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Resolution 2018-30390
RESOLUTION NO. 2018 -30390 A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA, ADOPTING THE FIVE -YEAR (FY 2018 -2022) CONSOLIDATED PLAN AND ONE -YEAR ACTION PLAN FOR FISCAL YEAR 2018/2019 FOR FEDERAL FUNDS, WHICH INCLUDE THE BUDGETS FOR THE COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) PROGRAM AND THE HOME INVESTMENT PARTNERSHIPS (HOME) PROGRAM; AND AUTHORIZING THE CITY MANAGER TO: (1) EXECUTE ALL APPLICABLE DOCUMENTS RELATED TO THE APPROPRIATION AND ALLOCATION OF THESE PROGRAM FUNDS; (2) SUBMIT THE FIVE -YEAR (FY 2018 -2022) CONSOLIDATED PLAN AND THE ONE -YEAR ACTION PLAN TO THE U. S. DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT (HUD); (3) MAKE MINOR NON - SUBSTANTIAL CHANGES TO THE ONE -YEAR ACTION PLAN OR THE FIVE -YEAR CONSOLIDATED PLAN, OR THE RESULTING AGREEMENTS (WHICH DO NOT ALTER THE PURPOSE, SCOPE, APPROVED BUDGET AND /OR INTENT OF THE PLANS); AND (4) EXTEND THE EXPIRATION DATES OF SAID AGREEMENTS WHEN NECESSARY; AND AUTHORIZING THE MAYOR AND CITY CLERK TO EXECUTE AGREEMENTS FOR SUB - RECIPIENTS OF CDBG AND HOME PROGRAM FUNDS; AND FURTHER AUTHORIZING THE CITY MANAGER TO EXECUTE CITY INTERDEPARTMENTAL AGREEMENTS FOR RECIPIENTS OF CDBG AND HOME PROGRAM FUNDS. WHEREAS, the City is an entitlement recipient of U.S. Department of Housing and Urban Development (HUD) Federal formula grant programs as follows: Community Development Block Grant (CDBG) funds and HOME Investment Partnerships (HOME) funds; and WHEREAS, the Five -Year Consolidated Plan and the One -Year Action Plan is a federal requirement for all HUD entitlement jurisdictions, including the CDBG and HOME Programs; and WHEREAS, the proposed Five -Year Consolidated Plan for FY 2018 -2022 is the City's long -term plan on how it intends to use federal CDBG and HOME entitlement funds for the term of the Plan; and WHEREAS, the Action Plan provides a concise summary of the actions, activities, and programs that will take place during the 2018/2019 program year to address the priority needs and goals identified in the Five -Year Consolidated Plan; and WHEREAS, the One -Year Action Plan for FY 2018/2019 is based upon the City's Federal entitlement of $920,070 in CDBG funds and $638,107 in HOME funds; and WHEREAS, due to the uncertainty regarding entitlement funds each year, the Administration obtained authorization from the City Commission, via Resolution No. 2017- 29803, to allow additional HUD- approved methods to select sub - recipients in addition to the Request for Proposals model used in previous years; and WHEREAS, the Administration considers that the rehabilitation of the City -owned residential rental properties as a priority to prevent further structural damage and provide safe, decent and sanitary living conditions for low -to moderate- income households; and WHEREAS, on June 6, 2018 the City Commission approved Resolution No. 2018- 30327, accepting the recommendation of the Finance and Citywide Projects Committee to utilize the funds awarded to the City by HUD to fund the capital needs at City -owned residential properties and to provide ongoing funding to existing public services projects; and WHEREAS, the resulting CDBG estimated recommendations are incorporated into the FY 2018/2019 One -Year Action Plan as follows: $86,749.20 to the Office of Community Services for rent, utility and grocery emergency assistance; $15,772.12 to the Homeless Outreach Team for homeless services; $28,391,34 to Boys and Girls Club of Miami -Dade for youth aftercare and summer camp programs; and $7,097.84 to UNIDAD of Miami Beach for Project LINK; $598,045 to the Office of Housing and Community Development, a Division of the Office of Housing and Community Services, for the renovation and temporary tenant relocation of the Neptune Apartments; and $84,014 for administrative allowance; and WHEREAS, the Administration will contract Housing Opportunities Project for Excellence, Inc. (HOPE, Inc.) for the provision of HUD fair housing services requirements; and WHEREAS, the resulting estimated HOME recommendations are incorporated into the FY 2018/2019 One -Year Action Plan as follows: $478,580 to the Office of Housing and Community Development, for the renovation and temporary tenant relocation of the Lottie Apartments; $63,811 for administrative allowance; and $95,716 for the mandatory CHDO project set - aside; and WHEREAS, the Five -Year Consolidated Plan for FY 2018 -2022 and the One -Year Action Plan for FY 2018/2019 is available to the public for comment at the City Commission's public meeting on July 25, 2018; and for a 30 -day public review and comment period, from July 10, 2018 through August 9, 2018; and WHEREAS, CDBG funds have been primarily used to provide vital public services, improvements to public facilities, and housing activities; and WHEREAS, HOME Program funds have been primarily used for affordable rental housing activities; and WHEREAS, the City Manager is the HUD - designated agent for all formula grants, and executes the grant applications, agreements, and other applicable HUD documents on behalf of the City. NOW, THEREFORE, BE IT DULY RESOLVED BY THE MAYOR AND CITY COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA, that the Mayor and City Commission hereby adopt the Five -Year (FY 2018 -2022) Consolidated Plan and One -Year Action Plan for Fiscal Year 2018/2019 for Federal Funds, which include the budgets for the Community Development Block Grant (CDBG) Program and the Home Investment Partnerships (HOME) Program; and authorize the City Manager to: 1) execute all applicable documents related to the appropriation and allocation of these program funds; (2) submit the Five -Year (FY 2018 -2022) Consolidated Plan And The One -Year Action Plan to the U. S. Department of Housing And Urban Development (HUD); (3) make minor non - substantial changes to the One -Year Action Plan or the Five -Year Consolidated Plan, or the resulting agreements (which do not alter the purpose, scope, approved budget and /or intent of the plans); and (4) extend the expiration dates of said agreements when necessary; and authorize the Mayor and City Clerk to execute agreements for sub - recipients of CDBG and HOME program funds; and further authorize the City Manager to execute City interdepartmental agreements for recipients of CDBG and HOME program funds. PASSED AND ADOPTED this <9Cday of , 2018. ATTEST: Rafael E. Granado, City Clerk Dan Gelber,Tayor TO UAGE CUTION City Attorney ate Resolutions - C7 F MIAMI BEACH COMMISSION MEMORANDUM TO: Honorable Mayor and Members of the City Commission FROM: Jimmy L. Morales, City Manager DATE: July 25, 2018 SUBJECT:A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA, ADOPTING THE FIVE-YEAR (FY 2018-2022) CONSOLIDATED PLAN AND ONE-YEAR ACTION PLAN FOR FISCAL YEAR 2018/2019 FOR FEDERAL FUNDS, WHICH INCLUDE THE BUDGETS FOR THE COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) PROGRAM AND THE HOME INVESTMENT PARTNERSHIPS (HOME) PROGRAM; AND AUTHORIZING THE CITY MANAGER TO: (1) EXECUTE ALL APPLICABLE DOCUMENTS RELATED TO THE APPROPRIATION AND ALLOCATION OF THESE PROGRAM FUNDS; (2) SUBMIT THE FIVE-YEAR (FY 2018-2022) CONSOLIDATED PLAN AND THE ONE-YEAR ACTION PLAN TO THE U. S. DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT (HUD); (3) MAKE MINOR NON-SUBSTANTIAL CHANGES TO THE ONE-YEAR ACTION PLAN OR THE FIVE-YEAR CONSOLIDATED PLAN, OR THE RESULTING AGREEMENTS (WHICH DO NOT ALTER THE PURPOSE, SCOPE, APPROVED BUDGET AND/OR INTENT OF THE PLANS); AND (4) EXTEND THE EXPIRATION DATES OF SAID AGREEMENTS WHEN NECESSARY; AND AUTHORIZING THE MAYOR AND CITY CLERK TO EXECUTE AGREEMENTS FOR SUB-RECIPIENTS OF CDBG AND HOME PROGRAM FUNDS; AND FURTHER AUTHORIZING THE CITY MANAGER TO EXECUTE CITY INTERDEPARTMENTAL AGREEMENTS FOR RECIPIENTS OF CDBG AND HOME PROGRAM FUNDS. RECOMMENDATION Adopt the Resolution. BACKGROUND The Five-Year Consolidated Plan is a federal requirement for all U.S. Department of Housing and Urban Development (HUD) entitlement cities. The City of Miami Beach is a HUD-designated entitlement city, as determined by the decennial census information on population growth lag, over- crowding, age of housing stock, and poverty. The City of Miami Beach has been a Community Development Block Grant (CDBG) entitlement community since 1975. As an entitlement community, the City automatically qualifies for an annual allocation of federal funding under HUD's grant programs. The annual allocation of funds, or One-Year Action Plan, is one component of the Five- Year Consolidated Plan. FIVE-YEAR CONSOLIDATED PLAN The Consolidated Plan and Action Plan are created using HUD's Integrated Disbursement Information System(IDIS) program. The attached proposed Five-Year Consolidated Plan and Action Page 320 of 1464 Plan were prepared by City staff using the IDIS program, as required. The proposed Five-Year Consolidated Plan is the City's long-term plan on how it intends to use federal CDBG and HOME Investment Partnership Program (HOME) entitlement funds for the fiscal years for the term of the Plan. The Action Plan is a component of the Consolidated Plan. The Action Plan provides a concise summary of the actions, activities, and programs that will take place during the program year to address the priority needs and goals identified in the Consolidated Plan. The following needs have been identified: *Affordable housing * Economic support activities assisting very low-, low- and moderate-income families * Youth programs * Elder programs * Public services Two areas of need identified in the previous Consolidated plan, code enforcement and facade improvement program, were discontinued because market conditions no longer support these programs (i.e. the City does not have a blighted neighborhood and the flood insurance requirement is cost prohibitive to operating a façade improvement program in our City). This plan has been prepared in accordance with HUD's national guidelines and describes our community needs, resources, priorities, and proposed activities to be undertaken with CDBG and HOME funding. This document must be submitted to HUD by August 16, 2018. Fiscal Year 2018/2019 Annual Allocation Community Development Block Grant Funds FY18/19 HUD Entitlement $920,070 Less administrative allowance (20%) ($184,014) Less Public Services allowance (15%) ($138,010.50) Net FY 18/19 funds $598,045 HOME Funds FY18/19 HUD Entitlement $638,107 Less administrative allowance (10%) ($63,810.70) Less 15% CHDO project set-aside ($95,716.50) Net available for project allocation $478,580.25 In accordance with the Citizen Participation Plan: • The City advertised a Notice of Public hearing and Public 30-day Comment Period (April 29,2018— May 28, 2018)for community development needs. The public meeting was held on May 15, 2018 and attended by the Affordable Housing Advisory Committee(AHAC). • The City advertised a Notice of Public hearing and 30-day Public Comment Period (July 10,2018—August 9, 2018)for the draft Consolidated Plan and Action Plan. The City Commission's July 25,2018 public meeting will also serve as an opportunity for public comment. Due to the uncertainty regarding entitlement funds each year, the Administration obtained authorization from the City Commission, via Resolution No. 2017-29803, to allow additional HUD- approved methods to select sub-recipients in addition to the Request for Proposals model used in previous years. This amendment allows greater flexibility in terns of timely compliance with the creation of the Action Plan without creating false expectations for the potential applicants. M analysis of the current condition of the City-owned residential rental buildings and the risk for structural damage if renovations and repairs are left undone, make the rehabilitation of these Page 321 of 1464 properties a priority for capital projects funding. Staff evaluated other HUD-approved methods for the allocation of funds for public services and proposed the selection from a pool of qualified organizations previously funded by the City to provide services according to the needs assessment identified in the Consolidated Plan and as directed by the Mayor and Commission via Resolution 2018-30327 ANALYSIS A maximum of 15 percent of the City's allocation, or $138,010.50 may fund public service activities. Public service activities include meals programs, rent assistance, child care programs, etc., for income-eligible participants. In the FY 2017/18 Action Plan, the City funded the following public service providers: • Boys and Girls Club of Miami-Dade • City of Miami Beach-Homeless Outreach Team • City of Miami Beach-Office of Community Services • UNIDAD of Miami Beach, Inc. The Administration is recommending re-funding these agencies in FY 2018/19 as previously approved in Resolution 2018-30327: Public Services Projects Amount Recommended ; CMB — Community Services (grocery program & rent and utility $86,749.201 emergency assistance) CMB— Homeless Outreach Team(Homeless Services) $15,772.121 Boys and Girls Club of Miami-Dade (youth aftercare and summer $28,391.341 programs) UNIDAD of Miami Beach (Project LINK) $7,097.84 Total Public Service Allocations $138,010.501 Resolution 2018-30327 also authorized continued use of FY 2018/19 funds for City projects. The City continues to have pressing capital needs for its own recently-acquired affordable residential properties. The Neptune Apartments, a 35-unit residential building located at 1632 Meridian Avenue, and the Lottie Apartments, a 9-unit residential building located at 530 75 Street, were acquired in January 2015. They require substantial rehabilitation including, but not limited to: termite treatment; roof repair/replacement; and kitchen and bathroom renovations. These renovations would require the temporary relocation of the buildings' tenants. The temporary relocation costs will be charged to the federal program. The Neptune Apartments was previously awarded CDBG funds in the amount of $597,978. However, this amount is insufficient as the total estimated project cost is $2,186,240. The CDBG funds requested for this project will decrease the funding gap and allow the City to continue with the needed repairs at the project. The Lottie Apartments was previously awarded $1,179,202.82 in CDBG and HOME funds. This amount is sufficient to complete phase 1 of the project, however additional funds are required to complete phase 2 of the project which includes the rehabilitation of the remaining 5 units. The HOME funds requested for this project will decrease the funding gap and allow the City to commence with the project. CDBG Capital Project Amount Page 322 of 1464 II Recommended Neptune Apartments (renovation and temporary tenant relocation) $598,045 In addition, the Administration will contract Housing Opportunities Project for Excellence, Inc. (HOPE, Inc.) for the provision of HUD-mandated fair housing services. HOPE, Inc. would continue providing housing education workshops to residents and participate in outreach events citywide. HOPE, Inc. will also provide services to assist the City in complying with HUD-mandated Affirmatively Furthering Fair Housing (AFFH) and Analysis of Impediments (Al). Federal Administration funds will fund this mandated service. Although not currently funded by the City, HOPE, Inc. also investigates allegations of Fair Housing Act violations on behalf of residents who believe they are victims of discrimination. As previously approved, staff recommends that FY 2018/19 HOME funds address gap funding for Phase 2 of the Lottie Apartments rehabilitation. While Phase 1 addressed exterior conditions, the roof, building accessibility and the interior of four of the building's units, Phase 2 will address the interior of the remaining units including kitchens, floors and bathroom. The renovations will require temporary tenant relocation during rehabilitation. Projects Amount nded I Lottie Apartments (renovation and tempo ary tenant relocation) Re om$475580.i The HOME Program rules require each entitlement community reserve a minimum of 15% of its annual allocation for activities undertaken by qualified Community Housing Development Organizations (CHDO). A CHDO is a private nonprofit, community-based service organization that has identified the development of affordable housing as its primary mission and has the capacity to develop affordable housing. A CHDO must meet certain requirements pertaining to its legal status, organizational structure, capacity and experience. At this time, there is no such agency with this designation within the City. The City released a Request for Letters of Intent (RFLI) for CHDO services on June 21, 2018. No responses have been received. Therefore, the Administration is recommending the deferral of the CHDO set aside, approximately $95,716, for future award. HOME program rules allow the City two years to commit and five years to expend these funds. CONCLUSION The Administration recommends that the Mayor and City Commission approve the attached resolution adopting the Five-Year Consolidated Plan for FY 2018-2022 and One-Year Action Plan for FY 2018/19, in substantially the attached form, to allow the City to draw down entitlement funds to assist income-eligible persons with services and housing, and ensure the timely and compliant expenditure of HUD funds. The Administration further recommends that the City Manager be authorized to take the following actions: 1) execute all applicable documents related to the appropriation and allocation of these program funds; (2) submit the Five-Year (FY2018-2022) Consolidated Plan and the One-Year Action Plan to the U.S. Department of Housing And Urban Development (HUD); (3) make minor non-substantial changes to the One-Year Action Plan or the Five-Year Consolidated Plan, or the resulting agreements (which does not alter the purpose, scope, approved budget and/or intent of the plans); and (4) extend the expiration dates of said agreements when necessary. In addition, the Administration recommends authorizing the Mayor and City Clerk to execute agreements for sub- recipients of CDBG and HOME program funds while further authorizing the City Manager to execute interdepartmental agreements, as appropriate. Page 323 of 1464 Legislative Tracking Housing and Community Services ATTACHMENTS: Description ❑ Reso 2017-29803 ❑ Reso 2018-30327 o DRAFT Consolidated Plan/Action Plan o Resolution Page 324 of 1464 RESOLUTION NO. 2017-29803 A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA APPROVING AND/OR AUTHORIZING THE FOLLOWING ACTIONS: (1) AUTHORIZING THE CITY MANAGER TO RECAPTURE $64,606.30 OF HOME INVESTMENT PARTNERSHIP (HOME) FUNDS PREVIOUSLY ALLOCATED TO MIAMI BEACH COMMUNITY DEVELOPMENT CORPORATION (MBCDC) FROM COMMUNITY HOUSING DEVELOPMENT ORGANIZATION (CHDO) RESERVE FUNDS, PURSUANT TO THE ACTION PLAN FOR FY 10/11 AND THE FY 2008-2012 CONSOLIDATED PLAN, AND TO REALLOCATE THESE FUNDS TO A MUNICIPAL CAPITAL PROJECT; (2) AUTHORIZING THE CITY MANAGER TO RECAPTURE $167,505.60 OF HOME FUNDS PREVIOUSLY ALLOCATED TO THE MADELEINE VILLAGE APARTMENTS PROJECT PURSUANT TO THE ACTION PLAN FOR FY 16/17 AND THE FY 2013-2017 CONSOLIDATED PLAN AND TO REALLOCATE THESE FUNDS TO THE LOTTIE APARTMENTS REHABILITATION PROJECT; (3) AUTHORIZING THE CITY MANAGER TO RECAPTURE $65,029.56 OF COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUNDS FROM FY 14115 AND 15/16, WHICH CDBG FUNDS WERE PREVIOUSLY ALLOCATED PURSUANT TO THE ACTION PLAN FOR FY 15/16, AND REALLOCATE THESE FUNDS TO THE CITY'S MADELEINE VILLAGE APARTMENTS; (4) AUTHORIZING THE CITY MANAGER TO RECAPTURE $20,978 OF CDBG FUNDS PREVIOUSLY ALLOCATED TO THE BOYS AND GIRLS CLUBS OF MIAMI-DADE, INC, PURSUANT TO THE ACTION PLAN FOR FY 09110, AND TO REALLOCATE THESE FUNDS TO THE NEPTUNE APARTMENTS; (5) APPROVING AN AMENDMENT TO RESOLUTION NO. 2014-28476 TO CORRECT ACTUAL EXPENDITURES, BY RETROACTIVELY APPROVING THE ALLOCATION OF $568,799 of CDBG FUNDS TO THE REHABILITATION OF THE LONDON HOUSE APARTMENTS, AS FOLLOWS: $125,643 FROM UNALLOCATED MULTIPLE PRIOR YEARS AND $443,156 FROM FY 13/14; (6) APPROVING AN AMENDMENT TO THE FY 14/15 ACTION PLAN, WHICH WAS APPROVED PURSUANT TO RESOLUTION NO. 2014-28635, TO REFLECT THAT $433,646 OF FY 14/15 CDBG FUNDS WERE ALLOCATED TO FUND PUBLIC FACILITIES IMPROVEMENTS; (7) AUTHORIZING THE CITY MANAGER TO RECAPTURE $69,063.90 OF HOME CHDO FUNDS FROM FY 14/15, PREVIOUSLY ALLOCATED TO CARRFOUR SUPPORTIVE HOUSING, INC.'S HARDING VILLAGE APARTMENTS, AND TO REALLOCATE THE FUNDS TO THE CITY'S CHDO FUND; (8) REPEALING RESOLUTION NO. 2014-28798, WHICH ORIGINALLY AWARDED $122,492.44 OF HOME FUNDS TO THE HARDING VILLAGE APARTMENTS PROJECT BUT WERE SUBSEQUENTLY NOT NEEDED FOR THAT PROJECT, AND RETROACTIVELY AUTHORIZING THE CITY MANAGER TO ALLOCATE THOSE FUNDS TO THE LONDON HOUSE APARTMENTS; (9) AUTHORIZING THE CITY MANAGER TO RECAPTURE $64,149.44 OF F( 14/15 HOME FUNDS NOT EXPENDED FROM THE LONDON HOUSE REHABILITATION PROJECT, AND TO REALLOCATE THESE FUNDS TO THE LOTTIE APARTMENTS REHABILITATION PROJECT; (10) Page 325 of 1464 APPROVING AN AMENDMENT TO RESOLUTION NO. 2014-28877 TO REFLECT THAT $651,455 OF CDBG FUNDS WERE RECAPTURED FROM FY 12113 THROUGH FY 14/15 AND WERE ALLOCATED FOR THE CITY'S ACQUISITION OF MULTIPLE MULTIFAMILY RESIDENTIAL RENTAL BUILDINGS PREVIOUSLY OWNED BY MBCDC; AND (11) APPROVING AN AMENDMENT TO THE FY 2013-2017 CONSOLIDATED PLAN TO ADD ADDITIONAL SUB-RECIPIENT SELECTION METHODS AND TO REFLECT ALL OF THESE AMENDMENTS; AND (12) AUTHORIZING THE CITY MANAGER TO SUBMIT THE REQUISITE REVISED ACTION PLANS AND CONSOLIDATED PLANS TO THE U.S. DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT (HUD); AND FURTHER AUTHORIZING THE CITY MANAGER TO EXECUTE ALL NECESSARY DOCUMENTS OR AGREEMENTS. WHEREAS, the City is an entitlement recipient of the U.S. Department of Housing and Urban Development (HUD) formula grant programs as follows: Community Development Block Grant(CDBG)fund and HOME Investments Partnership (HOME)funds; and WHEREAS, CDBG funds are used to provide vital public services, housing activities, and improvement to public facilities, and HOME funds are used for affordable housing activities including multi-family rentals; and WHEREAS, the City expects to continue to receive entitlement funds from these grant programs to operate the City's housing and community development activities; and WHEREAS, the Action Plan for federal funds is a requirement under HUD's formula grant programs, which include the CDBG and HOME programs; and WHEREAS, CDBG and HOME stipulate that funds be expended within guidelines delineated in 24 CFR Part 570 and 24 CFR Part 92, among others; and WHEREAS, the City is seeking to clarify the public records to ensure that there is clarity as to HUD compliance; and WHEREAS, on July 14. 2010, via Resolution 2010-27428, the City Commission approved the Fiscal Year 2010/2011 Action Plan that awarded Community Housing Development Organization (CHDO) reserve funds to Miami Beach Community Development Corporation (MBCDC) $1,128,977 for the rehabilitation of Meridian Place; and WHEREAS, in October 2013, the City terminated MBCDC's CHDO designation for failing to comply with HUD rules and regulations for the expenditure of HOME and CDBG funds; and WHEREAS, the unexpended funds, in the amount of $64,606.30, from FY 10/11 must be spent by September 30, 2017 or they will be recaptured by HUD; and WHEREAS, the City finds it is necessary to convert these monies to entitlement funds to ensure compliance with the HUD rules and regulations regarding the timely expenditure of funds; and Page 326 of 1464 WHEREAS, the Administration recommends reallocating these funds to a municipal capital project to be selected by the Office of Housing and Community Development, a Division of the Office of Housing and Community Services; and WHEREAS, as per the Citizen Participation Plan, a change of use triggers a Substantial Amendment; and WHEREAS, requiring an amendment to City's FY 10/11 Action Plan and 2008 through 2012 Consolidated Plan will have to be amended to reflect the recapture and reallocation of these HOME funds; and WHEREAS, on June 8, 2016, via Resolution 2016-29420, the City Commission approved the FY 16/17 Action Plan that included HOME recommendations for the rehabilitation of the Madeleine Village Apartments and Lottie Apartments project in the amounts of $164,238 and $168,555, respectively; and WHEREAS, after the June 8, 2016 City Commission meeting, the HOME funds increased from $441,740 to $443,723, thereby increasing the proposed allocation for the Madeleine Village Apartments from $164,238 to $167,505.60; and WHEREAS, the Administration finds it is necessary to reallocate the $167,505.60 in HOME funds from FY 16/17 from the Madeleine Village Apartments project to the Lottie Apartments, an active capital project, to ensure compliance with the HUD rules and regulations regarding the timely expenditure of funds; and WHEREAS, as per the Citizen Participation Plan, a change of use triggers a Substantial Amendment; and WHEREAS, the resulting HOME funds reallocation will be incorporated into the City's FY 2016/2017 Action Plan and FY 13-17 Consolidated Plan; and WHEREAS, the City provided a thirty (30) day public comment period, from May 5, 2016 to June 6, 2016, and a public meeting on April 19, 2016; and WHEREAS, the City provided a thirty (30) day public comment period from March 24, 2017 to April 25, 2017 and a public meeting on April 18, 2017; and WHEREAS, the City will reallocate $449.60 from FY 14/15 and $64,579.96 from FY 15/16 originally allocated to Public Services to the Madeleine Village rehabilitation project to ensure that funds are expended by September 30, 2017 to comply with expenditure rules; and WHEREAS, Boys and Girls Club of Miami-Dade, f/k/a Boys and Girls Clubs of Miami (Boys and Girls Club) received CDBG funding in FY 09/10 to support the construction of its Miami Beach youth center located at 1200 Meridian Avenue; and WHEREAS, at Boys and Girls Club project closeout, the City identified a balance, in the amount of$20,978, of which $15,978 were spent covering unallowable expenses and needed to be repaid, and $5,000 were left unspent; and Page 327 of 1464 WHEREAS, due to the lapse of time, funds allocated in FY 09/10 are to be spent by no later than September 30, 2017; and WHEREAS, the City finds it is necessary to recapture all the remaining unspent funds to ensure compliance with the HUD rules and regulations regarding the timely expenditure of funds; and WHEREAS, the City will reallocate $20,978 from FY 09/10 to the Neptune Apartments to support plumbing repairs needed to preserve the integrity of the structure; and WHEREAS, the Administration seeks to amend Resolution No. 2014-28476 to retroactively approve the allocation of CDBG funds, in the amount of $568,799, to the rehabilitation of the London House Apartments based upon the following: A. On January 15, 2014, the Mayor and City Commission adopted Resolution No. 2014- 28476 authorizing the City Manager to recapture $748,477 in CDBG funds and $1,591,363 in HOME funds; B. The $748,476 recaptured from previous CDBG fiscal years, were to be included in the Request for Proposals (RFP) for the allocation of FY 14/15 funds; however, instead, only $179,577 of the recaptured funds were included as prior year funds to the FY 14/15 Action Plan and used for the improvement of public facilities; C. CDBG funds in the amount of$568,799 were used at the London House Apartments, as an emergency measure to cover a funding gap for the rehabilitation of this recently acquired building; and D. The HOME funds, in the amount of$1,591,363, were subsequently reallocated to the London House Apartments project rehabilitation pursuant to Resolution No. 2014- 28550; and WHEREAS, the Administration seeks to amend the FY 14/15 Action Plan, which was approved pursuant to Resolution No. 2014-28635, to reflect that $433,646 of FY 14/15 CDBG were allocated to fund public facilities improvements and to recapture HOME CHDO funds, in the amount of $69,063.90, from Carrfour Supportive Housing, Inc,. and reallocate them to the City's CHDO fund, based upon the following: A. On June 14, 2014, the Mayor and City Commission adopted Resolution No. 2014- 28635 adopting the FY 14/15 Action Plan that included $179,577 from CDBG prior year funds; B. Due to the addition of prior year funds; and an increase in annual allocation of CDBG funds after Commission approval, the total amount of funds dedicated to public facilities improvements was increased from $562,920 to $603,164, of which only $433,646 were from FY 14/15 funds; and C. The FY 14/15 Action Plan allocated HOME funds in the amount of$63,386 of CHDO Funds to Carrfour Supportive Housing Inc.'s Harding Village Apartments, and due to an increase in allocation that was awarded after City Commission action, the funding amount increased to $69,063.90; and Page 328 of 1464 WHEREAS, the allocation to the Harding Village Apartments project exceeded the $321,552 project budget that had been secured by executed agreements for the project and, therefore, the Administration seeks to recapture the excess funds; and WHEREAS, the Administration wishes to repeal Resolution No. 2014-28798 as the Harding Village Apartments project is fully funded; and WHEREAS, on October 22, 2014, the Mayor and City Commission adopted Resolution No. 2014-28798 authorizing the recapture of $122,492.44 from FY 14/15 HOME funds from the London House Apartments rehabilitation project and their reallocation to the Harding Village Apartments project; and WHEREAS, FY 14/15 HOME funds in the amount of$58,343 were expended to address a funding gap in the London House's rehabilitation and the Administration seeks the retroactive approval of this expenditure; and WHEREAS, the Administration recommends the recapture of the balance of FY 14/15 HOME funds in the amount of $64,149.44 from the London House and its reallocation to the Lottie Apartments; and WHEREAS, on December 17, 2014, the Mayor and City Commission adopted Resolution No. 2014-28877, authorizing the use of HOME and CDBG funds to acquire the Allen Apartments, Barclay Plaza Apartments, Lottie Apartments, Madeleine Village Apartments and Neptune Apartments, and the Administration seeks to amend the Resolution to reflect that CDBG funds, in the amount of $651,455, were allocated for the acquisition of the Barclay Plaza Apartments, Lottie Apartments and Neptune Apartments as follows: $169,518 from FY 12/13, (previously stated as $179,177); $43,714 from FY 13/14 and $438,223 from FY 14/15; and WHEREAS, the FY 13-17 Consolidated Plan only delineates the Request for Proposals process as the method to select sub-recipients of entitlement funds; and WHEREAS, due to the uncertainty of receiving entitlement funds from HUD for FY 17/18, the Administration would like to obtain authorization to contemplate other HUD-approved methods to select sub-recipients allowing greater flexibility in terms of timely compliance with the creation of the Action Plan without creating false expectations for the potential applicants; and WHEREAS, the City provided a thirty (30) day public comment period from March 24, 2017 to April 26, 2017 and a public meeting was held April 18, 2017 to elicit comment on the proposed Amendments to the Action Plans and the Consolidated Plan; and WHEREAS, the amended Resolutions with the updated recaptures will be incorporated into the City's FY 11/12 through FY 14/15 Action Plans and FY 2013-2017 Consolidated Plan; and Page 329 of 1464 WHEREAS, the City Manager is the designated agent for all HUD formula grants, and executes the grant applications, grant agreements and other applicable HUD documents on behalf of the City. NOW, THEREFORE, BE IT DULY RESOLVED BY THE MAYOR AND THE CITY COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA, that the Mayor and City Commission hereby approve and/or authorize the following actions: (1) authorize the City Manager to recapture $64,606.30 of HOME Investment Partnership (HOME) funds previously allocated to Miami Beach Community Development Corporation (MBCDC) from Community Housing Development Organization (CHDO) reserve funds, pursuant to the FY 10/11 Action Plan and the Five Year Consolidated Plan for FY 2008-2012, and reallocate these funds to a municipal capital project; (2) authorize the City Manager to recapture $167,505.60 of HOME funds previously allocated to the Madeleine Village Apartments project pursuant to the FY 16/17 Action Plan and the FY 2013-2017 Consolidated Plan and to reallocate these funds to the Lottie Apartments rehabilitation project; (3) authorize the City Manager to recapture $65,029.56 of Community Development Block Grant (CDBG) funds from the FY 15/16 Action Plan, and reallocate these CDBG funds to the City's Madeleine Village Apartments; (4) authorize the City Manager to recapture $20,978 of CDBG funds previously allocated to the Boys and Girls Clubs of Miami-Dade, Inc., pursuant to the FY 09/10 Action Plan, and to reallocate these funds to the Neptune Apartments; (5) approve an amendment to Resolution No. 2014-28476 to correct actual expenditures by retroactively approving the allocation of $568,799 of CDBG funds to the rehabilitation of the London House Apartments as follows: $125,643 from unallocated multiple prior years and $443,156 from FY 13/14; (6) Approve an amendment to the FY 14/15 Action Plan, which was approved pursuant to Resolution No. 2014-28635, to reflect that $433,646 of FY 14/15 CDBG funds were allocated to fund public facilities improvements; (7) authorize the City Manager to recapture $69,063.90 of FY 14/15 HOME CHDO funds, previously allocated to Carrfour Supportive Housing, Inc.'s Harding Village Apartments, and approve their reallocation to the City's CHDO fund; (8) Repeal Resolution No. 2014-28798, which originally awarded $122,492.44 of HOME funds to the Harding Village Apartments project but were subsequently not needed for that project, and retroactively authorize the City Manager to allocate those funds to the London House Apartments; (9) authorize the City Manager to recapture $64,149.44 of FY 14/15 HOME funds not expended from the London House rehabilitation project, and to reallocate these funds to the Lottie Apartments rehabilitation project; (10) approve an Amendment to Resolution No. 2014-28877 to reflect that $651,455 of CDBG funds were recaptured from FY 12/13 through FY 14/15 and were allocated for the City's acquisition of multiple multifamily residential rental buildings previously owned by MBCDC; (11) Approve an amendment to the FY 2013-2017 Consolidated Plan to add additional sub-recipient selection methods and to reflect all of these amendments; and (12) Authorize the City Manager to submit the requisite revised Action Plans and Consolidated Plans to the U.S. Department of Housing and Urban Development (HUD); and further authorize the City Manager to execute all necessary documents or agreements. Page 330 of 1464 PASSED AND ADOPTED this 1G day of +ri( , 2017. ATTEST: Adidill // //447 CITY CLERK MAYO` ' S; y T'AGENDA 2017 - 4 1 Ht.:� nity 3 IcesHOP1E and CJBG Action RESO_dou i* .INCORPORATED; .SSSS CTA............... ......... M \ F \;.,,CH 26 e APPROVED AS10 FO kg; LANGUAGE R EXECUTION i G+ : Y / l7 City Attorney f e Page 331 of 1464 Resolutions -C7 C MIAMI BEACH COMMISSION MEMORANDUM TO: Honorable Mayor and Members of the City Commission FROM: Jimnry L. Morales, City Manager DATE: April 26,2017 SUBJECT:A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA APPROVING AND/OR AUTHORIZING THE FOLLOWING ACTIONS: (1) AUTHORIZING THE CITY MANAGER TO RECAPTURE $64,606.30 OF HOME INVESTMENT PARTNERSHIP (HOME) FUNDS PREVIOUSLY ALLOCATED TO MIAMI BEACH COMMUNITY DEVELOPMENT CORPORATION (MBCDC) FROM COMMUNITY HOUSING DEVELOPMENT ORGANIZATION (CHDO) RESERVE FUNDS, PURSUANT TO THE ACTION PLAN FOR FY 10/11 AND THE FY 2008-2012 CONSOLIDATED PLAN, AND TO REALLOCATE THESE FUNDS TO A MUNICIPAL CAPITAL PROJECT; (2) AUTHORIZING THE CITY MANAGER TO RECAPTURE $167,505.60 OF HOME FUNDS PREVIOUSLY ALLOCATED TO THE MADELEINE VILLAGE APARTMENTS PROJECT PURSUANT TO THE ACTION PLAN FOR FY 16/17 AND THE FY 2013-2017 CONSOLIDATED PLAN AND TO REALLOCATE THESE FUNDS TO THE LOTTIE APARTMENTS REHABILITATION PROJECT; (3) AUTHORIZING THE CITY MANAGER TO RECAPTURE $65,029.56 OF COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUNDS FROM FY 14/15 AND 15/16, WHICH CDBG FUNDS WERE PREVIOUSLY ALLOCATED PURSUANT TO THE ACTION PLAN FOR FY 15/16, AND REALLOCATE THESE FUNDS TO THE CITY'S MADELEINE VILLAGE APARTMENTS; (4) AUTHORIZING THE CITY MANAGER TO RECAPTURE $20,978 OF CDBG FUNDS PREVIOUSLY ALLOCATED TO THE BOYS AND GIRLS CLUBS OF MIAMI-DADE, INC., PURSUANT TO THE ACTION PLAN FOR FY 09/10,AND TO REALLOCATE THESE FUNDS TO THE NEPTUNE APARTMENTS; (5) APPROVING AN AMENDMENT TO RESOLUTION NO. 2014-28476 TO CORRECT ACTUAL EXPENDITURES BY RETROACTIVELY APPROVING THE ALLOCATION OF $568,799 of CDBG FUNDS TO THE REHABILITATION OF THE LONDON HOUSE APARTMENTS AS FOLLOWS: $125,643 FROM UNALLOCATED MULTIPLE PRIOR YEARS AND $443,156 FROM FY 13/14; (6) APPROVING AN AMENDMENT TO THE FY 14/15 ACTION PLAN, WHICH WAS APPROVED PURSUANT TO RESOLUTION NO. 2014-28635, TO REFLECT THAT $433,646 OF FY 14/15 CDBG FUNDS WERE ALLOCATED TO FUND PUBLIC FACILITIES IMPROVEMENTS; (7) AUTHORIZING THE CITY MANAGER TO RECAPTURE $69,063.90 OF HOME CHDO FUNDS FROM FY 14/15, PREVIOUSLY ALLOCATED TO CARRFOUR SUPPORTIVE HOUSING, INC.'S HARDING VILLAGE Page 363 of 1596 Page 332 of 1464 _-- APARTMENTS,AND TO REALLOCATE THE FUNDS TO THE CITY'S CHDO FUND; (8) REPEALING RESOLUTION NO. 2014-28798, WHICH ORIGINALLY AWARDED $122,492.44 OF HOME FUNDS TO THE HARDING VILLAGE APARTMENTS PROJECT BUT WERE SUBSEQUENTLY NOT NEEDED FOR THAT PROJECT, AND RETROACTIVELY AUTHORIZING THE CITY MANAGER TO ALLOCATE THOSE FUNDS TO THE LONDON HOUSE APARTMENTS; (9) AUTHORIZING THE CITY MANAGER TO RECAPTURE $64,149.44 OF FY 14/15 HOME FUNDS NOT EXPENDED FROM THE LONDON HOUSE REHABILITATION PROJECT, AND TO REALLOCATE THESE FUNDS TO THE LOTTIE APARTMENTS REHABILITATION PROJECT; (10) APPROVING AN AMENDMENT TO RESOLUTION NO. 2014-28877 TO REFLECT THAT $651,455 OF CDBG FUNDS WERE RECAPTURED FROM FY 12/13 THROUGH FY 14/15 AND WERE ALLOCATED FOR THE CITY'S ACQUISITION OF MULTIPLE MULTIFAMILY RESIDENTIAL RENTAL BUILDINGS PREVIOUSLY OWNED BY MBCDC; (11) APPROVING AN AMENDMENT TO THE FY 2013-2017 CONSOLIDATED PLAN TO ADD ADDITIONAL SUB-RECIPIENT SELECTION METHODS AND TO REFLECT ALL OF THESE AMENDMENTS; (12)AUTHORIZING THE CITY MANAGER TO SUBMIT THE REQUISITE REVISED ACTION PLANS AND CONSOLIDATED PLANS TO THE U.S. DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT (HUD); AND (13) FURTHER AUTHORIZING THE CITY MANAGER TO EXECUTE ALL NECESSARY DOCUMENTS OR AGREEMENTS. RECOMMENDATION Adopt the Resolution. RACKGROUND The City is a U.S. Department of Housing and Urban Development (HUD)-designated entitlement community. As an entitlement community, the City receives an annual allocation of HUD funding through the Community Development Block Grant (CDBG) and HOME Investments Partnership (HOME) programs. HUD requires entitlement jurisdictions to submit a Five-Year Consolidated Plan which establishes the strategic framework upon which the City utilizes its funds. The Consolidated Plan is augmented and refined by the City's annual subrrission of a One-Year Action P/an which delineates the specific projects and activities funded by each year's HUD allocation. HUD further requires its entitlement jurisdictions to ensure that funded activities are carried out in the defined project scope and within the timeframe allowed. The City's Action Plan is monitored throughout the year to ensure compliance with federal regulations and progress towards the National Objective, which requires providing persons of low- and moderate-incomes with decent housing, a suitable living environment and/or expanded economic opportunities. From time-to-lime, it may be necessary for the City to process a "Substantial Amendment" to the Five-Year Consolidated Plan or the One-Year Action Plan to allow for the funding of new activities, modification of existing activities, or other program administrative actions. The City issued a 30-day notice of public comment welcoming public input to the proposed substantial amendments delineated herein. The public comment period was from March 24, 2017 through April 26, 2017 with a public meeting on April 18, 2017. No comments have been received to date. Page 364 of 1596 Page 333 of 1464 • ANALYSIS The Administration has reconciled its CDBG and HOME funds in anticipation of preparing its FY 16/17 Consolidated Annual Performance and Evaluation Report (CAPER)as well as to ensure that all non-committed funds are properly committed and expended to comply with expenditure and timeliness rules. In addition, we are seeking to clarify the public record for various actions taken regarding prior years' CDBG and HOME funds where the language in resolutions or the actions subsequently taken were unclear. The following actions are sought: 1. The City had allocated FY10/11 HOME CHDO-designated funds to the Meridian Place Apartments, a Miami Beach Community Development Corporation (MBCDC) project. However, due to MBCDC's financial irregularities, the City held these funds from this project which was under review by HUD's Miami Field Office. In order to prevent the recapture of these funds, the City is seeking to formally recapture these CHDO-designated funds and reallocate them to the City's entitlement funds. Subsequent to the recapture, the City wishes to assign these funds to the Lottie Apartments project which can ensure their timely expenditure and prevent their recapture prior to September 30, 2017, their expenditure deadline. 2. The City had allocated $ 167,505.60 in FY 16/17 HOME funds to the Madeleine Village Apartments. However, since we have been unable to establish a firm start date for this project, we are unable to meet the commitment deadline required by the HOME program. Therefore, we are recommending the reallocation of these funds to the Lottie Apartments as the costs have increased as the result of needing to relocate tenants during the project's rehabilitation. 3. The City had allocated $65,029.56 to various Public Services projects. However, not all funds were expended. Therefore, the Cay seeks to recapture these unexpended funds and allocate them to the Madeleine Village project, a City-owned property which requires rehabilitation. CDBG funds can be expended up to five years after award. The Madeleine Village does not have a start date. However, we are working on the 8-Step Environmental Process to clear the project for commencement. 4. The Boys and Girls Clubs of Miami-Dade, Inc. received FY 09/10 CDBG funding for construction of its new clubhouse at Flamingo Park. However, the project failed to adhere to HUD rules and $20,978 was subject to recapture. The City proposes reallocating these funds to the Neptune Apartments, a City-owned property that has extensive plumbing and water- intrusion related problerrs. 5. The City issued Resolution No. 2014-28476 which allocated multi-year CDBG funds to the City's annual Request For Proposals process. However, the language in the resolution did not specify the exact source of funds. The City would like to clarify the record to indicate the sources as follows: $125,643 from unallocated multiple prior years and $443,156 from FY 13/14. The City further wishes to clarify that the total arrount allocated to public facilities improvements was increased from $562,920 to $603,164 and only $433,646 of this amount was from FY 14/15 funds. 6. The City issued Resolution No. 2014-28635 which allocated FY14/15 funds. However, the language in the resolution was unclear as to the source of funds. The annual allocation,which was issued after City Comrnission action, was actually increased from$562,920 to $603,164, of which only$433,646 were actually from FY 14/15. 7. The City allocated $69,063.90 in FY 14/15 HOME CHDO funds to Carrfour Supportive Housing for its Harding Village Apartments project. However, the project is fully funded through existing funds. Therefore, the City is seeking to recapture these funds and retum them to the City's available HOME funds. Page 365 of 1596 Page 334 of 1464 8. The City wishes to then take the funds recaptured in item 7 above and administratively assign them to the London House Apartments project in the amount of $122,492.44 to ensure the timely commitment of these funds and prevent their possible recapture. 9. Of the funds assigned to the London House Apartments in item 8 above, $64,149.44 were unexpended because the project is completed. The City would like to reallocate these unexpended funds to the Lottie Apartments project. By converting these funds through the actions in item 7,we are able to extend their expenditure deadline. 