01/10/2012
NEIGHBORHOOD & AFFORDABLE HOUSING ADVISORY BOARD MEETING MINUTES
CITY OF CLEARWATER
January 10, 2012
Present:
Laurel E. Braswell Vice-Chair
Lisa Hughes Board Member
Kip Corriveau Board Member
Linda Kemp Board Member
Vacant Seat Board Member
Absent: Peggy M. Cutkomp Chair
William R. Griffiths Board Member
Also Present: Michael Holmes Housing Manager
Patricia O. Sullivan Board Reporter
The Vice-Chair called the meeting to order at 9:05 a.m. at City Hall.
To provide continuity for research, items are in agenda order although not
necessarily discussed in that order.
3 – Approval of Minutes
– November 22, 2011
Member Kemp moved to approve the minutes of the regular Neighborhood and
Affordable Housing Advisory Board meeting of November 22, 2011, as recorded and submitted
in written summation to each board member. The motion was duly seconded and carried
unanimously.
4 – FY 2010/11 Consolidated Annual Performance and Evaluation Report
– Michael
Holmes
See FY10-11 CAPER 2012-01-10
Housing Manager Michael Holmes reviewed the FY (Fiscal Year) 2010/11 CAPER
(Consolidated Annual Performance and Evaluation Report). New program rules limit counseling
to those who obtain mortgages; related funding has been reduced significantly. In response to
questions, Habitat for Humanity representative Amy Meek discussed progress on the Stevens
Creek project.
Member Corriveau moved to recommend approval of the FY 2010/11 Consolidated
Annual Performance and Evaluation Report. The motion was duly seconded and carried
unanimously.
5 - Housing Policy Amendments
– Terry Malcolm-Smith
Housing Coordinator Terry Malcolm-Smith reviewed proposed amendments to the City’s
Housing Policy to focus on Code related repairs, not property improvement. Maximum funding
Neighborhood & Affordable Housing 2012-01-10 1
will be reduced to $25,000 per project. Changes are necessary due to decreased funding.
Additional changes to the City's housing policy are contemplated.
6 - FY 2012/13 Consolidated Planning Process Discussion — Michael Holmes
Mr. Holmes reviewed the FY (Fiscal Year) 2012/13 Consolidated Planning process,
including the timeline for applications. The process to rank applicants will be amended to be
consistent with the City's five-year plan. The April meeting has been rescheduled to April 24.
Discussion ensued regarding the application process. This year's meeting for applicants
is scheduled for March 13, 2012.
Member Corriveau moved that the City's meeting for Consolidation Action Plan funding
applicants is mandatory. The motion was duly seconded and carried unanimously.
Mr. Holmes reviewed the application process. Public Services funding is limited and is
expected to be cut by 10% next year.
Discussion ensued regarding the best ranking system to ensure that the City meets its
five-year goals and objectives as approved by HUD (Housing & Urban Development)
Department. Suggestions were made to award higher points for programs that meet targeted
goals, develop a ranking sheet that favors goals and objectives, and focus on goals and
objectives with highest numbers first, prioritizing those that will be not be funded by other
sources. It was noted that homeless prevention is an important first year goal. It was stated
that changes to the ranking system can be explained at the mandatory March meeting.
One person supported funding the POC (Pinellas Opportunity Council) Chore System
program to help prevent homelessness.
7 — New/Old Business
As Member William R. Griffiths is resigning, it was recommended that staff contact
Citizen Academy members and graduates and WorkNet regarding nominations to fill the seat.
8 — Next Meeting — February 14, 2012
Staff will provide a Consolidated Planning application ranking system for board approval.
9 -Adjourn
The meeting adjourned at 9:57 a.m. �` /
Attest: �' :.� , `Ii: ,,r�, '
Chair, ei �,•orhoo•• Affordable
•• $'• 'dvisory Board
Board Repo
Neighborhood &Affordable Housing 2012-01-10 2
First Program Year CAPER
The City of Clearwater, Florida FY 2010-11 CPMP First Consolidated
Annual Performance and Evaluation Report includes Narrative
Responses to CAPER questions that CDBG, HOME, HOPWA, and ESG
grantees must respond to each year in order to be compliant with the Consolidated
Planning Regulations. The Executive Summary narratives are optional.
The grantee must submit an updated Financial Summary Report (PR26).
1. EXECUTIVE SUMMARY
The overall purpose of the community planning and development programs as stated
in Section 91 of the Housing and Community Development Act, as amended, with
programs funded through the Community Development Block Grant Program and the
HOME Investment Partnership Program is to develop viable urban communities by
providing decent housing, a suitable living environment and expanding economic
opportunities principally for low to moderate-income persons. The primary means
toward this end is to extend and strengthen partnerships among all levels of
government and the private sector, including for profit and non-profit organizations,
in the production and operation of affordable housing.
The main purpose of these programs is to provide decent housing. Decent housing
includes assisting homeless individuals and families, retaining the existing housing
stock by rehabilitating existing housing units and increasing the availability of
permanent affordable housing by building new affordable rental and owner-occupied
units and providing down payment assistance. The second purpose includes
increasing public services and public facilities to improve the safety and livability of
neighborhoods as a suitable living environment. The third purpose is to expand
economic opportunities to low to moderate-income individuals by creating or
retaining jobs or creating and/or expanding businesses in low to moderate-income
neighborhoods.
