6, 2010 to receive comments from the Commission on the City s draft Consolidated Plan. The final draft of the PY2010- PY2015 Consolidated Plan was approved by the City Council on Tuesday, July 13, The purpose of this First Hearing was to present to the North Miami Planning Commission, the Citizen Advisory Board, all of the projects submitted for funding for the year. City of North Miami s Community Planning and Development Department staff presented to the public the results of the needs assessment process, including the proposed priorities for housing and non-housing needs, the proposed long and short term objectives for addressing those needs and the resources available for this purpose. In addition, participants are encouraged to provide input on the City of North Miami s priority needs. The City of North Miami s Community Development Department will continue to provide technical assistance to the City of North Miami residents and agencies, particularly to those of very low and low income who request such assistance in developing project proposals, or who request other information (compliance requirements, program performance, funding information, etc.) as outlined in the PY Consolidated Plan. In addition, the City of North Miami s Community Development Department staff will continue to meet with various non-profit organizations and individuals to provide other specific technical assistance related to housing, community development and human services programs, as requested. A. SURVEY A copy of the survey utilized during one-on-one interviews with non-profits in the City of North Miami can be found in the Appendix to this Consolidated Plan. A separate survey regarding housing was also issued to resident of the City of North Miami. A copy of this survey is also available in the Appendix of the consolidated Plan. B. PUBLIC HEARINGS Two Public Meetings and two Public Hearings were held to elicit public comment during the research and preparation of the City s Five-Year Consolidated Plan. A copy of the public notice was advertised on the City s website, as well as in the most widely circulated newspaper in North Miami, The Miami Herald. A copy of this publication can also be found in the Appendix to this document. 5-Year Strategic Plan 15 Version 2.0

16 The Public Meetings, or Needs Assessment Workshops were held at a time and location convenient for underrepresented residents in the City of North Miami. C. PUBLIC COMMENTS Locations: Griffing Adult Center Griffing Blvd. Tuesday, April 6, :00PM 9:00PM Sunkist Grove Community Center N.W. 13th Avenue Tuesday, April 20, :00PM 9:00PM City of North Miami City Hall Council Chambers 2 nd Floor 776 NE 125 Street North Miami, FL During the Tuesday, April 6, 2010 Needs Assessment Public Meeting, a resident requested more information regarding CDBG eligible activities, national objectives, and funding availability. 4. Comments Not Accepted: The City did not receive any comments that were not accepted, nor did the City receive any written comments regarding the Consolidated Plan. Institutional Structure ( (i)) 1. Explain the institutional structure through which the jurisdiction will carry out its consolidated plan, including private industry, non-profit organizations, and public institutions. 2. Assess the strengths and gaps in the delivery system. 3. Assess the strengths and gaps in the delivery system for public housing, including a description of the organizational relationship between the jurisdiction and the public housing agency, including the appointing authority for the commissioners or board of housing agency, relationship regarding hiring, contracting and procurement; provision of services funded by the jurisdiction; review by the jurisdiction of proposed capital 5-Year Strategic Plan 16 Version 2.0

