11/21/1995 (2)
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NAHAS
Neighborhood & Affordable Housing
Advisory Board
MINUTES
(,
Date
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NEIGHBORHOOD &. AFFORDABLE HOUSING ADVISORY BOARD
CITY OF CLEARWATER
November 21, 1995
Present:
Shirley Moran
Mayme W. Hodges
William Turner, Sr.
Bertha Kelley
Howard Groth
Mary MyhiU
Milly Joplin
Alan J. Ferri
Dixie Walker-Duncan
Lou Hilton
Patricia O. Sullivan
Absent:
Rev. WiUiam Graham
George Konstantinidis
Chair
Vice-Chair
Board Member
Board Member
Board Member
Board Member
Board Member
Economic Development Director
Construction Manager
Senior Planner
Board Reporter
Board Member
Board Member
The Chair called the meeting to order at 10:00 a.m. at City Hall.
To provide continuity for research, items are In agenda order although not necessarily
discussed in that order.
(~ ITEM # 2 - Aooroval of Minute~
Member Hodges referred to the first paragraph on page two and indicated the
correct spelling is Spilatro. Member Myhill referred to page one, paragraph three, and said
the event was called "Neighborhood Partnership '95."
Member Groth moved to approve the minutes of the regular meeting of September
1995, as corrected. The motion was duly seconded and carried unanimously.
ITEM #3 - Presentation - Comorehensive Housino Plan
Senior Planner Lou Hilton reviewed the housing element of the evaluation and
appraisal report required by State law and Administrative code. In February 1996, he will
submit, for board approval, a summary report and draft update of the Comprehensive
Housing Plan to include new goals, objectives, and policies.
Mr. Hilton referred to the housing element of the Comprehensive Plan, adopted in
1989. He reported the City met six of eight goals by approximately 100%. The City did
not reach the goal to provide a sufficient supply of affordable housing but intends to meet
this objective within the next five years. Ninety percent of the goal to eliminate
substandard housing was met. With the assistance of citizen boards and local housing
agencies, the City has been successful in addressing housing needs during the last five
years.
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') Economic Development Director Alan Ferri requested the board forward him all
recommendations for specific objectives to include in the final draft. The board is
responsible for the housing element of the City's Comprehensive Plan and expenditures
under the CDSG (Community Development Block Grant) Program, HOME Program, and
SHIP (State Housing Incentive Partnership) Program.
In answer to a question. Mr. Ferri said the achievement of goals was based on a
comparison of 1989 census statistics with a 1995 evaluation study commissioned by his
department. Achievement was not based solely on attaining a numerical goal but on the
City achieving levels of service needed for the population.
In answer to a question, Mr. Hilton said the housing program focuses on the entire
City. The Comprehensive Plan has eleven required elements: 1) future land use; 2) traffic
circulation and mass transit; 3) aviation; 4) housing; 5) sanitary sewer and solid waste; 6)
drainage, potable water and natural ground water aquifer recharge areas; 7) coastal zone
management; 8) conservation; 9) recreation and open space; 10) intergovernmental
coordination; and 11) capital improvement. The draft will map areas of concentration and
include delineated areas reflecting identified objectives, successes, and failures. The same
areas are targeted through the CDBG, HOME, and SHIP programs. The housing element
and housing assistance programs are no longer limited to specific geographical areas.
Economic Development concentrates on North Greenwood because that neighborhood was
designated as "needy" by a Federal process in 1991.
(::~) A question was raised regarding how potable water supplies impact housing. Mr.
Hilton said the City is at a "status quo" level regarding the water supply. Since 1989,
consumption was reduced approximately 34 gallons per capita per day. The reclaimed
water program will reduce usage further. The City obeys SWFMWDis rules and
regulations for lawn watering and efficient water use in new construction.
ITEM 114 ~ Presentation ~ Relioious Community Services - Emeroencv Housino
Ruth Greenslade, Executive Director of RCS (Religious Community Services)
Emergency Housing, said more than 8,000 low income families live locally. Most spend
more than 30% of their income for rent. About 6,000 Clearwater families are at risk for
becoming homeless and have no cushion to protect them from disaster. Once the
downward spiral begins, families often end up at RCS.