10. The City issued Resolution No. 2014-28877 which recaptured unexpended multiple prior years funds for the acquisition of several buildings from MBCDC. These buildings included the Barclay Plaza Apartments, Lottie Apartments, and the Neptune Apartments. The total amount that was recaptured under this action was not properly slated because of errors in reconciliation.The actual amount was$651,455. 11. Since the City is uncertain as to future HUD allocations, we are proposing to add additional sub-recipient selection methods so as to provide the City flexibility in administering its HUD funds. Currently, the only approved method is the issuance of an RFP to solicit projects from the community. The City wishes to enable the flexibility to make direct allocations and forego the RFP process which is time-consuming and often results in uncertainty as to the actual amount available for award as HUD issues its allocations after its required RFP process. 12. The City Manager seeks authorization to submit the revised Action Plans and Consolidated Plans noted herein for amendment. 13. The City Manager seeks authorization to execute all necessary documents delineating the actions taken herein including the allocation of funds. CONCLUSION The Administration recommends approval of the actions proposed above, the subsequent submission to HUD of amended multiple year Action Plans and multiple year Consolidated Plans as amended herein, and authorizing the City Manager to execute all required documents as delineated herein. KEY INTENDED OUTCOMES SUPPORTED Strengthen Internal Controls To Achieve More Accountability Amount 1 $69,063.90$ Account 1 182.5226.000349 182.5230.000349 64,149.44 Amount 2 $ 167,505.60 Account 2 174.0530.000349 Amount 3 $449.60$ Account 3 132.0530.000312 133.0530.000346 5,000.00$ 151.0530.000349 64,606.30 Amount 4 $208.25$ Account 4 137.0530.000312 137.5436.000345 1,400.00$ 137.1931.000343 33,863.36 Amount 5 $27,561.60$ Account 5 137.5447.00345 1375471.000345 1,151.75$ 011.9322.000.343 15978.00 Page 366 of 1596 Page 335 of 1464 Total $450,937.80 Legislative Tracking Housing and Community Services ATTACHMENTS: Description ❑ Miam Herald Ad. March 23,2017 ❑ HOME & CDBG Actions Resolution Page 367 of 1596 Page 336 of 1464 r VA t22, §a4a M -A r8. w p p5p5•9 za 2 el o� F " fi fr x tc ig. o ii Y Sla v dAI1g , 5 E x d • ipc. fit ti Doig ss - s iorii; !j�41 N t. W o= a r �, uA aia z a ig 5 �" h, I y, nt. o- u4. 1i ±�x 1 Y 1ayyE azlfrx&ig R . $1 1 s R - pA .W �" pin:"'. � ooh E L i a v<.� ! : 1., s€r5�6gag o 7227) ZS W E a s S a t {ii Diaz a -L2 a 8 a �. = p 3 p € <: S v i - y Y S2,`3e s 3Z Res j r^ t •AE ,NET 4 Y �� .. a R s[ ' s 3E .2g 462 @ ; e7- 2 I «a 'i I El# rl [ .i �siP@a� P • a m� - a!gel a l ' I !111111 x sy' €€ °af0 a.e ° 8"a a. $ 3W 222E gg61"P$ Ni 89n gl . 1 L !dills Page 337 of 1464 RESOLUTION NO. 2018-30327 A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA, ACCEPTING THE RECOMMENDATION OF THE FINANCE AND CITYWIDE PROJECTS COMMITTEE TO UTILIZE FUNDS AWARDED TO THE CITY BY THE U.S. DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT (HUD) TO FUND THE CAPITAL NEEDS AT CITY- OWNED RESIDENTIAL PROPERTIES AND TO PROVIDE ONGOING FUNDING TO EXISTING PUBLIC SERVICES PROJECTS IMPLEMENTED BY BOYS AND GIRLS CLUBS OF MIAMI, UNIDAD OF MIAMI BEACH, AND THE CITY; AND FURTHER AUTHORIZING THE CITY MANAGER TO EXECUTE ALL NECESSARY DOCUMENTS OR AGREEMENTS TO ENSURE COMPLIANCE WITH HUD RULES AND REGULATIONS. WHEREAS, the City is an entitlement recipient of HUD formula grant programs for Community Development Block Grant (CDBG) funds and HOME Investments Partnership (HOME)funds; and WHEREAS, CDBG funds are used to provide vital public services, housing activities and improvement to public facilities and HOME funds are used for affordable housing activities including multi-family rentals; and WHEREAS, the Cay expects to continue to receive entitlement funds from these grant programs to operate the City's housing and community development activities; and WHEREAS, HUD requires entitlement jurisdictions to submit a Five-Year Consolidated Plan, which establishes the strategic framework upon which the City utilizes its funds; and WHEREAS, the five-year Consolidated Plan is augmented and refined by the City's annual submission of the one-year Action Plan, which delineates the specific projects and activities funded by each year's HUD allocation; and WHEREAS, CDBG and HOME funds must be expended pursuant to the guidelines delineated in 24 CFR Part 570 arid 24 CFR Part 92; and WHEREAS, the Finance and Citywide Projects Committee (FCWPC) held a discussion at its May 18, 2018 meeting and discussed the changes in HUD funding levels over time as well as the need for capital repairs at the City's own residential properties; and WHEREAS, the FCWPC deemed, as a priority, maintaining the condition of the City-owned residential properties so that they meet HUD's safe, decent and sanitary standards, as well as all building and code compliance regulations; and WHEREAS, the existing public services providers, including Boys and Girls Clubs of Miami, UNIDAD of Miami Beach and the City's Office of Housing and Community Services are providing much-needed services and complying with HUD rules and guidelines; and WHEREAS, HUD's repeated reductions in CDBG and HOME funding have resulted in a loss of two-thirds of the City's annual allocation; and Page 338 of 1464 WHEREAS, the FCWPC recommends that HOME and CDBG capital dollars be prioritized to address needs at City properties and that existing public services projects receive ongoing funding. NOW, THEREFORE, BE IT RESOLVED BY THE MAYOR AND CITY COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA, that the Mayor and City Commission hereby accept the recommendation of the Finance and Citywide Projects Committee to utilize the funds awarded to the City by the U.S. Department of Housing and Urban Development (HUD) to fund the capital needs at City-owned residential properties and to provide ongoing funding to existing public services projects implemented by Boys and Girls Clubs of Miami, UNIDAD of Miami Beach, and the City; and further authorize the City Manager to execute all necessary documents or agreements to ensure compliance with HUD rules and regulations. Passed and adopted this { day of dime_ . 2018. ATTEST: /_ Dan Gelber, Mayor 7 ,n.f 2c cc , � =amu, RaYael . ranado, City Clerk p ,oJ , APPROVED AS TO FORM & LANGUAGE &FOR E ECUTION City Attorney �I, Dote Page 339 of 1464 f (, Resolutions - C7 J MIAMI BEACH COMMISSION MEMORANDUM TO. Honorable Mayor and Members of the City Commission FROM: Jimmy L. Morales. City Manager DATE. June 6, 2018 SUBJECT: A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA, ACCEPTING THE RECOMMENDATION OF THE FINANCE AND CITYWIDE PROJECTS COMMITTEE TO UTILIZE FUNDS AWARDED TO THE CITY BY THE U.S. DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT (HUD) TO FUND THE CAPITAL NEEDS AT CITY- OWNED RESIDENTIAL PROPERTIES AND TO PROVIDE ONGOING FUNDING TO EXISTING PUBLIC SERVICES PROJECTS IMPLEMENTED BY BOYS AND GIRLS CLUBS OF MIAMI, UNIDAD OF MIAMI BEACH, AND THE CITY; AND FURTHER AUTHORIZING THE CITY MANAGER TO EXECUTE ALL NECESSARY DOCUMENTS OR AGREEMENTS TO ENSURE COMPLIANCE WITH HUD RULES AND REGULATIONS. RECOMMENDATION The Administration recommends accepting the Finance Committee's recommendation to approve the resolution. BACKGROUND The City is an entitlement community designated by the U.S. Department of Housing and Urban Development (HUD) and as determined by the decennial census information on population growth lag, age of housing stock, and poverty. As an entitlement community, the City receives an annual allocation under HUD funding through the Community Development Block Grant (CDBG) and HOME Investments Partnership (HOME) programs. HUD requires entitlement jurisdictions to submit a Five-Year Consolidated Plan, which establishes the strategic framework upon which the City utilizes its funds. The Consolidated Plan is augmented and refined by the City's annual submission of a One-Year Action Plan, which delineates the specific projects and activities funded by each year's HUD allocation. The annual allocations have fluctuated from year to year and have been reduced by more than two- thirds since their peak. The chart below identifies the amount and year of the City's peak allocation for each program as well as the current award and projected amounts for FY 18/19: Highest Award FY 2017/18 FY 2018/19 Received CDBG $2,994,000(1995) $828,433 $920,070 HOME $ 1,846,000(1992) $459,308 $638,107 Please note that the number of City staff available to administer these compliance-heavy programs Page 496 of 1103 Page 340 of 1464 has been reduced over time (including the elimination of one full-time position last budget cycle) resulting in only one full-time staff person per program. CDBG Program The CDBG program supports programming that benefits low-income persons through direct public services and capital improvements. The program has the following expenditure limitations: • Administration Cap: 20% of award • Public Services Cap: 15% of award (Please note that public services are inclusive of all direct services benefiting low-income persons that does not include capital projects. i.e. groceries for the elderly, youth services, rent assistance, homeless services, etc.) The City currently funds a variety of Public Services including: • Elder services and referral (UN IDAD of Miami Beach) • Grocery delivery for elderly and rent/utility assistance (Housing and Community Services) • After school youth programming (Boys and Girls Club of Miami — Flamingo Park) Within the last three years, the City had awarded CDBG funds to several non-profit community providers who subsequently declined the awards because they deemed the documentation and compliance requirements too onerous. The providers included: • Little Havana Activities and Nutrition Center • Jewish Community Services of South Florida • Food for All • Empowering Youth It should be noted that the City undertook an overhaul of its Sub-Recipient Guidelines in 2013 through 2015 in response to an audit by HUD's Office of the Inspector General and internal reviews. Many of the audits findings were as a result of the City failing to obtain required documentation of service and expenditure from its Sub-Recipients. To ensure compliance, the City revised its Sub- Recipients contracts, reporting forms, and compliance guidelines. In addition, it sponsors an annual compliance workshop and schedules one-on-one meetings with Sub-Recipients to review contracts and documentation requirements. For the past two years, the City has prioritized CDBG capital funds to address significant needs in its residential portfolio acquired from Miami Beach Community Development Corporation (MBCDC). The City is currently rehabilitating the Lottie Apartments (including roof replacement, lead abatement, new floors. ADA accessibility, and building envelope). The City has projected emending $1,423,687 for the current phase of rehabilitation. The City has also begun to rehabilitate bathrooms at the Neptune Apartments as they were completed by MBCDC without shower pans resulting in severe water damage throughout the building. The Neptune Apartments full rehabilitation is estimated at $2,186,240 and includes extensive work including: roof replacement; termite treatment; building envelope and facade restoration; replacement of HVAC; electrical work; and floor replacement; among others. The City's funding gap remains at $710,300 for Phase 1 of this project. This project, like the Lottie Apartments, will need to be completed in phases to ensure compliance with the Building Department's 50 percent renovation rule. HOME Program The HOME program supports the creation and retention of affordable housing to benefit low-income persons. The program has the following ependiture limitations: Page 497 of 1103 Page 341 of 1464 • Administration Cap- 10% of award • Community Housing Development Organization (CHDO) Cap - 15% of award CHDO's are affordable housing development organizations that request certification from the City annually to become eligible to receive HOME funds for qualified affordable housing projects that serve households earning up to 80 percent of Area Median Income (AMI). Unlike CDBG, the HOME program requires the City to provide a 25 percent non-federal match. The City utilizes its State Housing Initiatives Program(SHIP)allocation, its salary match from the General Fund (as HOME does not generate sufficient funds to fully fund its administration requirements) and a running carryover from the City's Redevelopment Agency (RDA) acquisition of three affordable housing properties in 2007 (the Allen Apartments, Barclay Plaza Apartments and London House Apartments). The current match carryover is $2,529,800. ANALYSIS Up until 2013, the City awarded its HOME funds exclusively to Miami Beach Community Development Corporation (MBCDC). However, a litany of compliance violations led the City to withhold CHDO status and federal funding to the agency since 2013. MBCDC applied for CHDO designation in March 2018 but has been unable to provide requested financial documentation to complete the application review and has several outstanding audit findings that undermine the agency's capacity to undertake any further projects. In fact, Miami-Dade County issued MBCDC a notice of default and foreclosure proceedings on April 27, 2018 for compliance issues at the Crespi Park Apartments. For the past two years, the City has been prioritizing the use of HOME funds to address the significant capital needs at its residential properties acquired from MBCDC including the Lottie Apartments and Madeleine Village Apartments. Please note that the City did not access General Fund or other City sanies to acquire or rehabilitate any its residential properties. HUD funds have been solely used to fund the acquisition and necessary rehabilitation of these properties. It should be noted that questions have been raised about providing additional funding for MBCDC and Carrfour Supportive Housing. The City awarded MBCDC $135,464 in State Housing Initiatives Program (SHIP) funds from multiple fiscal years, via Resolution No. 2016-29358, for the rehabilitation of the Jefferson Apartments, a 27-unit housing project serving low-income, elderly tenants. Funds were awarded to replace urgent repairs including: roof replacement; replacement of a roof-top air conditioning unit; and upgrades and repairs to nine (9) units located which were in poor condition. The SHIP program does not allow advance payment of its funds. MBCDC management had expressed that they had limited funds to undertake the project so the City agreed to an expedited reimbursement process to enable MBCDC to undertake the project while safeguarding program funds. Rather than the typical 30-day reimbursement protocol, the City agreed to process reimbursement payments within 10 days. MBCDC expended $83,370 to replace the roof and HVAC units before their expenditure deadline of May 31, 2017 but MBCDC was unable to complete the kitchen rehabilitation by May 31st. This triggered the City to issue an amendment to enable an extension of expenditure timeline. The amendment was submitted to the City Attorneys Office in June 2017. It was returned with form approval in April 2018. The City was notified by MBCDC on May 10, 2018 that the agency did not have the financial capacity to draw the remaining funds of $52,094 because its funds for the year were committed. Please note that staff requested an obtained a 90-day extension from the Slate for the expenditure of these funds. Carrfour Supportive Housing was the City's sole Community Housing Development Organization (CHDO)from 2014 through 2017. Carrfour has not submitted CHDO recertification documents since its expiration. Carrfour's sole active housing project within City limits is Harding Village Apartments, a 92-unit housing project located at 8500, 8520 and 8540 Harding Avenue. In 2013 and 2016, the City awarded funds for the rehabilitation of Harding Village via Resolution Page 498 of 1103 Page 342 of 1464 2013-28292 and 2014-28536, respectively, expiring April 30, 2017. The rehabilitation scope included. roof replacement of 8500 Harding Avenue; drywall repairs; exterior painting of the three buildings, and a plumbing study. As a result of the use of HOME funds, 70 units were designated as HOME units triggering a 30-year affordability period. Carrfour expended $144,425 from its FY 13/14 agreement and $66,147 from its FY 15/16 Agreerrent completing the project scope. The remaining funds, $110,980, were not expended prior to the April 30. 2017 expiration date and were subject to recapture. The City notified Carrfour that it could access the remaining funds if it submitted a revised scope of work and budget. Carrfour staff were advised of this opportunity multiple times since April 2017 including a formal meeting between Carrfour's Executive Director Stephanie Berman-Eisenberg and Assistant City Manager Kathie Brooks on July 27, 2017. To date, Carrfour has not submitted a project scope or budget despite HOME rules requiring this. The City was notified by HUD on May 11, 2018 that $26,738 of the remaining Harding Village HOME funds were formally de-obligated by HUD. As you can see, both MBCDC and Carrfour were awarded funds by the City that were not expended in a timely manner and in compliance with HUD rules and regulations. MBCDC currently advises that they do not have the financial capacity to accept any further development funds. Carrfour has failed to advise of any additional scope for its sole property within City limits and is hereby prohibited by HUD from accepting any further HOME funds for the Harding Village project until the expiration of its current affordability period which ends in 2048. Please further note that neither CDBG or HOME funds cannot be used for general operating support. Awarding KID Funds The City's Consolidated Plan provides a variety of ways for the City to award its HUD funds including: The City may issue a simplified or limited application with grantee follow-up; The City may survey qualified organizations via a direct solicitation; The City may respond to unsolicited applications after review of eligibility;or The City nay review the performance of existing sub-recipients before renewing their ongoing programmatic participation. For the past two years, given the delay in HUD issuing awards and the need to submit the Annual Plan in August while complying with all noticing requirements, the City has awarded its Public Services funds to existing providers with the capacity and willingness to provide ongoing services in compliance with HUD regulations while ensuring the maximum number of people served. As noted previously, some of the previously funded agencies declined HUD funds because of the high documentation and compliance standards for use of federal funds. The City has prioritized its capital funds for the rehabilitation of its residential housing properties to ensure meeting HUD's decent, safe and sanitary housing standard. The City, which acquired its residential properties without General Fund monies, operates the properties solely from rental income which funds all staffing, operational and maintenance expenses. The City also established its security deposits fund account and operating reserves from rental income collected. Finance and Citywide Projects Committee It should be noted that Monica Matteo-Salinas, the Chair of MBCDC's Board of Directors, acknowledged at the Finance and Citywide Projects Committee meeting that MBCDC had various audit findings that had yet to be addressed and that the agency did not currently have the capacity to undertake capital projects. Ms. Matteo-Salinas appeared before the Committee to seek operating support as the agency was operating at a deficit of about $9,000 per month. Neither public service nor capital funds may be used for general operating eNzenses. Please further note that MBCDC's fiscal challenges pose an impediment to securing CHDO status for operational support. The City is finalizing a closeout package for the Jefferson Apartments and will return to Commission in June to allocate the remaining funds to another eligible project, as delineated in the Local Housing Assistance Plan. Page 499 of 1103 Page 343 of 1464 CONCLUSION The Administration concurs with the Finance Committee's recommendation that the City should prioritize use of its FY 18/19 HUD capital funds to address the needs at City-owned residential properties and should continue funding existing public service protects for at least one more year. KEY INTENDED OUTCOMES SUPPORTED Ensure Workforce Housing For Key Industry Workers Is Available In Suitable Locations FINANCIAL INFORMATION The City typically receives its annual HUD funds late in the first quarter of the funding year. Legislative Tracking Housing and Community Services ATTACHMENTS: Description ❑ City Residential Capital Needs o Resolution Page 500 of 1103 Page 344 of 1464 re sa _ E o o C .) H H N ci 8 W .9 H N 50 V a a o `0 3 E 3 E - Ec - - N 3 - r,,,_ u 3 ' _ 77. co9_ a= 3 `°u `d ' 3 E 'V _ 3 , v _ E ° 59 c rt - - a d 'e v 3 9. _ Eo0▪ Eil0 42 EEc 3 - - - I E - A 2 d• m . . _ 0 5 m _ 5 - .7, 0W = A V o E c aE y E A c cuc y c _ o A _ o 9E " - o Q n a c v E m 3 a i E v E _ v3o5 -E▪ 523 .« $ o CTLC' - _ a�EE � EaEV IS,- c o -8 . - v - E �a C c F2 -0 a q i a o o 5. 8 `_ o c c a 6 ° i; c. o" A E ° m E n - _ m E n a, a\ n- „,,,a 3 t Er 1e : n E ¢ c ., E `ovv 3 ro i E fl a .. a o E a o _ a fl c 0.a fl fl vi . - = '� E - E E E >ma 5 .5 ,1 = L a• 0, Ca _ < 0 _ 10 x a ' - ' E. •_ a• 6' 3 `- a 6 'P'abe 345 of J$ 1 e 9 i' a `2 FY 2018-2022 CONSOLIDATED PLAN Prepared by: City of Miami Beach Office of Housing and Community Services 1 Page 346 of 1464 Executive Summary ES-05 Executive Summary - 24 CFR 91.200(c), 91.220(b) 1. Introduction The City of Miami Beach's FY 2018-2022 Consolidated Plan represents and summarizes the objectives and outcomes identified by citizens, advisory committees, public service providers, community development corporations and City staff. The overall goal of the community planning and development programs covered by this plan is to develop and redevelop viable urban communities by: A. Providing decent housing and suitable living environments and expanding economic opportunities for principally low- and moderate-income persons. The primary strategy towards this goal is to foster, extend and strengthen partnerships among all levels of government (including the local housing authority) and the private sector (including for-profit and non-profit organizations) in the creation and operation of affordable housing. The pursuit of decent housing includes assisting homeless persons to obtain appropriate housing and assisting persons at risk of becoming homeless; retention of the City's limited affordable housing stock; and increasing the availability of permanent housing in standard condition and affordable cost to low-income and moderate-income families, particularly members of disadvantaged minorities, without discrimination on the basis of race, color, religion, sex, national origin, familial status or disability. Decent housing also includes increasing the supply of supportive housing, which combines structural features and services needed to enable persons with special needs(including persons with HIV/AIDS and their families) to live with dignity and independence; and providing housing affordable to low-income persons accessible to job opportunities and needed community services. B. Providing a suitable, sustainable living environment includes improving the safety and livability of neighborhoods; increasing access to quality public and private facilities and services; reducing the isolation of income groups within a community or geographical area through the spatial deconcentration of housing opportunities for persons of lower income;the revitalization of deteriorating or deteriorated neighborhoods; restoring and preserving properties of special historic, architectural, or aesthetic value; and conservation of energy resources. For our community which faces sea- level rise and other shocks and stressors that threaten our community, resilience is also an important objective in our efforts. C. Expanding economic opportunities includes job creation and retention; establishment, stabilization and expansion of small businesses(including microbusinesses);the provision of public services concerned with employment;the provision of jobs involved in carrying out activities under programs covered by this plan to low-income persons living in areas affected by those programs and activities; availability of mortgage financing for low-income persons at reasonable rates using nondiscriminatory lending practices; access to capital and credit for development activities that promote the long- term economic and social viability of the community; and empowerment and self-sufficiency opportunities for low- income persons to reduce generational poverty in federally-assisted and public housing. Our Mission We are committed to providing excellent public service and safety to all who live, work, and play in our vibrant,tropical, historic community. Our Vision The City of Miami Beach will be: • Cleaner and Safer; 2 Page 347 of 1464 • More Beautiful and Vibrant; • A Mature, Stable Residential Community with Well-improved Infrastructure; • A Unique Urban and Historic Environment; • A Cultural, Entertainment and Tourism Capital; and • An International Center for Innovation in Culture, Recreation and Business. 2. Summary of the objectives and outcomes identified in the Plan Needs Assessment Overview Objectives and outcomes identified in the Plan include: Public Facilities and Improvements • Drainage and infrastructure improvements that will enable resilient design and withstand future community growth and investment Public Services • Enable Disabled individuals to access programming and services • Empowering Youth including their educational attainment and health • Improving the lives of Senior Citizens • Childcare for low-income persons enabling workforce participation • Reduce/eliminate Homelessness especially among veterans and vulnerable populations • Serving the HIV/AIDS population while working to substantially reducing new transmissions in our area (which leads the nation in infection rates) Housing • Development of housing(to especially serve our cost-burdened households) • Homeownership Assistance to promote community investment and stable housing for all • Energy Efficiency Improvements that promote conservation, economic stability and greater community resilience • Multi-Family Rental Rehabilitation to maximize housing opportunities in our land-locked community with limited development opportunities Economic Development • Promote and support our local businesses through housing initiatives that provide workforce housing and encourage the investment of leveraging resources • The promotion of employment of our low income residents to sustain a healthy economy that fuels overall quality of life for our community and provides stability for those emerging from homelessness. 3. Evaluation of past performance The City meets monthly with the Affordable Housing Advisory Committee to evaluate the past and ongoing performance of activities and agencies funded by the City as well as identify and assess evolving community needs. The activities funded by the City benefit low- and moderate-income individuals, households and neighborhoods with a variety of services including delivered food to address food insecurity among elderly residents, rent and utility assistance to prevent homelessness, and programming for youth and elderly persons. In order to meet the needs of low-and moderate-income youth in the South Beach area,the City collaborated with Boys and Girls Clubs of Miami to build the Boys and Girls Club at Flamingo Park which opened for services on May 5, 2016.At its inauguration, the Boys and Girls Club reported serving 182 low-to moderate-income youth who were benefiting from the programs offered. 3 Page 348 of 1464 In order to meet the burgeoning housing needs of low- and moderate-income households including those with disabilities and children, the City rehabilitated the London House Apartments offering 24 new affordable housing units across the street from the newly-rehabilitated Miami Beach Convention Center located in the heart of the City Center district. The City replaced 36 water heaters and rehabilitated 11 bathrooms at the Neptune Apartments, an affordable housing project located south of world famous Lincoln Road and home to low-income households many of whom live with a variety of disabilities. The City is also near the completion of Phase 1 of the Lottie Apartments, a 9-unit affordable housing building featuring 2- and 3- bedroom units. Phase 1 addressed exterior conditions, the roof, building accessibility and the interior of four of the building's units, Phase 2 will address the interior of the remaining units including kitchens,floors and bathrooms. FY 2017/2018 CDBG funds provided public service funds that benefited 66 households including the provision of groceries to elder households facing food insecurity because of economic hardship pronounced by the burden of housing costs. The City also leveraged its modest rent and utility resources to pursue additional funds from the Emergency Food and Shelter Program to provide expanded financial safety nets for those at risk of homelessness. 4. Summary of citizen participation process and consultation process • The City advertised a Notice of Public hearing and Public 30-day comment Period (April 29, 2018 — May 28, 2018) for community development needs. The public meeting was held on May 15, 2018 along with the Affordable Housing Advisory Committee (AHAC). • On July 8, 2018 the City advertised a Notice of Public hearing and 30-day Public comment period (July 10, 2018—August 9, 2018) for the draft Consolidated Plan and Action Plan. The public meeting will be held on July 25, 2018 at the City's Commission meeting. 5. Summary of public comments in accordance with the Citizen Participation Plan: No comments were received 6. Summary of comments or views not accepted and the reasons for not accepting them There were no comments or views that were not accepted. 4 Page 349 of 1464 The Process PR-05 Lead &Responsible Agencies 24 CFR 91.200(6) 1. Describe agency/entity responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source The following are the agencies/entities responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source. Agency Role Name Department/Agency Lead Agency MIAMI BEACH ] Housing &Community Development CDBG Administrator MIAMI BEACH Office of Housing and Community Development HOME Administrator MIAMI BEACH Office of Housing and Community Development Table 1—Responsible Agencies Narrative The City of Miami Beach Office of Housing and Community Services is the entity responsible for the administration of each grant program and funding source. Consolidated Plan Public Contact Information Cristina Cabrera, CDBG Projects Coordinator, 305-673-7260 x 6872,cristinacabrera@miamibeachfl.gov Marcela Rubio, HOME/SHIP Coordinator,305-673-7000 ext. 6182, marcelarubio@miamibeachfl.gov Maria Ruiz. Department Director, 305-673-7491, mariarulz@miamibeachfl.gov PR-10 Consultation - 91.100, 91.200(b), 91.215(1) 1. Introduction The City consulted with the Affordable Housing Advisory Committee(AHAC), City departments, sub recipients,the Miami-County Homeless Trust to identify high priority housing and community development needs. Provide a concise summary of the jurisdiction's activities to enhance coordination between public and assisted housing providers and private and governmental health, mental health and service agencies(91.215(1)). The City enhanced coordination between public and assisted housing providers and private and governmental health, mental health and service agencies by meeting with the following entities, among others: Housing Providers • The Housing Authority of the City of Miami Beach • Miami Beach CDC • Carrfour Supportive Housing • Douglas Gardens Public Service Providers • UNIDAD of Miami Beach, Inc. 5 Page 350 of 1464 • Boys and Girls Clubs of Miami Dade County Homeless Service Providers • The Miami-Dade County Homeless Trust • Citrus Health Network, Inc. Describe coordination with the Continuum of Care and efforts to address the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans, and unaccompanied youth) and persons at risk of homelessness. The Miami-Dade County Homeless Trust (Trust) serves as the lead agency for the Miami-Dade County Continuum of Care (CoC) structure. It is governed by the Miami-Dade County Homeless Trust Board, it is comprised of a 27-member, broad- based membership, including the City of Miami Beach, representing numerous sectors of our community. The board uses recommendations from its sub-committees, as well as recommendations from Homeless Trust staff and feedback from community meetings with providers to guide policy development for the CoC, including funding and project prioritization. This structure allows for a clear and transparent CoC leadership structure, participation of all stakeholders in the decision making process for funding and priorities and a coordinated response targeted toward strategic solutions to ending homelessness in Miami-Dade County. Each year the Trust's CoC Sub-Committee identifies the community's homeless housing and service needs. The process involves extensive input from the community, including surveys of homeless persons and input from homeless providers, as well as public comment meetings, and review and approval by the Homeless Trust Board; all meetings are publicly noticed. This resulted in the following funding priorities: 1) Permanent housing for individuals or families experiencing chronic homelessness,veterans (individuals or families), and families with children. 2) Transitional Housing for - individuals or families experiencing chronic homelessness, veterans (individuals or families), and families with children. 3) Safe Havens, 4) Services Only (including outreach) and 5) the Homeless Management Information System (HMIS). The City's Homeless Outreach Team provides homeless outreach, partially funded by the Trust,to those homeless in the City in accordance with the Trust's Outreach, Assessment and Placement model. The model provides a standardized procedure for homeless persons to access the continuum of care and ensures they access services appropriate to their individual needs. The outreach teams also participate in the coordinated outreach process, another program funded by the Homeless Trust, which provides behavioral health outreach workers who work alongside regular outreach workers targeting chronically homeless persons. The coordinated outreach process brings together all the CoC outreach teams, including the Veterans Administration,once a month to discuss issues encountered, as well as discussing referrals to low demand services and Housing First permanent housing programs for the chronically homeless placed directly from the street. Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in determining how to allocate ESG funds, develop performance standards and evaluate outcomes, and develop funding, policies and procedures for the administration of HMIS The City does not receive Emergency Solutions Grant (RSG) funding, but does coordinate with the Miami-Dade County Homeless Trust to prioritize ESG objectives which currently include emergency shelter, homeless prevention and rapid re-housing. Priorities are evaluated annually and take into account performance standards and outcomes.The Homeless Trust is currently developing a centralized assessment tool to capture data on all clients accessing services. HMIS is administered county-wide by the Homeless Trust. Providers who receive Trust funding are required to utilize the system and are provided individual user licenses, technical assistance and training related to the HMIS system. Among many of its functions, the system is used to generate reports on monthly and annual progress, provide point-in-time information, 6 Page 351 of 1464 and conduct referrals from one program to another in accordance with both Homeless Trust and HUD policies and procedures. Table 2—Agencies, groups, organizations who participated 1 Agency/Group/Organization UNIDAD of Miami Beach, Inc. Agency/Group/Organization Type Services-Children Services-Elderly Persons Services-Persons with Disabilities Services-Persons with HIV/AIDS Services-Victims of Domestic Violence Services-Homeless Services-Health Services-Education Services-Employment Service-Fair Housing Neighborhood Organization What section of the Plan was addressed by Consultation? Economic Development Anti-poverty Strategy Non Housing Needs Assessment How was the Agency/Group/Organization consulted and what are the Agency was consulted during the non- anticipated outcomes of the consultation or areas for improved housing community development needs coordination? assessment. 2 Agency/Group/Organization Housing Authority of the City of Miami Beach Agency/Group/Organization Type Housing PHA What section of the Plan was addressed by Consultation? Housing Need Assessment Public Housing Needs How was the Agency/Group/Organization consulted and what are the The HACMB was consulted during the anticipated outcomes of the consultation or areas for improved housing needs assessment process. coordination? 3 Agency/Group/Organization Boys&Girls Club of Miami-Dade Agency/Group/Organization Type Services-Children Regional organization What section of the Plan was addressed by Consultation? Anti-poverty Strategy Non Housing Need Assessment How was the Agency/Group/Organization consulted and what are the Agency was consulted during the non- anticipated outcomes of the consultation or areas for improved housing needs assessment. coordination? 7 Page 352 of 1464 Needs Assessment NA-05 Overview Needs Assessment Overview This section presents local data to provide a clear picture of Miami Beach's needs in the area of affordable housing, special needs housing, community development, and homelessness. Miami Beach's highest priority needs are identified based on the data presented in this section. Miami Beach is a unique, tropical community that is known for its beaches and restaurants as it is a world-renowned vacation destination. However, it also home to a diverse, multi-ethnic community of residents who struggle with housing costs and a variety of other familial and economic challenges. These challenges include wide income inequality as the Miami-Ft. Lauderdale-West Palm Beach metro area is ranked eighth in the country for income disparity with the average 20th percentile household earning only$19,775 compared to the 95th percentile household earning$202,461 per year, according to the Brookings Institute. This income disparity further amplifies the housing burdens faced in our community. More than 50 percent of the City's elder households, regardless of ownership or rental status, are cost burdened and spending more than a third of their income for housing, according to Miami-Dade County. More so, this disparity is widened for our minority residents who face a disproportionate hardship in housing costs as will be demonstrated in the next section. Our community's public school students come from disproportionately low-income households that must overcome economic challenges prior to tackling academics as demonstrated by data published by GreatSchools.org regarding the poverty rates for children attending the City's public schools: School % of students from low-income families Biscayne Elementary 89% Fienberg Fisher K-8 Center 86% South Pointe Elementary 49% Treasure Island Elementary 80% Nautilus Middle School 69% Miami Beach Senior High School 69% Our students, many of whom represent hopeful futures for their immigrant families, live in homes where a language other than English is spoken 68.3% of the time, according GreatSchools.org. This language barrier explains why Miami Beach High School students are achieving only 51% proficiency in English, lower than their counterparts throughout the state (GreatSchools.org). According to the Florida Department of Health, Miami-Dade County ranks number one in the United States for new HIV infections per 100,000 residents. This unprecedented epidemic has led the City to partner with the University of Miami School of Medicine to initiate a prevention and intervention campaign targeting a local gay hotel to reduce HIV infections which have risen 71% in South Beach since 2011. This rate exceeds sub-Saharan Africa and all but thirteen African countries, according to the University of Miami. Miami Beach's HIV rate is 97 times the national average and South Beach's rate is 167 times the national average (University of Miami, 2018). According to Feeding South Florida, 79 percent of the food insecure population in South Florida qualify for food assistance based on income for SNAP (foods stamps) and other federal nutrition programs, while 21 percent do not qualify for federal nutrition programs, and often must rely on emergency food assistance programs and need better wages and employment opportunities to help them meet their basic needs. Feeding South Florida further reports that 12 percent of the Miami-Dade County population is food insecure, with 306,330 people not knowing where they will get 8 Page 353 of 1464 their next meal.The City sought to address this issue among its elderly residents by leveraging Community Development Block Grant funds with local area faith partners to deliver much-needed fresh produce and groceries to area seniors.The food fed their hunger and the welcoming visits by volunteers nourished their souls by combatting loneliness among the elderly being served. Miami Beach, like much of the country, has a significant number of homeless people. Unlike the rest of the country, the City has the shelter capacity to serve its population proactively. The City has been making gains in reducing its overall daily homeless population: 180 Daily Homeless Population 160 140 120 II Week 80 ■FY15/16 60 a FY 16/17 40 20 0 1 4 7 10 13 16 19 22 25 28 31 34 37 40 43 46 49 52 While most major metropolitan cities face shelter shortages and often turn homeless people away because of space constraints, the City of Miami Beach has had an average daily shelter vacancy rate of 7.409 beds. The City has access to 55 beds funded by the Miami-Dade County Homeless Trust and purchases an additional 52 beds from three shelters:The Salvation Army, Miami Rescue Mission and Camillus House. While the City does not control service provision for the Trust-funded beds, the City requires shelters to provide care coordination services with City-purchased beds ensuring that clients are provided the tools and support to successfully transition to sustainable independence. The official count of City's homeless population is measured through the annual Point-in-Time Homeless Census managed by the Miami-Dade County Homeless Trust and reported to the US Department of Housing and Urban Development. While a biannual census count is held, the winter (January) count is the one held as the formal, official homeless census. Below are the official census results for the past eight years along with their annual variances: Point-in-Time Homeless Census Count Winter Summer Variance Year to Year Variance Census Census Census (Winter to Summer) Winter Summer Year 2010 149 196 +47 N/A N/A 2011 177 218 +41 +28 +22 2012 173 186 +13 -4 -32 2013 138 106 -32 -35 -80 2014 122 157 +35 -16 +51 2015 193 196 +3 +71 +39 2016 156 208 +52 -37 +12 2017 133 143 +10 -23 -65 9 Page 354 of 1464 Our community has been experiencing the effects of sea level rise for several years as localized flooding has impaired specific neighborhoods during the King tides, the highest tides of the year. This experience has served as a catalyst to address the broader issue of resilience, climate change and the community's ability to survive, adapt, and grow regardless of chronic stresses and acute shocks the City experiences, according to Miami Beach Rising Above, the City's resilience initiative. "Resilience planning is about making a city better, in both good times and bad, for the benefit of all its residents and visitors, particularly the poor and vulnerable,"says Rising Above. In addition to having a dedicated resiliency team, the City joined the 100 Resilient Cities network through a unique collaboration among Miami-Dade County and the City of Miami.This collaboration came to be known as Greater Miami and the Beaches (GM&B) and was created to respond to trends major metropolis' face: urbanization, globalization, and climate change, among other challenges. Finally, home ownership has always been the American dream as ownership fostered housing stability which, in turn, fostered family and community stability. Homes were a foundational asset that typically increase in value, build equity and provide a nest egg for the future. Housing costs are more predictable and more stable than renting because they're ideally based on a fixed-rate mortgage. The home ownership rate in Miami Beach is 37.2%, far lower than the national average of 63.6%. While the City has worked diligently to market its First-Time Homebuyer Program funded through SHIP, it is also trying to build its affordable rental housing stock to meet the needs of area workers, elder residents who have left the workforce and entry-level workers in our area workforce who make low wages and may have to commute far distances to maintain their employment. NA-10 Housing Needs Assessment- 24 CFR 91.205 (a,b,c) Summary of Housing Needs While property values in the City have been strong as demonstrated by the median property value in the City being 94% greater than the national median of$205,000, this strong indicator also serves to impair the ability of low-to moderate- income households from becoming homeowners (Source: Shimberg Center at the University of Florida). As a result of the strong homeownership market, low- to moderate-income households are more likely to be renters and also face housing options with smaller units and fewer bedrooms (Shimberg Center at the University of Florida). It is worth noting that 86% of all housing units in the City have two or fewer bedrooms, according to the American Community Survey, 2016. Interestingly enough, Miami Beach ranks number one on the list of Top 100 Cities with Smallest Houses, according to city-data.com According to the U.S. Census, only 78.4% of our residents lived in the same house the year before. This high mobility leads to family and community instability that influences crime, community attachment, educational attainment and community perception. More so, 2,016 housing units are home to households with 1.51 or more people per room creating overcrowded conditions (Source: American Community Survey, 2016). The City has 69,771 total housing units. However, 25,581 of these units are vacant. Our community's vacancy rate is influenced by seasonal owners/visitors, foreign investment in real estate and the prevalent use of apartments for short- term and Air B & B rentals which proliferate this tourist community. More than 63% of the City's housing units are concentrated in buildings with 20 or more units, according to the American Community Survey,2016. To bring the crux of our community's housing needs to the fore, it should be noted that 13,137 households or roughly 49.6% of all households paying rent are spending at least 35% of their household income on housing costs (Source: American Community Survey, 2016).This cost burden to maintain housing undermines a household's ability to save for a home, acquire suitable insurance coverage, obtain higher education and provide economic stability, among other milestones. 