17 improvements as well as proposed development, demolition or disposition of public housing developments. City of North Miami s 5-Year Strategic Plan Institutional Structure response: 1. Institutional Structure: The City of North Miami serves as the lead agency for planning and coordinating the implementation of the Consolidated Plan. The U.S. Department of Housing and Urban Development requires that in the preparation the consolidated plan, the City of North Miami consulted with other public and private agencies that provide assisted housing, health services, and social and fair housing services (including those focusing on services to children, elderly persons, persons with disabilities, persons with HIV/AIDS and their families, homeless persons) during preparation of the plan. The City of North Miami was in full compliance of this requirement. As a part of the planning process, the City met with various divisions of the Community Planning and Development Department involved in the implementation of these various programs to discuss housing and non-housing needs of residents of the City of North Miami. The City also met with various non-profit agencies serving low to moderate income residents of the City of North Miami. These meetings involved one on one interviews to discuss public perceptions of the City s current efforts in attaining its goals for the CDBG and HOME Programs. 2. Strengths and Gaps in the Delivery System: The primary strengths of the City s ability to plan and gather information is the collaboration among various agencies serving similar populations. If one agency does not have the capacity or resources needed, the City s non-profit agencies are knowledgeable to refer residents and other inquiries to agencies which can support the capacity. The City of North Miami s Planning and Community Development Department continues to strengthen its working relationships with these agencies as well as the North Miami Community Redevelopment Agency, with particular emphasis on housing needs and economic development initiatives as they are planning in the Strategic Consolidated Plan process These efforts are to ensure that activities in regard to housing rehabilitation programs and services targeted to low to moderate-income residents are fully coordinated in the comprehensive community development goals of the Plan. The primary weakness evidenced through the public meeting and interview process is the lack of collaboration and communication among the various non-profits serving the City of North Miami. As no centralized network of social services exists in North Miami, many residents struggle to determine which non-profit to contact for various needs. 3. Strength and Gaps in Public Housing: There is no public housing agency within the city limits of the City of North Miami. 5-Year Strategic Plan 17 Version 2.0

18 Monitoring (91.230) 1. Describe the standards and procedures the jurisdiction will use to monitor its housing and community development projects and ensure long-term compliance with program requirements and comprehensive planning requirements. City of North Miami 5 s-year Strategic Plan Monitoring response: 1. MONITORING PLAN IMPLMENTATION PROCESS The City North Miami s Community Development Department is responsible for ensuring that the federal funds spent on activities to benefit low and moderate income households are in compliance with federal guidelines. The performance monitoring activities include routine monitoring and technical assistance rendered by staff to sub-recipients. Improvements to the monitoring process occur on an ongoing basis. All CDBG non-housing sub-recipients enter into contractual agreements with the City of North Miami, which includes a detailed scope of services with measurable objectives. The federal general provisions, along with the appropriate OMB Circulars, are included in contractual agreements to ensure compliance. The budget line items must be reflective of the goals and objectives. The City will retain the professional services of consulting firms to conduct monitoring reviews and provide limited scope audits for the City s CDBG and HOME funded subrecipients. The on-site monitoring reviews will typically be conducted during the months of July, August and September. The auditors will also evaluate the sub-recipients programmatic and fiscal management policies. Sub-recipients are required to provide periodic reports on their achievement of contractual objectives. In addition, the City of North Miami s Community Development staff will conduct monthly desk reviews of program reports and financial requests to ensure performance of program activities (programmatic as well as fiscal control.) The department determines whether the subrecipients program is on target and in compliance with the City s performance and accomplishments listed in the City s Consolidated Plan. The City also monitors its Housing Rehabilitation Program that provides grants and deferred loans to low-moderate-income homeowners. This program is monitored consistently to ensure applicants eligibility, rental compliance, and also to contractors are in compliance with all contract schedules. Priority Needs Analysis and Strategies ( (a)) 1. Describe the basis for assigning the priority given to each category of priority needs. 2. Identify any obstacles to meeting underserved needs. 5-Year Strategic Plan 18 Version 2.0