Res Emergency Housing is the only eight-week sheJter to independence program for
homeless families in upper Pinellas County. They do not charge clients rent or request
donations from them. To qualify, a family must be homeless with legal custody of at least
one minor child and eligible to apply for public housing. The Police Department runs a
background check on all intakes. Up to three families share a three-bedroom trailer or
apartment. Parents are required to provide photo identification and birth certificates and
social security cards for the children.
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~ Ms. Greenslade said homelessness can result from inadequate education, lack of
, affordable day care, drug and alcohol abuse, or family dysfunction. Most homeless parents
are undereducated, undermotivated, resentful of authority, lack self-confidence and BrB
convinced they cannot help themselves. Older homeless children tend to be angry. Both
adults and children exhibit signs of depression.
RCS Emergency Housing helps parents gain self-esteem, teaches them how to care
for themselves and their families, and insists they do it. Residents must understand the
causes of their homelessness. Self reliance is encouraged. Inappropriate dependence is
not. On intake, a counselor provides referrals to programs, services and entitlements that
help residents solve their problems. A case service plan is established to map steps
residents must take while in the shelter, e.g., enroll children in daycare, seek mental health
counseling if needed, enrolf in job training or locate employment. Residents have one week
to find a job or enroll in school.
Residents must save $400 for utility deposits and other moving expenses. After
beginning jobs or training, residents provide proof of attendance, income, and savings.
Those receiving food stamps are expected to live on their allotment for the first three
weeks of the month before asking RCS for food. Residents turn in daily request slips for
other needed items such as creaning supplies and personal hygiene items. Most residents
respond to affirmation and encouragement and are rewarded for working hard. The
program evicts those who break rules, continue using alcohol or drugs, or are unwilling to
overcome past mistakes. Manv families are on a waiting list for limited space. The
program tries to move people through the program in eight weeks if affordable housing is
(;) available. Some need to stay longer.
The current facility has twelve old trailers with 32 bedrooms that house 50 to 60
people. RCS purchased land on S. Myrtle Avenue and constructed two apartment
buildings with COBG funds and donations to a RCS capital fund drive. The new complex
has 14 apartments with 40 bedrooms. Moving date is February 1996. The Junior League
of Clearwater/Dunedin donated an education and activity centor where parents can be
taught to manage money, deal with anger, and grow healthy children. The program
currently operates with a $45,000 deficit in operating funds.
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Half of the program's clients come from Clearwater. Fourteen percent are from
Largo and St. Petersburg and 36% are from Pinellas County, other counties and states.
For 1995, Clearwater was the only entity that provided the organization with a block
grant. For FY (fiscal year) 1995/96, Pinellas County donated $136,584 and Clearwater
gave $189,700. Other funding sources include a $7,500 FEMA (Federal Emergency
Management Agencv) grant, an $8,000 Pinallas County Social Action grant for utiUties, a
$36,228 JWB (Juvenile Welfare Board) grant for salaries and four day care slots,
$379,300 in CDBG funds, a $50,000 allocation from RCS, and $45,500 in funding Ms.
Greenslade needs to raise. RCS is a coalition of 77 congregations who work to provide
social needs north of Ulmerton Road. The RCS advisory board has approximately 20
members. A board member chairs each project, including Spouse Abuse, Food Pantry and
Furniture Warehouse, Emergency Housing, and Stepping Stone (transitional housing). An
advisory committee oversees each project.
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In answer to a Question, Mr. Ferri said unexpended funds are held as a letter of
credit for Clearwater. The City cannot have more than 1.5 times the total entitlement on
hand. Next year, the backlog of capital will be eliminated. A Question was raised
regarding CNHS (Clearwater Neighborhood Housing Services). Mr. Ferri said, at City
request, CNHS has expanded their activities beyond South Greenwood to North
Greenwood, both needy areas. He said CNHS is doing a credible job and runs an ambitious
program. Of the $2.2.million expended by Clearwater, $1.2-million went to CNHS.
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; ITEM #5 . AdoDtion of Rules of Procedures
Chair Moran indicated some rules of procedures needed to be adopted for a
presentation and suggested adopting procedures used by other boards.
Member Groth moved to accept the procedure where each side has five minutes to
state their case and two minutes for rebuttal. The motion was duly seconded and carried
unanimously.
For NAHAB consideration, Mr. Ferri will distribute procedures adopted by other
boards during the next meeting.