The Consolidated Annual Performance and Evaluation Report (CAPER) is the principal
administrative report to document how effective the City has been in expending
CDBG and HOME funds to meet the objectives listed above. It serves as the basis for
program monitoring for compliance and for financial audits. It provides HUD with
necessary information for the Department to meet its requirement to assess each
grantee’s ability to carry out relevant Community Planning Development (CPD)
programs in compliance with all applicable rules and regulations. It provides
information necessary for HUD’s Annual Report to the U. S. Congress and provides
grantees an opportunity to describe to citizens their successes in revitalization of
deteriorated neighborhoods and meeting objectives stipulated in our Consolidated
Plan.
The City’s FY 2010-11 CAPER contains information on the City’s assessment of
activities as they relate to the five-year goals and objectives, affirmatively furthering
fair housing, affordable housing, continuum of care, leveraging resources, citizen
participation, and self-evaluation.
Please note that this CAPER is included under the goals and objectives identified in
the FY 2005-2010 Five-Year Consolidated Planning Period. HUD approved a one
First Program Year CAPER 1
extension on April 1, 2010 for the FY 2010-11 Consolidated Action. Normally, the FY
2010-11 Consolidated Action Plan and the CAPER would be considered the first year
of the FY 2010-15 Five-Year Consolidated Plan. The one-year extension was provided
for grantees to obtain more recent data to include in their five-year plan. The U.S.
Census information was not made available during the timeframe to complete the
five-year plan.
2. ASSESSMENT OF THE ONE YEAR GOALS AND OBJECTIVES
In August 2005, the City of Clearwater approved the FY 2005-10 Consolidated Plan
for funding from the Community Development Block Grant Program (CDBG), HOME
Investment Partnership Program (HOME), and State Housing Initiatives Partnership
Program (SHIP). In September 2005, the City’s Consolidated Plan was approved by
the United States Department of Housing and Urban Development (HUD). The Five-
Year Consolidated Plan includes two key activities; provide decent, safe, and
affordable housing and increase public services and facilities to improve the safety of
the neighborhoods.
The City's mission is to assist residents in achieving self-sufficiency through decent
housing, a suitable living environment and the expansion of economic opportunities.
The goals for community development include promoting community self investment
in low/moderate-income areas, providing facilities/services to address critical social
services needs, providing facilities/services for seniors, children and persons with
special needs, and expanding economic opportunities.
The goals for housing and the homeless include revitalizing older housing and
demolishing unsafe structures, producing high-quality affordable housing, providing
housing assistance, and providing services/housing for the homeless.
The City of Clearwater focuses on three (3) basic areas for assisting in the provision
of decent, safe and affordable housing. The focus consists of:
1.Homeowner rehabilitation - which include emergency repairs and disabled
retrofitting
2.Down payment and closing cost assistance for homebuyers
3.Acquisition/rehabilitation/new construction
To preserve the existing housing stock, the five-year goal is to rehabilitate 100 units
owned by low-income households. The City will preserve the housing stock by
funding the acquisition and rehabilitation of 50 existing units for new low-income
owner households over the five-year period.
To encourage new homebuyers, the five-year goal is to provide direct down
payment/closing cost assistance to 100 low and moderate-income homebuyers. The
City has proposed to construct 20 new affordable, for sale, infill housing units to
support the City's ongoing revitalization/redevelopment efforts.
To encourage participation in the City's homebuyer’s activities, the five-year goal is
to provide credit counseling and homeownership training assistance to 100
prospective low-income homebuyers.
First Program Year CAPER 2
During FY 2010-11 funding year, the City implemented its Housing Pool primarily
with SHIP and HOME monies and used the funds for down payment and closing cost
assistance, lot acquisition, rehabilitation and new construction. For larger
developments, a non-profit and/or for-profit organization may be allocated funds in a
line of credit format. This allows for the development of small infill projects, as well
as the acquisition of several single existing units for rehabilitation and resale.
Clearwater’s Economic Development and Housing Department - Housing Division
oversees the activities of its subrecipient participants and administers the City’s
rehabilitation and emergency repair program using CDBG, HOME and SHIP funds.
The Housing Pool participants submit a client case for approval for down payment
and/or closing cost assistance. Once approved, the City encumbers those funds.
Upon home closing, the Housing Pool participant will request reimbursement of the
funds they expended and their loan processing fee(s). The loan processing fee(s)
are not funded until we review the client file and have determined that all necessary
documentation has been obtained to verify household income and assets and to
substantiate any rehabilitation that may have been done on the home that was
purchased. The Housing Pool continues to be one of the most effective ways for our
housing partners to access funding for income-eligible clients.
The City has identified five general strategies to provide affordable housing over the
Consolidated Plan period. They are to provide decent, adequate and affordable
housing in safe and desirable environments for: a) renters, b) homeowners, c)
homebuyers, d) homeless and e) non-homeless with special needs.
a. Rental Strategy
The strategy for rental activities includes maintaining the existing rental housing
stock through rehabilitation, new construction, conversion, and providing additional
funding for acquisition/rehabilitation to very-low income households to ensure that
housing costs, including utilities, does not exceed 30% of their gross monthly
income.