10 Page 355 of 1464 Demographics Base Year: 2000 Most Recent Year: 2013 %Change Population 87,933 89,412 2% Households 59,723 43,312 _ -27% Median Income $27,322.00 $43,316.00 59% Table 1- Housing Needs Assessment Demographics Data Source: 2000 Census(Base Year),2009-2013 ACS(Most Recent Year) Number of Households Table—HAMFI= Household Annual Family Median Income 0-30% >30-50% >50-80% >80- >100% HAMFI HAMFI HAMFI 100% HAMFI HAMFI Total Households 8,170 6,310 6,695 3,715 18,420 Small Family Households 1,350 1,715 2,300 1,000 5,945 Large Family Households 55 185 195 90 505 Household contains at least one person 62-74 years of age 1,510 965 970 555 2,580 Household contains at least one person age 75 or older 2,285 1,380 705 250 1,205 Households with one or more children 6 years old or younger 455 610 640 330 1,630 Table 2-Total Households Table Data Source: 2009-2013 CHAS The City's household compositions clearly show that our families are more likely to be comprised of small families and have elder members than to be large with children. This may also be reinforced by the nature of our community's housing stock which is overwhelming multi-family housing with two or fewer bedrooms and built prior to 1970 (when amenities were not necessarily priorities in the development of housing and families with children were not necessarily the target market). Housing Needs Summary Tables 1. Housing Problems (Households with one of the listed needs) Renter Owner 0-30% >30- >50- >80- Total 0-30% >30- >50- >80- Total AMI 50% 80% 100% AMI 50% 80% 100% AMI AMI AMI AMI AMI AMI NUMBER OF HOUSEHOLDS Substandard Housing - Lacking complete plumbing or kitchen facilities 135 80 90 25 330 30 4 25 0 59 11 Page 356 of 1464 Renter Owner 0-30% >30- >50- i >80- Total 0-30% >30- >50- >80- Total AMI 50% 80% • 100% AMI 50% 80% 100% AMI AMI AMI AMI AMI AMI Severely Overcrowded - With >1.51 people per room (and complete kitchen and plumbing) 225 360 385 205 1,175 4 0 0 10 14 Overcrowded - With 1.01-1.5 people per room (and none of the above problems) 50 220 205 75 550 0 10 0 15 25 Housing cost burden greater than 50% of income (and none of the above problems) 3,815 2,120 970 240 7,145 1,055 910 725 380 3,070 Housing cost burden greater than 30% of income (and none of the above problems) 515 1,180 2,680 640 5,015 290 385 575 260 1,510 Zero/negative Income (and none of the above problems) 360 0 0 0 360 305 0 0 0 305 Table 3— Housing Problems Table Data Source: 2009-2013 Comprehensive Housing Affordability Strategy(CHAS) The data clearly shows how low-income families are impacted by housing problems ranging from substandard conditions to overcrowding and cost burden. More so, those with the least income are most vulnerable to facing these hardships given their limited financial capacity and inability to move to better housing. This is amplified for those households earning less than 80%AMI or$44,100 for a household of one or$62,950 for a household of four. 2. Housing Problems 2 (Households with one or more Severe Housing Problems: Lacks kitchen or complete plumbing, severe overcrowding, severe cost burden) Renter _ Owner 0- >30- >50- >80- Total 0- >30- >50- >80- Total 30% 50% 80% 100% 30% 50% 80% 100% AMI AMI AMI AMI AMI AMI AMI AMI NUMBER OF HOUSEHOLDS Having 1 or more of four housing problems 4,225 2,780 1,650 550 9,205 1,090 925 750 405 3,170 Having none of four housing problems 1,810 1,875 3,295 2,005 8,985 375 725 1,000 755 2,855 12 Page 357 of 1464 Renter Owner 0- >30- >50- >80- Total 0- >30- >50- >80- Total 30% 50% 80% 100% 30% 50% 80% 100% AMI AMI AMI AMI AMI AMI AMI AMI Household has negative income, but none of the other housing problems 360 0 0 0 360 305 0 0 0 305 Table 4—Housing Problems 2 Data Source: 2009-2013 CHAS; AMI=Area Median Income Almost half of all renter households in the City earning up to 100%AMI experiencing one of four housing problems earn less than 30% AMI. While one third of all owner households earning up to 100% represent 34% of those experiencing housing problems. 3. Cost Burden >30% Renter Owner 0-30% >30-50% >50-80% Total 0-30% >30-50% >50-80% Total AMI AMIAMI AMI AMI AMI NUMBER OF HOUSEHOLDS Small Related 950 1,475 1,575 4,000 175 105 340 620 Large Related 30 155 109 294 25 15 15 55 Elderly 1,685 625 350 2,660 875 775 620 2,270 Other 2,025 1,685 1,965 5,675 315 415 320 1,050 Total need by income 4,690 3,940 3,999 12,629 1,390 1,310 1,295 3,995 Table 6—Cost Burden >50% Data Source: 2009-2013 CHAS; AMI=Area Median Income While cost burden in and of itself is a difficult challenge to overcome, the nature of our diverse population including its preponderance of immigrants, makes these challenges that much more to overcome. As stated in "Miami and the State of Low- and Middle Income Housing", a report issued in March 2017: "In addition to the cultural and language barriers, tens of thousands of immigrants who come to Miami each year are extremely low income, resulting in overcrowding in many housing units. Consequently, affordable housing for LMI households in Miami has to be considered within the context of language barriers, cultural sensitivities, as the limited resources new immigrants have when they arrive. These factors have important implications for equal access to housing information, gentrification and displacement, as well as how Miami funds for affordable housing are used to assist diverse and resource-constrained populations." Please be reminded that the City's Comprehensive Plan established a goal of creating 6,800 affordable housing units and has only achieved in the creation of less than 5,000 units as of this writing(City's Comprehensive Plan). 4. Crowding (More than one person per room) Renter Owner 0- >30- >50- >80- Total 0- >30- >50- >80- Total 30% 50% 80% 100% 30% 50% 80% 100% AMI AMI AMI AMI AMI AMI AMI AMI NUMBER OF HOUSEHOLDS Single family households 235 515 450 190 1,390 4 10 0 25 39 Multiple, unrelated family households 0 0 70 0 70 0 0 0 0 0 Other, non-family households 55 90 110 100 355 0 0 0 0 0 13 Page 358 of 1464 Renter Owner 0- >30- >50- >80- Total 0- >30- >50- >80- Total 30% 50% 80% 100% 30% 50% 80% 100% AMI AMI AMI AMI AMI AMI AMI AMI Total need by income 290 605 630 290 1,815 4 10 0 25 39 Table 7—Crowding Information—1/2 Data Source: 2009-2013 CHAS;AMI=Area Median Income Fifty-six percent of all housing units in the City have three or fewer rooms, according to the American Community Survey, 2016. While the City's housing stock is notorious for failing to accommodate households needing three or more bedrooms, fully 16.4% of all housing units in the City are studios (zero bedrooms) and fewer than 14% of all housing units have three or more bedrooms. The nature of our housing stock poses a challenge for working class families with two or more children who find themselves gravitating west to Miami-Dade County suburbs because affordable family housing is hard to come by in our City. Please note that data for the table below (cost-burden for households with children present) is not available for Miami Beach. Renter Owner 0-30% >30- >50- Total 0-30% >30- >50- Total AMI 50% 80% AMI 50% 80% AMI AMI _ AMI AMI Households with Children Present Table 3—Crowding Information—2/2 Describe the number and type of single person households in need of housing assistance. According to the 2012-2016 American Community Survey 5-Year Estimates, 46.9% of occupied housing units are one- person households. The percentage of renter-occupied units with single-member households is higher (50.7%) than owner-occupied units (40.4%).This is higher than average when compared to other cities. Given that single-person households are more likely to be renters, it is important to note that 56% of renters in Miami Beach are cost-burdened compared to 36.7% of homeowners. Housing stability is further challenged with social isolation. Estimate the number and type of families in need of housing assistance who are disabled or victims of domestic violence, dating violence,sexual assault and stalking. The chance of becoming a victim of violent crime in Florida is 1 in 232 but an astounding 1 in 98 in Miami Beach, according to NeihghborhoodScout.com. The violent crime rate is 10.24 per 1,000 residents in Miami Beach and only 4.3 per 1,000 in Florida, according to the same site.The site also reports that the property crime rate is an astounding 91.59 per 1,000 in Miami Beach compared to only 26.87 in Florida. The chance of becoming a victim of property crime is 1 in 11 in Miami Beach compared to 1 in 37 for Florida, according to NeighborhoodScout.com. Below, find greater detail regarding crime rates for the City in comparison to the state and nation. 14 Page 359 of 1464 Reported Annual Crime In Miami Beach Statistic Reported Miami Beach Florida National Tab(r.!re 9,359 10 046 3,117 2,837 Statistic Reported Miami Reach Florida National wwm. nor.M itoa.oww nowmm Murder 7 /.5 5] 5.3 Rata 57 N.2 56.9 464 Robbery 345 3;oa .,./ *02,8 F=•aull 531 570,0 2-.. 7405 Violent crime 940 1,009 430 386 ELI i glary 603 6a]2 456.7 4659 Theft 2.251 7783. :3909 ",7150 vnhlne theft 565 w0.s 200.3 2369 Property crime 5,419 9,037 2,687 2,451 A general overview of al,thP annual red ed crimes in Ad area Beth ;`o di splayed abo7e.T e-data has later arranged'c mate it Later ter rind bun ueena, dm of reported cdmes and the eamoer of crimes reported per 100.009 people in Miami Beach.FL These are;umra ded 9IDwo distinct categor es Waled en Tata aim arepery . 1 to crovacem s ht to hOY\p earalert diem _ n t9e deo-kern find that tee rated crime in Miami BeamR average,2220 I ighd 0 en me restM Fire ida while the rate of dime on a atoral scare a 2547,Hand lo, fni tnat the etearrence of violent cane in Maim,Beach,Fl a,1B4re nigher than to arrerageate ofcm rrda aro 10o-:Frr than tea lest or the nation Srmidi , Dowty some 230e liter ta,t Me remainder of the stateof Florida and 269 .higher than nat,on2,a, gen Both elthese statistics r to how safe_residents and bur... .fez a.ewh e everyday eaery0ara act dues tutee Miami Beach.FL area Roughly one in three Miami Beach residents aged 65 or older have a disability, according to the American Community Survey, 2016. When factored in the overall community population, 9.5% of our residents have a disability. The total number of residents with a disability is 8,640. A study of women with mobility and both mobility and cognitive disabilities found participants experienced approximately twice the rate of lifetime sexual and physical abuse as generally reported for women without disabilities, according to Florida Council Against Sexual Violence. More so, 8.7% of City households have a female head of household, according to the 2012-2016 American Community Survey 5-Year Estimates. The Estimate further states that 62%of women 15 and older in Miami Beach are not married. Multiple studies and research over the past twenty years continue to confirm that childhood sexual abuse puts children at significant risk for a wide range of medical, psychological, behavioral, and sexual disorders that can persist into and throughout adulthood. The 2009 National Survey of Children's Exposure to Violence found that 6.1% of all children surveyed had been sexually victimized in the past year and nearly 1 in 10(9.8%)over their lifetimes. According to the Florida Department of Elder Affairs, 70.6% of disability beneficiaries are aged 65 and older compounding advanced age with at least one disability for many. In our City, 16% of our population is aged 65 years or older, according to Census data. More so, according to the Florida Department of Elder Affairs (FDOE), 31% of elderly have at least one disability and project that 9.5% are possibly Alzheimer's cases, a disease that robs memory, independence and the ability to make decisions. This is an important housing development as the occupancy rate of Skilled Nursing Facilities with community beds is currently 89.5%, according to FDOE. More sobering is that 66.9% of these occupied beds are being paid by Medicaid, according to FDOE. Miami Beach ranks in the middle amongst area communities with the number of residents to the number of sex offenders: 15 Page 360 of 1464 Miami Beach st.tat o cl numbe st resder.s 10 the numWr of sex ofenners wmlgren to nearest cites Sw4Je 5915 S upnYlbor Beast 5,54404 Miami Beach. Sa8< Neib'Ba,‘Ihi x315 nh ee9N Bea 2,468 North hi MIaml Beach 0423 ▪ ts 76 42 E�ponalam 1 P6 ..n 414 Moms Beach.:_sato of numbs,of resident to the number of sex oHenderS compared'0 County and stale. Miami Beach 4.376 Mash Dade Oa my 1955 FONa 618 According to the Stalking Resource Center, 7.5 million people are stalked in one year in the United States. Unfortunately, according to the Stalking Resource Center, women are almost three times more likely than men to be victims: 15% of women and 6%of men have experienced stalking victimization at some point during their lifetime in which they felt very fearful or believed that they or someone close to them would be harmed or killed. Sadly, Miami-Dade has the highest number of domestic violence cases reported in Florida, according to the Florida Department of Law Enforcement. Its figures show that 9,811 cases were reported last year in the county, which also has the largest population in the state,with 2.6 million residents. While rape and forcible sex offenses have been down from their peaks in 2006,the reported number of rapes in the City has been increasing since 2010, according to city.com. In 2016, the City reported 61.2 rapes per 100,000. These figures, however, should be viewed with a grain of salt as the vast majority of sex crime victims do not report offenses. The National Women's Study Replication, funded by the National Institute of Justice, found that only 18% of forcible rapes are reported to law enforcement. Below is a snapshot of forcible sex offenses reported to the County Police Department for this calendar year: s°'^' MIAMI DADE POLICE DEPARTMENT 85B-Part 1 Crimes YTD Comparison-Automated Date Range Jan 1.2018-Jun 17.2018 030 OMn1,. ,UCP Cod,, 0.Cod.D.SO*On 1 WE•Nn oi7 WL..JIXF 3018 sownn CI-HOMICIDE OFFENSES 090A MURDER-NONNEG MANSUDCHTER 43 39 930% 01-HOMICIDE OFFENSES 43 39 02-FORCIBLE SEx OFFENSES I10A RAPE 217 190 876% 1108 SODOMY 000% IIOC FONDLING 104 113 769% 02-FORCIBLE SEX OFFENSES RI 310 .143% 03-ROBBERY 1200 ROBBERY 671 519 -2265% Sexual offenses are extremely prevalent in our state. According to the National Intimate Partner and Sexual Violence Survey,2010: • 1,266,000 women in Florida have been raped at some point in their lives.That's 17%or 1 in 6 women in Florida. • 41.8%of women,or 3,111,000, in Florida have been victimized by sexual violence other than rape. • 79.6% of female victims who have experienced one or more completed rape experienced the first rape before the age of 25; 42.2%were under 18 at the time of the first completed rape. • 20.4%of men, or 1,437,000 men, in Florida have been victimized by sexual violence other than rape. 16 Page 361 of 1464 • More than one quarter (27.8%) of male victims who have experienced at least one completed rape experienced the first rape when they were 10 years of age or younger. What are the most common housing problems? The most common housing problems in Miami Beach include: • Affordability(cost burden) • Availability(vacancy) • Size (to accommodate growing households) The data clearly shows how low income families are impacted by housing problems ranging from substandard conditions to overcrowding and cost burdened. More so,those with the least income are most vulnerable to facing these hardships given their limited financial capacity and inability to move to better housing. This is amplified for those households earning less than 80%AMI or $44,100 for a household of one or $62,950 for a household of four. This income disparity further amplifies the housing burdens faced in our community. More than 50 percent of the City's elder households, regardless of ownership or rental status, are cost burdened and spending more than a third of their income for housing, according to Miami-Dade County. More so, this disparity is widened for our minority residents who face a disproportionate hardship in housing costs. According to the Miami-Miami Beach-Kendall, Florida Comprehensive Housing Market Analysis issued by the US Department of Housing and Urban Development, "rental housing market conditions currently are tight, with an estimated vacancy rate of 6.5 percent, down from 9.0 percent in April 2010." The report goes on to state that vacancy rates are even more challenging for those looking for apartments: "apartment market conditions are tight, with a vacancy rate of 2.3 percent during the first quarter of 2016, down from 2.4 percent during the first quarter of 2015 (MPF Research)." The future doesn't look much better, the report continues, as, while 8,700 units are currently under construction,the demand is expected to grow by an additional 13,900 rental units. Fifty-six percent of all housing units in the City have three or fewer rooms, according to the American Community Survey, 2016. While the City's housing stock is notorious for failing to accommodate households needing three or more bedrooms, fully 16.4% of all housing units in the City are studios (zero bedrooms) and fewer than 14% of all housing units have three or more bedrooms. The nature of our housing stock poses a challenge for working class families with two or more children who find themselves gravitating to the western Miami-Dade County suburbs because affordable family housing is hard to come by in our City. Are any populations/household types more affected than others by these problems? While cost burden in and of itself is a difficult challenge to overcome, the nature of our diverse population including its preponderance of immigrants, amplifies these challenges. As stated in Miami and the State of Low-and Middle Income Housing, a report issued in March 2017; "In addition to the cultural and language barriers, tens of thousands of immigrants who come to Miami each year are extremely low income, resulting in overcrowding in many housing units. Consequently, affordable housing for LMI households in Miami has to be considered within the context of language barriers, cultural sensitivities, as the limited resources new immigrants have when they arrive. These factors have important implications for equal access to housing information, gentrification and displacement, as well as how Miami funds for affordable housing are used to assist diverse and resource-constrained populations." Please be reminded that the City's Comprehensive Plan established a goal of creating 6,800 affordable housing units and has only achieved in the creation of less than 5,000 units as of this writing(City's Comprehensive Plan). Our community's elderly, often living on very limited, fixed incomes face a cost burden that is squeezing them from the communities in which they have the strongest ties and supports. More than 50% of elder households in Miami-Dade County are cost burdened, according to the Shimberg Center at the University of Florida. The obstacle of cost burden is amplified when you realize that more than 36% of elderly residents (Source: American Community Survey, 2016) also 17 Page 362 of 1464 have a disability which can influence housing, mobility and community integration. Further, the strong real estate market that is driving up rental and homeownership costs (i.e. property taxes), also potentially destabilizes elder housing as renters can find themselves homeless when landlords decide to cash out on their investments and homeowners can find themselves facing larger property tax bills that are overwhelming their fixed incomes. The Florida Department of Elder Affairs issues an Elder Needs Index (ENI) which is a composite measure that measures the overall risk for elder residents' need for social services and includes the following factors: • The percentage of the elder population aged 85 years and older; • The percentage of the populace aged 55 years and older who are members of a racial or ethnic minority group; • The percentage of the populace aged 65 years and older with one or more disability; and • The percentage of the populace aged 55 and older living below 125%of the Federal Poverty Level. The Elder Needs Index for Miami Beach is 28.87-40.27%. Housing problems are prevalent across the population spectrum. However, minorities are disproportionally affected at a higher incidence rate when compared to their representation within the community as a whole. As noted previously, African American/Black and Asian Americans,who are a statistically small population within the community-at-large, are represented in significantly higher proportions reporting housing problems, according to HUD data. The Hispanic population represents the largest share of the affected population. This ethnic group comprises more that 50% of the total population of Miami Beach. Nearly 60% of Hispanics are impacted by at least one or more of the housing problems, which suggests that housing has an overall impact on 35% of the City's total population, while considering only one ethnic group.The only other large group is the White population, which comprises more than 30% of the total. Its representation in the data with regards to being impacted by at least one housing problem is just slightly more than its population size. According to Miami and the State of Low-and Middle Income Housing, Miami is undergoing a renaissance in its housing and economy. Accompanying such change and growth, however, is a history of challenges for low- and middle-income residents, as well as heightened concerns about preserving and developing affordable housing. Renters, in particular are vulnerable in Miami,with rents on the rise in many neighborhoods and a housing stock that is not keeping pace with the demand for affordable units." The spurt in gentrification is also displacing entire South Florida neighborhoods and creating a housing squeeze especially for those living in low- and moderate-income homes. "One such neighborhood is Wynwood, a historically working class neighborhood that was once a thriving industrial factory area. For the past decade, Wynwood has experienced increases in property taxes, rent and evictions, according to Miami and the State of Low- and Middle Income Housing. In South Beach, 15 aging Art Deco buildings that were home to very low-, low- and moderate-income households were acquired by a single developer with the intentions of rehabilitating the units and raising rents by 50%, according to The Miami Herald, February 3, 2016. This single developer was able to remove 240 affordable units from the market at one closing impacting a substantial swathe of residents working in the local market. Keep in mind that, following the housing crisis of the 2000s, "Miami experienced severe challenges including the highest rates of mortgages at risk of foreclosure as well as one of the nations' longest foreclosure processes", according to HUD and the Department of the Treasury, 2012. This is important from a historical context as the State of Florida has been known to have a series of land booms and busts since 1929 (Source: Paradise for Sale: Florida's Booms and Busts). Describe the characteristics and needs of Low-income individuals and families with children(especially extremely low- income) who are currently housed but are at imminent risk of either residing in shelters or becoming unsheltered 91.205(c)/91.305(c)). Also discuss the needs of formerly homeless families and individuals who are receiving rapid re- housing assistance and are nearing the termination of that assistance 18 Page 363 of 1464 There are several factors that place families—and by extension—their children at risk of homelessness. The high cost of housing and low local employment wages combine to create a financial vise on low-and moderate-income families who live in Miami Beach. According to the American Community Survey 2016, 25,752 Miami Beach households (51%) pay more than 30% of their income for housing. By comparison, 42% of households statewide are cost-burdened. This financial trade-off reduces the amount of discretionary income households have for educational costs, medical services, extracurricular experiences and savings for the future. This influences seemingly foundational resources such as internet connectivity which is a necessary utility in today's technologically-paced world. According to Florida International University's Metropolitan Center, the Greater Miami area is ranked second worst in the country for internet connectivity. In a world in which banking, employment, and commerce increasingly occur virtually, this digital divide creates a canyon of failed opportunity that further distances low income persons from success and ongoing stability and progress. According to Community Housing Affordability Strategy (CHAS) data 2010-2014, 63%of homeowner households earning 0-30%AMI have severe housing cost burden greater than 50% and almost 66%of renter households earning 0-30%AMI have severe cost burden greater than 50%. This indicates that 5,395 households in the City are at risk of homelessness due to their extremely low-income and severe cost burden. This risk of homelessness is made more daunting by the fact that there are no homeless shelters in the City. If a family were to become homeless, they would be transported to shelters in the mainland putting them further away from their jobs and schools. The optics of the severity of cost burden becomes clearer (and more concerning) when you realize that 27% of all Miami Beach households (13,865 households) spend more than 50% of their income to maintain housing. If households are working feverishly to maintain a roof over their heads, they are unable to pursue advanced education, save to purchase their own home or spend discretionary income to support the local area economy fueling a dangerous cycle which can further undermine their economic vulnerability. In January 2018, Bankrate released a study that Americans would find themselves hard pressed to pay an unexpected $1,000 expense for an emergency room visitor car repair: "While tapping savings to pay off an emergency was the most common response, more than a third of Americans would sink into one type of debt or another, potentially harming their financial security. Almost 1 in 5 would pay with a credit card and finance the balance over time; 12 percent would borrow from family or friends; and 5 percent would use a personal loan." Further still, the Federal Reserve reported in its May 19, 2017 Report on the Economic Wellbeing of US Households that 44% of Americans couldn't cover a $400 emergency expense out of their pocket. The Federal Reserve further detailed the grave and vulnerable state of American households as 23% of adults do not expect to pay current month's bills in full and 25% opt out of needed medical care because of cost (Source: May 19, 2017 Report on the Economic Wellbeing of US Households). While current conditions are heartbreaking, the report went on to advise that"many adults(28%) have no savings for retirement." While most major metropolitan cities face shelter shortages and often turn homeless people away because of space constraints, the City has had an average daily shelter vacancy rate of 7.409 beds.The City has access to 55 beds funded by the Miami-Dade County Homeless Trust and purchases an additional 52 beds from three shelters: The Salvation Army, Miami Rescue Mission and Camillus House. While the City does not control service provision for the Trust-funded beds, the City requires shelters to provide care coordination services with City-purchased beds ensuring that clients are provided the tools and support to successfully transition to sustainable independence. The official count of City's homeless population is measured through the annual Point-in-Time Homeless Census managed by the Miami-Dade County Homeless Trust and reported to the US Department of Housing and Urban Development. While a biannual census count is held, the winter (January) count is the one held as the formal, official homeless census. Below are the official census results for the past eight years: 19 Page 364 of 1464 Year Winter Summer Variance Year to Year Variance (Winter to Summer) Winter Summer 2010 149 196 +47 N/A N/A 2011 177 218 +41 +28 +22 2012 173 186 +13 -4 -32 2013 138 106 -32 -35 -80 2014 122 157 +35 -16 +51 2015 193 196 +3 +71 +39 2016 156 208 +52 -37 +12 2017 133 143 +10 -23 -65 Traditionally,as the data above demonstrates, our homeless population rises during our summer/fall and falls during the winter. The City averaged 19 vacant beds per day in May 2017, representing a 17.7% vacancy rate — by far the highest monthly vacancy rate for the year. The lowest vacancy rate occurred in February when an average of 2.1 beds was available or a 1.9% vacancy rate. The greatest number of daily beds was available on May 26, 2017 when 26 beds or 24.2% of beds were vacant. There were 18 days when all shelter beds were occupied or 4.9% of all operating days for the year. Eleven of these days occurred in November 2016. The low vacancy rate coincides with the beginning of the holiday season when there is a greater incidence of people accepting services for a variety of reasons. By contrast, the high vacancy rate period coincides with the Spring Break season. The following chart tracks daily vacancies for shelter beds: Daily Shelter Bed Vacancies FY 16/17 ✓�sv_ =Naming E1E1EMEE=E1= EimmilmillianinE1 o a ©=1-®151111131E3�=rH E3 0 s 0 o Emit 10 m11551r•® rn•rr 10=®® lor. 1=EMEMIEE1 o11® 20-©= 9 ME=35353=1111533 20 Mr= 10 ElE3n53© ir 00 Warr= z5 MMI©11111EI®M®MIMKI 16 ME1E1t®�EE3==== ¢) EI�E ©EIE1®=E3E3115 16 EI©M©111111111 ®M©NIEE1 19 nw nn •am xo © .3HOEOM= 10r.-r 21 E'= .©® 10- 10© 10Ell zx •acr =®Enr© m©m©rises®�lErl= ©©r111®'-© 10- zsmmismom10 6 0�� © © © �nmrr©n 0 ©©©nam nom© 0153 29 M©51111 ME xoi M3ME=1 zo U© 0El E3•®fl©l �© •r © ® 1E0 20 Page 365 of 1464 Despite the vacancy rate patterns, the City's actual placement rates have consistently fluctuated on monthly cycles for several years. These cycles fluctuate monthly with placement peaks occurring towards the end of the month and decreasing at the beginning of the month: 50 45 r - - - - - - - -- Shelter Bed Placements 40 35 g 30 i 25 'A S ;; y .? t.FY 16/17 Placements 20 c, 44S t 4''' • r2 y ■Fy 15/16 Placements 15 A ' 5 1 4 7 10 13 16 19 22 25 28 31 34 37 40 43 46 49 52 The City of Miami Beach currently does not receive Rapid Rehousing funds. However, it applied and has been awarded (though not yet under contract) Emergency Solutions Grant funds from the Miami-Dade County Homeless Trust to provide Rapid Re-housing services beginning in the second half of 2018. If a jurisdiction provides estimates of the at-risk population(s), it should also include a description of the operational definition of the at-risk group and the methodology used to generate the estimates: As a Continuum of Care of provider within the Miami Dade County, the City of Miami Beach utilizes the Homeless Management Information System (HMIS)to track homeless persons seeking help or resources. The HMIS report for our City indicated that 746 (701 of whom were adults) unique individuals were contacted for homeless services in FY 2016/17. (Report attached.) The City utilizes HUD's definition of homelessness and requires people accessing homeless certifies to self-certify homelessness if they are not encountered in the field by homeless outreach staff. The City also manages its Client Information Management System (CIMS) which enables the City to track homeless persons in a variety of ways including: outreach team encounters, walk-in center visits and police field encounters. CIMS enables a holistic view of its homeless population and empowers police and outreach staff to work collaboratively within a humanistic framework to engage homeless persons and persuasively approach encounters. City staff upholds the highest commitment to excellent customer service. The nature of their business is to interact — often repeatedly—with people who are at arguably the lowest point in their lives. People do not become homeless and remain homeless if they have a stable support system, financial savings and strong resiliency skills. Those that find themselves on the streets are typically long unemployed; separated or estranged from families/friends and the truth of their circumstances; and grapple with depression, solitude and other obstacles (including addiction and mental illness). The City Outreach Team's goal is to offer empathy and a clear path to help the homeless emerge from their homelessness. The clear path may mean returning to the workforce, drinking less alcohol or adhering to rules while in shelter to enable the transition to independent permanence. This may not be the path they choose for themselves and the mere suggestion may be perceived as inflammatory. However,the City's goal is to support their client's return to the role of contributing member of our community. This cannot be accomplished if homeless residents are not held to the same standards of personal success and accountability as all other members of our community — albeit perhaps with extra help such as food subsidies, counseling and support services. In FY 16/17, the City encountered 1,571 unique 21 Page 366 of 1464 homeless persons and served 1,456 of these of 92.7%. Five hundred and seventy of these clients were placed in shelter and 118 were relocated to love ones. One hundred seventy two clients transitioned to permanent housing. This past fiscal year, the City's homeless population has declined by several measures: • Official Point-in-Time Survey • Self-identified homeless engaged by police and HOT • Average morning count The reduction is supported by various rising indicators: • Number of self-identified homeless served by HOT • Police direct placements to shelter(a service that began February 2017) • Number of relocations • Number of permanent placements Throughout the year, key stakeholders were kept abreast of data and trends through the weekly data dashboard that is distributed broadly that provides service levels and shared news about homelessness elsewhere: w Average Daly C ny _ I0 ::.I e 1 • . Populationsd y e A4yu mxyIII 6 cal Se e 1311 s 1 Q S E a a u . 3 . /Aµ g >mestenays ,m. 200 ve .wa�1 ll 2 6"I2 me 40 3544 I mucus mamma. 620 0i - - Si _ 44 _ C, b(DMAPlaa..eM, w ' 3 i . . N Seattle Collects 42,000 Pounds of Garbage City of Miami Files to End Pottinger Protections d Z .m....mM..m,lh..w.r o......em,Gwrre...n a.nw,e. the o.. ... - ,.o.+<.....�z.ewa..• z,, .., .. ............ .. ..... a. ..,...,....,.residents ol eve+am me Rai mennut la eta a 2 al and emit tame toga the other positlom Id ca.,.avoll gun.*r.e.1 Ato,..5,6i,le.1.5 a.••••14 wup al RV mrid cm..•atille nu ii Ton Men the My torn ram m lor lee wee ral[Me In Mena,t.Mee a semen a m attempt Is radicals I L M .m m........,w.�.....................� ;:.,,'..Z5:6',;:0„:-"..r .e -ns.led„Fa tenger mewls the I lit Si▪m•Mt in 1 ha Me Mum!0 Mete Pis gestate are! C resslmit a Immal-Ma Massy.0 asta 085•1••110 in a arm mita.20•12-With m I the sm m.aro ..n.v Mann en.w......m....maces......r..ne tameless pith tam oand mammas Ilea S I apt.148 Week Enthea lux 4 Me Specify particular housing characteristics that have been linked with instability and an increased risk of homelessness The following housing characteristics have been linked with instability and an increased risk of homelessness: • Housing stock problems • High housing costs(low income opportunities). • High community mobility(low community cohesion/engagement) • Overcrowding 22 Page 367 of 1464 Discussion Almost 75% of households in the 0%-30% AMI bracket experienced at least one housing problem. However, more than 96% of Black/African American and 100% of Pacific Island Households in this bracket experienced at least one housing problem, according to HUD's CHAS data. Housing problems are prevalent across the population spectrum. However, minorities are disproportionally affected at a higher incidence rate when compared to their representation within the community as a whole. As noted above, African American/Black and Asian Americans, who are a statistically small population within the community-at-large, are represented in significantly higher proportions reporting housing problems. Further, while Hispanics represent about 54% of the City's population, they more than their proportional share of housing problems except for those at 80-100%AMI. Almost 40 percent of the local area housing stock was built prior to 1970, according to the American Community Survey, 2011-2015. Less than one percent of the current housing stock was built after 2010. By decade, housing built prior to 1959 is the single largest development period for Miami-Dade County with the same time period serving as Miami Beach's architectural heyday and the birth of Art Deco design. The high cost of housing and low local employment wages combine to create a financial vise on low- and moderate- income families who live in Miami Beach. According to the American Community Survey 2016, 25,752 Miami Beach households (51%) pay more than 30% of their income for housing. By comparison, 42% of households statewide are cost-burdened. This financial trade-off reduces the amount of discretionary income households have for educational costs, medical services, extracurricular experiences and savings for the future. It is important to stress that cost burden poses a significant impediment to providing appropriate housing for both renters and owners. Nearly 45%of all households are at or below 80%AK and nearly 17% of all households earning up to 30%AMI, represented by a significant number of elderly residents. Half of the households at or below 30%AMI have a household member over 62 years of age; and 33% of those households have a member over 75 years of age. This means a significant number of households may be on fixed income and unable to keep up with the rising cost of properties. Miami Beach has enjoyed a real estate market that has retained strong market values despite the general downturn in the national real estate market. This fact creates limitations on homeownership opportunities.Virtually all of the single- family homes are financially inaccessible by households that are even at 100% AMI. Ownership is generally left to the acquisition of a condominium; and even that is prohibitive in many of the properties. This issue has created a "double- edged sword" for the City as it struggles with providing affordable housing without negatively impacting rising property values. The median list price per square foot for a Miami Beach home is $513 while the Miami-Ft. Lauderdale Metro average is $214, according to Zillow. This huge variance underscores why landlords operating rentals can be enticed to sell their affordable market units in order to cash out on profits. Miami Beach is a beautiful place to live but is also a much desired place to visit. The demands of the tourism industry have impacted housing with the advent of Air B&B and other short-term, owner driven rental services that have drawn needed housing units away from the rental market to satisfy the burgeoning "home tourist" market. According to the Greater Miami and The Beaches Convention and Visitors Bureau, a record-high number of visitors spent at least one night in the area (15.86 million people). Miami Beach was the number one area for visitor lodging representing 58.5% of all visitors,according to the Great Miami and the Beaches 2017 Visitor Industry Overview. In the age of virtual living, more and more people are opting to take Uber and Lyft instead of a taxi cab and booking their vacations and business trips in Air B&B rentals instead of hotels. So far in 2018, the City has issued $2.4 million in code fines to people operating properties as illegal short-term rentals. While a studio apartment in Miami Beach rents for $1,286 a month, that same unit can generate $143 per night or up to $4,290 per month via short-term rental; a 233% revenue gain (Source: airbnbb.com,June 21, 2018). 23 Page 368 of 1464 Mobility in the City discourages community cohesion and attachment. Only 78.4% of residents are living in the same home they lived in one year ago, according to the US Census. This high mobility is driven by rising housing costs, the advent of Air B&B, and the draw to Miami Beach by people from throughout the world. Housing demand is growing while new housing development is limited by the lack of available land and development rules that limit height and density. Visitors to the area were equally likely to come from international ports of origin as they were from America, according to the Great Miami and the Beaches 2017 Visitor Industry Overview. Further, there are 13,529 vacant housing units in the City (or 22.65% of all units) and an additional 7,668 (or 12.84%) of units that are seasonal, recreational or used only occasionally, according to the US Census,2000. Overcrowding is also a housing problem on Miami Beach. The problem is more pronounced within the rental market than the ownership market. Many of the available rental multifamily properties on Miami Beach are apartments or condominiums with limited square footage and bedrooms. Most are efficiencies, one-, or two-bedroom units. The absence of units that can accommodate growing families (whether children or multiple family generations) poses an existential challenge for people seeking the space afforded by three or more bedrooms. The median home in Miami Beach has only 3.3 rooms with the single largest unit configuration being one-bedroom units, according to the US Census, 2012-2016 American Community Survey 5-Year Estimates. One bedroom units serve as a disincentive to families wishing to remain in the City as they grow or to encourage multiple generations from living together for communal benefit. NA-15 Disproportionately Greater Need: Housing Problems—91.205 (b)(2) Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to the needs of that category of need as a whole. Introduction This section examines housing problems experienced amongst racial and ethnic groups at different income levels to determine if a disproportionately greater need exists for a certain racial or ethnic group. A disproportionately greater need exists when a particular racial or ethnic group experience housing problems at a greater rate (10 points or more). 