ITEM #6 - HUD Grantee Performance Reoort
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The HUD (U.S. Oepartment of Housing and Urban Development) Grantee
Performance Report regarding funds received through COBG was distributed. This is the
last year this report will be used. In FY 1994/95, Clearwater was allocated $1,180,000
but had $2.2-million to expend because the City had not distributed allocated funds from
prior years. In FY 1994/95, the City spent $1,594,000. At least 70% of CDBG funds
must benefit low and moderate income persons. Clearwater expended 89.6% of CDBG
funds for this purpose. Administrative costs cannot exceed 20% of expended funds. The
City spent only 11.8 % for this purpose. The Public Hearing on the Grantee Performance
Report will be held at the City Commission December 7, 1995, meeting.
Mr. Ferri said he instructed CNHS to proceed with the development of opportunities
beyond their boundary that seem suitable for infill housing. Boundaries were established to
focus activity on an area but not to preclude action outside that area.
Mr. Ferri said the Economic Development Department used to manage the
construction process of infill houses for CNHS. Last year, CNHS incorporated construction
management in their budget so both organizations now can handle more product. CNHS
added one construction management employee. Two Economic Development staff
members handle construction management for infill housing outside CNHS's area, manage
the housing rehabilitation loan process, and monitor efforts by CNHS, Tampa Bay CDC,
and other public facility programs funded through the Consolidated Plan.
In FY 1995/96, the City's infill housing programs will target client populations
CNHS has been unable to address. A 1991 agreement with CHA (Clearwater Housing
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Concern was expressed the form is not clear on some items. Mr. Ferri indicated
agencies were requested to provide only documented information. Half of the funded
agencies did not turn in reports. Concern was expressed regaraing the rate of compliance.
"
Authority) said the City would give them first priority to house their tenancy. No clients
from CHA property roles have been placed in any of the 88 infill housing units completed
to date. The City plans to target Partners in Self-Sufficiency clients for units. After
significant investment by the City and Pinellas County, Partners in Self-Sufficiency
graduates, who get off AFDC, often move to affordable housing Pasco County. He
supported creating housing opportunities for this population in Clearwater.
ITEM #7 - Subgrantee ReDortina Forms
All Subgrantee Reporting Forms turned in by deadline were distributed to the board.
Monthly statistics include the number of clients assisted, funds expended, and program
results. The reports permit the review of each program's progress. The report from
Partners in Self-Sufficiency was late due to them hiring a new Executive Director. Those
who did not turn in reports were notified they are mandatory.
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A question was raised regarding the large number of clients served by the CRT
(Community Response Team). Mr. Ferri said the CRT reports the number of site visits for
code compliance inspections in the North and South Greenwood and North Ft. Harrison
area. It was noted visits to their office also are counted. The program pays the salaries
and fringe benefits for two inspectors. Mr. Ferri referred to the agency's high production
rate and quick response and indicated the CRT works aggressively with the community. It
was felt the CRT is excellent. They are working to eliminate 408 identified substandard
housing units. Thanks to educational efforts, more than 80% of their cases are resolved
by voluntary compliance
In answer to a question regarding the listing of "encumbered" funds in the Tampa
Bay CDC report, Mr. Ferri said they had made a contractual obligation to provide down
payment assistance which was not spent before the end of the month.
A reference was made to the reports' second page. Mr. Ferri said the page lists
intended implementation steps and actual implementation. "Program Income" is relevant
only for the Economic Development Department, CNHS and Tampa Bay CDC who receive
loan funds from the City.
It was questioned if CDSG funds must be earmarked for brick and mortar projects.
Mr. Ferri said public service activities are strictly limited by Federal law. No more than
15% of the City's CDBG funds can be dedicated to public service staff expenses. Of
$2.2-million available last year, only $150,000 could be spent on public services and was
allocated to six agencies.
Interest was expressed in receiving detailed financial reports from agencies who
receive large contributions, including CNHS. Mr. Ferri said that information will be
provided at the next meeting.
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! ITEM #8 - Boord Member Monltorino Reoorts
Member Joplin reported on her November 7, 1995, visit to PPIC (Pinellas Private
Industry Council) with Clearwater Center Director Phyllis Burch. PPIC has four offices in
pjnellas County; two are In Clearwater. The organization prepares those who face serious
barriers to employment for jobs. One PPIC program trains at risk youth, 14 - 21 years old,
who live in North and South Greenwood, Condon Gardens and the Brea East of Highland
Avenue by providing remedial training in basic education, life skills and job-seeking skills.