The priorities listed in the current five-year strategy calls for providing decent,
adequate and affordable housing in a safe and desirable community for renters. To
fulfill this strategy, the City facilitated meetings with developers and discussed
potential funding for renovations of existing rental properties and/or new
construction projects. Four projects were funded this year:
1)Covert Apartments (Jerry Howe Apartments)
On June 8, 2009, Boley Centers, Inc., a private non-profit
psychosocial rehabilitation and housing agency
established in 1970, presented an application of funding
for construction costs to rehabilitate a thirteen-unit
apartment complex (Covert Apartments). Boley Centers
has developed and operates 15 apartment complexes that
provide 150 units of permanent, supportive housing for
people with severe and persistent mental illness in
Pinellas County.
First Program Year CAPER 3
The total cost to renovate the Covert Apartments was $620,950 with the City’s
contribution being $128,198. Other funding for this project included $117,752 from the
Veterans Administration and $375,000 from Boley Centers, Inc.
Covert Apartments is located at 1447 and 1451 Gulf to Bay
Boulevard in the East Gateway Neighborhood Revitalization
Strategy Area. This is a commercial sector that is burdened
with a declining business base, deteriorated infrastructure,
various building uses and vacant storefronts. The
rehabilitation of the Covert Apartments is consistent with the
goals and objectives of the City’s Consolidated Plan because
it improved the appearance of the site and addressed
homelessness in the area.
The apartment complex is comprised of eight two-bedroom units, four one-bedroom
units and one efficiency apartment. All of the prior tenants’ incomes were at or below
50% of area median income. The renovation did not result in any permanent relocation
for the tenants. However, the tenants might have moved within the complex while their
units were being renovated.
The scope of the renovation included a new roof on the north building, replacement of
windows, countertops and kitchen appliances, carpeting, interior and exterior painting,
and making one two-bedroom unit accessible for persons with physical disabilities.
The rents for the units are $750 for the two-bedroom units and $500 for the one-
bedroom units. However, the tenants will only pay 30% of their adjusted income for rent
projected at approximately $202 after utility allowances.
The architect for the renovation was Wedding and Stephenson Architects, Inc. and the
contractor was General Home Development, Inc. The project was presented and
approved by the Neighborhood and Affordable Housing Advisory Board in July 2009.
The project was completed September 2011. The units are currently being leased.
2)Pine Berry Apartments
Pine Berry Senior Apartments, located at
1225 Highland Avenue, made an
application for funding to develop
apartments for seniors. The amount
requested was a $545,000, three
percent 30-year loan. The new
apartment complex provides 80
e
affordable multi-family units for th
elderly. The project comprises 40 one-
bedroom/one-bathroom units and 40
two-bedroom/one-bathroom units. The
one-bedroom units are 625 square feet
and the two-bedroom units are 780
square feet. The rents are set at 60% of the area median income or lower, based on
the requirements of the City. The project site is approximately 3.02 acres and is
located on a former bowling alley site.
First Program Year CAPER 4
The purchase price of the Pine Berry property was $1.7 million. The cost for the
project was $15,859,959. Funding for Pine Berry included $545,000 from the City
with $200,000 in funds utilized from the State Housing Initiative Partnership Program
and $345,000 in funds utilized from HOME, $9,240,872 was funded through the
Federal Low-Income Housing Tax Credit Program, $5,590,341 from the Tax Credit
Assistance Program, and $483,746 from the owner’s equity.
The Development is equipped with an amenity package that includes emergency call
service in each unit, a community center, a picnic area, a computer lab, laundry
facilities with full size washers and dryers, and a library.
RLI Beneficial Development 7, LLC was the Developer of the apartments. RLI has
engaged a management company since the project is now complete.
The Partnership submitted a LIHTC Application to the Florida Housing Finance Agency
n April 10, 2008. The Partnership obtained their tax credits and architectural
o
drawings in July 2008. The project was completed in July 2011. The units are
currently being leased.
3)HEP Veterans Housing
on to
On May 3, 2010, the Homeless Emergency Project (HEP) submitted an applicati
the City in the amount of $100,000 to acquire vacant real property located at 1250
Palmetto Street. The property was previously owned by the Pinellas County School
Board.
HEP is a 501(c) (3) non-profit organization that was founded in 1986 to meet the
needs of a growing number of homeless individuals and families. HEP provides
emergency shelter, transitional housing, and family rental units for the homeless
n. In addition to housing, the agency provides food, intensive case
populatio
anagement, clinical services, free dental care, child care and other supportive
m
services to the homeless.
The vacant land will be used to develop transitional housing for homeless veterans
n;
and individuals. The sale price was undetermined at the time of the applicatio
however, a February 10, 2010 appraisal listed the value of the land at $558,000. The
subject property is 2.9 acres.
On August 3, 2010, HEP submitted an amended application for the acquisition and
ed
construction costs in the amount of $365,000, the sales price the owner had agre
to sell the property for and an application in the amount of $302,000 for a portion of
the development costs for the construction of six two-bedroom apartments for
omeless female veterans with or without children and a ten-unit male veterans
h
First Program Year CAPER 5
group home. This project will create 30 beds specifically for females and females
with children and 20 beds for male veterans.
The total development cost for the project is $3,497,144. The sources include the
City contributing an additional $725,000 (in addition to the $372,340 provided for
land acquisition), Pinellas County contributing $1,800,000, and the agency providing
$599,804. The City’s commitment for the development project will presented and
pproved by the Neighborhood and Housing Advisory Board on November 22, 2011.
a
It will be presented to the City Council on December 1, 2011. Construction is
estimated to take 12-13 months.