19 City of North Miami s 5-Year Strategic Plan Priority Needs Analysis and Strategies response: 1. Basis for Assigning Priorities: The City of North Miami utilizes the following methods in determining the needs and assigning the priorities of those needs: The extent of the unfilled gap The ability of the resources identified in the Consolidated Plan to fulfill the gap The impact felt by low to moderate income residents The other options available to the City outside of the CDBG and HOME Programs Public input and recommendations The City has designated a greater percentage of its program funds to affordable housing needs to assist low to moderate-income homeowners and renters. The City will provide affordable housing assistance through the following programs: down-payment assistance, homeowner and rental rehabilitation assistance. High foreclosure rates throughout the City have dramatically increased the need for affordable rental housing opportunities for residents of the City of North Miami. The need for affordable housing is significant in North Miami has continued to increase over the last ten years due to the increase in rental prices and home values. Additionally, the City s housing stock is at build-out capacity and population rates continue to rise increasing overcrowding and substandard housing. It is imperative for the City to initiate affordable housing programs that will preserve its older housing stock. Priority 1: Eliminate Substandard Housing: Increasing affordable housing was rated as the highest priority need for the City of North Miami due to the burden it places on low and moderate income residents. Substandard housing, in addition to the health and safety hazards it presents, can cause a cost burden on residents with limited resources. Homes are expensive to maintain, especially for senior citizens on a fixed income. This need is readily addressed with Consolidated Plan resources by working in conjunction with private contractors that have the capacity and are qualified to make long-term renovations. Deferred Payment Loans make this process economically feasible for residents at all financial levels, as these are interest-free liens against the home. Home repairs are consistently rated as a top priority at public hearings and meetings. Priority 2: Expand Economic Opportunities: The City acknowledges that the recent economic climate has rendered this category a high priority. Expanding economic opportunities in the city of North Miami is vital to the City s 5-Year Strategic Plan 19 Version 2.0

20 long-term capacity. By creating jobs accessible to low- and moderate income persons; providing access to grants for development activities that promote long-term economic and social viability of the community; and empowering low-income persons to achieve selfsufficiency to reduce generational poverty in the community, the City will employ an economic expansion program that will bring additional resources desperately needed in the City. The overall public perception of the City of North Miami is that it is a beltway to the interstate. Limited parking and current commercial activity does is not an inviting atmosphere to commuters to stop and eat or shop. A key component of this economic effort is the renewal or modernization of older commercial areas, either central business districts or smaller, neighborhood serving shopping areas. Commercial revitalization objectives include: improving functional layout; increasing physical appeal; and fostering economic stability. Priority 3: Increase the Capacity of Public Services: The third priority goal is to increase the capacity of public services for low and moderate income families and individuals residing in the City of North Miami. Due to the limited resources available, public service projects are limited to those that serve the general public. The needs of those residents with limited incomes are often served in only a cursory way. Consolidated Plan funding is being used to leverage other resources to provide needed services. Priority 4: Improve Infrastructure: One of the lower-rated priority needs felt by the community in the City of North Miami is improvements to existing infrastructure. This goal will assist the City in providing a sustainable reconstruction of an aging infrastructure which will provide the framework for economic development initiatives to sustain the City s economic recovery. Now is the time re-constructing aging infrastructure for the city to remain livable, affordable, and competitive in the ever-changing economy. Infrastructure improvements will primarily include street and sidewalk improvements in areas undergoing other revitalization efforts. 2. Obstacles to Meeting Underserved Needs: The obstacles the City of North Miami must overcome in order to meet these goals include: Limited funding available Limited capacity at the neighborhood level Lack of Public commitment The greatest obstacle in meeting underserved needs is the limited funding available. In areas of greatest need, the available funding may only meet a small percentage of the total need. For example, current resources in the City of North Miami limit only 30 deteriorated 5-Year Strategic Plan 20 Version 2.0