0%-30%of Area Median Income Housing Problems Has one or more of ! Has none of the four Household has four housing housing problems no/negative income, problems but none of the other housing problems Jurisdiction as a whole 6,125 1,380 665 White 1,625 370 310 Black/African American 420 0 15 Asian 75 10 10 American Indian,Alaska Native 0 _ 0 0 Pacific Islander 10 0 0 Hispanic 3,980 1,010 320 Table 9-Disproportionally Greater Need 0-30%AMI Data Source: 2009-2013 CHAS;AMI=Area Median Income *The four housing problems are: 1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per room, 4.Cost Burden greater than 30% 24 Page 369 of 1464 30%-50%of Area Median Income Housing Problems Has one or more of Has none of the four Household has four housing housing problems no/negative income, problems but none of the other housing problems Jurisdiction as a whole 5,275 1,035 0 White 1,230 250 0 Black/African American 305 0 0 Asian 35 10 0 American Indian, Alaska Native 0 0 0 _ Pacific Islander 0 0 0 Hispanic 3,635 760 0 Table 4- Disproportionally Greater Need 30-50%AMI Data Source: 2009-2013 CHAS *The four housing problems are: 1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per room, 4.Cost Burden greater than 30% 50%-80% of Area Median Income Housing Problems Has one or more of Has none of the four Household has four housing housing problems no/negative income, problems but none of the other housing problems Jurisdiction as a whole 5,655 1,040 0 _ White 2,100 240 0 Black/African American 205 0 0 Asian 75 79 0 American Indian,Alaska Native 0 0 0 Pacific Islander 0 0 0 Hispanic 3,260 705 0 Table 5-Disproportionally Greater Need 50-80%AMI Data 2009-2013 CHAS Source: *The four housing problems are: 1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per room, 4.Cost Burden greater than 30% 80%-100% of Area Median Income Housing Problems Has one or more of Has none of the four Household has four housing housing problems no/negative income, problems but none of the other housing problems Jurisdiction as a whole 1,850 1,860 0 White 885 590 0 Black/African American 60 75 0 25 Page 370 of 1464 Housing Problems Has one or more of Has none of the four Household has • four housing housing problems no/negative income, problems but none of the other • housing problems Asian 10 0 0 American Indian, Alaska Native 0 0 0 Pacific Islander 0 0 0 _ Hispanic 870 1,160 0 Table 6- Disproportionally Greater Need 80- 100%AMI Data Source: 2009-2013 CHAS *The four housing problems are: 1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per room, 4.Cost Burden greater than 30% Discussion The table below illustrates the disparities in housing problems experienced by different racial or ethnic groups and income. 74.97% of households in the 0%-30% AMI bracket experienced at least one or more housing problems. However, more than 96% of Black/African American and 100% of Pacific Island Households in this bracket experienced at least one housing problem. Housing problems are prevalent across the population spectrum. However, minorities are disproportionally affected at a higher incidence rate when compared to their representation within the community as a whole. As noted above, African American/Black and Asian Americans, who are a statistically small population within the community-at-large, are represented in significantly higher proportions reporting housing problems. Further, while Hispanics represent about 54% of the City's population, they experience more than their proportional share of housing problems except for those at 80-100%AMI: 0-30%AMI 30-50%AMI 50-80%AMI 80-100%AMI Hispanics 65% 68.9% 57.6% 47% Reporting Housing Problems AMI=Area Median Income More strikingly, Hispanics are more than twice as likely as their White counterparts to experience housing problems until you compare those in the 80-100%AMI income category: 0-30%AMI 30-50%AMI 50-80%AMI _ 80-100%AMI Hispanics 65% 68.9% 57.6% 47% Reporting Housing Problems Whites Reporting 26.5% 23.3% 37.1% 47.8& Housing Problems AMI=Area Median Income NA-20 Disproportionately Greater Need: Severe Housing Problems—91205 (b)(2) Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to the needs of that category of need as a whole. 26 Page 371 of 1464 • Introduction A disproportionately greater need exists when the members of racial or ethnic group at a given income level experience housing problems at a greater rate (10 percentage points or more)than the income level as a whole. Severe housing problems include: • More than 1.5 persons per room • Cost Burden over 50% The following series of tables look at the housing problems amongst different racial and ethnic groups and income levels. 0%-30%of Area Median Income Severe Housing Problems* Has one or more of Has none of the four Household has four housing housing problems no/negative income, problems but none of the other _ housing problems Jurisdiction as a whole 5,315 2,185 665 White 1,430 560 310 Black/African American 390 29 15 Asian 75 10 10 American Indian,Alaska Native 0 0 0 Pacific Islander 0 10 0 Hispanic 3,410 1,580 320 Table 13—Severe Housing Problems 0-30%AMI Data Source: 2009-2013 CHAS *The four severe housing problems are: 1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per room, 4.Cost Burden over 50% 30%-50% of Area Median Income Severe Housing Problems* Has one or more of Has none of the four Household has four housing housing problems no/negative income, problems but none of the other housing problems Jurisdiction as a whole 3,705 2,600 0 White 785 695 0 Black/African American 135 _ 175 0 Asian 25 20 0 American Indian, Alaska Native 0 0 0 Pacific Islander 0 0 0 Hispanic 2,710 1,685 0 Table 14—Severe Housing Problems 30-50%AN Data Source: 2009-2013 CHAS *The four severe housing problems are: 1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per room, 4.Cost Burden over 50% 27 Page 372 of 1464 50%-80% of Area Median Income Severe Housing Problems* Has one or more of Has none of the four Household has four housing housing problems no/negative problems income, but none of the other housing problems Jurisdiction as a whole 2,400 4,295 0 White 1,005 1,335 0 Black/African American 125 80 0 Asian 0 154 0 American Indian, Alaska Native 0 0 0 Pacific Islander 0 0 0 Hispanic 1,265 2,695 0 Table 15—Severe Housing Problems 50 -80%AMI Data Source: 2009-2013 CHAS *The four severe housing problems are: 1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per room,4.Cost Burden over 50% 80%-100%of Area Median Income Severe Housing Problems* Has one or more of Has none of the four Household has four housing housing problems no/negative problems income, but none of the other housing problems Jurisdiction as a whole 955 2,760 0 White 365 1,110 _ 0 Black/African American 60 75 0 Asian 10 0 0 American Indian, Alaska Native 0 0 _ 0 Pacific Islander 0 0 0 Hispanic 515 1,510 0 Table 16—Severe Housing Problems 80- 100%AMI Data Source: 2009-2013 CHAS *The four severe housing problems are: 1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per room,4.Cost Burden over 50% Discussion Hispanics (which represent 53.8% of overall population) Experiencing Housing Problems 0-30%AMI 65% 28 Page 373 of 1464 30-50% AMI 73.4% 50-80%AMI 57.6% AMI= Area Median Income NA-25 Disproportionately Greater Need: Housing Cost Burdens—91.205 (b)(2) Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to the needs of that category of need as a whole. Introduction: There are two important factors when measuring affordability: income and housing price. Cost burden is considered a problem when housing cost exceeds 30% of income, and a severe problem when the cost burden exceeds 50%. According to CHAS data, 22,065 households --almost 51% of all households -- are experiencing housing cost burden. Clearly, the community as a whole is burdened by its ability to house itself. If a household is expending 50% of its income to maintain housing, it is absent of discretionary income that compels them to forgo activities and services instrumental to quality of life including: medical care, advanced education, savings for retirement, cultural experiences and more. More so, since so much of a household's funds are invested in housing costs, households are unable to support the economy through increased discretionary spending. Housing Cost Burden Housing Cost Burden <=30% 30-50% >50% No / negative income (not computed) Jurisdiction as a whole 20,555 10,135 11,930 680 White 10,125 4,455 4,040 320 Black/African American 445 345 635 15 Asian 385 135 105 10 American Indian, Alaska Native 75 0 0 0 Pacific Islander 0 10 0 0 Hispanic 9,240 5,130 7,070 320 Table 17—Greater Need: Housing Cost Burdens AMI Data Source: 2009-2013 CHAS;AMI=Area Median Income Discussion: According to the CHAS data, Black/African Americans experience a disproportionate greater need with regard to severe cost burden. 44.10% of Black/African American households experience severe cost burden compared to 27.55% of the City as a whole. NA-30 Disproportionately Greater Need: Discussion — 91.205(b)(2) Are there any Income categories in which a racial or ethnic group has disproportionately greater need than the needs of that income category as a whole? With regards to housing problems versus severe housing problems, the data delivers similar results for each category within Miami Beach. Hispanics represents the largest share of the affected population. This ethnic 29 Page 374 of 1464 group comprises more that 53.8% of the City's total population, Whites represent 39%, and Blacks/African Americans represent 3.11%. Nearly 60% of Hispanics are impacted by at least one or more of the housing problems, suggesting that more than a third of the City's overall population face at least one housing problem. If they have needs not identified above, what are those needs? NA Are any of those racial or ethnic groups located in specific areas or neighborhoods in your community? There are no ethnic- or race-specific neighborhoods within the City as residents of all backgrounds are fairly diversified throughout the City's 15.22 square miles based on existing population representations. However, according to US Census, there are population concentrations throughout South Florida along racial and ethnic divides: mks • ,'9p N't M1St +Y ��NErWNF. acStIt w fn + 2010 Census Block Data *@ui .\ ,.3Dot=t Person # White 'ti , k91ck S . c • t a j¢l3 Asian S.1 ' ..a '"` ad mise nic d 30 Page 375 of 1464 NA-35 Public Housing—91.205(6) Introduction The City of Miami Beach has only one public housing property and it is owned and administered by the Housing Authority of the City of Miami Beach. Rebecca Towers South, a twin-towered property located at 150 -200 Alton Road, fronts Biscayne Bay to the west and faces the South of Fifth Neighborhood to the east. Its South Tower is public housing. Rebecca Towers South serves provides 200 units for low-income elderly residents in its a 13-story buildings. The Housing Authority of Miami Beach Provided the updated data below: Program Type Certificate Mod- Public Vouchers Rehab Housing Total Project- Tenant- Special Purpose Voucher based based Veterans Family Disabled Affairs Unification * Supportive Program Housing #of units vouchers in use 0 20 200 3407 20 3053 334 0 0 Totals in Use Program Type Certificate Mod- Public Vouchers Rehab Housing Total Project- Tenant- Special Purpose Voucher based based Veterans Family Disabled Affairs Unification * Supportive Program Housing _ # of units i vouchers in use 0 126 196 2,802 10 2,604 183 0 0 Table 7-Public Housing by Program Type *includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year,and Nursing Home Transition Data Source: PIC(PIH Information Center) 31 Page 376 of 1464 Characteristics of Residents Program Type Certificate Mod- Public Vouchers Rehab Housing Total Project Tenant Special Purpose Voucher -based -based Veterans Family i Affairs Unification Supportive Program Housing Average Annual Income 0 9,229 9,733 11,333 10,193 11,222 12,666 0 Average length of stay 0 6 8 7 2 7 0 0 Average Household size 0 1 1 1 2 1 1 0 # Homeless at admission 0 0 1 143 6 24 113 0 # of Elderly Program Participants (>62) 0 111 195 1,299 _ 3 1,262 34 0 # of Disabled Families 0 13 1 664 4 590 70 0 # of Families requesting accessibility features 0 126 196 2,802 10 2,604 183 0 # of HIV/AIDS program participants 0 0 0 0 0 0 0 0 #of DV victims 0 0 0 0 0 0 0 0 Table 19—Characteristics of Public Housing Residents by Program Type Data Source: PIC(PIH Information Center) Race of Residents Program Type Race Certificate Mod- Public Vouchers Rehab Housing Total Project Tenant Special Purpose Voucher -based -based Veterans Family Disabled Affairs Unification * Supportive Program Housing - White 0 118 188 2,004 7 _ 1,933 59 0 0 Black/African American 0 8 8 793 3 _ 666 124 0 0 Asian 0 0 0 3 0 3 0 0 0 32 Page 377 of 1464 Program Type Race Certificate Mod- Public Vouchers Rehab Housing Total Project Tenant Special Purpose Voucher I -based -based Veterans Family Disabled Affairs Unification * Supportive Program Housing American Indian/Alaska Native 0 0 0 2 0 2 0 0 0 Pacific Islander 0 0 0 0 0 0 0 0 0 Other 0 0 0 0 0 0 0 0 0 Table 20—Race of Public Housing Residents by Program Type Data Source: PIC(P11-I Information Center) 33 Page 378 of 1464 Ethnicity of Residents Program Type Ethnicity Certificate Mod- Public Vouchers Rehab Housing Total Project Tenant Special Purpose Voucher -based -based Veterans Family Disabled Affairs Unification * Supportive Program Housing Hispanic 0 122 182 1,848 7 1,808 28 0 0 Not Hispanic 0 4 14 954 3 796 155 0 0 Table 21—Ethnicity of Public Housing Residents by Program Type Data Source: PIC (PIH Information Center) Section 504 Needs Assessment: Describe the needs of public housing tenants and applicants on the waiting list for accessible units: As foretold by the disproportionate cost burden in the general population, affordable housing is the greatest need of public housing tenants and applicants on the housing waitlist. The most immediate need is the availability of accessible units. The Rebecca Towers South development contains ten Section 504 accessible units and is in compliance with Section 504 UFAS accessibility requirements. Most immediate needs of residents of Public Housing and Housing Choice voucher holders The waiting list for Rebecca Towers South consists of 656 applicants, of which 38%are extremely-low income. The waiting list consists of 212 applicants with disabilities, equivalent to 32 percent. The waiting list for the Section 8 Housing Choice Voucher Program consists of 1,204 applicant households. How do these needs compare to the housing needs of the population at large The public housing tenants/Housing Choice Voucher holders and applicants on the waiting list for accessible units have a greater need than the population at-large due to housing options limited by their low incomes and the City's low vacancy rate. Discussion The greatest current need in public housing is the availability of accessible units, and options are limited. The Housing Choke Voucher Program provides more options for affordable housing; however demand continues to significantly exceed the supply, especially when larger unit needs are considered. 34 Page 379 of 1464 NA-40 Homeless Needs Assessment — 91.2O5(c) Introduction: The information in the table below is derived from Miami-Dade County's' Homeless Information Management System (HMIS). The data is specific to the City for the fiscal year Oct 1, 2016-September 30, 2017. Where data does not appear in the column no data is available. The City, which operates the only municipal walk-in center serving the homeless in Miami-Dade County, is open Monday through Friday, 7:30am — 12pm and fpm — 3:30pm. Our walk-in center provides a variety of services in addition to shelter placement including: • Care coordination (coordinated case management services held Thursdays) • Employment services (offered Monday through Thursday) • Identification document replacement (offered daily) • Relocation services (with validated consent from the receiving party offered Mondays and Wednesdays) • Support group meetings for those transitioning from the streets (offered Tuesday through Friday) • Access Florida services (including LifeLink and SNAP benefits offered daily) • Legal services from the Office of the State Attorney (Wednesdays only) The City is a member agency of the Miami-Dade County Continuum of Care (CoC) led by the Miami-Dade County Homeless Trust. As a CoC member agency, the City must adhere to US Department of Housing and Urban Development (HUD) regulations for the certification and provision of services for people who are homeless. The definition of "homeless" is established by HUD and delineated in 24 CFR Parts 91, 582 and 583 as: (1)An individual or family who lacks a fixed, regular, and adequate nighttime residence; (2) An individual or family who will imminently lose their primary nighttime residence; (3) Unaccompanied youth under 25 years of age, or families with children and youth; or (4) Any individual or family who is fleeing, or is attempting to flee domestic violence. As a condition of service within the CoC, clients must have a Homeless Verification Form completed by staff certifying that the client is homeless based on the selected HUD criteria and documentation provided by the client. The certification accompanies the client's placement into shelter as well as referrals to all CoC services. In order to certify a person as homeless, the client must submit documentation that proves his homelessness (i.e. eviction papers) or must be witnessed by City staff (including police) residing in a place not meant for human habitation (i.e. the streets). Furthermore, prior to the receipt of services, the CoC requires that all clients complete several documents authorizing the provision of services including: • HMIS (Homeless Management Information System) Notice of Uses and Disclosures • HMIS Consent to Release and Exchange of Information • Provider (City) Consent to Release and Exchange of Information • Acknowledgment Client Rights and Responsibilities 35 Page 380 of 1464 • Acknowledgement of Grievance Procedures • HUD Client Questionnaire Once the client completes the required documentation, staff conduct a criminal background check to ensure that clients are not registered as sexual offenders (as this would preclude their placement in shelter or relocation) and an assets and skills assessment to determine the resources and strategies that will be pursued to ensure the client's transition to permanent housing and independence. The paperwork and assessment process can take up to three hours depending on the client's cognition and participation. This process becomes the foundation for the provision of services and the client's ultimate success. The City contracts with several shelter providers. These providers must review their respective client bed rosters and advise the City if any clients have exited their program by 9am each weekday. Once the City has identified a client for placement, a formal request is sent to the shelter provider seeking permission to place the client. All shelters must provide prior consent to client placement. This process usually takes up to one hour enabling providers to review their records and the client's history to determine if he/she is a suitable placement. Shelters reserve the right to refuse placement of any client who has had previous behavioral problems or whose history they feel is incompatible with its environment. Once the documentation is complete and the shelter consents to receiving the client, the client is transported to shelter. All emergency shelter providers are located in Miami. Staff's goal is to make the first drop-off of the day to shelters by noon so that clients can have a meal upon arrival. All shelter placements should be completed by 3pm as shelter administrative offices typically close by 4pm. The time of shelter clearance and traffic impact the actual time of arrival to shelter and return to the office. On at least two instances last year, staff had to leave early to accommodate simultaneous shelter placements at multiple providers and relocations at the Greyhound Bus Depot in Miami. Please note that the Homeless Outreach Office utilizes two vans for client transport. During the school year, one of these vans is used after 4pm by Success University for client transport. The homeless population in America is varied. Each community is influenced by the economic conditions and cultural influences of its resident population. More than 95 percent of all people served by the City became homeless in another community and migrated to our community. This is an anomaly not encountered in other metropolitan areas with a homeless population. In San Francisco, for example, 71 percent of their homeless population had former residences within the area. This population had a connection to their community that pre-dated their homelessness and included their previous homes and places of work. Conversely, our City's homeless population, as a whole, lacks these historical connections as they neither lived nor worked here. Oftentimes, this lack of connection, leads to objectionable behaviors including criminal offenses. The Miami Beach Police completed 1,645 arrests of people claiming to be homeless in FY 15/16. Sixty-three of these people were arrested five or more times. On average, the top 10 residents with arrests who claimed to be homeless in FY15/16 were arrested 12.2 times for crimes ranging from trespass to strong arm robbery. 36 Page 381 of 1464 Homeless Needs Assessment Population Estimate the # of Estimate the Estimate Estimate the Estimate the persons experiencing # the It U exiting # of days homelessness on a experiencing becoming homelessness persons given night homelessness homeless each year experience each year each year homelessness Sheltered Unsheltered Persons in Households with Adult(s) and Child(ren) 0 Persons in Households with Only Children 0 0 Persons in Households with Only Adults Chronically Homeless Individuals Chronically Homeless Families Veterans 38 3 Unaccompanied Child 0 0 0 Persons with HIV 28 0 Table 22 - Homeless Needs Assessment Data Source Comments: Indicate if the homeless population is: Has No Rural Homeless If data is not available for the categories"number of persons becoming and exiting homelessness each year," and "number of days that persons experience homelessness," describe these categories for each homeless population type (including chronically homeless individuals and families,families with children, veterans and their families, and unaccompanied youth): In fiscal year 16/17,the City served: • 0 chronically homeless individuals with their families; • 102 chronically homeless individuals; • 15 families with children; 37 Page 382 of 1464 • 0 veterans with families; • 35 veterans; • 0 unaccompanied youth under 18 years of age; and • 67 unaccompanied youth aged 18 - 25 While the City of Miami Beach participates in the Miami-Dade County Homeless Management Information System (HMIS), it also maintains a more extensive Client Management Information System (CIMS) that tracks longitudinal progress for the homeless clients served by the City. In addition to the 15.8 million tourists who visited last year, our City also welcomed 1,571 people who self- identified as homeless, a significant drop from the 1,998 homeless people who visited the year before. As a matter of perspective, the City's resident population was 91,917 in 2016 and Florida's statewide homeless rate was 440 persons per 100,000 of the population or approximately 1 of every 227 residents (Source: State of Florida Report: 2016 Homeless Census Estimates). The City's homeless rate is almost four times the State average. As noted in previous years, the vast majority of homeless persons in our City became homeless in another jurisdiction and migrated to our community without housing plans. This migration pattern continued in FY 16/17 and was exacerbated by Hurricane Irma which brought additional homeless people from the Florida Keys and our west coast at a time when seasonal homelessness traditionally rises in advance of dropping temperatures up North. Further, the data underscores what has become evident over time: the City's homeless population is reluctant to engagement and is highly transient, as demonstrated by the January 2017 homeless census count which was 133, a mere 8.4% of documented homeless persons. Furthermore, while the placement rate remains at about one third of our overall homeless population for the past two years, the daily shelter vacancy rate rose from 2.88 beds (calculated for only 9 months when such data collection began) in FY 15/16 to 7.40 beds in FY 16/17. The City achieved several milestones in FY 16/17 including: • Captured significantly more data about our homeless population • Fully launched its homeless employment program, Hope Exists, as a means of fast-tracking the transition from the streets to independent, stable living • Began offering daily support groups based on the 7 Habits of Highly Effective People for the homeless transitioning away from the streets • Engaged more civilians in community outreach and joint outreach missions • Presented the City's innovative strategies at the Big Data Conference on Human Services held in Seattle 38 Page 383 of 1464 Nature and Extent of Homelessness: (Optional) Below are the demographic data sets for the January 2017 Point in Time Survey: Miami Dade South Homeless Cencus Geographic Summary Results January, 2017 AREAS Palmetto Bay, Kendall, Cutler Bay, Goulds, Narre Ci Leisure City, South Pinecrest, Perrino,country Princeton, North Homestead,City TOTALS The Crossings Walk,South Redlands Homestead Florida City Miami Heights Gender Breakdown Males 19 34 14 20 14 101 Females 1 7 3 5 0 16 Transgender M to F 0 0 0 0 0 0 Transgender F to 0 0 0 0 0 0 Unable to Identify 2 0 0 0___ i , 0 2 rgr�. 1 Y ..>—._ 54,.• i'.v..n_y .: .+. . _C..'.. 4��.''i_ '' :;..).:t...._:_,_. .. f 4. Ethnic Breakdown Hispanic/Latino 9 2 0 7 0 18 Non-Hispanic/Non-Latino 11 39 17 16 0 83 Unable to Identify 2 0 0 2 14 18 ir5x4a* » nl . 4 .rte - Yeyagj••,.n y;° Racial Breakdown Black or African-American 8 32 13 11 0 64 White 12 9 4 12 0 37 Asian 0 0 0 0 0 0 American Indian or Alaska Native 0 0 0 0 0 0 Unable to Identify 2 0 0 2 14 18 ,3 :,.1:( a $.,. . --ri -' a r" ,.r y+ ...,. . .. . ,. . "'. , (7t,1 Age Estimates 11 0-17 0 0 0 0 0 0 18-24 0 1 2 0 0 3 25-34 3 6 3 4 0 16 35.44 5 4 4 6 0 19 45-54 3 13 6 5 0 27 55-61 5 7 1 5 0 18 62+ 3 10 1 3 0 17 Unable to Identify 3 0 0 2 14 19 ,�..,....... _ .. . _mi=1J! .�T`• 4__ ,.:.'�'�,� .` r.° ?r 4 d _:1:'r9K1'f % 18% 34% 14% 21% 12% 100% Estimate the number and type of families in need of housing assistance for families with children and the families of veterans. The City maintains a zero tolerance policy for homeless families with children; this means the City immediately finds secured housing to ensure that no child lives on the streets. Thankfully, the City does not have a large homeless family population as it serves roughly one family per month. In large measure, this is because the City has outreach workers assigned to schools throughout the City to provide a variety of prevention and 39 Page 384 of 1464 intervention services including rent and utility assistance, emergency food cards and other supports. The City has not served any families of veterans in the past fiscal year but has served 35 veterans. The chart below summarizes key performance measures for the past fiscal year: Measure FY 15/16 FY 16/17 Variance Homeless Encountered in 1,998 1,571 -21.4% City Average Morning Count? 115.51 90.82 -21.4% Official City Census3 156 133 -14.8% Served by HOT4 1,370 1,456 +7.0% HOT Shelter Placements 676 570 -15.5% Direct Police Placements5 0 24 N/A Relocations6 88 118 +34% Permanent Placements? 154 172 +11.7% Homeless Employed by City 22 42 +90.9% 1—The number of unduplicated, self-identified homeless contacted by Hot and PD 2 —The morning count factors high-traffic areas. This will include beach in FU 17/18 3 —The Point-in-Time Survey, January 2016 and 2017, respectively 4— People contacted in the walk-in center and field 5— Police were provided placement privileges in February 2017 6— Relocations are provided once in a lifetime per client with verification of destination 7— Placements in sustainable housing. Only City-funded beds are tracked as there is no access to Trust-funded bed data 8— Employment program began full year implementation in FY 16/17 This past fiscal year,the City's homeless population has declined by several measures: • Official Point-in-Time Survey • Self-identified homeless engaged by police and HOT • Average morning count The reduction is supported by various rising indicators: Number of self-identified homeless served by HOT • Police direct placements to shelter(a service that began February 2017) • Number of relocations • Number of permanent placements Describe the Nature and Extent of Homelessness by Racial and Ethnic Group. Based on data collected through the Homeless Management System (HMIS) in Fiscal Year, the City's demographic composition for its homeless population was: • 58.6% percent White; • 35.8% percent Black/African American; • less than 1%Asian; • less than 1%American Indian/Native; and 40 Page 385 of 1464 • less than 1%Pacific Islander. Of these individuals, 35%percent identified as Hispanic and 62.3%as non-Hispanic. Describe the Nature and Extent of Unsheltered and Sheltered Homelessness. The "Point-in-Time" (PIT) homeless count covers all of Miami-Dade County including Miami Beach and as far North as the Broward County boundary, and as far South as the Monroe County boundary. The PIT is a mandatory census consisting of two components: a comprehensive geographic count of sheltered and unsheltered persons, and a collection of an informational survey from a random sample of the population. It is required by US Housing and Urban Development (USHUD)to count and survey the homeless nationwide on one day during the last ten days of January. Below are the sheltered and unsheltered counts for the City and County: Hitta HOMELESS TRUST CENSUS RESULTS& IM COMPARISON: JANUARY 2017/JANUARY 2018 UNSHELTERED HOMELESS COUNT #ON 1/26/17 #ON 1/25/18 Difference+/- % City of Miami-City of Miami,City Limits 609 665 56 9% City of Miami Beach-Miami Beach 133 124 -9 -7% Miami-Dade County-South Dade,South of Kendall Drive to Monroe County Line 119 85 -34 -29% Miami-Dade County-Unincorporated Miami-Dade County, North of Kendall Drive to Broward County Line 150 156 6 4% Subtotal-it of UNSHELTERED Homeless: 1011 1030 19 2% SHELTERED HOMELESS COUNT #ON 1/26/17 #ON 1/25/18 Difference 4/. % Total Homeless in Emergency Shelter 1,723 1,643 -80 -5% Cold Weather Placements 0 0 0 0% Hotel/Motel 209 204 -5 -2% Total Homeless in Transitional Housing 877 622 _ -255 -29% Sate Haven 27 27 0 0% Subtotal-SHELTERED Homeless: 2836 2496 -340 -12% TOTAL -SHELTERED AND UNSHELTERED HOMELESS: 3847 3526 -321 -8% There was a 8% (n=321)overall decrease in homelessness countywide when comparing the 2017 and 2018 PIT counts.The unsheltered count increased 2% (n=19),and the sheltered count decreased 12% (n=340). 41 Page 386 of 1464 Discussion: The City's Point-in-Time Count in January 2018 was 124 people, nine less than January 2017. This past fiscal year,the City's homeless population declined by several measures: • Official Point-in-Time Survey • Self-identified homeless engaged by police and HOT • Average morning count (as the City measures overnight sleepers by high-concentration locations to determine the deployment of resources for outreach) The reduction is supported by various rising indicators: • Number of self-identified homeless served by HOT • Police direct placements to shelter(a service that began February 2017) • Number of relocations • Number of permanent placements NA-45 Non-Homeless Special Needs Assessment - 91.205 (b,d) Introduction: The Non-Homeless Needs Assessment describes: • The characteristics of special needs populations; • The housing and supportive needs of these population and how the needs are determined; • The characteristics of persons with HIV/AIDS. Describe the characteristics of special needs populations in your community: Characteristics of people with special needs populations include the following: • Elderly - Florida has the greatest proportion of people aged 65 and older in the country, according to the National Institutes of Health (NIH). By virtue of this age distribution, the NIH warns that, coupled with a major shift in the leading cause of death within all age groups from acute illnesses to chronic disease, the state will face unprecedented health challenges. More so, the NIH analyzed the findings of 3 different household-based surveys in our area that showed "predominantly elderly, female, uninsured, poor minority populations living in the County." According to Demographics in Miami: Miami's Face, America's Future, "Hispanics represent 66% of the urban Miami-Dade County population overall but 69% of the elderly population versus 62% of the 17 years of age and under population.' The report when on to state that "Cubans are, on average, the oldest of Miami's major Hispanic groups with a median age of 44, followed by Peruvians (median age of 43), Colombians(median age 38) and Venezuelans(median age 36). The Office of Economic and Demographic Research projects that the Florida population aged 60 and older will grow substantially between 2020 and 2040 with projections of this growth reaching 52%to 966,005 people. To put this growth in perspective, the projected growth anticipates a 71% growth in one generation from today's numbers. • Frail elderly — According to the Florida Department of Elder Affairs, 111,924 Floridians aged 60 and older are living alone and 66%of these are women. Mount Sinai Medical Center,the only hospital and emergency services provider on Miami Beach and the barrier islands, reported that 16.2%of residents in the area served were aged 65 and older compared to the national average of 13.1% (Source: 2012 Community Health Needs Assessment, Mount Sinai Medical Center). 42 Page 387 of 1464 • Severe mental illness — According to the American Psychiatric Association, 3% of the population suffers from severe and persistent mental illness and 20% of Americans are affected by mental disorders each year. Mental and behavioral disorders accounted for 913 total deaths for patients over age 20 in Miami-Dade County, according to the Community Health Needs Assessment, 2012. Mount Sinai Medical Center, the only hospital and emergency services provider for the City, has 89 adult psychiatric beds, according to this assessment. According to the Treatment Advocacy Center, 185,000 Floridians suffer the effects of schizophrenia. This number of Florida residents who suffer the effects of severe bi-polar disorder is 369,000, according to the Treatment Advocacy Center. The Center went on to rate the State of Florida an "F"for its inpatient commitment services. The basis for this dismal grade is the lack of treatment beds. A minimum of 50 beds per 100,000 persons is considered minimally adequate to meet community needs. Florida has only 2,648 beds or 13.1 per 100,000, according to the Treatment Advocacy Center. Despite this, the state has lost 673 treatment beds since 2010. • Developmentally disabled —According to the US Department of Education, Florida students have a higher rate of disability among students than the nation, with 13.4% compared to 12.9% nationwide. More so, the graduation rate for children with disabilities in Florida is only 44% compared to 71%for all students (Source: US Department of Education). According to Florida's Voice on Developmental, more than one in five families has at least one child with special health care needs (SHCN). Families of children/youth with SHCN typically experience greater stress as they struggle to meet the needs of their child in a maze of multiple and complex systems of care. Many families find that insurance is not adequate, care coordination is ineffective, and referrals are difficult. This hardship is compounded by the increasing incidence of diagnoses. On April 26, 2018, the Centers for Disease Control and Prevention released new data on the prevalence of autism in the United States as its surveillance study identified 1 in 59 children (1 in 37 boys and 1 in 151 girls) as having autism spectrum disorder(ASD). For those youth diagnosed on the autism spectrum, their diagnoses can also mean confronting a psychiatric condition. According to Florida's Voice on Developmental Disabilities, young adults on the autism spectrum are more likely to also have been diagnosed with a psychiatric condition, such as depression, anxiety and attention deficit hyperactivity disorder (ADHD) than are typically developing people or those with other developmental disabilities, a study finds, and that managing those multiple conditions can make the transition to young adulthood especially difficult. The North Shore Margaret M. Swett Social Club, a program offered by the City's Parks and Recreation Department, is celebrating 51 years of providing quality recreational/social programs for our community's developmentally disabled population. Registered members meet on Saturdays from 1:00 p.m. — 3:00 p.m. at North Shore Park and attend weekly theme parties, field trips, banquets, dances, and special programs. The program is free for Miami Beach Residents. • Physically disabled —While 22% of adults in America have some type of disability according to the Centers for Disease Control, mobility impairments (serious difficulty walking or climbing stairs) represent the largest proportion of disability types: 43 Page 388 of 1464 Percentage of adults with select functional disability types* • } 10.6°r° tdS 4.6°r° 3.6°r° 4 COGNITION ";;,:fiAnftstatrs ', serousdifficulty `* C x- mncebei gg I NEE7 ENEf6 Inaktng decimans LIVINGVISION Ob4f 4* g..tandp Bindo'serious difficulty aonesudtasvisidnga scengeven when SELF-CARE doctors office or**ping wiring ghsses Difficulty dressing or bathing The prevalence of disabilities is greater for women and non-Hispanic, according to the CDC: women minorities in in women have non-Hispanic blacks a disability have a disability • • !ft More so, the CDC contends that people with financial hardships and education limitations are impacted more often by disabilities: 44 Page 389 of 1464 Nearly half of those with an annual household income of 'essX 15000 than REPORTED A DISABILITY unemployed adults I Il. who are able to work REPORTED A DISABILITY 4E1110 adults who have not completed high school REPORTED A DISABILITY The CDC further argues that adults with disabilities are also more likely to have behavior and conditions detrimental to their health: Adults living with disabilities are more likely to: With Without Disabilities Disabilities O BE OBESE 38.4%. 24.4% �� SMOKE 303% 16.7% /ten HAVE HIGH BLOOD PRESSURE 41,7% 26.3% a BE INACTIVE ;36:3%a'. 23.9% Adults living with disabilities are x more likely to have heart disease,stroke,diabetes,or cancer 3 • Persons with alcohol/other drug addictions — According to the Centers for Disease Control and Prevention, there were a half million overdose deaths in 2014, more than double the amount in 2001. Florida had the fourth-highest number of deaths in 2014, with approximately 2,600, according to the CDC. According to the Miami-Dade County Medical Examiner, fentanyl has exploded as a cause of death in the County: 45 Page 390 of 1464 MDME Fentanyl Cases Present and Cause 2010 - 2016 300 250 200 150 100 I 50 0 — i ((� 2010 2011 2012 2013 2014 2015 2016 a_ , liKLIs The Medical Examiner reports that "fentanyl has been listed in the cause of death in 67% of the cases in which fentanyl was identified" and that from April 2014-2016,the majority of deaths involving fentanyl were poly-drug overdose cases. Victims were overwhelmingly white (80% white to 12% black) males (80%to 20% female) aged 30 to 39. According to the Medical Examiner,the City of Miami Police Department and Miami-Dade County lead police agencies with fentanyl reports. Miami Beach Police ranks third of nine police agencies tracked in the county. According to the National Institute on Alcohol Abuse and Alcoholism, a part of the National Institutes, 26.9% of people ages 18 or older reported that they engaged in binge drinking in the past month and 7% percent reported that they engaged in heavy alcohol use in the past month. Problem drinking that becomes severe is given the medical diagnosis of "alcohol use disorder "(AUD). According to the NIH, 15.1 million adults ages 18 and older (6.2 percent of this age group) have AUD. According to the Florida Department of Health, the number of Americans living with substance abuse disorder is equivalent to those with diabetes and 1.5 times the number of people who have all cancers combined. The incidence of alcohol abuse is higher in the City than the overall County rate. According to the 2012 Community Health Needs Assessment, 24.46% of South Beach residents abuse alcohol. All Miami Beach zip codes had a 24% to 46% higher rate of alcohol hospitalizations compared to Miami-Dade County, the Assessment reported. • Victims of domestic violence— 105,668 crimes of domestic violence were reported to Florida law enforcement agencies in 2016, according to the Florida Coalition Against Domestic Violence, a private, nonprofit organization that serves as the statewide professional association for Florida's 42 certified domestic violence centers. Of these reported crimes, only 63,193 resulted in arrests. Domestic violence centers in the state provided 682,311 46 Page 391 of 1464 • nights of emergency shelter to 14,394 survivors of domestic violence and their children, accord to the Coalition. The Coalition reported that 193 individuals died as a result of domestic violence homicide, representing approximately 17.4 percent of all homicides in Florida in 2016. Domestic violence is a significant problem in Florida as noted by the statistics for the 2016/17 fiscal year provided by the Florida Coalition Against Domestic Violence: • 14,394 individuals received emergency shelter at a certified domestic violence center • Domestic violence survivors and their children spent 682,311 nights in emergency shelter • Advocates received 84,457 hotline calls • 145,327 safety plans were completed with survivors • 37,025 women, children,and men received outreach services • 5,212 requests for emergency shelter went unmet due to lack of capacity and resources Interestingly enough, domestic violence cases spike during the hottest months: s. sz 7.2a — , 10M )144 na9 la.• as 101 Ina an in • I an as la* Ilt Pie .•..rsnw.M..v+ ..�r.e �i Q uR 12 Pi 71 n PIeu d� ,K 1 IN vl , . , 'a° 112 • Persons with HIV/AIDS - Within Miami-Dade County, Miami Beach's 33139 zip code ranks in the top three zip codes of highest reported HIV and AIDS cases through 2012. The Miami-Dade County Health Department estimated that there are between 1,006 — 1,884 people living with HIV/AIDS in 33139,the City's southern-most neighborhood; this represents between 3.8-7.1% of all people impacted in the County. The same report estimates another 194 — 384 people living with HIV/AIDS in the 33140 zip code (the City's northernmost neighborhood) for a total of between 1,200 and 2,268 people living with HIV/AIDS in the City. Collectively, 1.3- 2.5%of the City's population is living with HIV/AIDS. The City has committed $250,000 for a targeted education and prevention campaign spearheaded by the University of Miami School of Medicine (UM). This special initiative will target registrants at The Gaythering Hotel, a hotel tailored for gay guests with Pre-exposure prophylaxis "PrEP." Pre-exposure prophylaxis, a daily medication that reduces the risk of HIV infection by 99 percent, has been cited in the dramatic reduction of HIV infections in London, New York and San Francisco. After its widespread adoption in San Francisco, new HIV diagnoses dropped 17%. The San Francisco AIDS Foundation PrEP Clinic, which has enrolled 1,200 people, has not seen any new infections since 2014. Meanwhile, in London,the city's busiest sexual health clinic attributed a 40% reduction in new HIV cases to PrEP, according to the University of Miami. Seeking to combat the rise in new HIV infections, UM is partnering with Prevention 305, Inc. ("PAC"), and The Gaythering Hotel (1409 Lincoln Road, Miami Beach 33139), to offer twice-weekly evening sexual wellness and PrEP services in a mobile clinic in order to reduce the rate of new HIV infections in Miami Beach. The Mobile Clinic will enroll 250 candidates for PrEP services in its first year, with a goal of keeping 200 individuals (80%) adherent to their PrEP medication schedule for six months after commencing treatment, and 175 individuals (70%) adherent to their PrEP medication schedule after a full year, with adherence to be monitored by appointment compliance and continued prescriptions. Non-adherent patients will be replaced by new patients after a two-month lapse in care. When possible, PrEP patients will be offered transfer of care to available community providers where they may also receive primary care services. For patients who are unable to access PrEP through alternative means, the UM Mobile Clinic will provide ongoing services. By 2019, the project is expected to be fiscally self-sufficient. 