4) Abilities of Morningside I
On September 24, 2010, Abilities of Morningside I submitted an application for
funding in the amount of $216,000 to renovate rental housing units located at 2500
Harn Blvd., Units B-2, E-3, F-11, F-14, J-2 and J-8. Abilities at Morningside I is an
affiliate of Abilities Inc. of Florida. Funding for this project includes $162,000 from
the HOME Investment Partnership Program and $54,000 from the Pinellas County
Housing Trust Program.
This project will preserve the existing housing stock for low to moderate-income
individuals and families with disabilities. The property renovations will include the
replacement of windows, HVAC systems, cabinets, doors, flooring, appliances, water
heaters, insulation and paint. Household incomes will be limited to 50% of area
median income. The existing tenants will remain in the units.
The $216,000 HOME/PCHTF Program loan was approved in September 2011. The
project is currently under renovations and is scheduled to be completed during the
next reporting period.
5)Abilities of Morningside II
On October 8, 2009, Abilities Inc. of Florida submitted an application to the City in
the amount of $86,000 to acquire real property and make renovations to rental
housing units located at 2500 Harn Blvd., Units A-8, D-4 and E-12 and 2501 Harn
Blvd., Units J-6, J-7, D-9, D-10 and H-24. The total project costs were estimated at
$1,283,000.
On September 2, 2010, the application for this project was amended to $200,000.
The loan was approved by the City as a zero percent, 30-year loan with a five year
deferment. The funding for the project includes $150,000 from the HOME
Investment Partnership Program and a $50,000 match from the Pinellas County
Housing Trust Fund Program.
Abilities Inc. of Florida is a not-for-profit corporation organized in 1959 principally for
the purpose of providing vocational evaluation, case management, job training, and
employment services for persons with disabilities. The parent corporation includes
several affiliate not-for-profit corporations including Abilities at Morningside II, which
is the latest expansion of the housing programs sponsored by Abilities Inc. of Florida.
The Abilities at Morningside II Project will provide residential units that are scattered
throughout the existing condominium complex. The units will be fully wheelchair
accessible on the first floor and retrofitted for sensory disabilities for units located on
First Program Year CAPER 6
the second floor. The tenant portion of the rents will not exceed 30% of the adjusted
gross income for the household, with the balance of the monthly rent being provided
by HUD through a Project Rental Assistance Contract.
The agency is currently renovating the units through other funding sources. Upon
completion, the agency will lease the units.
b. Homeowner Strategy
The strategies for homeownership activities are listed as follows:
1.Increase homeownership within the City of Clearwater;
2.Bring housing up to standard (and modernize when possible);
3.Remove architectural barriers;
4.Demolish units that prove economically unfeasible to rehabilitate and provide
relocation benefits;
5.Ensure housing costs are in the general range of 30% of household income,
and;
6.Promote energy efficiency and prevent loss of homes.
The five-year goal is to renovate a minimum of 100 housing units through the
Homeowner Rehabilitation Program, complete 25 emergency repairs through the
Emergency Repair Program, and retrofit 25 homes to make them more accessible for
physically-challenged individuals through the Disabled Retrofitting Program.
Sixty-seven percent of the housing units in Clearwater are over 20 years of age. To
assist homeowners who need rehabilitation, the City offers loans through the
Housing Division and through the approved housing non-profits participating in the
City’s Housing Pool. The loans are available to owner-occupied households with
incomes that are very-low to moderate, with a priority on very-low and low-income
ouseholds.
h
During FY 2010-11, the City made a total of nine (9) owner-occupied rehabilitation
loans with HOME and/or SHIP and Pinellas Housing Trust Fund Program funds. One
(1) SHIP-only loan was provided to a low to moderate-income family with income of
less than 50% of area median income. An additional combination of HOME, PCHTF
and SHIP loans were provided to eight (8) low to moderate-income families. Of those
loans, five (5) were provided to families with income less than 50% of area median
income and three (3) loans were provided to families with income between 50-80%
of area median income.
Homeowner rehabilitation produced $46,587 in expenditures from the HOME
Program with an additional $52,188 in SHIP funds expenditures as the HOME match.
The total expenditures from all funds were $98,775.
First Program Year CAPER 7
HOMEOWNER REHABILITATION PROGRAM FY 10-11
Program Less than 50-80% OverTotal
50% AMI AMI 80%Units
AMI
Home Program
HOME/SHIP Program
SHIP Program
PCHTF*
Total
Note: HOME Program funds require a local match. SHIP Program funds do not require a local match.
*Pinellas County Housing Trust Fund
c. Homebuyer Strategy
The strategies for homebuyers include housing counseling programs that address
pre-ownership issues, credit counseling, budgeting and foreclosure prevention to the
very-low, low and moderate-income households. The 2011 Median Income for a
family of four (4) in the Tampa/St. Petersburg/Clearwater Area is $55,700. The low-
income threshold is $45,200for households at 80% of area median income and
$28,250 for households at 50% of area median income.
Other strategies include easy access to affordable homeownership opportunities by
providing larger subsidies to the very-low income credit-ready households and those
purchasing homes within the City’s target areas. The homebuyer strategy also
provides a means to finance the cost of rehabilitation as part of acquisition, providing
additional affordable housing units to very-low and low-income households, upgrade
neighborhoods and encourage activities to promote safer neighborhoods.