21 homes for rehabilitation services annually; however, there are currently 450 homes of owners with limited resources on the City s waiting list that are in dire need of repair. The ability to leverage funds enables the City increase the ability to serve more families and individuals; however, the combined capacity may still not meet the increasing needs. Many low-income neighborhoods have a limited capacity to develop solutions to solve their problems. In addition to the limited resources available, many residents of these neighborhoods lack the experience and skills necessary to organize and develop solutions to community problems. For example, communities such as these often do not have the experience to operate an after school care program for children, or to develop a neighborhood crime watch program. In addition, parents work schedules limit the time available to attend meetings and donate time to support the operations of such programs. Finally, the ability of the public to commit to resolving problems often found in low-income residential areas is limited. Middle and upper income residents often exhibit NIMBYism [Not In My Back Yard] attitudes, or have limited understanding of the problems faced my low-income residents. Educating the public can assist the general population to better understand the needs of the special populations; however, this can be a challenging process. Lead-based Paint ( (g)) 1. Estimate the number of housing units that contain lead-based paint hazards, as defined in section 1004 of the Residential Lead-Based Paint Hazard Reduction Act of 1992, and are occupied by extremely low-income, low-income, and moderate-income families. 2. Outline actions proposed or being taken to evaluate and reduce lead-based paint hazards and describe how lead based paint hazards will be integrated into housing policies and programs, and how the plan for the reduction of lead-based hazards is related to the extent of lead poisoning and hazards. City of North Miami s 5-Year Strategic Plan Lead-based Paint response: 1. Estimated Number of Units with Lead-Based Paint: Lead poisoning is the leading environmental hazard to children, creating devastating and irreversible health problems. Because lead poisoning is a serious yet preventable health problem that can cause long-term neurological damage among young children, the City of North Miami is committed to addressing this health hazard. The City of North Miami has established a Lead-Based Assessment Program to address homes that may be of risk for lead poisoning. The leading cause of lead-based poisoning is exposure to dust from deteriorating paint in homes constructed before This is due to the high lead content used in paint during that period, particularly in homes built before Pre-1978 housing occupied by lower income households offer particularly high risks of lead exposure due to the lower levels of maintenance among lower-income households. This is an important factor since it is not the 5-Year Strategic Plan 21 Version 2.0

22 lead paint itself that causes the hazards, but rather the deterioration of the paint that releases lead-contaminated dust. The current risk factors for lead poisoning include: Living in a home built before 1950 Living in a recently remodeled home built before 1978 Houses built before 1969 (14,389 units in the City of North Miami), have a higher probability of containing lead-based paint than houses built between 1970 and In North Miami: 13% of the homes have been built since 1978; 24% of the homes have been built between 1970 and 1979; and 63% of the housing stock was built prior to As the following table displays, an estimated 19,847 homes met the lead-based paint hazards criteria. Lower household incomes are considered an indication that Lead-Based Paint may be present in a home. Out of all households, 31% were low-income households, 39% were moderate, and 45%, moderate income. It is evident that low and moderate-income households are least likely to be able to afford well-maintained housing and are, by virtue of income, at a greater risk of lead poisoning. Year House Built Total Units Built 2005 or later 110 Built 2000 to Built 1990 to Built 1980 to ,868 Built 1970 to ,458 Built 1960 to ,345 Built 1950 to ,117 Built 1940 to ,711 Built 1939 or earlier 216 Total Units Built Table 10: City of North Miami Housing Stock: [Source: 2008 Census Estimates for the City of North Miami, FL] Monthly Disease Reports initiated from the Miami-Dade County Health Department [MDCHD] suggest county-wide lead-based poisoning incidences are declining. As referenced in the chart below no new cases of lead-based poisoning have been reported since the beginning of this year [2010]; 9 cases of lead poisonings were reported in 2009, and 10 cases of lead poisonings were reported in 2008 compared to 156 cases reported in 2007; 133 cases in 2006, and 160 cases in Lead-based paint incidences within the City of North Miami were unavailable because the Miami-Dade County Health Department reports only countywide statistics. 5-Year Strategic Plan 22 Version 2.0

23 Incidences of Lead-Based Poisoning in Miami Dade County Chart 3: Incidences of Lead Poisonings in Miami-Dade: [Source: 2009 Miami-Dade Health Department, Office of Epidemiology and Disease Control. 2. Actions Proposed or Being Taken to Evaluate and Reduce Lead-based Paint Hazards: Although reports of lead-based poisonings has dramatically decreased, the overall goal for the City is to reduce or eliminated all lead-based paint hazards and prevent lead poisoning city wide. The City of North Miami will continue promote the Lead hazard reduction through the City s Lead-Based Assessment program. The City s will require lead risk assessment on properties built prior to 1978 to identify lead-based paint hazards, and perform interim control measures to eliminate any hazards that are identified, or in lieu of a risk assessment, perform standard treatments throughout a unit. HOUSING 5-Year Strategic Plan 23 Version 2.0