47 Page 392 of 1464 What are the housing and supportive service needs of these populations and how are these needs determined? Housing needs of these populations include affordable housing (as this is a universal need within our community regardless of income or demographic) and ADA accessible housing (which includes housing in place) for the growing number of people being diagnosed with disabilities including autism and Alzheimer's. Supportive services of these populations includes senior services; congregate meals and food supplanting services and other public service programs (including economic empowerment, addiction intervention and prevention) that support households as they try to gain an economic and social foothold in our community while overcoming the myriad of adversities they may face. The housing and supportive service needs of these populations were determined by the examination of a variety of data sets within a macro- and micro-analysis lens. The data sets came from a variety of government and non-profit sources including the federal, state and local governments and advocacy organizations sanctioned for their respective work areas. Demographics analysis relied on the US Census, American Community Survey and Comprehensive Housing Affordability Strategy, among others. Where possible, data was corroborated by multiple sources with a local and national lens. Discuss the size and characteristics of the population with HIV/AIDS and their families within the Eligible Metropolitan Statistical Area: The rate of new HIV diagnoses in South Florida spiked to more than three times the national average in 2015, according to the Centers for Disease Control and Prevention's annual HIV Surveillance Report, which found that diagnoses in the Miami-Fort Lauderdale-West Palm Beach area last year averaged about 38.8 cases per 100,000 people (Source: The Miami Herald, December 6, 2016) Nationally, the rate of new HIV diagnoses in 2015 averaged 12.3 cases per 100,000 people,according to the CDC data. Within Miami-Dade County, Miami Beach's 33139 zip code ranks in the top three zip codes of highest reported HIV and AIDS. The Miami-Dade County Health Department estimated that there are between 1,006 — 1,884 people living with HIV/AIDS in 33139, the City's southern-most neighborhood; this represents between 3.8-7.1% of all people impacted in the County. The same report estimates another 194— 384 people living with HIV/AIDS in the 33140 zip code (the City's northernmost neighborhood) for a total of between 1,200 and 2,268 people living with HIV/AIDS in the City. Collectively, 1.3-2.5%of the City's population is living with HIV/AIDS. The greatest number of HIV cases in Miami-Dade involve adult men who have sex with men, a group that accounted for 8,293 cases, or 52.6 percent, of the total through October, according to the health department's latest surveillance figures, according to The Miami Herald. An additional 4,901 HIV cases in Miami-Dade, or about 31 percent of the total, are attributed to adult heterosexual contact.The greatest number of HIV cases are reported among men aged 20 to 49. (Source: Florida Department of Health) Individuals living with HIV and AIDS are representative of the population as a whole, but some groups are more at risk than others. These individuals have some unique social, demographic, and economic characteristics which make them a special population with high need for social and community services. The AIDS rate is declining over time while the HIV diagnosis rate remains constant; this means that there are constantly increasing numbers of individuals who are living with HIV.As of 2010, people living with HIV/AIDS identified as 58% Black/African American, 33% Hispanic, and 7%White. Discussion: The Non-Homeless Needs Special Needs Assessment has determined that there is a need for affordable housing and supportive services across the population spectrum as noted in several sections of this report. While the City has been revising its development ordinances to spur private development of affordable housing (including reduced minimum unit sizes and reduced parking requirements), it continues to explore other options with the Housing Authority of the City of Miami Beach and other affordable housing providers.The City and its partners have developed strategies and will leverage CDBG and HOME funds to address these needs. 48 Page 393 of 1464 NA-50 Non-Housing Community Development Needs —91.215 (f) Describe the jurisdiction's need for Public Facilities: The City constructed a new senior center in North Beach target area, a new youth center at flamingo Park and rehabilitated the JCS Senior Center on Espanola Way all within the past six years. How were these needs determined? Needs were determined via meetings with the Affordable Housing Advisory Committee, other departments and agencies of the City and Public Meetings. Describe the jurisdiction's need for Public Improvements: There is a need for drainage improvements in flood prone areas of the City as rising seas and the increased frequency of extreme weather events have taxed existing infrastructure and demanded entirely new service approaches to adapt to these changing conditions. How were these needs determined? Needs were determined via meetings with the Affordable Housing Advisory Committee, other departments and agencies of the City and Public Meetings. Describe the jurisdiction's need for Public Services: • Handicapped services - According to The Miami Herald, 660,000 adults and about 181,000 children in Florida live with serious mental health issues (Source: The Miami Herald, October 6, 2014). Florida ranks 49'h in the country for per capita spending for mental health services, according to the Florida Council for Community Mental Health.According to the National Alliance for Mental Illness, the cost of untreated mental illness is more than $100 billion annually in the United States. The Sun Sentinel conducted a six-month investigation and determined that people with mental illness have killed or brutally assaulted at least 500 loved ones in Florida since 2000 (Source: The Sun Sentinel, December 15, 2016). During that time, the paper reports, Florida's spending on mental health programs declined significantly: adjusted for inflation, the state spent one third less in 2015 than it did in 2000. To place the gap in perspective, Florida spent$36.05 per person while Maine spent ten times more than Florida. • Youth services—Community youth face a variety of challenges that can potentially adversely impact their health and futures including bullying, alcohol and drug abuse, unsafe sex practices, and violence among others. Bullying was experienced across the demographic spectrum and included appearance, weight and sexual identity according to data provided by Florida Department of Health: 49 Page 394 of 1464 Bullying PERCENTAGE OF NIGH SCHOOL STUDENTS WHO WERE TOTAL MALE FEMALE BLACK HISPANIC WHITE Bullied on school properly 14.3 11.2 17..4 12.4 12.4 16.4 Bullied electronically 11.5 1.9 15.2 9.2 10.3 14.3 Teased because of size,weight,or physical appearance 21.9 18.1 25.9 19.5 20.3 23.7 Teased because someone thought they were gay,bisexual, 9.7 9 10.4 7.9 9.3 108 or lesbian Violence was a major factor for many youth as more than 21%of youth reported participating in a physical fight, according to the Florida Youth Risk Behavior Survey: Other Violence TOTAL MALE FEMALE BLACK HISPANIC WHITE PERCENTAGE OF HIGH SCHOOL STUDENTS WHO Did not go to school due to feeling unsafe 10.2 9.6 10.6 11.6 11.3 8.1 Carried a weapon 14.2 20.1 7.9 9.5 12 18.9 Were threatened or injured with a weapon on school property 8.4 10.1 6.5 9.9 7,8 6.9 Participated in a physical fight 211 27 15 24.8 19.7 18.8 Experienced physical dating violence 8.4 7.7 9.2 8.1 1.6 8.6 Experienced sexual dating violence 6.2 4,9 7.6 4.9 6.6 67 The Behavior Survey also highlighted the impact of mental health concerns and addiction among youth as: o 27.8%of high school students felt sad or hopeless for two or more weeks in a row o 13.8%of high school students seriously considered attempting suicide o 20.2%of high school students admit to currently using marijuana o Only 57.4%of high school students used a condom during their last sexual intercourse o 27%currently drink alcohol o 11.2% have used prescription drugs not prescribed to them o 10% had sexual intercourse with four or more partners The diversity of challenges facing youth today and the permeation of media in their lives makes it challenging to reach youth in a meaningful and sustained way. The City works in collaboration with area schools to use school campuses as the meeting ground to connect youth to needed services from a variety of community-based providers. Currently, the City is receiving a variety of grants from The Children's Trust providing services to youth aged infants to 18 in a variety of programmatic settings. • Senior services-According to Profile of the Older Population Living in Miami-Dade County, Florida, published in May 2016, Florida has the greatest proportion (19%) of older population (65 years or older) in the United States. The age distribution of its residents, in conjunction with a major shift in the leading cause of death within all age groups from acute illnesses to chronic disease, creates unprecedented health care challenges for the state. This local study highlighted that this population will be predominantly female members of minority populations who will have a variety of health, economic and social challenges. These challenges will require communities to provide a variety of services (housing, chronic health management, food insecurity, social isolation and economic hardship. 50 Page 395 of 1464 • Childcare — Access to affordable child care is a major challenge for Floridians. According to the Wall Street Journal, it has become more expensive to teach a 4-year-old in preschool than it is an 18-year-old enrolling in college. The largest disparity between the cost to attend day care and the cost to attend college resides in Florida, according to the report. It is 73 percent more expensive to care for a 4-year-old than it is a student attending college. The average child care costs in Florida, according to the Wall Street Journal, are $7,668 a year. According to the Boston Globe, infant care in Florida is even more expensive costing$8,299 per year. According to the Economic Policy Institute, child care costs exceeded the median income of a family of four by 10 percent in 40 states.The government defines affordable child care as costing less than 10 percent of a family income. Dual income households are the norm in America and working parents need access to quality, affordable child care in order to succeed in the workplace. There are currently only 6 registered day care centers in 33139,8 in 33140 and 18 in 33141 (please note that elementary schools with after care programs are listed as day care providers). • HIV/AIDS programs—According to Patch.com, Miami has the highest rate of HIV diagnosis among metropolitan areas, which includes Fort Lauderdale and West Palm Beach. The area had 2,332 residents test positive for HIV in 2015. That's a rate of nearly 39 new HIV cases for every 100,000 residents, according to the Centers for Disease Control.This rate represents growth of more than three times the national average while the national as a whole saw the incidence of new HIV cases drop, says The Miami Herald(Source: The Miami Herald, December 6, 2016). The new HIV case rate in Miami-Dade County is 51.2 per 100,000 individuals. As noted in the chart below provided the Florida Department of Health. South Florida has among the highest concentration of HIV cases in the State. HIV Cases, Per 100,000 Population,2016 <x• Honda 246 C `.., r n00-50 1 M,',2 5.0-120 s..y,,. I I ® 12.0 250 [k 25.0 47 0 t u' .2 111 •." 1 Mouseover counties to seevalues • Homeless programs — The City, which operates the only municipal walk-in center serving the homeless in Miami-Dade County, is open Monday through Friday, 7:30am — 12pm and fpm — 3:30pm. Our walk-in center provides a variety of services in addition to shelter placement including: 51 Page 396 of 1464 • Care coordination (coordinated case management services held Thursdays) • Employment services (offered Monday through Thursday) • Identification document replacement (offered daily) • Relocation services (with validated consent from the receiving party offered Mondays and Wednesdays) • Support group meetings for those transitioning from the streets (offered Tuesday through Friday) • Access Florida services (including LifeLink and SNAP benefits offered daily) • Legal services from the Office of the State Attorney (Wednesdays only) The City is a member agency of the Miami-Dade County Continuum of Care (CoC) led by the Miami-Dade County Homeless Trust. As a CoC member agency, the City must adhere to US Department of Housing and Urban Development (HUD) regulations for the certification and provision of services for people who are homeless. The definition of"homeless" is established by HUD and delineated in 24 CFR Parts 91, 582 and 583 as: (1)An individual or family who lacks a fixed, regular,and adequate nighttime residence; (2)An individual or family who will imminently lose their primary nighttime residence; (3) Unaccompanied youth under 25 years of age,or families with children and youth; or (4) Any individual or family who is fleeing, or is attempting to flee domestic violence. The City is more than just an outreach team. The City's demonstrated success — which has been lauded at the Metro Lab Workshop on Big Data and Human Services held in Seattle January 2017and has led to City staff providing consultations on its best practices to representatives from Sunny Isles Beach, North Miami Beach and Miami -- is attributable to its care coordination process, a starkly different approach than traditional case management and vastly more cost-effective and centered on client assets than Housing First. Care coordination centers on client responsibility building on natural assets to create a sustainable living plan that limits reliance on external resources. Operational Plan Efficient Recesses CreatRee cAsa�rIn standa rds that support ur Networked Resources Gaugewhat's working in his standards omwxw gwoenut repureo to fix desired outcome uxan aareneton TCae, isn'to help the clienthwhat isn't working in his lie soenwe r»reefers rcoe,w wsuinea support Honed Commutation �. Realaime Deaden= No one deserves to be on theExpectationsshouldbe Street we should work forwhat 4 f- reached when they can we deserve ( realisuca#ybeechieved Professional Masse ,,.; Honest Outcomes Staff adheres to NASW end T'r Not everyone can reatica Ay !ACM values and ethics ) r M1 �`^ , sustain ideal housed;goals should be realistic 4 rs'"2r s, „, 'soy t'dyw1`{ Oil w tI '''r' -• n e# }- ..,.,a. �i �p�a�y'�` 1Nbil11 . ,� 11 a t'" yt -r u4 52 Page 397 of 1464 Care coordination has specific variances from other service models used in the Continuum of Care and elsewhere that promote its successful use with the spectrum of clients served by the City including individuals and families. More so, its operational efficiencies enable re-engagement more seamlessly for those who fail at first effort: Traditional Case Housing First Model Care Coordination Model Management Model Client entry: Client entry: Client entry: Emergency shelter Permanent home (regardless of Emergency shelter income or client sustainability) Focus: Focus: Focus: Securing stable financial Transitioning client to permanent Getting client to accept wraparound source, accessing community housing services to remain stably housed resources in conjunction with natural assets and obtaining sustainable,independent housing Typical Length of Support: Typical Length of Support: Typical Length of Support: Up to 90 days regardless of Indefinite las long as client remains =1< 6 months (but can exceed 1 outcome housed) year) • Housing Counseling — According to the Opportunity Finance Network, housing counseling remains in very high demand and extends beyond the traditional use in advance of purchasing your first home. As a result of natural disasters, homeowners seek help to deal with hazard and flood insurance, home repairs, mortgage payments, and temporary housing. As America's homeowners age, they may also seek counseling to cash out home equity to augment fixed incomes. As stated throughout this document, the dearth of affordable housing and the affordability crisis being experienced in South Florida make the need for unbiased guidance and information critical. The City funds housing counseling through a special grant from Florida Housing Finance Corporation and is currently being provided by the Opa Locka Community Development Corporation at local area public facilities. How were these needs determined? These needs were determined through an analysis of local, county, state and national data and the consultation from City staff, community-based providers and the public. Community demographics and citizens conditions affecting quality of life were major drivers of consideration. 53 Page 398 of 1464 Housing Market Analysis MA-05 Overview Housing Market Analysis Overview: Miami Beach experienced a more successful economic condition than many other South Florida jurisdictions during the housing market crash and national recession. The housing market in Miami Beach continues to experience modest growth in development, which points toward a clear sign of market recovery. Most of the new starts, however, are in multi-family, condominium properties; in many cases high end properties. The slowdown in the housing market is the result of the tightening of credit and underwriting standards and the sub- prime mortgage market crash, and the tightening of credit and underwriting of commercial loans to real estate developers. Despite this downturn, the median home price is $374,600, which is well above the national average. Unfortunately, the strong real estate market has pushed rent prices up severely handicapping very low-, low- and moderate-income households: I Si Z40 . ,..,0w«eissesisis : I ...a 4 . an WOW. .....,... r I •,• o ♦ 11"1.S 0wr«M tia9+ ^ I •raven 1.000 i u.•o waww epr 43.30* •1 :000 • » a �y��}+ 0.«wk t . kith± '•J00 A5 i'tM " • 900 w t war x+5 p . �•�ns i is µe23.`{ • A.0 NwMfMY �' :y t • no an • we ,,. s i caw 54 Page 399 of 1464 Market conditions bode well for the rental apartment industry, as more households will opt for renting versus buying — including use of units for short-term rentals that feed the Air BnB industry. However, this creates upward pressure on rental rates, which results in fewer available affordable units. Larger households and low-income households face problems with locating affordable units that meet their size and income needs. 55 Page 400 of 1464 MA-10 Number of Housing Units—91.210(a)&(b)(2) Introduction The predominant type of housing in Miami Beach is multifamily;with properties of more than 20 units representing 64% of total residences and properties with 5-19 units representing 19% of total residences. When comparing tenure type, 62%of owners have units with 2 or more bedrooms,while 75%of renters have units with one or less bedrooms. Housing demand is growing while new housing development is limited by the lack of available land and development rules that limit height and density. Land in Miami Beach is limited and built out. All residential properties by number of units Property Type Number 1-unit detached structure 6,392 9% 1-unit, attached structure 1,002 1% 2-4 units 3,821 6% 5-19 units 13,175 19% 20 or more units 43,333 _ 64% Mobile Home, boat, RV,van, etc. 252 0% Total 67,975 100% Table 1—Residential Properties by Unit Number Data Source: 2009-2013 ACS The table above displays the total number of residential units by property type and number of units.The vast majority of housing in Miami Beach is multifamily and only 9%of housing is 1-unit detached structure. The two maps below highlight the distribution of multifamily buildings throughout the City. Purple and darker blue shaded areas indicate higher concentrations of multifamily buildings while the lighter shaded areas indicate a lower concentration of multifamily buildings. Most small and medium sized multifamily buildings are concentrated in the South and North end of Miami Beach. The predominant type of housing in Miami Beach is large multifamily buildings. Large multifamily buildings make up 35%to 60.92%or over 60.92%of housing in most of the City's Census tracts. 56 Page 401 of 1464 Concen`tr�ation of Small and Medium-Sized Multifamily Buildings 1 I �� IL __Pl_ - ' NN Is I r ,� I 11111 :/, �� �f ,® w+ I I Las c �IIII June 20111 _ « ., i 17 4,528% -> 38% 4 Mme, B25024 5Tot9_PCT dr A 2783% 2 122 22 ......r .....—..m I107 M% ®27 Ba4338% Concentration of Large Multifamily Buildings 11 Li II 5 . .1 NO II Sir �, � its r �' ti f , 025024 2OPLU5_PR 1EM Ingo 36 u% ..�..�.�.��.... I [0-700% _35.4 .02% —' 100 57 Page 402 of 1464 Unit Size by Tenure Owners Renters Number % Number No bedroom 618 4% 5,408 20% 1 bedroom 5,119 32% 13,421 49% 2 bedrooms 5,273 33% 6,345 23% 3 or more bedrooms 5,144 32% 1,984 7% Total 16,154 101% 27,158 99% Table 8—Unit Size by Tenure Data 2009-2013 ACS Source: The maps below illustrate the limited amount of rental units with 3 or more bedrooms available in Miami Beach. In the majority of census tracts less than 19.57% of units have 3 or more bedrooms. Similarly to rental units, there is a smaller housing stock of units that have 3 or more bedrooms. However, there are larger percentages of owner-occupied units with 3 or more bedrooms compared to rental units. 58 Page 403 of 1464 Percent of Owner-Occupied Units with 3+ Bedrooms 0 x L, =+x ...g 71u vel <4:.--4.:;;;:i.:4 - I_ --i . • mis iipto 1 Ili _ 6 S,rc14 21318 Osnde I O T TVIIximh.lethlw.S.s.arus i 13°225821%=>8 d . B25D1] owx ]PLuS_BDR_PCT t. �� ,_„eax _ _ • _— _ L ID-tart .,m. _ Renter Occupied Units with 3+Bedrooms -__,-1 /- 7// / i .7 - L ■ ,:ng r r 1 I —1- ; L I 1 . `^ f L%i wr i x , 5555....._ -a.P..,� .L"-di X45)2 s11f->]E.3)Y I ti aw.ge l B25042 BEM_]PLn5 BOR PCT45,„ x 57.55 s.41/i[ °••••••U I”•••`.....s— iMu wunx ®ywana ....• 59 Page 404 of 1464 Describe the number and targeting (income level/type of family served)of units assisted with federal,state, and local programs. Currently, the City is targeting low- to moderate- households through 4 residential buildings comprised of 84 affordable housing units that were acquired in 2014 and 2015.The City is leveraging federal funds to rehabilitate these buildings to ensure safe, decent housing. The City utilizes State Housing Initiatives Program (SHIP) funds to provide eligible, would-be first-time homeowners with up to $150,000 of down payment assistance to acquire their home in Miami Beach. SHIP funds prioritize assistance to very low- and low-income households and applicants must spend a portion of their awarded allocation to make improvements on the home. SHIP funds also provide income-eligible homeowners in Miami Beach with up to $70,000 in housing rehabilitation funds. Owners can remodel homes to enable aging in place, acquire energy efficient cooling and heating systems, or address code and safety concerns. Provide an assessment of units expected to be lost from the affordable housing inventory for any reason, such as expiration of Section 8 contracts. The units assisted with housing funds 15 years ago are now being lost from the affordable housing inventory as owners cash out their equity to take advantage of the strong market. In addition, at least two project-based rental properties have left the inventory in the past year. Earlier this year, Miami Beach Community Development Corporation notified tenants of its intent to convert affordable units into workforce housing units as a means of creating financial stability for the organization. The outcome of this effort is unclear as of this writing. Given the growing population, coupled with a housing market that encourages the development of market-rate units; the demand for affordable units is expected to continue its upward trend. Does the availability of housing units meet the needs of the population? No. As demonstrated in the data presented, the vast majority of housing in Miami Beach is multifamily and only 9% of housing is 1-unit detached structure. Interestingly enough, Miami Beach ranks number one on the list of Top 100 Cities with Smallest Houses, according to city-data.com The City's household compositions clearly show that our families are more likely to be comprised of small families and have elder members than to be large with children. This may also be reinforced by the nature of our community's housing stock which is overwhelming multi-family housing with two or fewer bedrooms and built prior to 1970 (when amenities were not necessarily priorities in the development of housing and families with children were not necessarily the target market). Fifty-six percent of all housing units in the City have three or fewer rooms, according to the American Community Survey, 2016. While the City's housing stock is notorious for failing to accommodate households needing three or more bedrooms, fully 16.4% of all housing units in the City are studios (zero bedrooms) and fewer than 14% of all housing units have three or more bedrooms. The nature of our housing stock poses a challenge for working class families with two or more children who find themselves gravitating to the western Miami-Dade County suburbs because affordable family housing is hard to come by in our City. Overcrowding is also a housing problem on Miami Beach. It is important to note that, "research has linked to greater risk of injury, higher infection rates, depression and various child development problems" to housing overcrowding (http://www.governing.com/topics/urban/gov-urban-affordable-housing-families.html). The problem is more pronounced within the rental market than the ownership market. Many of the available rental multifamily properties on Miami Beach are apartments or condominiums with limited square footage and bedrooms. Most are efficiencies or one-, or two-bedroom units. The absence of units that can accommodate growing families (whether children or multiple family generations) poses an existential challenge for people seeking the space afforded by three or more bedrooms. The median home in Miami Beach has only 3.3 rooms with the single largest unit configuration being one-bedroom 60 Page 405 of 1464 units, according to the US Census, 2012-2016 American Community Survey 5-Year Estimates. One bedroom units serve as a disincentive to families wishing to remain in the City as they grow or to encourage multiple generations from living together for communal benefit. Describe the need for specific types of housing: There is a need for units that relieve cost burden and overcrowding. Miami Beach is a unique, tropical community that is known for its beaches and restaurants as it is a world-renowned vacation destination. However, it also home to a diverse, multi-ethnic community of residents who struggle with housing costs and a variety of other familial and economic challenges. These challenges include wide income inequality as the Miami-Ft. Lauderdale-West Palm Beach metro area is ranked 8th in the country for income disparity with the average 20th percentile household earning only $19,775 compared to the 95th percentile household earning$202,461 per year, according to the Brookings Institute. This income disparity further amplifies the housing burdens faced in our community. More than 50 percent of the City's elder households, regardless of ownership or rental status, are cost burdened and spending more than a third of their income for housing, according to Miami-Dade County. More so, this disparity is widened for our minority residents who face a disproportionate hardship in housing costs as will be demonstrated in the next section. While property values in the City have been strong as demonstrated by the median property value in the City being 94% greater than the national median of$205,000, this strong indicator also serves to impair the ability of low-to moderate- income households from becoming homeowners (Source: Shimberg Center at the University of Florida. As a result of the strong homeownership market, low- to moderate-income households are more likely to be renters and also face housing options with smaller units and fewer bedrooms (Shimberg Center at the University of Florida). It is worth noting that 86% of all housing units in the City have two or fewer bedrooms, according to the American Community Survey, 2016. Miami Beach ranks number one on the list of Top 100 Cities with Smallest Houses,according to city-data.com According to the U.S. Census, only 78.4% of our residents lived in the same house the year before. This high mobility leads to family and community instability that influences crime, community attachment, educational attainment and community perception. More so, 2,016 housing units are home to households with 1.51 or more people per room creating overcrowded conditions (Source:American Community Survey, 2016). The City has 69,771 total housing units. However, 25,581 of these units are vacant. Our community's vacancy rate is. influenced by seasonal owners/visitors, foreign investment in real estate and the prevalent use of apartments for short- term and Air B & B rentals which proliferate this tourist community. More than 63% of the City's housing units are concentrated in buildings with 20 or more units, according to the American Community Survey, 2016. To bring the crux of our community's housing needs to the fore, it should be noted that 13,137 households or roughly 49.6% of all households paying rent are spending at least 35% of their household income on housing costs (Source: American Community Survey, 2016). This cost burden to maintain housing undermines a household's ability to save for a home, acquire suitable insurance coverage, obtain higher education and provide economic stability, among other milestones. Discussion Due to the current condition of the real estate market which places demand on high end properties, the need for affordable units, particularly ones that meet the space requirements of larger low-income families, will remain difficult to satisfy. The rental market, which many low-income families must rely on, is feeling greater upward pricing pressure due to more families being forced out of the buying market due to tighter credit standards and loan underwriting standards. A summary of housing supply is: • Low percentage of homeowners compared to the national average 61 Page 406 of 1464 • High vacancy rate, due in part to the nature of Miami Beach as an entertainment and vacation destination where short-term rentals are displacing low-income renters • Strong dominance in the housing mix by condominiums, particularly in residential towers • Substantial share of housing units do not feature two or more bedrooms and thus are not ideal for households with children • Majority of the housing stock built prior to the 1970s and much is in need of being rehabilitated or replaced • Median condo and single-family home prices have declined significantly since 2008 but are now stabilizing • Median monthly rents are increasing and not affordable to a majority of Miami Beach residents • The rate of home sales increased by 70 percent from 2008 to 2012,indicating healthy housing demand • Market Action Index of 18.67 indicates that Miami Beach is a buyer's market 62 Page 407 of 1464 MA-15 Housing Market Analysis: Cost of Housing - 91.210(a) Introduction: As rents and home prices continue to rise, the ability of a low-income household to find affordable accommodations becomes significantly more difficult. To be considered affordable, the cost of housing cannot exceed 30% of household income. For example: a household earning $25,100 per year would be limited to monthly rent of $625, which is considerably lower than the median rent of $985, and significantly lower than the market rent of $1,351 for a two- bedroom unit. Cost of Housing Base Year: 2000 Most Recent Year: 2013 %Change Median Home Value $138,700 $327,200 136% Median Contract Rent $581 $985 70% Rent Paid Number Less than$500 3,860 14.2% $500-999 10,622 39.1% $1,000-1,499 7,793 28.7% $1,500-1,999 2,723 10.0% $2,000 or more 2,160 8.0% Total 27,158 100.0% 63 Page 408 of 1464 Median Home Value �s-t-y t V 3 I r II ■ ill x / 7 : N �■ , .� 4. 'tune G'mi w " 3101,30001-SRt.eW.01->S�W.SW.Ot o t W - 4t 915091ESTi Pal meet-$5OZS .at ...�....�.u..m� I I3ostat 3Wo1 „�50mI-$7O4Wnt ""` The map above illustrates the median home values in each particular census tract. There are very few Census tracts with home less than $180,300. More so,those that remain below that cost thresholds are studios orone-bedroom units that cannot accommodate families with children or multiple generations. 64 Page 409 of 1464 Change a1 the Median Home Value I 1 # ��ln 00:.4 , ■971 1 , f i aii s. 621 IJ.AIB1 1130.73D 5.a ..1�Ht•r,..l,; ,;I 4043- 84x Art a...nm1 PCT_MEU_VALUE I IQ 112%mx •0+— —.sad%os.% 8522.228522.22=("0 43% 1. . ,I3,fi -l2384% Change in Median Home Value The map above shows that all Census tracts experienced an increase in home values. The median home value increased by more than 84.66%the majority of areas (light orange and darker orange areas). The table below shows median sales prices for the past five years: Median Sales Price(Closed Sales) 33139 33140 33141 2013 $310,000 $470,000 $230,000 2014 $365,000 $549,000 $252,000 2015 N/A N/A _ N/A 2016 $350,000 $470,000 $275,000 2017 $322,260 $550,000 $260,000 Source: Miami Association of Realtors Further, as noted in the chart above that tracks median sales prices by year and zip code, North Beach, long considered the City's most affordable area, is seeing steady rises in cost even when prices dipped elsewhere in the City. ' 65 Page 410 of 1464 Median Contract Rent ?y « : \ ? 2 - -i) \ e ^ ° j \ . q \fir . .d : /r . t «m � � � ���yd � . \ \ © \\ . T . « in illb6'\ ■ G ���; ©:» 2 �^ y ) d « :\% 't . m y , , . 2 & \June 14.2018 _ __ , _,, , . ^�104622, � ;11254 } _ The map above illustrates the median contract rent in each particular census tract. Rents below $948 are concentrated , e North and South areas of the City. More so, those units within that cost thresholds are studios or one- units that cannot accommodate families with children or multiple generations. Change in Median Rent tkiritiax- —4:46F 11. ■ x, y � `N '4144 =. `w, V ra kdiciaar .Ym M , Clugeb&hoalRIN 1 115.12-2713%M 551.57% ' PCT_MEO_CONTRACT_RENT I 13-]774% I a a' __ von ._• ME 4112% I:. :.I„74-51 57% The map above shows that all Census tracts experienced an increase in rent. The median contract rent increased by more than 37.4%in many areas (light orange and darker orange areas). Housing Affordability % Units affordable to Households - Renter Owner earning 30%HAMFI 2,060 No Data 50%HAMFI 3,585 505 80%HAMFI _ 11,045 1,670 100%HAMFI No Data 2,840 Total 16,690 5,015 * HUD Area Median Family Income (HAMFI) 67 Page 412 of 1464 Percent of Renter Units Affordable to Moderate-Income Households Cl chi a -Ply . .�° 4LY la2)41 12's s_ as —21I I , t : e 9 S 130.730 Oven I 1 in MrIktstsm NIR 15128.02%MI 270 %5AFF_AVAIL_88_R_PCT I:<v,,,_j n 8755 Da% as a>.......a. I 121.15% g03)052Y �~ 6 68 Page 413 of 1464 Percent of Rental Units Affordable to Low-Income Households I / 1 •�' d' 7...,i: LEr I( ry' r„2i-J'= ''a-IID r Ail' on +3ty __ June I4 2018 1130.730 o. 1 9.,nnw:e,Tvwnee.M%n I 1 0.21.19_®% -,<725% II 2. H AFF_AVAIL_50_R_PCT $80331.x% t. ...._.....‘„.„Y.e...m Percent of Owner Units Affordable to Moderate-Income Households ?II 1 1 • I i' -- .. iligillipihh. 9 tr Q .18 xx9 81„„ -7/ ■ al ill 461 ifs � . �� June 14 x18 1:130330 80 pend.OneelWkTNWVMIMIFI I 97131.5% -,52.11% I ; tan a 05 as AFF_AVAIL_80_O_PCT j 2,453.95% .o„. ...-.8...-8 *-d 0071% —34 552 n% �� 69 Page 414 of 1464 Percent of Owner-Occupied Units affordable to Low-Income Households m rrll L, Lor L. ., ‘„a _11. � Mal IA s I 1l • u_ A,rela Ifs if.aekaa, reiTu • glit June 14 2018 11306730 a 0.mUni6ioSwmMN nMFI I16 5-1425% -84571% 0 I p 1 AFF_AVAIL_50_O PCT ..., 1425-25 64% 17s as 7 56 . __ m._,_.. 1 13-.15% 125 e.,5.71% Monthly Rent Monthly Rent($) Efficiency (no 1 Bedroom 2 Bedroom 3 Bedroom 4 Bedroom bedroom) Fair Market Rent 831 1,020 1,295 1,728 2,073 High HOME Rent 831 964 _ 1,159 1,331 1,465 Low HOME Rent 661 708 850 981 1,095 Is there sufficient housing for households at all income levels? The increase in the availability of affordable housing will continue to be a need that is difficult to satisfy. A strengthening real estate market puts upward pressure on rents and purchase prices results in a widening income gap. As a result, lower income households are being driven out of the City and even moderate income households are challenged to find units that accommodate changing households. How is affordability of housing likely to change considering changes to home values and/or rents? Likewise, the affordability may diminish as rents/purchase prices continue to escalate while incomes have minimal increases or remain static. With North Beach rents steadily growing and South and Middle Beach prices out of reach for many,families—including the areas workforce—will struggle to find affordable and/or suitable housing. How do HOME rents / Fair Market Rent compare to Area Median Rent? How might this impact your strategy to produce or preserve affordable housing? The method for determining the affordability deficit for families in need of housing is the process of comparing the amount of monthly income that is equal to 30% or less of that income with the rent costs associated with a unit that meets the family space needs. For example: a household earning $25,000 per year would be limited to monthly rent of 70 Page 415 of 1464 $625, which is lower than the median rent of $985, and significantly lower than the market rent of $1,351 for a two- bedroom unit. Therefore the deficit would be $360 and $700 when compared to the median rent and market rent, respectively. Si 500 f 51.775 ",....,141 51.575 ,t, '$ 52.000 r St 900 ,'Y. '"il 4.1,<:", ' . - C ' ::::::: 3 51.559 , 1x i y 4 14, O St St0 °i CE,Ca IL .✓ .+t 'S to , 5x.599 As the map above demonstrates, average rents in the City are considerably greater than HOME/Fair Market Rents posted by HUD. Discussion: Purchase prices of single-family homes and condos in Miami Beach are out of reach for median earning households and the median monthly rent in Miami Beach is also out of reach for all but those households earning slightly more than the median income. According to the Miami-Miami Beach-Kendall, Florida Comprehensive Housing Market Analysis issued by the US Department of Housing and Urban Development, "rental housing market conditions currently are tight, with an estimated vacancy rate of 6.5 percent, down from 9.0 percent in April 2010." The report goes on to state that vacancy rates are even more challenging for those looking for apartments: "apartment market conditions are tight, with a vacancy rate of 2.3 percent during the first quarter of 2016, down from 2.4 percent during the first quarter of 2015 (MPF Research)." The future doesn't look much better, the report continues, as, while 8,700 units are currently under construction,the demand is expected to grow by an additional 13,900 rental units. 71 Page 416 of 1464 Fifty-six percent of all housing units in the City have three or fewer rooms, according to the American Community Survey, 2016. While the City's housing stock is notorious for failing to accommodate households needing three or more bedrooms, fully 16.4% of all housing units in the City are studios (zero bedrooms) and fewer than 14% of all housing units have three or more bedrooms. The nature of our housing stock poses a challenge for working class families with two or more children who find themselves gravitating to the western Miami-Dade County suburbs because affordable family housing is hard to come by in our City. Our community's elderly, often living on very limited fixed incomes face a cost burden that is squeezing them from the community's in which they have the strongest ties and supports. More than 50% of elder households in Miami-Dade County are cost burdened, according to the Shimberg Center at the University of Florida. The obstacle of cost burden is amplified when you realize that more than 36% of elderly residents (Source: American Community Survey, 2016) also have a disability which can influence housing, mobility and community integration. Further, the strong real estate market that is driving up rental and homeownership costs (i.e. property taxes), also potentially destabilizes elder housing as renters can find themselves homeless when landlords decide to cash out on their investments and homeowners can find themselves facing larger property tax bills that are overwhelming their fixed incomes. 72 Page 417 of 1464 MA-20 Housing Market Analysis: Condition of Housing — 91.210(a) Introduction More than half of the housing stock was built between 1950 and 1979 which suggests that rehabilitation is necessary, even in those properties that have been generally well-maintained throughout the years. This also suggests that there is a risk of lead-based paint existing in many of the properties as most of the City's residential buildings were constructed prior to the banning of lead paint. Definitions Substandard Unit: A housing unit that does not meet local housing building codes and/or does not meet HUD Housing Quality Standards (HQS). Substandard condition but suitable for rehabilitation: A substandard unit that based on reasonable cost of rehabilitation or historical significance, should be saved and rehabilitated. Condition of Units Condition of Units Owner-Occupied Renter-Occupied Number % Number With one selected Condition 7,508 46% 14,678 54% With two selected Conditions 60 0% 1,401 5% With three selected Conditions 0 0% 63 0% With four selected Conditions 0 0% 0 0% No selected Conditions 8,586 53% 11,016 41% Total 16,154 99% 27,158 100% Year Unit Built Owner-Occupied Renter-Occupied Number % Number 2000 or later 1,331 8% 2,333 9% 1980-1999 3,141 19% 3,877 14% 1950-1979 8,020 50% 14,081 52% Before 1950 3,662 23% 6,867 25% Total 16,154 100% 27,158 100% Need for Owner and Rental Rehabilitation Based on the CHAS data, approximately 50% of both owner-occupied and renter-occupied properties have identified at least one condition requiring rehabilitation. More than 50% of both the owner and renter housing stock was built between 1950 and 1979, suggesting that even properties that are generally well maintained would be in need of some form of rehabilitation. More so, in light of extreme weather conditions and rising seas,these units will require additional work to be of use in the future. 73 Page 418 of 1464 • Housing Built Before 1949 ril N -, TS I '-® 04r ill %r .,, �.. s 3 _, .Wire 10 2018 1 130.730 5 4m .m , O.�BIYau• IuMb0 S. eI15 140-309,% ->5o m% 0 1 G Bl5036 NEHr_l9MINN5 PCT I.,-,.=y.- p 3�-35SB% % 4447 2..45.42_3‘45,r.r«m I I0-.0% fliE 35 m,4.03% Housing Built Before 1980 E. rihhib. gnu x, ;.- line 14.20113 ,30.730 ide1 Wf.Nmw/I.i.%,.,3M , �n 35439.%->9®% T 41-7 815036 RENT SOMINUS_PCT 871 45 2,647.% 0 175 15 404sa%31042.04 w ^ 7013 Y% —0%81 B9% —r 74 Page 419 of 1464 Risk of Lead-Based Paint Hazard Owner-Occupied Renter-Occupied Number % Number % Total Number of Units Built Before 1980 11,682 72% 20,948 77% Housing Units build before 1980 with children present 1,230 8% 565 2% Vacancy Rates — I H "Ini/I 1)C. I %: tc!:.at S lir ,...„,,e -- to - II th W Ms- la kialsH II t _t i July 13/2018 ° 1 11310/D a,e„ r.