The City offers several programs that assist in making housing more affordable to
very-low to moderate-income homebuyers. The City’s Homeownership Program
lends funds to purchase land, provide down payment assistance, pay impact fees,
pay disposition costs, pay closing costs and build new homes for income eligible
homebuyers. Funds in this program are also available to approved non-profit
agencies financing their clients home ownership needs. Currently these agencies
include:
1.Clearwater Neighborhood Housing Services, Inc.
2.Habitat for Humanity
3.Largo Area Housing Development Corporation
4.Tampa Bay Community Development Corporation
The funds will be leveraged against private sector financing to provide affordable
housing.
First Program Year CAPER 8
The five-year goal for homebuyers calls for assisting 100 homebuyers with down
payment and closing cost assistance and providing 100 homebuyers with educational
services in regards to purchasing a home.
The City provided an allocation of $660 to Tampa Bay Community Development
Corporation (TBCDC) to administer their Home Buyers Club and Homeownership
Counseling Program. In addition, the City provided $60 in funding to Clearwater
Neighborhood Housing Services (CNHS) to implement a Housing Education/Default –
Foreclosure Prevention Program.
The City did not budget funding for housing counseling as a single project. Instead,
housing counseling services was provided to homebuyers who purchased homes with
HOME Program funding.
Over thirteen (13) individuals/families took part in the education/counseling services
during this reporting period. A total of eleven (11) participated in both TBCDC
Programs (Homeownership Counseling and Homebuyer Education Programs and two
(2) participated through Clearwater Neighborhood Housing Services, Inc. Housing
Education/Default – Foreclosure Prevention Programs.
Other activities supported by the City included providing funding for the acquisition
of vacant land and building single family homes, providing funding to purchase
existing homes and rehabilitating them and providing down payment and closing cost
assistance to purchase new and existing homes.
In this reporting period, an additional $23,450 in CHDO HOME funds was expended
by Habitat for Humanity of Pinellas Community Housing Development organization to
build a single-family housing unit. The housing unit will be sold as an affordable
housing unit to a low to moderate-income family. In addition, another $37,018 was
provided to Largo Area Housing Development Corporation, Inc. (CHDO) to acquire
two (2) vacant lots. The lots will be developed for affordable housing units in the
next reporting period.
The City’s Down Payment and Closing Cost Program provided new homebuyer
opportunities to seventeen (17) families. Of the families assisted, two (2) families
income was below 50% of area median income and fifteen (15) families had incomes
between 50-80% of area median. The average purchase price of the homes was
$115,214.
HOME BUYER PROGRAM FY 09-10
Program Less than 50-80% OverTotal
50% AMI AMI 80%Units
AMI
Home Program
HOME/SHIP Program
HOME/SHIP/ PCHTF Program
First Program Year CAPER 9
Total
Note: HOME Program funds require a local match, unless it is a CHDO Project. SHIP Program funds do not
require a local match.
A total of $223,294 in HOME funds, $7,500 in Pinellas County Housing Trust Program
funds and $98,891 in SHIP funds were provided to make homeownership possible.
This public investment of $329,685 resulted in $1,790,596 in private capital being
placed in the City’s economy.
d. Homeless Strategy
Policy Direction
The Pinellas County Homeless Policy Group (HPG) was formed in the fall 2004. The
mission was to develop a countywide, 10-year plan to end homelessness. This plan
was a result of an 18-month research and planning process. Included in the
planning process were 40 members represented by elected officials, a school board
member, a public defender, community and business leaders from a variety of
industries, including faith-based organizations, housing authorities, healthcare, law
enforcement, businesses, foundations, the homeless coalition, and formerly
homeless persons from the general community.
Several factors were at the forefront of our research and planning discussions. The
factors included: improving the quality of life for homeless individuals and families,
improving the quality of life for those at risk of becoming homeless, eliminating
barriers to housing and services, finding ethical and economical solutions, developing
unified and comprehensive efforts that demonstrate best practices in housing and
service delivery, and being able to demonstrate returns for our forthcoming efforts.
The HPG adopted the plan on January 13, 2006 and the City Council approved the
plan on March 16, 2006.
The HPG has transitioned into the Homeless Leadership Network (HLN). HLN
monitors and oversees implementation of the plan to ensure accountability and
results consistent with the plan. The make-up of the HLN is very similar to the HPG,
but now executive members of the Pinellas County Coalition for the Homeless
(PCCH) serve on the group. The PCCH serves as the Operations Network Group and
deals with the operating and actual implementation of the 10-Year Plan, while
getting direction from the HLN.
In creating this plan and demonstrating our commitment to work together to develop
and enact this plan, we hope this will provide motivation for others to get involved
and support the effort.
Operational Support
The City provided CDBG funding to three agencies assisting the homeless in FY
2010-11 – Clearwater Homeless Intervention Project (CHIP), Religious Community
Services – Food Pantry/The Haven and Homeless Emergency Project.
The City funded the Clearwater Homeless Intervention Program (CHIP) in the
amount of $30,000 for operational support for a program that provides temporary
First Program Year CAPER 10
shelter, food and clothing. The agency assisted 760 individuals during this reporting
period. The program requires participants to seek and retain employment and
receive counseling in order to stay at the shelter. Upon stabilization, clients are
moved into transitional housing.
The City funded the Homeless Emergency Project in the amount of $12,000 for
operational support to implement the homeless programs. The agency assisted
1,020 individuals during this reporting period.