24 Housing Needs (91.205) *Please also refer to the Housing Needs Table in the Needs.xls workbook 1. Describe the estimated housing needs projected for the next five year period for the following categories of persons: extremely low-income, low-income, moderate-income, and middle-income families, renters and owners, elderly persons, persons with disabilities, including persons with HIV/AIDS and their families, single persons, large families, public housing residents, victims of domestic violence, families on the public housing and section 8 tenant-based waiting list, and discuss specific housing problems, including: cost-burden, severe cost- burden, substandard housing, and overcrowding (especially large families). 2. To the extent that any racial or ethnic group has a disproportionately greater need for any income category in comparison to the needs of that category as a whole, the jurisdiction must complete an assessment of that specific need. For this purpose, disproportionately greater need exists when the percentage of persons in a category of need who are members of a particular racial or ethnic group is at least ten percentage points higher than the percentage of persons in the category as a whole. City of North Miami s 5-Year Strategic Plan Housing Needs response: 1. Estimated Affordable Housing Needs by Category: Projected Housing Needs Housing needs are based primarily on the condition of existing homes, and on the ability of residents to maintain and repair their homes, as well as on their ability to afford the costs of home mortgage payments or rental costs. Based on HUD provided figures, the following data indicates the number and percentage of renters and homeowners who may be subject to housing problems, based on income level. The need indicated by these figures is expected to remain essentially constant over the next five years, except as affected by an unusually large increase in capacity to provide homeowner/renter assistance to low and moderate income residents, or a significant change in economic conditions. As such, the current economic downturn or recession has substantially increased the number of households experiencing housing problems and cost burden. Understanding the specific housing needs of low wealth, priority needs households are critical to developing a realistic and responsive affordable housing strategy. As part of its consolidated planning process the City of North Miami retained a consulting firm, to conduct a full assessment of the affordable rental and for-sale housing supply and demand in the City of North Miami. Available demographic, economic and housing data for the City of North Miami market was used to quantify the current and projected five-year housing supply and demand for priority needs households in the city. Highlights of the assessment are provided in this section. 5-Year Strategic Plan 24 Version 2.0

25 HUD receives a special tabulation of data from the U.S. Census Bureau [American Community Survey (ACS)] that are largely not available through standard Census products. These special tabulation data provide counts of the numbers of households that fit certain combinations of HUD-specified criteria such as housing needs, HUD-defined income limits (primarily 30, 50, and 80 percent of median income) and household types of particular interest to planners and policy-makers. This data, known as the Comprehensive Housing Affordability Strategy (CHAS) data, are used by local governments for housing planning as part of the Consolidated Planning process. HUD may also use some of these data in allocation formulas for distributing funds to local jurisdictions 1. A. Priority Needs Housing Identifying A Priority Needs Household? HUD requires communities to focus their consolidated plans and invest their federal resources on priority needs households, defined as follows for the CDBG program: Housing Tenure Homeownership rates vary depending on demographic characteristics of households such as ethnicity, race, type of household as well as location and type of settlement. Owning one s home has long been considered a part of the American Dream. After hitting a peak in 2004, homeownership rates have since declined slightly; overall, however, the rates have not fluctuated much during the past ten years. As the CHAS data below displays a consistently equal portion of owner/rental households in the City. Housing Needs by Tenure in the City of North Miami, FL [CHAS 2000] Renter Households Extremely Low Income Household Types [0-30% AMI] Household Type Total 1,534 2,303 Elderly Small Family Large Family All Other Households Low Income Household Types [31-50% AMI] Household Type Total 1,524 1,618 Elderly Small Family Large Family All Other Households Consolidated Planning/CHAS Data. Updated March 5, CHAS Data is reflective of 2000 Census data and is updated with every decennial census. 5-Year Strategic Plan 25 Version 2.0