�romcn.swv,.rue I,,.,,I.00 Es,.,, I I PPT PCT VACANT I ,o....r�.in.d -w ®diD p �. Vacancy Rate The map above shows the average housing vacancy rates throughout the City. Our community's vacancy rate is influenced by seasonal owners/visitors,foreign investment in real estate and the prevalent use of apartments for short- term and Air B & B rentals which proliferate this tourist community. Estimated Number of Housing Units Occupied by Low or Moderate Income Families with LBP Hazards Approximately 4300 housing units have the potential of a LBP hazard. Discussion Based on the built-out condition of Miami Beach, coupled with the historic significance of many of the properties, housing rehabilitation versus new construction is the most realistic strategy going forward. More so, while the City has relaxed development rules to encourage the development of affordable and workforce units, the additional development costs experienced in the City and the absence of affordable properties available for acquisition have resulted in no new affordable units as of this writing. 75 Page 420 of 1464 MA-25 Public and Assisted Housing—91.210(b) Introduction: The Housing Authority of the City of Miami Beach (HACMB) has 200 units of public housing and also administers the Housing Choice Voucher Program, which provides affordable housing for more than 3000 families. While these programs support many households in need of affordable housing, there is still a shortage with an ever growing demand. This is particularly true for larger families and those with special needs due to disabilities. Totals Number of Units Program Type Certificate Mod- Public Vouchers Rehab Housing Total Project Tenant Special Purpose Voucher -based -based Veterans Family Disabled Affairs Unification * Supportive Program Housing # of units vouchers available 0 126 200 2,991 0 2,991 1,519 0 0 #of accessible units Includes Non-Elderly Disabled,Mainstream One-year,Mainstream Five-year,and Nursing Home Transition Veterans #of units vouchers available 225 Table 9-Total Number of Units Public Housing Vouchers and Developments t 1 r , 3 exp= r • 0 � Coral oa� — , , JUM.15.2018 11ao.7a * Public Housing Dew/Owned w,.wc"-.,nw., I I720n551M I ti t75 7In Preemie HCV_PCT_RENTER_OCC_UNFS En 155339.12% I 9-225x -2912'99299h —� Describe the supply of public housing developments: 76 Page 421 of 1464 Describe the number and physical condition of public housing units in the jurisdiction, including those that are participating in an approved Public Housing Agency Plan: HACMB operates 200 public housing units. The physical condition of these units has been improved by replacing the Rebecca Towers roof, elevator, boiler, and improving energy efficiency and ADA accessibility. Its most recent HUD inspection yielded a score of 98. Public Housing Condition Public Housing Development Average Inspection Score Rebecca Towers South 98 Table 12 Describe the restoration and revitalization needs of public housing units in the jurisdiction: The Housing Authority of the City of Miami Beach (HACMB) is undertaking initiatives to address energy efficiency, parking lot improvements, security surveillance enhancements, and resident activities at Rebecca Towers, the sole public housing development in the City. Describe the public housing agency's strategy for improving the living environment of low- and moderate-income families residing in public housing: The HACMB's strategy is based on assessing the physical needs of its public housing development to improve the residents living environment. The HACMB has a Residents Advisory Board, and therefore residents are involved in the development of capital improvement plans. HACMB prioritizes improvements to ensure maximization of limited resources. Discussion: The HACMB has utilized CDBG funds to improve the condition of public housing and has a very high inspection score for it public housing units. It has focused on making physical improvements to the property and solicited resident input so that it can continue to enhance the quality of life for individuals and families that reside there. Rebecca Towers is very well-maintained and blends well with the surrounding high-income neighborhood. 77 Page 422 of 1464 MA-30 Homeless Facilities and Services — 91.210(c) Introduction Miami-Dade County has a variety of housing options for homeless individuals ranging from emergency shelter to permanent supportive housing. There are dozens of homeless service providers in Miami-Dade County who provide housing, services or both. The City, as a member of the Continuum of Care, has access to all of these providers and their services. Data on the homeless population is collected through the Homeless Management Information System, managed by the Miami-Dade Homeless Trust. The City also maintains a separate management information system that provides longitudinal tracking of homeless clients served. Facilities and Housing Targeted to Homeless Households Emergency Shelter Beds Transitional Permanent Supportive Housing Housing Beds Beds Year Round Voucher / Current&New Current & Under Beds (Current & Seasonal / New Development New) Overflow Beds Households with Adult(s) and Child(ren) 590 89 930 2,042 292 Households with Only Adults 0 0 0 679 3 Chronically Homeless Households 0 0 94 480 0 Veterans 49 0 0 0 0 Unaccompanied Youth 944 7 950 1,954 78 Table 10- Facilities and Housing Targeted to Homeless Households Describe mainstream services, such as health, mental health, and employment services to the extent those services are use to complement services targeted to homeless persons The City's Homeless Outreach Team provides homeless outreach, minimally funded by the Miami-Dade County Homeless Trust (Trust), to those homeless in the City in accordance with the Trust's Outreach, Assessment and Placement model. The model provides a standardized procedure for homeless persons to access the Continuum of Care and ensures they access services appropriate to their individual needs. The outreach teams also participate in the coordinated outreach process, another program funded by the Trust, which provides behavioral health outreach workers who work alongside regular outreach workers targeting chronically homeless persons. The coordinated outreach process brings together all the CoC outreach teams, including the Veterans Administration, once a month to discuss issues encountered, as well as discussing referrals to its low-demand, Housing First permanent housing program for the chronically homeless placed directly into housing from the street. The City's homeless outreach teams also make direct referrals to the following agencies: • Douglas Gardens Community Mental Health Center- provides comprehensive mental health services, including case management and transitional and permanent housing to those chronically homeless in Miami Beach suffering from mental illness. • Jewish Community Services of South Florida, Inc. —A $40,000 allocation from the City helps fund a job program that allows Jewish Community Services (JCS) to hire homeless person(s) referred to by the City 's Homeless Outreach Team to clean streets and alleys under the supervision of City of Miami Beach Sanitation Department Supervisor(s). 78 Page 423 of 1464 The City's General Fund also funds a temporary employment program through HOPE in Miami-Dade, Inc. which provides short-term employment, work and interview clothes, and a letter of employment reference to homeless participants referred by the City. List and describe services and facilities that meet the needs of homeless persons, particularly chronically homeless individuals and families,families with children, veterans and their families, and unaccompanied youth. If the services and facilities are listed on screen SP-40 Institutional Delivery Structure or screen MA-35 Special Needs Facilities and Services,describe how these facilities and services specifically address the needs of these populations. • City of Miami Beach Walk-Center — the sole municipal walk-in center in the County for homeless persons providing shelter, family reunification, ID replacement, housing and employment referrals, among other services • Veterinary Care Human Services—provides pro-bono veterinary services for the homeless • Miami Beach Police Department—provides shelter placement services when the walk-in center is closed • Miami Beach Community Health Center—Provides health services for the community's low-income and indigent residents • Douglas Gardens Community Mental Health Center — Provides walk-in mental health services including medication services • St. Patrick's St. Vincent de Paul Society— Provides food packages for the homeless that do not require cooking • Temple Beth Shalom Food Voucher Program — Provides Publix food vouchers one day per month to the homeless 79 Page 424 of 1464 MA-35 Special Needs Facilities and Services —91.210(d) Introduction The City funded the construction of a senior center in the North Beach Target Area that provides meals and services for extremely low-income elderly. The City funded renovations to the Jewish Community Services Senior Center located in the South Beach Target Area. The Center provides adult day services and meals to seniors. Many of the seniors suffer from Alzheimer's and are in frail condition. The City funded the Boys and Girls Club Youth Center which is also in the South Beach Target Area. Some of the youth that they serve have special needs. The City has consulted with sub- recipients that provide supportive housing, supportive services and public services to persons with special needs. The City plans on funding these activities though an annual Request for Application process. Including the elderly,frail elderly, persons with disabilities(mental, physical,developmental), persons with alcohol or other drug addictions, persons with HIV/AIDS and their families, public housing residents and any other categories the jurisdiction may specify,and describe their supportive housing needs Supportive housing needs include case management, education, community building, advocacy, health workshops and nutrition & healthy cooking classes. The need for supportive housing will continue to grow as more people are diagnosed with special needs and the population lives longer with more acute medical conditions. • According to the Florida Department of Elder Affairs, 111,924 Floridians aged 60 and older are living alone and 66% of these are women. Mount Sinai Medical Center, the only hospital and emergency services provider on Miami Beach and the barrier islands, reported that 16.2%of residents in the area served were aged 65 and older compared to the national average of 13.1% (Source: 2012 Community Health Needs Assessment, Mount Sinai Medical Center). • According to the American Psychiatric Association, 3% of the population suffers from severe and persistent mental illness and 20% of Americans are affected by mental disorders each year. Mental and behavioral disorders accounted for 913 total deaths for patients over age 20 in Miami-Dade County, according to the Community Health Needs Assessment, 2012. Mount Sinai Medical Center, the only hospital and emergency services provider for the City, has 89 adult psychiatric beds, according to this assessment. According to the Treatment Advocacy Center, 185,000 Floridians suffer the effects of schizophrenia. This number of Florida residents who suffer the effects of severe bi-polar disorder is 369,000, according to the Treatment Advocacy Center.The Center went onto rate the State of Florida an "F"for its inpatient commitment services. The basis for this dismal grade is the lack of treatment beds. A minimum of 50 beds per 100,000 persons is considered minimally adequate to meet community needs. Florida has only 2,648 beds or 13.1 per 100,000, according to the Treatment Advocacy Center. Despite this, the state has lost 673 treatment beds since 2010. • According to the US Department of Education, Florida students have a higher rate of disability among students than the nation, with 13.4% compared to 12.9% nationwide. More so, the graduation rate for children with disabilities in Florida is only 44%compared to 71%for all students (Source: US Department of Education). According to Florida's Voice on Developmental, more than one in five families has at least one child with special health care needs (SHCN). Families of children/youth with SHCN typically experience greater stress as they struggle to meet the needs of their child in a maze of multiple and complex systems of care. Many families find that insurance is not adequate, care coordination is ineffective, and referrals are difficult. This hardship is compounded by the increasing incidence of diagnoses. On April 26, 2018, the Centers for Disease Control and Prevention released new data on the prevalence of autism in the United States as its surveillance study identified 1 in 59 children (1 in 37 boys and 1 in 151 girls) as having autism spectrum disorder (ASD). 80 Page 425 of 1464 For those youth diagnosed on the autism spectrum, their diagnoses can also mean confronting a psychiatric condition. According to Florida's Voice on Developmental Disabilities, young adults on the autism spectrum are more likely to also have been diagnosed with a psychiatric condition, such as depression, anxiety and attention deficit hyperactivity disorder (ADHD) than are typically developing people or those with other developmental disabilities, a study finds, and that managing those multiple conditions can make the transition to young adulthood especially difficult. Describe programs for ensuring that persons returning from mental and physical health institutions receive appropriate supportive housing The Mayfair Hotel is a fully-renovated, historical, Art Deco facility located in Miami Beach. The Mayfair has two programs through Douglas Gardens CMHC. One program is a 20-bed subsidy program for eligible DG consumers. The second is the 22-bed Shelter Plus Care Mayfair program. The site is in South Beach and central to cultural events and institutions such as museums, Miami City Ballet, New World Symphony, libraries, medical offices, and transportation. Douglas Gardens Community Mental Health Center is the City's sole federally qualified mental health center. The Shelter Plus Care Program is a permanent housing program designed to serve homeless individuals with severe and chronic mental illness. In addition to the housing subsidy, persons in this program are provided with supportive services such as Case Management, Medication Management, and Social Rehabilitation groups. They are also encouraged to become involved in community and peer-run activities such as Journal/Writing Club, Garden Gazette, DG Walking Club, and Double Trouble. Douglas Gardens CMHC has two S+C programs: The Mayfair and Scattered Sites. The Mayfair is designed for persons in need of a more structured facility and monitoring. Scattered Sites is intended for persons able to live completely independently but still in need of psychiatric services and support. In order to be eligible for the S+C Program, persons must be homeless, have a psychiatric disability, have a stable income, and be actively involved in treatment. Specify the activities that the jurisdiction plans to undertake during the next year to address the housing and supportive services needs identified in accordance with 91.215(e) with respect to persons who are not homeless but have other special needs. Link to one-year goals.91.315(e) The City plans to fund activities that address the housing and supportive service needs identified in the Consolidated Plan. The provision of rent assistance and food supports align this goal with the One-Year Plan as does the senior services identified for funding. More so, the commitment of funds to address the rehabilitation of affordable housing units will serve the housing needs of several sub-populations including low-income,seniors and youth. For entitlement/consortia grantees:Specify the activities that the jurisdiction plans to undertake during the next year to address the housing and supportive services needs identified in accordance with 91.215(e)with respect to persons who are not homeless but have other special needs. Link to one-year goals. (91.220(2)) N/A 81 Page 426 of 1464 MA-40 Barriers to Affordable Housing— 91.210(e) Describe any negative effects of public policies on affordable housing and residential investment. When compared to other parts of Miami-Dade County or even some municipalities in other counties in South Florida, Miami Beach enjoys a relatively strong real estate market. This creates and contributes to the two primary problems affecting availability of affordable housing. This is compounded by the geography which presents limited vacant land for construction of new units. The cost burden associated with homeownership opportunities (other than condominiums) makes it almost impossible for low to moderate-income households to purchase a home. Furthermore, many of the units, both rental and condominium, are one bedroom or efficiencies and cannot accommodate those households that require multiple bedrooms. The City has relaxed development rules to encourage the development of affordable and workforce housing. However, the strong market and high construction costs have dampened the impact of these efforts. While the City has been attempting to tackle the short-term rental market which removes affordable units from inventory, the City will most likely need to resolve the applicability of fines for short-term rental violations in court as it has been recently sued. The lawsuit contends that the City's fines are excessive. In the interim, the impact of these short-term rentals is that units previously available to low-income and workforce tenants are now out of reach because the income generated by short- term rentals far outpaces monthly rent. 82 Page 427 of 1464 MA-45 Non-Housing Community Development Assets —91.215 (f) Introduction This section includes an Economic Development Market Analysis which looks at the following indicators: • Business Activity • Labor Force • Occupations by Sector • Travel Time The greatest employers by business sector are the following: • Arts, Entertainment,Accommodations • Professional, Scientific, Management Services • Education and Health Care Services The largest occupations by sector are the following: • Management, business and financial; • Sales and office; • Service 83 Page 428 of 1464 I I .ca.- co a, .e o rai r� ti m rry N O ? o o a o a ° 0 a) ra` L 0 v to t O V sal IN vt .i O Ln r O .r O .ti : O N .- A O L vl V O .mi v, 3 * arvm 0 m ry in 0 am tn .00 0 v a v Ta. 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The top three businesses by sector are the following: 1. Arts, Entertainment, and Accommodations(22%) 2. Professional, Scientific and Management Services (17%) 3. Education and Health Care Services (16%) Describe the workforce and infrastructure needs of the business community: The workforce needs of the business community are for the following occupations: • Management, business and financial; • Sales and office; • Service Because of the relatively low pay of some of these occupations, access to local, affordable housing is a critical infrastructure need. The City has created a free transportation system that connects all areas of the City as a means of reducing vehicles on the road and improving transportation options for workers, residents and visitors. The City's trolley system is free of charge providing low-income and elderly residents respite from local transportation costs. Drainage and resiliency improvements are needed to help existing businesses and stimulate future economic development and to enable the City to adapt to changing environmental conditions. Describe any major changes that may have an economic impact, such as planned local or regional public or private sector investments or initiatives that have affected or may affect job and business growth opportunities during the planning period. Describe any needs for workforce development, business support or infrastructure these changes may create. Planned local public or private sector investments and initiatives that may affect job and business growth opportunities during the planning period include planning and construction of a new convention center. This project will need unskilled and skilled labor. Drainage improvements will create jobs and provide economic development opportunities as well as long-term viability for the community as a whole. More so, the City is now undertaking the redevelopment of Town Center in North Beach and evaluating the future development of the West Lots, the only remaining substantive land without development.These projects are expected to transform North Beach and provide greater economic vitality for the area. How do the skills and education of the current workforce correspond to employment opportunities in the jurisdiction? Workforce development is needed for the following employment opportunities: 1. Arts, Entertainment, and Accommodations 2. Professional, Scientific and Management Services 3. Education and Health Care Services These fields will require populace training and recruitment. However, the challenge posed by the lack of affordable housing to properly house this workforce will continue to adversely impact efforts while continuing to create traffic congestion and further stress already taxed roadways. Consolidated Plan MIAMI BEACH 87 OMB control No.2506-0117(exp.06/30/2018) Page 432 of 1464 Describe any current workforce training initiatives, including those supported by Workforce Investment Boards, community colleges and other organizations. Describe how these efforts will support the jurisdiction's Consolidated Plan. The City provides funding to a local non-profit, Unidad of Miami Beach Inc.,to provide employment training for low-and moderate-income people. The Little Havana Activities Nutrition Center employs low-and moderate-income seniors at its Rainbow Childcare program. HOPE in Miami-Dade, Inc. and Jewish Community Services continue to provide paid employment training to the homeless. CareerSource South Florida/Miami Beach Center provides job training and placement and has worked closely with the City's Homeless Outreach Team to find permanent employment for homeless persons. The employment of elderly, low-income and homeless persons will support the Consolidated Plan as we are working collaboratively to improve the economic and living conditions of the same target populations. Does your jurisdiction participate in a Comprehensive Economic Development Strategy(CEDS)? No If so, what economic development initiatives are you undertaking that may be coordinated with the Consolidated Plan? If not,describe other local/regional plans or initiatives that impact economic growth. Discussion The arts, entertainment, accommodations, professional, scientific, management services, education and health care sectors are the major employers in the City. The City has a well-educated workforce to meet the needs of the business community. There is a need to update the City's infrastructure,specifically its drainage to promote sustainable economic development in the City.The greatest ongoing concern is the City's ability to offer affordable housing to its workforce. Aside from the quantity of units in its housing inventory, rising seas and changing environmental conditions pose a challenge regarding the quality of the City's housing inventory and its ability to withstand the emerging resiliency challenges. MA-50 Needs and Market Analysis Discussion Are there areas where households with multiple housing problems are concentrated? (include a definition of "concentration") Low-income households are more affected by multiple housing problems, particularly Hispanic households. The table below illustrates the disparities in housing problems experienced by different racial or ethnic groups and income. 74.97% of households in the 0%-30% AMI bracket experienced at least one or more housing problems. However, more than 96% of Black/African American and 100% of Pacific Island Households in this bracket experienced at least one housing problem. Housing problems are prevalent across the population spectrum. However, minorities are disproportionally affected at a higher incidence rate when compared to their representation within the community as a whole.As noted above, African American/Black and Asian Americans, who are a statistically small population within the community-at-large, are represented in significantly higher proportions reporting housing problems. Further, while Hispanics represent about 54% of the City's population, they more than their proportional share of housing problems except for those at 80-100%AMI: 0-30%AMI 30-50%AMI 50-80%AMI 80-100%AMI Hispanics Reporting 65% 68.9% 57.6% 47% Consolidated Plan MIAMI BEACH 88 OMB control No:2506-0117(exp.06/30/2018) Page 433 of 1464 Housing Problems More strikingly, Hispanics are more than twice as likely as their White counterparts to experience housing problems until you compare those in the 80-100%AMI income category: 0-30%AMI 30-50%AMI 50-80%AMI 80-100%AM] Hispanics Reporting 65% 68.9% 57.6% 47% Housing Problems Whites Reporting 26.5% 23.3% 37.1% 47.8& Housing Problems With regards to housing problems versus severe housing problems, the data delivers similar results for each category within Miami Beach. Hispanics represents the largest share of the affected population. This ethnic group comprises more that 53.8% of the City's total population, Whites represent 39%, and Blacks/African Americans represent 3.11%. Nearly 60% of Hispanics are impacted by at least one or more of the housing problems, suggesting that more than a third of the City's overall population face at least one housing problem. Are there any areas in the jurisdiction where racial or ethnic minorities or low-income families are concentrated? (include a definition of"concentration") Low income families are concentrated in the North Beach and South Beach Target Areas. There are no ethnic- or race- specific neighborhoods within the City as residents of all backgrounds are fairly diversified throughout the City's 15.22 square miles based on existing population representations. However, according to US Census, there are population concentrations throughout South Florida along racial and ethnic divides: ax „.49, tiOnt rvn w Tito 5 • He^n 1`4ebpnsv-. r S '144`‘'', " 'Yr. g It Rp { t 2010 Census Block Data s b .e n: 0 1 Dot=1 Terson L,Cyt { fe trihah-naci. r; xw " k la White iaa )•� 4 e " { • Asian "4 Y #+{. # Hispanic q,i ] ..y��yy ,J4° i A- en ` vlv �iw rr�%rr.Wk.nw Wh. .m I 100k.ng.,_r Consolidated Plan MIAMI BEACH 89 OMB Control No 2506-0117(exp.06/30/2018) Page 434 of 1464 What are the characteristics of the market in these areas/neighborhoods? The North Beach market has historically had less new development, and although it is more affordable than some other areas, the need for affordable housing still is an unmet need based on the number of households that require it. North Beach, however, is poised for growth with the investment in Town Center and the development of the West Lots. These efforts will activate previously dormant or significantly underutilized areas and revitalize business districts. There are fourteen low- and moderate- income block groups in the North Beach Target Area. There are twenty-one low- and moderate-income block groups in the South Beach target area. Are there any community assets in these areas/neighborhoods? There is good access to transportation. There are many small, regional, national and international businesses that serve these neighborhoods. There are local CDCs that provided affordable housing and public services to low-to moderate- income populations in North Beach and South Beach. Are there other strategic opportunities in any of these areas? Strategic opportunities in these areas include: • Construction of and rehabilitation of affordable housing; • Nurturing of businesses (and subsequent new jobs) in the new Town Center area; • Exploring resiliency strategies that will counteract rising seas (and rising insurance costs) • Infrastructure improvements that will counteract rising seas and extreme weather events. Consolidated Plan MIAMI BEACH 90 OMB control No:2506-0117(exp.06/30/2015) Page 435 of 1464 Strategic Plan SP-05 Overview Strategic Plan Overview (1) The general priorities for allocating investment geographically within the jurisdiction will be in the North Beach and South Beach Target Areas, which are the City's neighborhoods with the greatest number of low-income persons. The general priorities and needs are, public services, affordable housing and public services that meet the needs of the City's very low-, low-and moderate-income residents. (2) The City analyzed a variety of data sources and sought comment from a variety of community sectors in drafting its Consolidated Plan and priority needs. These sources included: housing market analyses; population poverty, demographic and demographic data from the US Census, American Community Survey, 2016 and other academic and research sources; review by other departments/divisions within the City with expertise in their respective areas;, the City's Affordable Housing Advisory Committee, a committee of citizens appointed by the Mayor and Commission to provide counsel on housing and public service needs; the Housing Authority of the City of Miami Beach, which manages more than 2,000 housing vouchers as well as the City's sole public housing building; and the community-at-large including through the City's website which has welcomed 1,026,141 users in the past year.(3) Obstacles to meeting underserved needs include less federal and state resources. (3) The challenge for most communities in the country is the amount of need versus the resources available. While the City receives both federal and state allocations, the overall value of these contributions have gone down considerably from their peak while the need for services has either remained steady or grown over time. In addition, in light of rising seas and atmospheric changes that are creating more extreme weather events such as Hurricane Irma, the City has been confronted with the immediate need of responding to the changing environment with very costly municipal projects including the installation of storm water pumps and raising streets to mitigate flooding. In addition, the transient nature of our community — heavily influenced by high housing costs and the growth of short-term rentals — has adversely impacted the community's ability to harness all resources and engage all residents on collective solutions. More so, with the reduction of federal and state allocations,the City's General Fund has had to assume a growing obligation to funding the staff and infrastructure of managing these funds further taxing resources. (4)The City embarks on a robust review of uses for its annual allocations for federal and state funds each year with the backdrop of its Consolidated Plan and Local Housing Assistance Plan (LHAP). Within the context of these plans, the City also seeks to maximize the federal and state allocations with local area resources that can be properly leveraged towards meeting the goals established in the plans. The resounding priorities echoed by the Mayor and Commission, local employers (including the local CareerSource office), and residents are the availability of affordable housing and the tools to enable living in our community (i.e. programs that support residents with needs to live here). As such, the creation and retention of affordable housing and public services that target our most economically vulnerable residents are the initiatives in greatest need. Fortunately, in recent years, the City invested resources (including CDBG-R and CDBG) to create or rehabilitate public facilities resulting in strong facility infrastructure from which to deliver services. While the City expects to receive CDBG, HOME and SHIP funds, it recognizes that the amounts expected will continue to reduce over time as has already been happening for the past decade. More so, the City recognizes the need to encourage private sector leveraging when awarding its federal and state funds in order to maximize benefit.As such,the City continues to seek public and private partners who come to the table with firm projects that have a minimal funding gap so as to invest funds with a high return. Proposed accomplishments and outcomes are construction and or rehabilitation of public facilities, provision of public services and construction and or rehabilitation of affordable housing. Consolidated Plan MIAMI BEACH 91 OMB control No:2506-0117(exp.06/30/2018) Page 436 of 1464 The City's primary goal is to prepare its affordable housing assets for an evolving environment while addressing the years of neglect and poor workmanship that were inflicted by the previous owner of the affordable residential buildings acquired by the City in 2014 and 2015. The City will also seek to work with Miami-Dade County to ensure that the remaining assets held by the City's former Community Housing Development Organization (CHDO) and which were acquired with significant City investment, are secured for ongoing use by low- and moderate-income persons. While property values in the City have been strong as demonstrated by the median property value in the City being 94% greater than the national median of$205,000,this strong indicator also serves to impair the ability of low- to moderate- income households from becoming homeowners(Source: Shimberg Center at the University of Florida). As a result of the strong homeownership market, low-to moderate-income households are more likely to be renters and also face housing options with smaller units and fewer bedrooms (Shimberg Center at the University of Florida). To bring the crux of our community's housing needs to the fore, it should be noted that 13,137 households or roughly 49.6% of all households paying rent are spending at least 35% of their household income on housing costs (Source: American Community Survey, 2016). This cost burden to maintain housing undermines a household's ability to save for a home, acquire suitable insurance coverage, obtain higher education and provide economic stability, among other milestones. The City's secondary goal is to ensure that it invests strategically in public services to provide meaningful economic stability to its low-income residents who are struggling to afford a home in our community. This effort would target elderly and families with children who face isolation, food insecurity, and a higher-than normal risk for homelessness because of economic factors. The City's tertiary goal would be to strengthen the infrastructure in the community (including hard assets and service networks) that bolster stability for the City's low-income residents. The data clearly shows how low-income families are impacted by housing problems ranging from substandard conditions to overcrowding and cost burdened. More so, those with the least income are most vulnerable to facing these hardships given their limited financial capacity and inability to move to better housing. This is amplified for those households earning less than 80% AMI or $44,100 for a household of one or$62,950 for a household of four. Our community's housing stability may very well be defined by the supports that enable the acquisition and retention of housing including addressing other living needs (including food, utilities,child care). In order to best serve its residents and support its economy, the City's 2025 Comprehensive Plan - Housing Element establishes the goal of having a sufficient number of housing units in an adequate variety of types, sizes, locations, and cost ranges, within sound structures in safe neighborhoods. As such, the City has identified eight (8) primary housing- related objectives, including: 1. Creation and/or preservation of affordable housing; 2. Elimination of substandard housing and structural and aesthetic improvements to existing housing; 3. Adequate sites and distribution of housing for very low-to moderate-income households;, 4. Adequate sites for group homes and foster care facilities, 5. Conservation, rehabilitation or demolition of housing, including identification of historically significant housing as the City has several historic districts that have been central to the City's rebirth and branding as a tourist destination 6. Relocation,as appropriate,for those in sub-standard housing; 7. Housing implementation programs, that also incorporate the City's First-time Homebuyer Program as a tool to promote homeownership as a housing stability strategy; and 8. Energy efficiency and renewable resources as well as environmental adaptability as a means of ensuring resiliency in a fast-changing culture. The Housing Element of the City's Comprehensive Plan was incorporated, the City's Local Housing Assistance Plan to ensure compliance with the regulations and requirements of the State Housing Initiatives Partnership Program (SHIP). Consolidated Plan MIAMI BEACH 92 OMB control No:2506-0117{exp.06/30/20181 Page 437 of 1464 SHIP's purpose is to meet the housing needs of very low-, low-, and moderate-income households primarily through home ownership but also through the development of affordable rental development; The City's Plan has five (5) primary assistance strategies: 1. Owner-occupied housing rehabilitation (which was recently increased to $70,000 per household because of the increasing costs of construction in the City); 2. Disaster mitigation recovery as the City continues to face environmental shocks and stressors including more devastating storms and rising seas; 3. New construction as the City's housing stock is among the oldest in Miami-Dade County; 4. Down payment/closing costs and rehabilitation for first-time homebuyers 5. Multi-family rental housing development The City believes that these plans (which are incorporated by reference) are consistent with, and support this Consolidated Plan, and each other Consolidated Plan MIAMI BEACH 93 OMB control No:250E0117(exp.06/30/2018) Page 438 of 1464 SP-10 Geographic Priorities—91.215(a)(1) Geographic Area Table 17-Geographic Priority Areas 1 Area Name: NORTH BEACH Area Type: Local Target area Other Target Area Description: HUD Approval Date: of Low/Mod: Revital Type: Housing Other Revital Description: The northern boundary is 87 Street and the southern boundary is 63 Identify the neighborhood boundaries for Street. The area includes portions of census tracts 3901, 3905 and this target area. 3907. Specific housing characteristics in this area include primarily older multifamily rental, condominiums and single family homes built prior to 1970. Collins Avenue is the primary commercial corridor (running Include specific housing and commercial north/south) with a portion of , 71st Street and Normandy Drive as characteristics of this target area. significant commercial corridors running east/west Aside from acknowledgement by the Affordable Housing Advisory Committee and other residents/business owners, the area's demographic and housing analysis clearly distinguishes this area as a target because of its income and housing disparities compared to the How did your consultation and citizen rest of the City. More so, the demographics of the area public school participation process help you to identify and concentration of very low- and low-income households reinforces this neighborhood as a target area? this designation. 1. Economic support programs(including those that address food insecurity and housing stability/affordability) 2. Youth programs 3. General public services for immigrants and low-and moderate- income residents 4. Senior services 5. Economic development Identify the needs in this target area. 6. Homeless outreach 1. Improvement of the housing stock(including resiliency measures to address climate change) 2. Improved and targeted public services(that address household and family stability) 3. Economic development(to strengthen the local area economy and job creation) 4. Improve the overall quality of life (including the reduction of crime) 5. Greater services to address homelessness and the factors What are the opportunities for influencing homelessness improvement in this target area? 6. Improved public safety Are there barriers to improvement in this Poor community organization and high resident mobility impact target area? community cohesion to address issues 2 Area Name: SOUTH BEACH Consolidated Plan MIAMI BEACH 94 OMB Control No:2506-0117(exp.06/30/2018) Page 439 of 1464 Area Type: Local Target area Other Target Area Description: HUD Approval Date: %of Low/ Mod: -- Revital Type: Other Other Revital Description: 60%TO 70%LOW/MODERATE INCOME The northern boundary of the South Beach Target Area is Dade Boulevard and the Southern boundary is Biscayne Bay. Census tracts in the Target Area include portions of 4201, portions of 4202, portions of 4300, and portions of 4401, 4402 and 4500. In addition, block Identify the neighborhood boundaries for groups 44.01.3, 44.02.3, and 44.01.4 meet the criteria for a this target area. Neighborhood Revitalization Strategy Area. The South Beach Target Area contains a diverse mix of housing and commercial characteristics. The housing stock includes single family homes, public housing, condominiums, and apartment buildings. Commercial characteristics include small businesses, hotels, Include specific housing and commercial and the Shops at Fifth Street which includes a supermarket and several characteristics of this target area. national chain stores. South Beach is home to the greatest concentration of low-income How did your consultation and citizen elderly residents who have driven much of the area's public service participation process help you to identify needs and perception regarding area need. The City's leadership is this neighborhood as a target area? often conducting outreach to this 1. 1. Economic support programs (including those that address food insecurity and housing stability/affordability especially among the elderly) 2. Youth programs (that provide safe alternatives as there are limited youth-focused resources in this area except for City parks) 3. General public services for immigrants and low-and moderate- income residents (including child care to enable dual-income households the opportunity to build economic resilience) 4. Senior services 5. Homeless outreach (as this is the area with the greatest concentration of homeless persons in the City and among the Identify the needs in this target area. greatest in the County) The area has several strong resident and business networks as well as a business improvement district that have been working with the City for economic improvement. The area has lost much of its affordable housing to investors and luxury/high-end development. As such, the area's historic buildings may potentially be an area of opportunity to develop affordable housing as these properties have significant What are the opportunities for development regulations which may make it more challenging for improvement in this target area? profit-minded investors. Are there barriers to improvement in this Cost is the single greatest barrier as there is limited land, high target area? construction costs and significant development regulations in this area. Consolidated Plan MIAMI BEACH 95 OMB control No:2506-0117(exp.06/30/2018) Page 440 of 1464 General Allocation Priorities Describe the basis for allocating investments geographically within the jurisdiction (or within the EMSA for HOPWA) The North Beach and South Beach neighborhoods have the highest concentration of low and moderate income census tracts and people in poverty. Consolidated Plan MIAMI BEACH 96 OMB control No:2506-011](exp.06/30/20161 Page 441 of 1464 SP-25 Priority Needs - 91.215(a)(2) Priority Needs Table 18—Priority Needs Summary 1 Priority Need Affordable Housing Name Priority Level High Population Extremely Low-income Low-income Moderate-income(especially those employed in the local area workforce) Large Families Families with Children Elderly Public Housing Residents Frail Elderly Geographic NORTH BEACH SOUTH BEACH Areas Affected — Associated Multi-family Rehabilitation Goals Planning and Administration Description Affordable and accessible housing programs are a high priority in the North Beach and South Beach Target Areas. Basis for Income inequality is significant as the Miami-Ft. Lauderdale-West Palm Beach metro area is ranked Relative 8th in the country for income disparity with the average 20th percentile household earning only Priority $19,775 compared to the 95th percentile household earning $202,461 per year, according to the Brookings Institute. This income disparity further amplifies the housing burdens faced in our community. More than 50 percent of the City's elder households, regardless of ownership or rental status, are cost burdened and spending more than a third of their income for housing, according to Miami-Dade County. More so, this disparity is widened for our minority residents who face a disproportionate hardship in housing costs as will be demonstrated in the next section. 