A total of $93,306 was provided to Religious Community Services – The
Havens/Grace House to renovate their facilities that provides housing opportunities
and supportive services for low-income and homeless individuals and families. The
agency provided services to 649 families during this reporting period.
The chart below illustrates the non-housing homeless allocations and expenditures
for FY 2010-11 and prior funds expended in this reporting year. These allocations
resulted in many homeless individual/families being provided a place to live and
obtain other essential services.
FY 10/11 Budget FY 10/11 Expended
CHIP - Operational $30,000 $30,000
HEP - Operational$12,000 $12,000
RCS – The Havens* $53,306 $11,768
RCS – Grace House* $40,000 $3,562
TOTAL $135,306 $57,330
* Note: Construction underway – anticipated completion in next reporting period.
Homeless Housing Actions
1)Covert Apartments (Jerry Howe Apartments)
On June 8, 2009, Boley Centers, Inc., a private non-profit psychosocial rehabilitation
and housing agency established in 1970, presented an application of funding for
construction costs to rehabilitate a thirteen-unit apartment complex (Covert
Apartments). Boley Centers has developed and operates fifteen (15) apartment
complexes that provide 150 units of permanent, supportive housing for people with
severe and persistent mental illness in Pinellas County.
The total cost to renovate the Covert Apartments was $620,950 with the City’s
contribution being $128,198. Other funding for this project included $117,752 from the
Veterans Administration and $375,000 from Boley Centers, Inc.
Covert Apartments is located at 1447 and 1451 Gulf to Bay Boulevard in the East
Gateway Neighborhood Revitalization Strategy Area. This is a commercial sector that is
burdened with a declining business base, deteriorated infrastructure, various building
uses and vacant storefronts. The rehabilitation of the Covert Apartments is consistent
with the goals and objectives of the City’s Consolidated Plan because it improved the
appearance of the site and addressed homelessness in the area.
First Program Year CAPER 11
The apartment complex is comprised of eight two-bedroom units, four one-bedroom
units and one efficiency apartment. All of the prior tenants’ incomes were at or below
50% of area median income. The renovation did not result in any permanent relocation
for the tenants. However, the tenants might have moved within the complex while their
units were being renovated.
The scope of the renovation included a new roof on the north building, replacement of
windows, countertops and kitchen appliances, carpeting, interior and exterior painting,
and making one two-bedroom unit accessible for persons with physical disabilities.
The rents for the units are $750 for the two-bedroom units and $500 for the one-
bedroom units. However, the tenants will only pay 30% of their adjusted income for rent
projected at approximately $202 after utility allowances.
The architect for the renovation was Wedding and Stephenson Architects, Inc. and the
contractor is General Home Development, Inc. The project was presented and approved
by the Neighborhood and Housing Advisory Board in July 2009. The project was
completed in August 2011.
2)HEP Veterans Housing
On May 3, 2010, the Homeless Emergency Project (HEP) submitted an application to
the City in the amount of $100,000 to acquire vacant real property located at 1250
Palmetto Street. The property was previously owned by the Pinellas County School
Board.
HEP is a 501(c) (3) non-profit organization that was founded in 1986 to meet the
needs of a growing number of homeless individuals and families. HEP provides
emergency shelter, transitional housing, and family rental units for the homeless
population. In addition to housing, the agency provides food, intensive case
management, clinical services, free dental care, child care and other supportive
services to the homeless.
The vacant land will be used to develop transitional housing for homeless veterans
and individuals. The sale price was undetermined at the time of the application;
however, a February 10, 2010 appraisal listed the value of the land at $558,000. The
subject property is 2.9 acres.
On August 3, 2010, HEP submitted an amended application for the acquisition and
construction costs in the amount of $365,000, the sales price the owner had agreed
to sell the property for and an application in the amount of $302,000 for a portion of
the development costs for the construction of six two-bedroom apartments for
homeless female veterans with or without children and a ten-unit male veterans
group home. This project will create 30 beds specifically for females and females
with children and 20 beds for male veterans.
The total development cost for the project is $3,497,144. The sources include the
City contributing an additional $725,000 (in addition to the $372,340 provided for
land acquisition), Pinellas County contributing $1,800,000, and the agency providing
$599,804. The City’s commitment for the development project will presented and
approved by the Neighborhood and Housing Advisory Board on November 22, 2011.
It will be presented to the City Council on December 1, 2011.
First Program Year CAPER 12
e. Non-Homeless Special Needs Strategy
CDBG funds were provided in the amount of $30,000 to Pinellas Opportunity Council
to administer their Chore Services Program. Through this program, various chore
services were provided to sixty-six (66) elderly, frail elderly, developmentally-
disabled and physically-disabled individuals to assist them in remaining in their
home.
During this reporting period, the City provided funding in the amount of $93,306 to
Religious Community Services to renovate their facilities. Religious Community
Services provides assistance to the elderly, persons with mental and physical
disabilities, and victims of spouse abuse. During this reporting period the agency
was able to provide assistance to over 649 individuals and families.
1) Abilities of Morningside I
On September 24, 2010, Abilities of Morningside I submitted an application for
funding in the amount of $216,000 to renovate rental housing units located at 2500
Harn Blvd., Units B-2, E-3, F-11, F-14, J-2 and J-8. Abilities at Morningside I is an
affiliate of Abilities Inc. of Florida. Funding for this project includes $162,000 from
the HOME Investment Partnership Program and $54,000 from the Pinellas County
Housing Trust Program (PCHTF).