In Summer 1995, 126 youths were employed through the program. She expressed
concern regarding the impact of drastic Federal funding cuts for training programs.
Because of last yearls cuts, Clearwater PPIC laid off four staff members and lost half their
space. This vear's cuts could devastate their programs.
The Neighborhood & Affordable Housing Advisory Board recessed from 11 :31 to
11 :37 a.m.
ITEM #9 - Old Business
Member Myhill reported on her attendance at the successful November 4, 1995,
Neighborhood Partnership '95 event. A street was blocked and approximately 250
volunteers painted and landscaped 23 homes. One property had three cars in the backyard
covered by rubbish and foliage. Many residents communicated for the first time in years.
.,.),;, She applauded CRT's efforts for work they did to the event. One or more similar projects
'.",.,i are planned for 1996.
ITEM # 1 0 - New Business
Mr. Ferri said a homeowner and her contractor have a dispute regarding a
rehabilitation project financed by the City. Under terms of their contract, NAHAS is the
next step in the resolution of this dispute. NAHAS has the authority to make a
recommendation to the parties regarding a resolution but cannot impose a resolution. If an
agreement is not reached, the parties go to binding arbitration. After hearing the evidence,
NAHAS can: 1) find in favor of the owner; 2) find in favor of the contractor; or 3) make no
finding. He indicated the arbitrator mayor may not consider NAHAS's decision. This
procedure allows NAHAB to be aware of problems with the program and provide input to
the disputing parties.
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Dixie Walker-Duncan, Construction Manager, said the work contract was signed on
August 16, 1995. On November 13, 1995, the homeowner, Pamela Fuller, indicated she
was considering termination and Ms. Walker-Duncan worked to resolve the problem. On
November 15, 1995, Ms. Fuller delivered a letter of termination. As facilitator of the loan
process, Ms. Walker-Duncan video-taped the job at its current state of completion and an
independent architect assessed the percentage of completion. The homeowner and
contractor were given the opportunity to assess the percentage of completion. The video
was played In which Ms. Walker-Duncan pointed out items installed, what was to be
installed, and work that needed to be redone. The City is a facilitator and not a party to
mnah11.96
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""""" the contract. Through Clearwater's loan process for rehabilitation work, the City offers
.. construction management to review what needs to be addressed, does the work write~up,
helps with bidding, attends the contract signing, does a pre-construction conference and
walk through and facilitates the process by doing draw sketches, and obtaining the
owner's signature to disburse money from escrow, etc. The owner selects the contractor.
In this case, the owner negotiated directly with the contractor. It was questioned if the
contract is for 120 days. Ms. Walker~Duncan indicated that is the case.
The Neighborhood & AffordabJe Housing Advisory Board recessed from 12:02 to
12: 10 p.m.
Ms. Walker-Duncan reported the contract is for $25,000, supplemented by a $533
change order. On September a, 1995, Revival Remodelers received a $7,500 check. She
reported the second draw of 30%, in lieu of 70% completion, was not paid as the project
has not reached that point. The City began paying relocation expenses for Ms. Fuller on
September 22, 1995, pending the installation of three egress windows. Ms. Walker.
Duncan agreed to the relocation because Ms. Fuller home schools her four children. Ms.
Walker-Duncan thought the relocation for a couple of weeks would be good. Ms. Fuller
remains out of her house because the rooms are not paint ready.
Member Turner reported a conflict of interest as he is in the building business. He
announced he would abstain from voting.
Ms. Fuller distributed copies of letters she had sent Ken Boaz of Revival
(~>~} Remodelers: 1) a termination letter and 2) a letter outlining her reasons for termination
before 120 days. She said the project went smoothly until September 11, 1995, when
workers did not show up for scheduled work that required her family to move out of the
house. After that, she said work was accomplished sporadically, with many delays. The
completion schedule was rarely met and caused her difficulty. Ms. Fuller said the
placement of electrical outlets was unacceptable as many protruded and were crooked.
The quality of the plaster work was poor and many other problems were readily apparent.
She terminated the contract after her children wers forced to sleep on the floor for nine
weeks, instead of the two weeks estimated by the contractor. She did not believe the
contractor would finish the job satisfactorily in the three weeks remaining in the contract.