2 Priority Need 1. Economic support programs (including those that address food insecurity and housing Name stability/affordability) Priority Level High Population Extremely Low-income Low-income Moderate-income (especially local area workforce) • Large Families(as larger housing units are in short supply) Families with Children Geographic North Beach Areas Affected SOUTH BEACH Associated Planning and Administration Goals Public service activities Description Provision of food, rent, and utility assistance for low-income families at-risk for homelessness or hunger (as a greater number of households are expending a greater proportion of income on housing costs) Consolidated Plan MIAMI BEACH 97 0MB Control No:2506-0117(exp.06130/2018) Page 442 of 1464 1 Basis for Almost half of all renter households in the City earning up to 100% AMI experiencing one of four Relative housing problems earn less than 30% AMI. While one third of all owner households earning up to Priority 100% represent 34% of those experiencing housing problems.. Roughly 49.6% of all households paying rent are spending at least 35% of their household income on housing costs (Source: American Community Survey, 2016). 3 Priority Need Youth Programs Name Priority Level High Population Extremely Low-income Low-income Moderate-income Large Families Families with Children Geographic NORTH BEACH SOUTH BEACH Areas Affected Associated Planning and Administration Goals Public service activities Description Youth programs,which address child enrichment, aftercare and safety are a high priority in the North Beach and South Beach Target Areas. _ Consolidated Plan MIAMI BEACH 98 OMB control No:2506-0117(exp.06/30/2018) Page 443 of 1464 Basis for Our community's public school students come from disproportionately low-income households that must Relative overcome economic challenges prior to tackling academics as demonstrated by data published by Priority GreatSchools.org regarding the poverty rates for children attending the City's public schools. There are several factors that place families —and by extension—their children at risk of homelessness. The high cost of housing and low local employment wages combine to create a financial vise on low-and moderate-income families who live in Miami Beach. According to the American Community Survey 2016, 25752 Miami Beach households (51%) pay more than 30% of their income far housing. By comparison, 42% of households statewide are cost-burdened. This financial trade-off reduces the amount of discretionary income households have for educational costs, medical services, extracurricular experiences and savings for the future. This influences seemingly foundational resources such as internet connectivity which is a necessary utility in today's technologically-paced world. According to Florida International University's Metropolitan Center, the Greater Miami area is ranked second worst in the country for Internet connectivity. In a world in which banking, employment, and commerce increasingly occur virtually, this digital divide creates a canyon of failed opportunity that further distances low income persons from success and ongoing stability and progress. Community youth face a variety of challenges that can potentially adversely impact their health and futures including bullying,alcohol and drug abuse,unsafe sex practices,and violence among others. Bullying was experienced across the demographic spectrum and included appearance, weight and sexual identity according to data provided by Florida Department of Health. The Behavior Survey also highlighted the impact of mental health concerns and addiction among youth as: O 27.8%of high school students felt sad or hopeless for two or more weeks in a row O 13.8%of high school students seriously considered attempting suicide 0 20.2%of high school students admit to currently using marijuana o Only 57.4%of high school students used a condom during their last sexual intercourse O 27%currently drink alcohol 0 11.2%have used prescription drugs not prescribed to them 0 10%had sexual intercourse with four or more partners The diversity of challenges facing youth today and the permeation of media in their lives makes it challenging to reach youth in a meaningful and sustained way. The City works in collaboration with area schools to use school campuses as the meeting ground to connect youth to needed services from a variety of community- based providers. Currently, the City is receiving a variety of grants from The Children's Trust providing services to youth aged infants to 18 in a variety of programmatic settings. 4 Priority Need Senior Services Name Priority Level High Population Extremely Low-income Low-income Moderate-income • Elderly Frail Elderly Geographic NORTH BEACH SOUTH BEACH Areas Affected Associated Planning and Administration Goals Public Facility or Infrastructure Activities Public service activities Description The elder community needs supports to address a myriad of problems faced including: social isolation,food insecurity, lack of affordable housing,and access to independent living supports. Consolidated Plan MIAMI BEACH 99 OMB control No:2506-0117(exp.06/30/20181 Page 444 of 1464 Basis for Our community's elderly,often living on very limited fixed incomes face a cost burden that is squeezing them Relative from the community's in which they have the strongest ties and supports. More than 50% of elder Priority households in Miami-Dade County are cost burdened, according to the Shimberg Center at the University of Florida. The obstacle of cost burden is amplified when you realize that mare than 36% of elderly residents (Source: American Community Survey. 2016)also have a disability which can influence housing, mobility and community integration. Further, the strong real estate market that is driving up rental and homeownership costs(i.e. property taxes),also potentially destabilizes elder housing as renters can find themselves homeless when landlords decide to cash out on their investments and homeowners can find themselves facing larger property tax bills that are overwhelming their fixed incomes. According to the Florida Department of Elder Affairs, 70.6% of disability beneficiaries are aged 65 and older compounding advanced age with at least one disability for many. In our City, 16% of our population is aged 65 years or older, according to Census data. More so, according to the Florida Department of Elder Affairs (FDOE), 31% of elderly have at least one disability and project that 9.5% are possibly Alzheimer's cases, a disease that robs memory, independence and the ability to make decisions.This is an important housing development as the occupancy rate of Skilled Nursing Facilities with community beds is currently 89.5%,according to FDOE.More sobering is that 66.9%of these occupied beds are being paid by Medicaid, according to FDOE. According to Profile of the Older Population Living in Miami-Dade County, Florida, published in May 2016, Florida has the greatest proportion (19%) of older population (65 years or older) in the United States. The age distribution of its residents, in conjunction with a major shift in the leading cause of death within all age groups from acute illnesses to chronic disease, creates unprecedented health care challenges for the state. This local study highlighted that this population will be predominantly female members of minority populations who will have a variety of health, economic and social challenges. These challenges will require communities to provide a variety of services (housing, chronic health management, food insecurity, social isolation and economic hardship. 5 Priority Need Public Services (General) Name Priority Level High Population Extremely Low-income Low-income Moderate-income Large Families Families with Children Elderly Frail Elderly Persons with Developmental Disabilities Geographic NORTH BEACH Areas Affected SOUTH BEACH Associated Planning and Administration Goals Public service activities Description Public service programs that provide a variety of supports that enable housing and familial stability including food programs, housing assistance (rent and utility assistance), child care subsidy, homeless prevention and intervention,and personal independence and safety. Consolidated Plan MIAMI BEACH 100 OMB control No.2506-0117(exp.06/30/2018) Page 445 of 1464 Basis for According to Feeding South Florida,79 percent of the food insecure population in South Florida qualify for Relative food assistance based on income for SNAP(foods stamps)and other federal nutrition programs,while 21 Priority percent do not qualify for federal nutrition programs, and often must rely on emergency food assistance programs and need better wages and employment opportunities to help them meet their basic needs. Feeding South Florida further reports that 12 percent of the Miami-Dade County population is food insecure, with 306330 people not knowing from where they will get their next meal.The City sought to address this issue among its elderly residents by leveraging Community Development Block Grant funds with local area faith partners to deliver much needed fresh produce and groceries to area seniors.The food fed their hunger and the welcoming visits by volunteers nourished their souls by combatting loneliness among the elderly being served. According to the U.S.Census,only 78.4%of our residents lived in the same house the year before.This high mobility leads to family and community instability that influences crime,community attachment,educational attainment and community perception. More so,2,016 housing units are home to households with 1.51 or more people per room creating overcrowded conditions(Source:American Community Survey,2016). The City has 69,771 total housing units. However,25,581 of these units are vacant.Our community's vacancy rate is influenced by seasonal owners/visitors,foreign investment in real estate and the prevalent use of apartments for short-term and Air B& B rentals which proliferate this tourist community. More than 63%of the City's housing units are concentrated in buildings with 20 or more units,according to the American Community Survey, 2016. Access to affordable child care is a major challenge for Floridians.According to the Wall Street Journal, it has become more expensive to teach a 4-year-old in preschool than it is an 18-year-old enrolling in college.The largest disparity between the cost to attend day care and the cost to attend college resides in Florida, according to the report. It is 73 percent more expensive to care for a 4-year-old than it is a student attending college. The average child care costs in Florida,according to the Wall Street Journal,are$7,668 a year. According to the Boston Globe, infant care in Florida is even more expensive costing$8,299 per year. According to the Economic Policy Institute, child care costs exceeded the median income of a family of four by 10 percent in 40 states.The government defines affordable child care as costing less than 10 percent of a family income. Dual income households are the norm in America and working parents need access to quality, affordable child care in order to succeed in the workplace.There are currently only 6 registered day care centers in 33139,8 in 33140 and 18 in 33141(please note that elementary schools with after care programs are listed as day care providers). 6 Priority Need HIV/AIDS Programs Name Priority Level High Population Extremely Low-income Low-income Moderate-income Persons with HIV/AIDS and their Families Geographic NORTH BEACH Areas Affected SOUTH BEACH Associated Planning and Administration Goals Description Public Service programs for persons with HIV/AIDS including prevention to reduce the number of people affected by HIV/AIDS Consolidated Plan MIAMI BEACH 101 OMB control No:2506-0117(exp.06/30/2018) Page 446 of 1464 Basis for According to the Florida Department of Health, Miami-Dade County ranks number one in the United States Relative for new HIV infections per 100,000 residents.This unprecedented epidemic has led the City to partner with Priority the University of Miami Medical School to initiate a prevention and intervention campaign targeting a local gay hotel to reduce HIV infections which have risen 71%in South Beach since 2011.This rate exceeds sub- Saharan Africa and all but thirteen African countries,according to the University of Miami. Miami Beach's HIV rate is 97 times the national average and South Beach's rate is 167 times the national average(University of Miami 2018).Within Miami-Dade County, Miami Beach's 33139 zip code ranks in the top three zip codes of highest reported HIV and AIDS cases through 2012. The Miami-Dade County Health Department estimated that there are between 1,006—1,884 people living with HIV/AIDS in 33139,the City's southern- most neighborhood;this represents between 3.8-7.1%of all people impacted in the County.The same report estimates another 194-384 people living with HIV/AIDS in the 33140 zip code(the City's northernmost neighborhood)for a total of between 1200 and 2,268 people living with HIV/AIDS in the City. Collectively, 1.3-2.5%of the City's population is living with HIV/AIDS. 7 Priority Need Homeless Services Name • Priority Level Low Population Homeless Families at risk of homelessness Geographic NORTH BEACH Areas Affected SOUTH BEACH Associated Planning and Administration Goals Description Services for homeless persons and those at-risk of homelessness Basis for Miami Beach, like much of the country, has a significant number of homeless people. Unlike the Relative rest of the country,the City has the shelter capacity to serve its population proactively. Priority The official count of City's homeless population is measured through the annual Point-in-Time Homeless Census managed by the Miami-Dade County Homeless Trust and reported to the US Department of Housing and Urban Development.While a biannual census count is held,the winter (January) count is the one held as the formal, official homeless census. Below are the official census results for the past eight years: Year Winter Summer Variance (Winter to Summer) Year to Year Variance Winter Summer 2010 149 196 +47 N/A N/A 2011 177 218 +41 +28 +22 2012 173 186 +13 -4 -32 2013 138 106 -32 -35 -80 2014 122 157 +35 -16 +51 2015 193 196 +3 +71 +39 2016 156 208 +52 -37 +12 2017 133 143 +10 -23 -65 8 Priority Need Drainage and resiliency Improvements Name Priority Level High Consolidated Plan MIAMI BEACH 102 OMB control No:2506-0117(exp.06/30/2018) Page 447 of 1464 Population Extremely Low-income Low-income Moderate-income Large Families Single-member Households Families with Children Elderly Public Housing Residents Geographic NORTH BEACH Areas Affected SOUTH BEACH Associated Planning and Administration Goals Public Facility or Infrastructure Activities Description Drainage, resiliency and climate-adaptability improvements to ensure the City adapts to changing environmental conditions. Basis for Our community has been experiencing the effects of sea level rise for several years as localized Relative flooding has impaired specific neighborhoods during the King high tides. This experience has Priority served as a catalyst to address the broader issue of resilience, climate change and the community's ability to survive, adapt, and grow no matter what kinds of chronic stresses and acute shocks they experience, according to Miami Beach Rising Above, the City's resilience initiative. "Resilience planning is about making a city better, in both good times and bad, for the benefit of all its residents and visitors, particularly the poor and vulnerable," says Rising Above. In addition to having a dedicated resiliency team, the City of Miami Beach joined the 100 Resilient Cities network through a unique collaboration among Miami-Dade County and City of Miami. This collaboration came to be known as Greater Miami and the Beaches (GM&B) and was created to respond to trends major metropolis' face: urbanization, globalization, and climate change, among others. Narrative(Optional) Priority Needs were identified by meeting with the Affordable Housing Advisory Committee, service providers, the Housing Authority of the City of Miami Beach,the posting of a 30-day public comment period and a public meeting held at a duly noticed City Commission meeting Current difficulties in the housing market present a large challenge for the City. The housing market in Miami Beach remains challenging for most (regardless of status as renter or owner) and prohibitive for many households -- especially those in the lower-income brackets. Cost burden is the number one problem affecting housing availability. The City must balance its efforts between the production of more affordable housing without adversely impacting overall property values and risk adversely impacting its tax revenue base. SP-30 Influence of Market Conditions-91.215 (b) Influence of Market Conditions Affordable Market Characteristics that will influence Housing Type the use of funds available for housing type Tenant Based As demonstrated by the fact that more than two thirds of the housing vouchers issued by the Rental Assistance Housing Authority of the City of Miami Beach,the local area rental market is very strong and cost (TBRA) prohibitive for many. Landlords are forgoing tenants able to pay Fair Market Rents for short-term rentals(driven by Air B&B and similar programs)that drive increased revenues. Consolidated Plan MIAMI BEACH 103 OMB Control No:2506-0117(exp.06/30/20181 Page 448 of 1464 Affordable Market Characteristics that will influence Housing Type the use of funds available for housing type TBRA for Non- As demonstrated by the fact that more than two thirds of the housing vouchers issued by the Homeless Special Housing Authority of the City of Miami Beach,the local area rental market is very strong and cost Needs prohibitive for many. Landlords are forgoing tenants able to pay Fair Market Rents for short-term rentals(driven by Air B&B and similar programs)that drive increased revenues. For this sub- group of the general population,the historic designation of many buildings creates additional barriers to access. New Unit There is high demand in the rental market due to an improving economy,which further drives up Production the cost burden for housing. The City of Miami Beach is largely built out so new construction opportunities are limited. The aging housing stock in the City make the rehabilitation of existing housing stock a priority. Acquisition and rehabilitation of housing is also a priority. The increasing demand for affordable housing, coupled with the increasing demand for market rate housing, places pressure on property owners to sell to purchasers that will develop more high end (through demolition/rehabilitation) rather than affordable units.This continues to put pressure on the two primary problems affecting the housing market, cost burden and overcrowding. More so, the market-driven premium on construction costs in our City due to location, building type and accessibility drive costs higher than the mainland. Rehabilitation There is high demand in the rental market due to an improving economy,which further drives up the cost burden for housing. The City of Miami Beach is largely built out so new construction opportunities are limited. The aging housing stock in the City make the rehabilitation of existing housing stock a priority. Acquisition and rehabilitation of housing is also a priority. The increasing demand for affordable housing, coupled with the increasing demand for market rate housing, places pressure on property owners to sell to purchasers that will develop more high end (through demolition/rehabilitation) rather than affordable units. This continues to put pressure on the two primary problems affecting the housing market, cost burden and overcrowding. More so, the market-driven premium on construction costs in our City due to location, building type and accessibility drive costs higher than the mainland. Acquisition, There is high demand in the rental market due to an improving economy,which further drives up including the cost burden for housing. The City of Miami Beach is largely built out so new construction preservation opportunities are limited. The aging housing stock in the City make the rehabilitation of existing housing stock a priority. Acquisition and rehabilitation of housing is also a priority. The increasing demand for affordable housing, coupled with the increasing demand for market rate housing, places pressure on property owners to sell to purchasers that will develop more high end (through demolition/rehabilitation) rather than affordable units.This continues to put pressure on the two primary problems affecting the housing market, cost burden and overcrowding. More so, the market-driven premium on construction costs in our City due to location, building type and accessibility drive costs higher than the mainland. Table 19—Influence of Market Conditions Consolidated Plan MIAMI BEACH 104 OMB control No:2506-0117{exp.06/30/ID18) Page 449 of 1464 SP-35 Anticipated Resources - 91.215(a}(4), 91.220(c)(1,2) Introduction Anticipated resources include CDBG, HOME and SHIP funds. HUD requires that Pis provide a 25% match for all HOME project funds. Historically the City has used RDA funds as the required match. Anticipated Resources Program Source Uses of Funds Expected Amount Available Year 1 Expected Narrative of Amount Description Funds Annual Program Prior Year Total: Available Allocation: Income: Resources: Reminder $ $ $ $ of ConPlan CDBG public Acquisition 920,070 0 0 920,070 3,540,344 The primary - Admin and objective of the federal Planning CDBG program is Economic to provide decent Development housing, a Housing suitable living Public environment and Improvements expanded Public Services economic opportunities principally for low-and moderate-income persons and neighborhoods. Consolidated Plan MIAMI BEACH 105 OMB control No:2506-0117 exp.06/30/2012) Page 450 of 1464 Program Source Uses of Funds Expected Amount Available Year 1 Expected Narrative of _ Amount Description Funds Annual Program Prior Year Total: Available Allocation: Income: Resources: Reminder $ $ $ $ of ConPlan HOME public Acquisition 638,107 0 251,810.41 889,917.41 2,654,969 The intent of the - Homebuyer HOME Program is federal assistance to provide decent Homeowner affordable rehab housing to lower Multifamily income rental new households, construction expand the Multifamily capacity of rental rehab nonprofit housing New providers, construction strengthen the for ownership ability of state TBRA and local governments to provide housing and leverage private sector participation. Table 20-Anticipated Resources Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied Federal funds will leverage additional resources (private, state and local funds). Local and state funds will be used to fulfill the HOME program match requirements. Federal funds will be used to leverage additional financial resources including SHIP, Miami-Dade County Surtax, and Redevelopment Agency funds. If appropriate, describe publically owned land or property located within the jurisdiction that may be used to address the needs identified in the plan The City owns the properties that are being used to address the low-to moderate-income housing needs in the plan. More so, the City has been exploring the incorporation of affordable and workforce housing within public parking garages that are slated for construction in the near future as the absence of available lots for construction create a major development hurdle. Discussion Consolidated Plan MIAMI BEACH 106 OMB control No:2506-0117(exp.06/30/2018) Page 451 of 1464 CDBG, HOME and SHIP funds will be used to leverage other funding resources to address needs identified in the Consolidated Plan. SP-40 Institutional Delivery Structure—91.215(k) Explain the institutional structure through which the jurisdiction will carry out its consolidated plan including private industry, non-profit organizations, and public institutions. I Responsible Entity Responsible Entity Type Role Geographic Area Served City of MIAMI BEACH Municipality Public services, homeless Jurisdiction services, affordable rental housing Boys and Girls Clubs of Non-profit organizations public services Jurisdiction Miami-Dade Housing Authority of the PHA Rental Jurisdiction City of Miami Beach UNIDAD of Miami Beach, public services Jurisdiction Inc. TBA (City currently has RFLI CHDO Affordable rental housing Jurisdiction for CHDO agency) Table 21-Institutional Delivery Structure Assess of Strengths and Gaps in the Institutional Delivery System Strengths in the institutional delivery system include partnerships with an affordable housing CDC and public service providers that provide youth services,senior services and other public services to low and moderate income residents. Availability of services targeted to homeless persons and persons with HIV and mainstream services Homelessness Prevention Services Available in the Targeted to Homeless Targeted to People with Community HIV Homelessness Prevention Services Counseling/Advocacy X X X Legal Assistance X X X Mortgage Assistance X Rental Assistance X X Utilities Assistance X Street Outreach Services Law Enforcement X X Consolidated Plan MIAMI BEACH 107 oMB Control No:2506-0117(exp.06/30/2018) Page 452 of 1464 Street Outreach Services Mobile Clinics X Other Street Outreach Services X X X Supportive Services Alcohol &Drug Abuse X X Child Care X Education X X X Employment and Employment Training X X Healthcare X X X HIV/AIDS X X X Life Skills X X Mental Health Counseling X X X Transportation X X Other Table 22-Homeless Prevention Services Summary Describe how the service delivery system including, but not limited to, the services listed above meet the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) As a member of the Miami-Dade County Continuum of Care, the City of Miami Beach coordinates with CoC providers to meet the needs of the homeless within the community. Miami Beach, like much of the country, has a significant number of homeless people. Unlike the rest of the country, the City has the shelter capacity to serve its population proactively. The City has been making gains in reducing its overall daily homeless population While most major metropolitan cities face shelter shortages and often turn homeless people away because of space constraints, the City of Miami Beach has had an average daily shelter vacancy rate of 7.409 beds.The City has access to 55 beds funded by the Miami-Dade County Homeless Trust and purchases an additional 52 beds from three shelters:The Salvation Army, Miami Rescue Mission and Camillus House. While the City does not control service provision for the Trust-funded beds, the City requires shelters to provide care coordination services with City-purchased beds ensuring that clients are provided the tools and support to successfully transition to sustainable independence. The City, which operates the only municipal walk-in center serving the homeless in Miami-Dade County, is open Monday through Friday, 7:30am — 12pm and 1pm — 3:30pm. Our walk-in center provides a variety of services in addition to shelter placement including: • Care coordination (coordinated case management services held Thursdays) Consolidated Plan MIAMI BEACH 108 OMB control No:2506-0112(exp.06/30/2015) Page 453 of 1464 • Employment services(offered Monday through Thursday) • Identification document replacement(offered daily) • Relocation services(with validated consent from the receiving party offered Mondays and Wednesdays) • Support group meetings for those transitioning from the streets(offered Tuesday through Friday) • Access Florida services (including LifeLink and SNAP benefits offered daily) • Legal services from the Office of the State Attorney(Wednesdays only) The City is a member agency of the Miami-Dade County Continuum of Care (CoC) led by the Miami-Dade County Homeless Trust. As a COC member agency, the City must adhere to US Department of Housing and Urban Development (HUD) regulations for the certification and provision of services for people who are homeless. The definition of "homeless" is established by HUD and delineated in 24 CFR Parts 91,582 and 583 as: (1) An individual or family who lacks a fixed, regular, and adequate nighttime residence; (2)An individual or family who will imminently lose their primary nighttime residence; (3) Unaccompanied youth under 25 years of age, or families with children and youth; or (4)Any individual or family who is fleeing, or is attempting to flee domestic violence. As a condition of service within the CoC, clients must have a Homeless Verification Form completed by staff certifying that the client is homeless based on the selected HUD criteria and documentation provided by the client. The certification accompanies the client's placement into shelter as well as referrals to all CoC services. In order to certify a person as homeless, the client must submit documentation that proves his homelessness (i.e. eviction papers) or must be witnessed by City staff(including police) residing in a place not meant for human habitation(i.e.the streets). Furthermore, prior to the receipt of services, the CoC requires that all clients complete several documents authorizing the provision of services including: • HMIS(Homeless Management Information System) Notice of Uses and Disclosures • HMIS Consent to Release and Exchange of Information • Provider(City)Consent to Release and Exchange of Information • Acknowledgment Client Rights and Responsibilities • Acknowledgement of Grievance Procedures • HUD Client Questionnaire Once the client completes the required documentation, staff conduct a criminal background check to ensure that clients are not registered as sexual offenders (as this would preclude their placement in shelter or relocation) and an assets and skills assessment to determine the resources and strategies that will be pursued to ensure the client's transition to permanent housing and independence. The paperwork and assessment process can take up to three hours depending on the client's cognition and participation. This process becomes the foundation for the provision of services and the client's ultimate success. The City contracts with several shelter providers. These providers must review their respective client bed rosters and advise the City if any clients have exited their program by 9am each weekday. Once the City has identified a client for placement, a formal request is sent to the shelter provider seeking permission to place the client. All shelters must provide prior consent to client placement. This process usually takes up to one hour enabling providers to review their records and the client's history to determine if he/she is a suitable placement. Shelters reserve the right to refuse placement of any client who has had previous behavioral problems or whose history they feel is incompatible with its environment. Consolidated Plan MIAMI BEACH 109 OMB control No:2506-0117(exp.06/30/2018) Page 454 of 1464 Once the documentation is complete and the shelter consents to receiving the client,the client is transported to shelter. All emergency shelter providers are located in Miami. Staffs goal is to make the first drop-off of the day to shelters by noon so that clients can have a meal upon arrival. All shelter placements should be completed by 3pm as shelter administrative offices typically close by 4pm.The time of shelter clearance and traffic impact the actual time of arrival to shelter and return to the office. On at least two instances last year, staff had to leave early to accommodate simultaneous shelter placements at multiple providers and relocations at the Greyhound Bus Depot in Miami. Please note that the Homeless Outreach Office utilizes two vans for client transport. During the school year, one of these vans is used after 4pm by Success University for client transport. The homeless population in America is varied. Each community is influenced by the economic conditions and cultural influences of its resident population. More than 95 percent of all people served by the City became homeless in another community and migrated to our community. This is an anomaly not encountered in other metropolitan areas with a homeless population. In San Francisco, for example, 71 percent of their homeless population had former residences within the area. This population had a connection to their community that pre-dated their homelessness and included their previous homes and places of work. Conversely, our City's homeless population, as a whole, lacks these historical connections as they neither lived nor worked here. Oftentimes, this lack of connection, leads to objectionable behaviors including criminal offenses. The Miami Beach Police completed 1,645 arrests of people claiming to be homeless in FY 15/16. Sixty-three of these people were arrested five or more times. On average, the top 10 residents with arrests who claimed to be homeless in FY15/16 were arrested 12.2 times for crimes ranging from trespass to strong arm robbery. Describe the strengths and gaps of the service delivery system for special needs population and persons experiencing homelessness,including, but not limited to,the services listed above The Continuum of Care and its coordinated service delivery system allows for a single point of entry which allows for improved access to services by clients navigating homelessness. More so,this approach enables the targeting of services and culturally-competent response to client needs, with improved knowledge of resources available in the community, and improved referral networks through the Homeless Management Information System (HMIS). More so, the City has worked collaboratively with local area shelter providers and law enforcement to create a seamless and inter- coordinated service delivery system to maximize resources and empower front line staff to engage clients in real time within a care coordination framework. This service approach respects clients' individuality and strengths while leveraging available resources to create a viable care plan for client independence and a road to permanent housing. More so, the City's coordinated effort empowers police to offer shelter to homeless persons regardless of day or time. Finally, because the care coordination model is tailored to each individual, it provides each person facing homelessness with a realistic strategy to end their personal homelessness. The largest barrier in addressing homelessness —whether with people with disabilities or not— is the fact that most of the City's homeless became homeless elsewhere and then migrated to our City. More than 95 percent of all people served by the City became homeless in another community and migrated to our community. This is an anomaly not encountered in other metropolitan areas with a homeless population. In San Francisco, for example, 71 percent of their homeless population had former residences within the area. This population had a connection to their community that pre-dated their homelessness and included their previous homes and places of work. Conversely, our City's homeless population, as a whole, lacks these historical connections as they neither lived nor worked here. Oftentimes, this lack of connection, leads to objectionable behaviors including criminal offenses. The Miami Beach Police completed 1,645 arrests of people claiming to be homeless in FY 15/16. Sixty-three of these people were arrested five or more times. On average,the top 10 residents with arrests who claimed to be homeless in FY15/16 were arrested 12.2 times for crimes ranging from trespass to strong arm robbery. Consolidated Plan MIAMI BEACH 110 OMB control no.2506-0111(exp.06/30/2018) Page 455 of 1464 Provide a summary of the strategy for overcoming gaps in the institutional structure and service delivery system for carrying out a strategy to address priority needs The City has actively sought to purchase shelter beds over and above those provided by the Miami-Dade County Homeless Trust, the City's Continuum of Care lead agency. By doing so, the City bypasses the waitlist for beds while offering a diversity of shelter options to best align clients wishing to leave homelessness with a provider capable of providing needed supports. The second strategy that has been instrumental is the City's collaboration with police to ensure that law enforcement is an access point of last resort for those on the streets unable to access the walk-in center or to call the homeless hotline for help. Finally, the City has been working with area residents to expand outreach efforts with volunteers and to educate local area businesses as to how they can help address homelessness. Consolidated Plan MIAMI BEACH 111 OMB control No:2506-0117(exp.06/30/20181 Page 456 of 1464 `o c v w E H• E -o 0 E a U — o okJ - 0 Y '> 0 C) C 0 C D 'if,if, a C ✓ V — H_ N U i+ H 2 m CU a co w — ,o v m v a "6 d' Lo Q U C v, U C a V in.. 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Q 0 a m r° i m UI a` a a `w 'i a+ o fa _.o Lel 3 2 3 C a c a C a C a CC a C C O O o co E c o E o E E « _ > n 0 c Z n Z c Z °. i n a s Tu 0 E Z a n m `o' m m `�' n m `o' m m •`u' m m .N n a a 0 O O a o o w o OW O Oa) O OW c N -. W V' O l7 U' O V' WOW V' U' O 0 l7 O E aN m a La w v 0 o U ' SP-50 Public Housing Accessibility and Involvement — 91.215(c) Need to Increase the Number of Accessible Units(if Required by a Section 504 Voluntary Compliance Agreement) The Housing Authority of the City of Miami Beach (HACMB) is not subject to a Section 504 Voluntary Compliance Agreement to increase the number of accessible units. Activities to Increase Resident Involvements The HACMB encourages public housing residents to participate in policy, procedure and program implementation and development through its Resident Advisory Board. The HACMB conducts a monthly Management/Resident meeting to encourage participation by the residents. The HACMB distributes a monthly newsletter to all public housing residents, which contains relevant agency news and information on available community resources. Homeownership is not applicable as Rebecca Towers South is an elder-designated rental development. The HACMB's Board of Commissioners includes a public housing resident as Commissioner. Is the public housing agency designated as troubled under 24 CFR part 902? No Plan to remove the'troubled' designation Consolidated Plan MIAMI BEACH 115 OMB control No:2506-0117(exp.06/30/2018) Page 460 of 1464 SP-55 Barriers to affordable housing — 91.215(h) Barriers to Affordable Housing When compared to other parts of Miami-Dade County or even some municipalities in other counties in South Florida, Miami Beach enjoys a relatively strong real estate market. This creates and contributes to the two primary problems affecting availability of affordable housing. This is compounded by the geography which presents limited vacant land for construction of new units. The cost burden associated with homeownership opportunities makes it almost impossible for low- to moderate-income households to purchase a home. Furthermore, many of the units, both rental and condominium, are one bedroom or efficiencies and cannot accommodate those households that require multiple bedrooms. According to Community Housing Affordability Strategy(CHAS) data 2010-2014, 63% of homeowner households earning 0-30%AMI have severe housing cost burden greater than 50%and almost 66% of renter households earning 0-30%AMI have severe cost burden greater than 50%.This indicates that 5,395 households in the City are at risk of homeless due to their extremely low-income and severe cost burden. This risk of homelessness is made more daunting by the fact that there are no homeless shelters in the City. If a family were to become homeless, they would be transported to shelters in the mainland putting them further away from their jobs and schools. The optics of the severity of cost burden becomes clearer(and more concerning)when you realize that 27%of all Miami Beach households (13,865 households) spend more than 50% of their income to maintain housing If households are working feverishly to maintain a roof over their heads,they are unable to pursue advanced education, save to purchase their own home or spend discretionary income to support the local area economy fueling a dangerous cycle which can further undermine their economic vulnerability. In January 2018, Bankrate released a study that Americans would find themselves hard pressed to pay an unexpected $1,000 expense for an emergency room visit or car repair: "While tapping savings to pay off an emergency was the most common response, more than a third of Americans would sink into one type of debt or another, potentially harming their financial security. Almost 1 in 5 would pay with a credit card and finance the balance over time; 12 percent would borrow from family or friends; and 5 percent would use a personal loan." Further still, the Federal Reserve reported in its May 19, 2017 Report on the Economic Wellbeing of US Households that 44% of Americans couldn't cover a $400 emergency expense out of their pocket. The Federal Reserve further detailed the grave and vulnerable state of American households as 23% of adults do not expect to pay current month's bills in full and 25% opt out of needed medical care because of cost (Source: May 19, 2017 Report on the Economic Wellbeing of US Households).While current conditions are heartbreaking,the report went on to advise that "many adults (28%) have no savings for retirement." Almost 75% of households in the 0%-30% AMI bracket experienced at least one housing problem. However, more than 96% of Black/African American and 100% of Pacific Island Households in this bracket experienced at least one housing problem, according to HUD's CHAS data. Housing problems are prevalent across the population spectrum. However, minorities are disproportionally affected at a higher incidence rate when compared to their representation within the community as a whole. As noted above, African American/Black and Asian Americans, who are a statistically small population within the community-at-large, are represented in significantly higher proportions reporting housing problems. Further, while Hispanics represent about 54% of the City's population, they more than their proportional share of housing problems except for those at 80-100%AMI. Almost 40 percent of the local area housing stock was built prior to 1970, according to the American Community Survey, 2011-2015. Less than one percent of the current housing stock was built after 2010. By decade, housing built prior to 1959 is the single largest development period for Miami-Dade County with the same time period serving as Miami Beach's architectural heyday and the birth of Art Deco design. Consolidated Plan MIAMI BEACH 116 OMB control No:2506-0117(exp.06/30/2019) Page 461 of 1464 The high cost of housing and low local employment wages combine to create a financial vise on low- and moderate- income families who live in Miami Beach. According to the American Community Survey 2016, 25,752 Miami Beach households (51%) pay more than 30% of their income for housing. By comparison, 42% of households statewide are cost-burdened. This financial trade-off reduces the amount of discretionary income households have for educational costs, medical services,extracurricular experiences and savings for the future. It is important to stress that cost burden poses a significant deterrent to providing appropriate housing for both renters and owners. Nearly 45%of all households are at or below 80%AMI and nearly 17% of all households earning up to 30% AMI, represented by a significant number of elderly residents. Half of the households at or below 30% AMI have a household member over 62 years of age; and 33%of those households have a member over 75 years of age.This means a significant number of households may be on fixed income and unable to keep up with the rising cost of properties. Strategy to Remove or Ameliorate the Barriers to Affordable Housing The City has developed specific objectives, outlined in the Housing Element of its Comprehensive Plan, to address the housing needs of low- to moderate-income households. These objectives are aimed at creating affordable housing opportunities in spite of the barriers. These objectives are further enhanced by specific assistance strategies that are outlined in the Local Housing Assistance Plan. Further, the City has relaxed its development regulations for those creating workforce and affordable housing units. These amended regulations reduce average unit size and parking requirements as incentives to encourage development in an area with no undeveloped land and premium construction costs. SP-60 Homelessness Strategy—91.215(d) Reaching out to homeless persons(especially unsheltered persons)and assessing their individual needs The City's Homeless Outreach Team conducts street outreach services daily. . The Team, which include formerly homeless persons, is partially funded by the Miami-Dade County Homeless Trust, the area's lead agency of the Continuum of Care. In addition,the City operates the only municipal walk-in center for homeless services in Miami-Dade County. Finally, the City provides shelter placement services to its Police Department to ensure that people needing access to shelter late at night,weekends or holidays are served promptly. The City's street outreach efforts are augmented by a collaboration with HOPE in Miami-Dade County which employs homeless persons in shelter with short-term employment training as street outreach workers. This activity is funded by the City's General Fund. The City has also been incorporating volunteer groups in its outreach efforts which serve the twofold purpose of blanketing a wide area with offers of help and educating residents and businesses about homelessness. The City is more than just an outreach team.The City's demonstrated success—which has been lauded at the Metro Lab Workshop on Big Data and Human Services held in Seattle January 2017and has led to City staff providing consultations on its best practices to representatives from Sunny Isles Beach, North Miami Beach and Miami -- is attributable to its care coordination process,a starkly different approach than traditional case management and vastly more cost-effective and centered on client assets than Housing First. Care coordination centers on client responsibility building on natural assets to create a sustainable living plan that limits reliance on external resources. Care coordination has specific variances from other service models used in the Continuum of Care and elsewhere that promote its successful use with the spectrum of clients served by the City including individuals and families. More so, its operational efficiencies enable re-engagement more seamlessly for those who fail at first effort: Consolidated Plan MIAMI BEACH 117 OMB control No:2506-0117(exp.06/30/2018) Page 462 of 1464 Traditional Case Housing First Model Care Coordination Model Management Model Client entry: Client entry: Client entry: Emergency shelter Permanent home (regardless of Emergency shelter income or client sustainability) Focus: Focus: Focus: Securing stable financial Transitioning client to permanent Getting client to accept wraparound source, accessing community housing services to remain stably housed resources in conjunction with natural assets and obtaining sustainable,independent housing Typical Length of Support: Typical Length of Support: Typical Length of Support: Up to 90 days regardless of Indefinite (as long as client remains =/< 6 months (but can exceed 1 outcome housed) year) The Homeless Outreach Teams (HOT) services include engagement that provides immediate support and links to other support networks and includes assessment and case coordination that identifies client barriers and practical housing options, by: • Providing direct placement into emergency shelter, • Offering relocation services to a friend or family member outside of the city who is willing to house the individual (no one is sent to another location without verifying that they have some where to go), • Providing bus passes for those seeking employment as a means of getting back on their feet; • Emergency physical and mental health services; and • Supports and shelter services for special populations including homeless youths,victim services and services for people living with HIV/AIDS. HOT participates in the coordinated outreach process, in conjunction with other Continuum of Care providers including veterans and mental health services providers. The City,which operates the only municipal walk-in center serving the homeless in Miami-Dade County, is open Monday through Friday, 7:3Oam — 12pm and 1pm — 3:30pm. Our walk-in center provides a variety of services in addition to shelter placement including: • Care coordination (coordinated case management services held Thursdays) • Employment services (offered Monday through Thursday) • Identification document replacement(offered daily) • Relocation services(with validated consent from the receiving party offered Mondays and Wednesdays) • Support group meetings for those transitioning from the streets(offered Tuesday through Friday) • Access Florida services (including LifeLink and SNAP benefits offered daily) • Legal services from the Office of the State Attorney(Wednesdays only) Addressing the emergency and transitional housing needs of homeless persons The City is home to 12 percent of the county's homeless population, the single largest municipal homeless population second only to the City of Miami, the County's largest municipality.The City has access to 55 shelter beds funded by the Miami-Dade County Homeless Trust and purchases an additional 52 beds funded by the City's General Fund. , This past fiscal year,the City's homeless population declined by several measures: • Official Point-in-Time Survey • Self-identified homeless engaged by police and HOT • Average morning count (as the City measures overnight sleepers by high-concentration locations to determine the deployment of resources for outreach) Consolidated Plan MIAMI BEACH 118 OMB control No:2506-0117(exp.06/30/201s1 Page 463 of 1464 The reduction is supported by various rising indicators: • Number of self-identified homeless served by HOT • Police direct placements to shelter(a service that began February 2017) • Number of relocations • Number of permanent placements. Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again. The County provides funding to Citrus Health Network, Inc.for its Housing Assistance Network of Dade (HAND) program to administer its rapid re-housing programs and services to individuals and families who are at risk of homelessness. The program assists people to quickly regain stability in permanent housing after experiencing a housing crisis and/or homelessness. In addition, the City leverages General Fund, Emergency Food and Shelter program and Community Development Block Grant funds to provide relocation assistance for those transitioning from the streets to permanent housing. For those at-risk of homelessness, these funds are used to prevent homelessness by providing short-term rent and utility assistance. Help low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families who are likely to become homeless after being discharged from a publicly funded institution or system of care, or who are receiving assistance from public and private agencies that address housing, health, social services, employment,education or youth needs While the Miami-Dade County Homeless Trust provides housing relocation and stabilization services and rental assistance to prevent households from experiencing homelessness, the City leverages its own funds to serve those unable to access County resources. The City actively works with law enforcement and Mount Sinai Medical Center, the area's sole hospital, to proactively those subject to eviction or exit from an institutional setting. Through the Miami Beach Service Partnership, the City works to promote a "no wrong door" philosophy ensuring that the 30 member agencies working with the public proactively refer families at-risk of homelessness in hopes that interventions will provide household housing stability.The City also operates a walk-in center, which also serves as an Access Florida site, where residents can access rent, utility and food assistance as well as apply for Supplemental Nutrition Assistance Program benefits, legal counsel (provided by the Office of the State Attorney), free tax preparation and a variety of other supports Consolidated Plan MIAMI BEACH 119 OMB control No:2506-0117(exp.06/30/2018) Page 464 of 1464 SP-65 Lead based paint Hazards — 91.215(i) Actions to address LBP hazards and increase access to housing without LBP hazards Recognizing that there are potentially 4300 (according to the CHAS data) units with hazardous lead-based paint conditions, the City of Miami Beach works with its development partners to ensure that these conditions are eliminated when rehabilitating affordable properties. All project contracts require that the developer comply with the Lead Based Paint Poisoning Prevention Act. Most of the multi-family rehabilitation projects are projects in which the properties are completely gutted,so the elimination of potential hazards is accomplished. How are the actions listed above related to the extent of lead poisoning and hazards? The presence of lead-based paint in housing is one of the most critical environmental hazards found in housing. In 1978, restrictions were placed on the use of lead-based paint, which had been used extensively in prior years. Research showed that the use of lead-based paint could be linked to developmental disabilities in humans, particularly children. Because low-and moderate-income persons tend to live in older properties that have not been rehabilitated, the health hazards have the potential to affect those persons in greater numbers.Thus, the above actions help to ensure that low- and moderate-income persons have a greater number of options for living in safe, affordable housing. How are the actions listed above integrated into housing policies and procedures? These actions are aligned with the goals of this Consolidated Plan and are an integral part of the delivery of decent and safe housing for low- and moderate-income individuals and families. Lead hazards are addressed in all funding agreements for residential rehabilitation. Consolidated Plan MIAMI BEACH 120 OMB Control No:2506-0117 le*p.05/30/201sl Page 465 of 1464 SP-70 Anti-Poverty Strategy—91.2150) Jurisdiction Goals, Programs and Policies for reducing the number of Poverty-Level Families The City's goal is to fund programs and develop policies to reduce the number of people living in poverty. As was aptly summarized in a story in The Miami Herald: "Overall, Miami Beach's median home value is an eye-popping $460,000, (which is) incongruous with its too-high poverty rate of 15.1 percent. Even though the typical household earns some $5,000 less than the national average, the cost of living in Miami Beach is 41.6 percent higher."This was followed by the City's crime rate: "In addition to being one of the least affordable U.S. cities, Miami Beach is one of the most dangerous," the report continued. "There were 1,077 violent crimes per 100,000 residents in 2015, among the most of any city. There were also 9,717 property crimes per 100,000 residents, the highest property crime rate nationwide." Clearly, much has to be done to address poverty and the conditions surrounding those living in poverty. In addition to promoting homeownership among very-low, low- and moderate-income families, the City will be working to promote the development of affordable housing especially to meet the needs of the local area workforce who tend to be employed in the hospitality industry which pays low wages. The City will continue to operate safety net programs to help those in poverty avoid homelessness by providing temporary rent, utility and food assistance to those facing periodic hardships. The City will continue to provide public services that address household stability including child care subsidies, provision of school uniforms for school-aged youth, tutoring services for those facing academic problems; counseling for those facing personal hardships,and other programs. The City will continue to provide free tax preparation services for households earning up to $54,000 per year and offer a variety of in-house services (including legal services and employment placement services) to help ensure household stability. How are the Jurisdiction poverty reducing goals, programs, and policies coordinated with this affordable housing plan? The City actively partners with the Housing Authority of the City Miami Beach and local area non-profit housing providers to provide supportive services and decent, safe, affordable housing for low- and moderate-income residents. Rehabilitation and construction of affordable housing is one of the goals of the affordable housing plan. The City and its affordable housing partners are leveraging CDBG and HOME funds with other county, state, federal and private funds. The City will fund supportive service programs to assist people living in poverty. The City's affordable housing plan is prominently present in the City's goal to ensure 6,800 affordable housing units citywide as established in the housing element of its Comprehensive Plan. The City recognizes that private investment will be critical in achieving this goal as state and federal housing allocations have diminished greatly over time. SP-80 Monitoring—91.230 Describe the standards and procedures that the jurisdiction will use to monitor activities carried out in furtherance of the plan and will use to ensure long-term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements The City has developed policies and procedures to monitor sub-recipients for long term compliance with requirements of the CDBG and HOME programs. Each year a desk audit, risk assessment, and on site monitoring is conducted for every activity and sub-recipient. In addition, technical assistance workshops are provided each year and a copy of "Playing by the Rules" has been provided to each sub-recipient at the time of funding contract execution. The City will promote minority business outreach as part of its onboarding process during the contract execution phase as well as in all agreements and monitoring. Consolidated Plan MIAMI BEACH 121 OMB control No.2506-0117(exp.06/30/2018) Page 466 of 1464 During the development of the Consolidated Plan,the Planning Department reviewed a draft of the Consolidated Plan for consistency with the City's Comprehensive Plan Housing Element. 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Laiu a x 0 0'. in i `oE x U L W E u (O q N N i m m c a t L a o o 2 z Un V CO V in r T N ? d_ N C O O y v 'm r « mm wE zd z E o o m' -o ` w x a x w m Cu CP '' 00 0 o a o o v d ` axxz Ln zuo M m m Lu o. 0 rea t . m v re v "n i a o d^ 0 LI w u E o mrj- Tm t; — ti C E E E m -p a aal z t a - O 9 N Q in §3 O AP-35 Projects — 91.220(d) Introduction The FY 2018/2019 Action Plan addresses the needs identified in the FY 2018-2022 Consolidated Plan. Public Services • Youth services • Senior services • Childcare • Homeless youth Housing • Multi-family rental rehabilitation # Project Name 1 Public Services 2 Multi-family Housing Rehabilitation 3 General Program Administration and Planning Consolidated Plan MIAMI BEACH 128 oma control No:2506-0117(exp.06/30/2018) Page 473 of 1464 Describe the reasons for allocation priorities and any obstacles to addressing underserved needs During Fiscal Year 2015/2016, the City acquired four (5) low- income rental residential properties from Miami Beach Community Development Corporation (MBCDC). Three of those properties were tenant-occupied; the fourth was vacant as it had been declared unsafe. Individual Capital needs assessments, along with multiple complaints received from the tenants, helped us determine that in order to provide decent, safe and sanitary conditions for those 85 households, the City would concentrate its efforts and resources on making structural repairs along with other much needed interior and exterior work to these properties. The City's overall vision of providing neighborhoods with affordable, safe and decent housing is a long-term goal that requires a more diverse collaboration with local CHDO's, community partners, foundations and others with a focus on common objectives and goals. Barriers that inhibit our ability to complete our goals include: • Limited funding and the high cost of real estate values and limited property availability within the City; • Limited long-term, community-based residential options with supportive services for those who need help with daily living activities, housekeeping, self-care, human services and other assistance; • Limited community development partners and CHDO's with the capacity to develop affordable housing within target areas and defined timeframes; and • Inability of program recipients to acquire gap funding from additional financial resources for construction and rehabilitation projects. Consolidated Plan MIAMI BEACH 129 OMB Control No:2506-0117(exp.06/30/2018) Page 474 of 1464 AP-38 Project Summary Project Summary Information 1 Project Name Multi-family Housing Rehabilitation Target Area NORTH BEACH AREA SOUTH BEACH Goals Supported Affordable Housing Development Needs Addressed Affordable Housing Funding CDBG: $598,048 HOME: $478,580 Description Rehabilitation of multi-family housing for low-to moderate-income people and households. Target Date Estimate the number and The City will rehabilitate 61 low-to moderate- income rental units that will benefit 61 type of families that will households. benefit from the I proposed activities Location Description The Madeleine Village Apartments,7861-7871 Crespi Boulevard, Miami Beach, FL 33141 The Neptune Apartments, 1632 Meridian Avenue, Miami Beach, FL 33139 The Lottie Apartments, 530 75th St, Miami Beach, FL 33141 Planned Activities Rehabilitation of multi-family, affordable housing buildings. 2 Project Name Public Services Target Area NORTH BEACH AREA SOUTH BEACH Goals Supported Public service activities Needs Addressed Homeless Services li Youth Programs Senior Services Economic support programs Public Services (General) HIV/AIDS Programs Funding Description Provision of childcare,youth programs, and general public services for low-to moderate-income people and households. Target Date 9/30/2019 Consolidated Plan MIAMI BEACH 130 OMB Control No:2506-0117(exp.06/30/2018) Page 475 of 1464 Estimate the number and The City estimates that 59 people will benefit from the proposed public services to be type of families that will offered during FY 18/19 and at least 4 households would benefit from rent/utilities benefit from the assistance. Program eligibility is determined primarily by income. Households should proposed activities fall under the low-to moderate-income limits to participate. Location Description Citywide Planned Activities The planned activities to be funded as public services are: City of Miami Beach - Office of Housing and Community Services- 555 17 Street, Miami Beach, FL 33139 - Emergency rent/utility City of Miami Beach - Homeless Outreach Team -55517 Street, Miami Beach, FL 33139 - Emergency School Supplies and Family Group Counseling 3 Project Name Youth Services Target Area NORTH BEACH AREA SOUTH BEACH Goals Supported Public service activities Youth Services Needs Addressed Youth Programs Economic support programs Public Services (General) Homeless services Funding CDBG: $28,391 Description Youth programs,which address child enrichment, aftercare and safety are a high priority in the North Beach and South Beach Target Areas. Target Date 09/30/2019 Estimate the number and 132 youth will benefit from the activities type of families that will benefit from the proposed activities Location Description Planned Activities Boys&Girls Club of Miami-Dade- 1200 Michigan Avenue, Miami Beach, FL 33139- Aftercare and Summer camps for low-to moderate- income youth 4 Project Name Senior Services Target Area NORTH BEACH AREA SOUTH BEACH Goals Supported Public service activities Senior Services Needs Addressed Affordable Housing Youth Programs Senior Services Economic support programs Public Services(General) HIV/AIDS Programs Homeless services Consolidated Plan MIAMI BEACH 131 OMB control No:2506-0117(exp.O6/30/201e) Page 476 of 1464 Funding CDBG: $ 93,846 Description The elder community needs supports to address a myriad of problems faced including: social isolation,food insecurity, lack of affordable housing, and access to independent living supports. Target Date 09/30/2019 Estimate the number and 229 senior individuals will benefit from the activities type of families that will benefit from the proposed activities Location Description • UNIDAD of Miami Beach -7251 Collins Ave, Miami Beach, FL 33141 - Project Planned Activities LINK- Referral Services for the elderly • City of Miami Beach -Office of Housing and Community Services -555 17 Street, Miami Beach, FL 33139 - Emergency rent/utility and grocery assistance S Project Name General Program Administration and Planning Target Area NORTH BEACH AREA SOUTH BEACH Goals Supported Public service activities Affordable Housing Development Needs Addressed Affordable Housing Youth Programs Senior Services Economic support programs Public Services(General) HIV/AIDS Programs Homeless services Funding CDBG: $184,014 HOME: $63,810 Description General Program Administration and Planning for the CDBG and HOME program. Target Date 09/30/2019 Estimate the number and Approximately 400 individuals will benefit from housing education workshops to type of families that will outreach events citywide. benefit from the proposed activities Location Description Planned Activities General Program Administration, Planning, Monitoring and Project Management of CDBG and HOME funded projects. In addition, the Administration will contract Housing Opportunities Project for Excellence, Inc. (HOPE, Inc.)for the provision of HUD- mandated fair housing services. HOPE, Inc. would continue providing housing education workshops to residents and participate in outreach events citywide. Consolidated Plan MIAMI BEACH 132 OMB Control No:2506-0117(exp.06130/2018) Page 477 of 1464 AP-50 Geographic Distribution — 91.220(f) Description of the geographic areas of the entitlement (including areas of low-income and minority concentration) where assistance will be directed During Fiscal Year 2018/2019 assistance will be directed in the North Beach area, where there is the highest concentration of low-income families' excluding the elder affordable housing buildings in South Beach; and South Beach, where there are pockets of affordable housing buildings such as the Neptune. Public services will be offered citywide to a low-to moderate-income clientele. Geographic Distribution Rationale for the priorities for allocating investments geographically Due to limited funding and high rehabilitation costs,the City will concentrate its resources on the rehabilitation of three rental properties, two located in the North Beach Area, which is one of areas in the City with the highest areas of low- income and poverty and the other located in the South Beach Area where there are pockets of affordable housing opportunities such as the Neptune Apartments. Discussion The North Beach and South Beach neighborhoods have the highest concentration of low and moderate income census tracts and people in poverty. Consolidated Plan MIAMI BEACH 133 OMB control No:2506-0117(exp.05/30/201a) Page 478 of 1464 Affordable Housing AP-55 Affordable Housing — 91.220(g) Introduction The City will address the needs of homeless, non-homeless and special-needs households. No acquisitions are planned. Leveraged funds will fund the homeowner rehabilitation program and the first-time homebuyer's program. The City will continue providing emergency rental assistance to income eligible applicants who are at risk of becoming homeless. In addition, the City will concentrate its resources on rehabilitating 61 units to ensure decent, safe and sanitary conditions for the Neptune Apartments, Lottie Apartments and the Madeleine Village Apartments tenants. Although not using FY 18/19 funds, the City will continue the rehabilitation of the Madeleine Village Apartments to improve the living conditions of the building tenants. One Year Goals for the Number of Households to be Supported Homeless 0 Non-Homeless 61 Special-Needs 0 Total 61 One Year Goals for the Number of Households Supported Through Acquisition of Existing Units 0 Total 0 Consolidated Plan MIAMI BEACH 134 OMB control No:2506-0117(exp.06/30/2018) Page 479 of 1464 AP-60 Public Housing — 91.220(h) Introduction During 2018, the Housing Authority of the City of Miami Beach (HACMB) continued to excel in providing quality housing services to more than 3,700 families annually. HACMB now ranks as one of the top ten largest housing agencies among Florida Housing Authorities. Actions planned during the next year to address the needs to public housing HACMB is undertaking initiatives to address energy efficiency, parking lot improvements, security surveillance enhancements,and resident activities. Actions to encourage public housing residents to become more involved in management and participate in homeownership HACMB encourages public housing residents to participate in policy, procedure and program implementation and development through its Resident Advisory Board. HACMB conducts a monthly Management/Resident meeting to encourage participation by its residents. HACMB distributes a monthly newsletter to all public housing residents which contains relevant agency news and information on available community resources. Homeownership is not applicable as Rebecca Towers South is an elderly-designated rental development. HACMB's Board of Commissioners includes representation by a public housing resident. Consolidated Plan MIAMI BEACH 135 OMB Control No:2506-0117(exp.06/30/2018) Page 480 of 1464 AP-65 Homeless and Other Special Needs Activities—91.220(i) Introduction The City of Miami Beach has created a comprehensive homeless strategy that emphasizes personal accountability, intradepartmental collaboration and innovation that responds to our community's unique needs and assets. The City works alongside its partners, such as the Miami-Dade County Homeless Trust and the Continuum of Care providers to align priorities and funding across the continuum for programs addressing the needs of Miami Beach residents experiencing or at-risk of homelessness. Describe the jurisdictions one-year goals and actions for reducing and ending homelessness including Reaching out to homeless persons(especially unsheltered persons)and assessing their individual needs The City employs a multi-cultural team of 10 staff members (including one program coordinator and nine [9] outreach workers) to provide services and supports to those homeless in the City as verified by Police or the City's Homeless Outreach Team (HOT). The HOT team canvasses the City daily seeking homeless persons in need of shelter. The City works collaboratively with other City departments (including Police, Fire, Parks & Recreation, Property Management, Public Works and Sanitation) to ensure that people in need of help are routed to the outreach team as soon as possible. Moreover,the City conducts community meetings and outreach with businesses, resident groups and community-based organizations to raise awareness of resources and promote early intervention. Finally, the City works collaboratively with members of the faith community in street outreach to ensure that culturally-competent outreach is provided to those most vulnerable and potentially resistant to engagement. Aside from the outreach efforts,the City operates the only municipal walk-in center serving the homeless in Miami-Dade County. The walk-in center is open Monday through Friday, 7:30am— 12pm and fpm—3:30pm and provides a variety of services in addition to shelter placement including: • Care coordination (coordinated case management services held Thursdays) • Employment services(offered Monday through Thursday) • Identification document replacement (offered daily) • Relocation services(with validated consent from the receiving party offered Mondays and Wednesdays) • Support group meetings for those transitioning from the streets(offered Tuesday through Friday) • Access Florida services (including LifeLink and Supplemental Nutrition Assistance Program (SNAP) benefits offered daily) • Legal services from the Office of the State Attorney(Wednesdays only) Addressing the emergency shelter and transitional housing needs of homeless persons Historically, the City's goal has been to end homelessness.To achieve this,the homeless must transition into permanent housing and not return to the streets to panhandle or engage in illicit activity. The City's fully funded shelter beds, with an annual cost of$623,123, are available for use by people prepared to end their homelessness.These beds are located at three different shelters to ensure that the City can offer placements appropriate to the homeless person seeking help: Emergency Shelter Population Served Camillus House Single Men Miami Rescue Mission Single Men The Salvation Army Single Men,Single Women, Families w/Children In addition to the beds purchased by the City,the Miami-Dade County Homeless Trust provides the City an additional 55 beds,when available. Consolidated Plan MIAMI BEACH 136 OM Control No:2506-0117(exp.06/30/2018) Page 481 of 1464 Emergency shelter beds provide a congregate setting for homeless people transitioning from the street to alternate, permanent housing.The shelters provide meals, beds and a variety of services to support a homeless person's successful transition including: • Case management (providing navigational support to community-based resources and services to help the person become self-reliant, i.e. counseling,job training,etc.); • Employment placement assistance (through the City temporary program or CareerSource South Florida); and • Entitlements application assistance (i.e. Supplemental Nutrition Assistance Program, retirement, veteran and disability benefits). The City of Miami Beach receives $10,000 from the Trust for hotel/motel vouchers for families and vulnerable populations when emergency shelter beds are not available. Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again The City utilizes a strengths-based assessment process to ensure that client needs are met in an effective, culturally- competent, individualized manner so that homeless clients are placed in emergency shelter with an understanding of the support services that will be needed to transition the client to permanent, stable housing. Through Care Coordination, a client's strengths and optimal, sustainable housing goals dictate the resources and approach used to secure permanent housing. The client-informed care plan delineates the immediate action steps the client must take to begin the journey to independence. Any service needs identified for the client at intake and prior to placement are addressed via referral to the appropriate provider and are included in the care plan, including the City's health partners located within the City (i.e. Douglas Gardens Community Mental Health Center). The City also works collaboratively with a variety of substance addiction providers (i.e. Miami Rescue Mission, Better Way of Miami) and provides transportation and referral to detoxification services (Central Intake). In addition, the outreach team works closely with the Miami Beach Police Department to serve those homeless clients subject to Baker Act and Marchman Act services. Additionally, clients are also screened and referred to all appropriate (and open) housing waitlists during the initial encounter for placement and/or referral. On occasion, HOT makes direct referrals to permanent housing. Additionally, we are the only outreach team in the County that employs the homeless it places in shelter to serve as ambassadors to engage the homeless that remain on the streets. Through this program piloted in FY 16/17, the homeless are able to strengthen their engagement skills and transition back into an employment culture while looking for full-time employment and earning much-needed money to buy interview clothes and personal items. Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); or, receiving assistance from public or private agencies that address housing, health, social services, employment,education,or youth needs. While the other cities throughout the country (including Los Angeles and New York City) struggle to deal with its burgeoning population of homeless families, our City has worked to establish a safety net system that provides rent and utility assistance as a prevention tool to homelessness. Our City stations staff at our feeder pattern schools to enable the early identification and intervention of families at risk of homelessness and maintains a policy that prioritizes help to families ensuring that no child lives in our streets. Consolidated Plan MIAMI BEACH 137 OMB Control No:2506-0117(exp.06/30/20161 Page 482 of 1464 The City of Miami Beach also makes referrals to Citrus Health Network, Inc. for its Housing Assistance Network of Dade (HAND) program to administer its Rapid Re-Housing programs and services to individuals and families who are at risk of homelessness. This program assists individuals and families to quickly regain stability in permanent housing after experiencing a housing crisis and/or homelessness. Moreover, the City's homeless office was recently awarded a one-year Emergency Solutions Grant (ESG) through the Miami-Dade County Homeless Trust to operate a rapid rehousing program for about one year. The goals would be to secure housing for the homeless population and provide up to 90 days of subsidy while the client stabilizes, secures employment and begins independently assuming housing costs hopefully by month four. This opportunity would provide the City its first integrated effort to attempt a limited scale effort at Housing First while providing us an opportunity to simultaneously continue to offer emergency shelter placement with care coordination for those ineligible for the housing subsidy. Through the Emergency Solutions Grant (ESG)the City will be hiring a dedicated Care Coordination professional who will ensure that the client's strengths-based assessment identifies assets that can be harnessed to devise a sustainable, achievable care plan. As needed, community-based supports would be aligned including Alcoholics Anonymous/ Narcotics Anonymous (AA/NA), 7 Habits of Highly Effective People support groups, out-patient mental and physical health services, and social integration. As part of intake, issues such as debt management and pending court cases are addressed proactively as a means of building a foundation for future growth and independence. Clients would be provided assessment and supports to ensure that all individual domains (personal, financial, social) are addressed. As appropriate,family reunification will be supported. Furthermore, individuals and families who meet eligibility have also been referred to the City's First-Time Homebuyer Program. The City's First-Time Homebuyer Program targets low-income households with up to $150,000 in down payment assistance per household served to purchase a new home. Consolidated Plan MIAMI BEACH 138 OMB control No:2506-0117(exp.06/30/2018) Page 483 of 1464 AP-75 Barriers to affordable housing — 91.22O(j) Introduction: The City's overall goal of providing neighborhoods with affordable, safe and decent housing is long standing goal and requires a diverse collaboration with local CHDO's, community partners, foundations and others with a focus on common objectives and goals. The City acknowledges that there is a housing affordability crisis that affects low-to moderate-income households in the community. The barriers that inhibit our ability to complete these goals continue to include: • Limited funding and the high cost of real estate values in the City as well as the extremely limited availability of property; • Limited long-term, community-based residential options with supportive services for those who need help with daily living activities, housekeeping, self-care, human services and other assistance; • Limited community development partners and CHDO's with limited capacity to develop affordable housing within target areas and defined timeframes; and • Inability of program recipients to acquire gap funding from additional financial resources for construction and rehabilitation projects. Actions it planned to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment The City has developed specific objectives, outlined in the Housing Element of its Comprehensive Plan, to address the housing needs of low- to moderate-income households. These objectives are aimed at creating affordable housing opportunities in spite of the barriers. These objectives are further enhanced by specific assistance strategies that are outlined in the Local Housing Assistance Plan. Further, the City has relaxed its development regulations for those creating workforce and affordable housing units. These amended regulations reduce average unit size and parking requirements as incentives to encourage development in an area with no undeveloped land and premium construction costs. Discussion: When compared to other parts of Miami-Dade County or even some municipalities in other counties in South Florida, Miami Beach enjoys a relatively strong real estate market. This creates and contributes to the two primary problems affecting availability of affordable housing.This is compounded by the geography which presents limited vacant land for construction of new units. The cost burden associated with homeownership opportunities (other than condominiums) makes it almost impossible for low to moderate-income households to purchase a home. Furthermore, many of the units, both rental and condominium, are one bedroom or efficiencies and cannot accommodate those households that require multiple bedrooms. Consolidated Plan MIAMI BEACH 139 OMB control No:2506-0117(exp.06/30/2018) Page 484 of 1464 AP-85 Other Actions — 91.220(k) Introduction: Actions planned to address obstacles to meeting underserved needs The City plans to provide funding and technical assistance to its sub-recipients to address the obstacles of people with underserved needs. Furthermore, the City serves as the lead agency for the Miami Beach Service Partnership, an integrated service network of human service providers seeking to build agency capacity and fully leverage available resources to meet the needs of our community's most vulnerable residents through care coordination and shared resource development. Through this effort, the City has stationed a routine helper at each school in the feeder pattern to ensure that families and those living in the immediate neighborhood have access to help. Actions planned to foster and maintain affordable housing Maintaining and increasing decent affordable housing opportunities is a priority objective for the City.The City currently has programs such as first-time home buyer assistance and multi-family residential rehabilitation which are funded through CDBG, HOME and/or SHIP funds. As evidenced by the American Community Survey (ACS) and Comprehensive Housing Affordability Strategy (CHAS) special tabulation data,the priority need in the City remains affordable rental housing. The highest priority continues to address the households that have very low income and are paying more than 50% of their income on housing needs and/or are living in substandard housing. The secondary priority is assigned to households at 51%to 80%AMI. The lowest priority will be assigned to those households with incomes 80% - 120%AMI or greater. Actions planned to reduce lead-based paint hazards The City of Miami Beach will continue to evaluate lead-based paint hazards by contacting the Miami Dade Health Department annually to determine whether any residents have been diagnosed with high levels of lead and where the housing units are located. As part of any City administered housing program, the City will ensure that all appropriate lead hazard disclosures, brochures and testing are done in compliance with Federal regulations for those homes that were built prior to 1978. If abatement is required, specifications by a certified lead contractor will be written and incorporated into rehabilitation specifications to be implemented by the City with CDBG/HOME funding. These actions will prevent lead poisoning and hazards in the community. Actions planned to reduce the number of poverty-level families The City's economy relies on lower paying service-sector and seasonal tourism-oriented jobs. Many of these jobs are open to people with low skills and low educational attainment. In response to the Welfare Reform Act, the City focused its Federal resources to combat poverty and the creation of secure, well-paying jobs and social safety nets (including childcare and emergency assistance). Implementation of these anti-poverty efforts remains a cooperative effort between the City, the local business community, community development agencies, nonprofit organizations, the City's designated CHDO,the Housing Authority of the City of Miami Beach, and other service organizations. A major objective of the City's economic development activities is the stimulation of economic revitalization and job creation by facilitating business development and expansion, job creation/retention, encouraging private development through public support, and carrying out housing and neighborhood revitalization. The development of a convention- quality hotel is an economic development objective which is an example of business development that provides significant employment opportunities for persons entering the job market. These economic-driven efforts, paired with Consolidated Plan MIAMI BEACH 140 OMB Control No:2506-0117(exp.05/30/2018) Page 485 of 1464 our public services and homeless prevention efforts are expected to reduce the number of poor families while raising the overall level of quality of life for our community and its residents. The purpose of this strategy is to link individuals and families to the programs and services available and build upon the existing anti-poverty program infrastructure. External factors that impact the economy will have an impact on the resources and programs available to move individuals towards economic self-sufficiency as well as jobs available. These factors can also have an impact on affordable housing. However, even with negative external factors, the overall goals, objectives/policies will remain the same as programs and activities are adapted to reflect market change. The City will continuously seek out opportunities that support or improve its anti-poverty strategy and respond to the emerging needs of its residents. The City will also fund public services to reduce the number of poverty-level families as these programs provide Federal and economic support to low-to moderate- income families. Actions planned to develop institutional structure While the Office of Housing & Community Services serves as the lead agency, the One-Year Action Plan is implemented with the assistance of various non-profit social service providers, the Miami Beach Housing Authority, and various other for-profit entities. Actions planned to enhance coordination between public and private housing and social service agencies The City's overall vision of providing neighborhoods with affordable, safe and decent housing is longstanding and requires diverse and extensive collaboration with local CHDO's, community partners, foundations and others with a focus on common objectives and goals. Through the Miami Beach Service Partnership, the City promotes engagement, dialogue, planning and joint strategies to improve inter-agency collaboration among human service providers and key community stockholders including churches, business, schools and law enforcement as a means of improving client outcomes and ensuring the full leveraging of existing resources. Further, the City incentivizes the collaborative pursuit of additional resources through grant writing and the promotion of innovative resource sharing among agencies whose missions closely align and/or serve the same clientele. The City supports these efforts through free community trainings and the sponsoring of dialogue events among agency CEOs. Discussion: The City plans to address obstacles to meeting underserved needs;to foster and maintain affordable housing; to reduce lead-based paint hazards; to reduce the number of poverty-level families; to develop the institutional structure necessary to meet the goals and objectives identified in the Action Plan; and plans to enhance coordination between public and private sector. Consolidated Plan MIAMI BEACH 141 OMB Control no:2506-0117 lexp.06130/2018) Page 486 of 1464