This project will preserve the existing housing stock for low to moderate-income
individuals and families with disabilities. The property renovations will include the
replacement of windows, HVAC systems, cabinets, doors, flooring, appliances, water
heaters, insulation and paint. Household incomes will be limited to 50% of area
median income. The existing tenants will remain in the units.
The $216,000 HOME/PCHTF Program loan was approved in September 2011. The
project is currently under renovations and is scheduled to be complete during the
next reporting period.
2) Abilities of Morningside II
On October 8, 2009, Abilities Inc. of Florida submitted an application to the City in
the amount of $86,000 to acquire real property and make renovations to rental
housing units located at 2500 Harn Blvd., Units A-8, D-4 and E-12 and 2501 Harn
Blvd., Units J-6, J-7, D-9, D-10 and H-24. The total project costs were estimated at
$1,283,000.
On September 2, 2010, the application for this project was amended to $200,000.
The loan was approved by the City as a zero percent, 30-year loan with a five year
deferment. The funding for the project includes $150,000 from the HOME
Investment Partnership Program and a $50,000 match from the Pinellas County
Housing Trust Fund Program. The remaining project costs, $1,083,600 estimated,
will be provided by HUD through a Section 811 loan.
Abilities Inc. of Florida is a not-for-profit corporation organized in 1959 principally for
the purpose of providing vocational evaluation, case management, job training, and
employment services for persons with disabilities. The parent corporation includes
several affiliate not-for-profit corporations including Abilities at Morningside II, which
is the latest expansion of the housing programs sponsored by Abilities Inc. of Florida.
First Program Year CAPER 13
The Abilities at Morningside II Project will provide residential units that are scattered
throughout the existing condominium complex. The units will be fully wheelchair
accessible on the first floor and retrofitted for sensory disabilities for units located on
the second floor. The tenant portion of the rents will not exceed 30% of the adjusted
gross income for the household, with the balance of the monthly rent being provided
by HUD through a Project Rental Assistance Contract.
The agency is currently renovating the units through other funding sources. Upon
completion, the agency will lease up the units.
3. AFFIRMATIVELY FURTHERING FAIR HOUSING
The City of Clearwater is no longer directly enforcing fair housing laws. The
responsibility has been assigned to the Pinellas County Human Relations Department
since their office investigates and makes recommendations on all Fair Housing issues
for other areas of Pinellas County with the exception of the City of St. Petersburg.
The City plays an active role in affirmatively furthering Fair Housing by adhering to
the Human Rights Ordinance that Pinellas County adopted in 1984. Pinellas County
maintains an Interlocal Agreement with the City of St. Petersburg for the
enforcement of the ordinance. The City of St. Petersburg handles enforcement south
of Ulmerton Road and Pinellas County enforces north of Ulmerton Road.
In 2002, the City of Clearwater, along with the cities of St. Petersburg and Largo,
and Pinellas County formed a Fair Housing Partnership to coordinate efforts
countywide to support and expand the availability of housing to all, regardless of
familial status, national origin, race, accessibility, and disability. The partnership’s
tools for furthering this effort are educational programs, training, testing,
assessments, and enforcement through the appropriate channels. The partnership
meets periodically to review programs and to set and review goals.
The City remains active in the provision of affordable and accessible housing and
promotion of home ownership. The City provides information concerning home
ownership, home financing, and home repairs in printed matter and has worked with
our Public Communications Department to provide information in a variety of other
mediums
On April 8, 2011, the City partnered with the Bay Area Apartment Association, Bay
Area Legal Services, the cities of Largo, St. Petersburg and Tampa, Greater Tampa
Association of Board of Realtors, Gulf Coast Legal Services, Hillsborough County
Equal Opportunity Administration and Pinellas County Office of Human Rights
(Tampa Bay Fair Housing Consortium) to sponsor an Annual Fair Housing Certificate
Program. The City provided sponsorship for programs providing workshops on Fair
Housing, Accessible Home Design, Landlord-Tenant Rights and Responsibilities, and
Real Estate Sales and Rentals. On April 19, 2011, the Greater Tampa Association of
Realtors sponsored a workshop on At Home with Diversity. The workshop focused on
fair housing issues.
a. Sale or Rental of Housing
Fair Housing complaints received by the City’s Equity Services Department and
Pinellas County Office on Human Rights/Human Relations indicate that discrimination
First Program Year CAPER 14
in the sale or rental of housing and provision of housing brokerage services does
occur. The City hopes to partner with other local government agencies and conduct a
study to determine the level of discrimination.
b. Public Policies
The high percentage of build-out in the City affects the availability of suitable land
for multi-family and affordable single-family development. The City’s Community
Development Code, design standards, adequate public facility (concurrency)
ordinance and building code requirements influence the feasibility of affordable
housing projects. Development regulations can limit the potential use of small or
irregular infill parcels for affordable housing or increase costs associated with site
development and construction.
c. Administrative Policies
Administrative policies generally support Fair Housing. These include:
1.Marketing housing programs in targeted areas.
2.Providing citywide homebuyers’ assistance and education.
3.Placing educational material on the Housing Division’s webpage.
4.Carefully reviewing where affordable housing developments will be located.