Ken Boaz, of RevivaJ RemodeJsrs, said his company has been State certified since
October 1985, and has worked on approximately 50 local redevelopment projects. He
noted the contract allows him 1 20 days for completion. He had hoped to complete it
within eight weeks but his foreman had quit soon after the project began. Mr. Boaz said
delays are not unusual and the majority of work had been completed. He pointed out the
roof and air conditioning were replaced. His company has been restaffed.
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In answer to a question, Mr. Boaz said he employs carpenters and subcontracts
plumbers, roofers, dry wall, plaster, and stucco finishers, etc. Concern was expressed
regarding the three weeks when no activity occurred on the site. Mr. Boaz said progress
always was being made. He said 35 days remained in the contract when Ms. Fuller sent
her termination letter and he had to cancel a groat deal of work scheduled for that week.
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He said work was in progress since November 1, 1995, and corrections to non-conforming
work had been planned. Mr. Boaz agreed he had not provided Ms. Fuller an updated job
schedule. He asked that the project be continued as scheduled for completion by
December 22, 1995.
Ms. Fuller did not object to the 1 20 day contract but that her family was relocated
so long when two weeks had been promised. She had not been advised when the
contractor experienced staffing problems nor given the opportunity to remain in her home
until relocation was necessary. Ms. Fuller said every promise to reach a point where her
familv could move back in was broken.
In answer to a question, Ms. Fuller said her problems relate to returning to her
housel poor workmanship, and a distrust that the contractor will meet promises. She
found it expedient to hire a skilled worker to complete the work. An agreement has not
been reached regarding the percentage of work completed and the amount of money Mr.
Seaz is owed. In answer to a question, Ms. Fuller indicated the City has expended $1,200
for living expenses and rental of a storage unit.
(:~)
In answer to a question, Ms. Walker-Duncan indicated the contract between Ms.
FuJler and Revival RemodeJers was terminated on November 15, 1995. Ms. Fuller is going
ahead with work and is aware she runs the risk of having to pay twice for some items,
depending on resolution. Ms. Walker-Duncan noted Revival Remodelers also is aware they
may not get the full amount they feel is due them. Both parties have 45 days to consider
NAHAS's recommendation.
Mr. Boaz expressed concern that work is proceeding as he has permits on the
project. Ms. Walker-Duncan said work being done does not require permits. Mr. Boaz said
he completed 40% of the project.
Concern was expressed that the project comprised a litany of broken promises. It
was questioned what assurances Mr. Boaz can provide that the work would be finished
efficiently and within a reasonable time. Mr. Boaz questioned the value of a NAHAS
recommendation except as a matter of record. The poor quality of workmanship was
questioned. Mr. Soaz agreed the quality of the plaster work on three partial walls is not
acceptable. Fixing that could be accomplished easily. He felt completed workmanship
was of good quality. Mr. Boaz said he had offered Clearwater a repayment of half the
money the City paid to Ms. Fuller's parents as his contribution for the delay.
Concern was expressed a dilemma exists. It was noted the quality of the
contractor's work was "shaky" but also, Ms. Fuller had signed a 120 day contract.
Member Hodges moved to allow the contractor 1 20 days to complete the project as
agreed in the contract. Member Joplin offered an amendment to the motion that Mr. Boaz
finish the project in time or pay a substantial perialty. Member Hodges accepted the
amendment. There was no second.
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Member Myhill moved to allow the homeowner, Pamela Fuller, the opportunity to be
released from her contract with Revival Remodelers and find a different contractor to
complete the project. There was no second.
Member Groth moved to pass the issue to arbitration without comment. The
motion was duly seconded.
Concern was expressed that extending the process will burden the family.
Upon the vote being taken, Chair Moran and Members Hodges, Kelley, Myhill, Joplin
and Groth voted "Aye." Motion carried. Mr. Turner abstained.
ITEM #11 - Announcements
Chair Moran reported the next regular meeting is scheduled for February 20, 1996,
at 10:00 a.m.
Mr. Ferri recommended scheduling a January 16, 1996, evening neighborhood
meeting in either the Condon Gardens Recreation Center, Ross Norton Park Center, or the
Martin Luther King Center. He suggested a neighborhood group that works with NAHAS
could make a presentation.
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Consensus was to schedule the next meeting for January 16, 1996, at Ross Norton
Park Center. Mr. Ferri will advise board members of the time.
Consensus was to invite the CRT (Community Response Team) to make a
presentation to NAHAS's February 20, 1995 meeting.
ITEM #12 - Adjournment
The meeting adjourned at 1 :11 p.m.
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