5.Avoiding a concentration of very-low to moderate-income households in
multi-family developments.
d. Actions Taken To Overcome Impediments
In 1995, the U.S. Department of Housing and Urban Development (HUD) announced
that entitlement communities, communities receiving direct federal funding from
Community Development Block Grant, HOME Investment Partnership and Emergency
Shelter Grant programs, must conduct a study of existing barriers to housing choice.
This required study is referred to as the Analysis of Impediments (AI) and is part of
entitlement communities consolidated planning process.
The purpose of the AI is to examine how state and local laws, private, public and
non-profit sector regulations, administrative policies, procedures, and practices are
impacting the location, availability, and accessibility of housing in a given area. The
AI is not a Fair Housing Plan rather it is an analysis of the current state of fair
housing choices in Clearwater and identifies specific barriers that need to be
addressed if future fair housing initiatives are to be successful.
Each jurisdiction receiving federal funds must certify that it is affirmatively furthering
fair housing. The certification specifically requires jurisdictions to conduct an analysis
of impediments to fair housing choice within the state or local jurisdiction, take
appropriate actions to overcome the effects of any impediments identified through
that analysis, and maintain records reflecting the analysis and actions in this regard.
Evaluating fair housing impediments is a complex process involving diverse and
wide-ranging considerations. The role of economics, housing patterns, and personal
choice are important to consider when examining fair housing choice. Clearwater
has relatively few impediments to fair housing. However, some issues were
identified.
First Program Year CAPER 15
On July 22, 2010, the cities of St. Petersburg, Largo and Clearwater and Pinellas
County procured the services of J-Quad Planning Group, a fair housing consultant, to
conduct an analysis of impediment to fair housing choice for each entity. The result
of that analysis is listed below.
The analysis of fair housing choice in the City has resulted in the identification of
impediments, identified through a study methodology that included conducting focus
group sessions, the construction of a demographic analysis resulting in a community
profile and fair housing index, analysis of the Home Mortgage Disclosure Act (HMDA)
data for the City and Pinellas County and a fair housing law and public policy and
program review.
The City’s commitment to furthering affordable housing through planning and
CDBG/HOME program design and implementation is noteworthy. These efforts will
continue to help maintain stability and strengthen its older and lower-income areas.
The City and its nonprofit partners are encouraged to expand these efforts into other
neighborhoods as a primary means of expanding fair housing choice.
Banking, Finance, Insurance and Other Industry Related Impediments
: Impacts of the Sub-prime Mortgage Lending Crises and increased
Impediment
Foreclosures.
: Continue to work with the State, National Non-Profit Housing
Remedial Action
Intermediaries, Federal Home Loan Bank, other lenders and HUD to evaluate
programs and identify funding that can help reduces the mortgage default rate and
foreclosure rates among low and moderate-income home buyers and existing home
owners.
Impediment: Low number of loan applications from minorities and low origination
rates for minority applicants.
: Continue homebuyer outreach and education efforts. Expand
Remedial Action
homeownership and credit counseling classes as part of a high school curriculum in
order to help prevent credit problems later in life.
Impediment: Predatory lending and other industry practices.
: Continue to encourage financial institutions to assist low to
Remedial Action
moderate-income persons by establishing or reestablishing checking, saving, and
credit accounts for residents that commonly utilize check cashing services through
bank initiated “fresh start programs” for those with poor credit and previous non-
compliant bank account practices.
Socio-Economic Impediments
t: Poverty and low-income among minority populations.
Impedimen
Remedial Action: Continue to work on expanding job opportunities through the
recruitment of corporations, the provision of incentives for local corporations seeking
expansion opportunities, and the assistance with the preparation of small business
loan applications. Support agencies that provide workforce development programs
and continuing education courses to increase the educational level and job skills of
residents.
First Program Year CAPER 16
Neighborhood Conditions Related Impediments
Impediment: Limited resources to assist lower income, elderly and indigent
homeowners maintain their homes and stability in neighborhoods.
: Continue to support and expand program of Self-Help Initiatives
Remedial Action
based on volunteers providing housing assistance to designated elderly and indigent
property owners and assist them in complying with municipal housing codes.
Involve volunteers, community and religious organizations/institutions and
businesses as a means of supplementing financial resources for housing repair and
neighborhood cleanups.
Public Policy Related Impediments
There were no Public Policy Related Impediments.
The City funds programs that offer free classes for persons desiring to become
homeowners. The Pinellas Realtor Organization subscribes to the Voluntary
Affirmative Marketing Agreement (VAMA) and works to educate its members about
Fair Housing. Training and marketing materials have been videotaped and translated
into American Sign Language and Spanish. The City promotes home ownership and
education at various homebuyer fairs and expositions. The City also provides
funding to Community Service Foundation to provide Fair Housing Education.
In addition to the Human Relations Department, the City is working with Pinellas
County Realtors through the VAMA Program to further fair housing opportunities in
real estate transactions. To further these efforts of the VAMA, the Pinellas County
Board of Realtors enlisted the services of the Community Housing Resource Board to
focus on the federal, state and local enforcement agencies, housing industry groups
and volunteer community groups working together to promote fair housing practices.
These efforts include:
Providing public information on fair housing
Assessing community fair housing needs and identifying local problems and
issues that impede equal housing opportunity
Evaluating performance and effectiveness of the VAMA
Expanding minority involvement in the real estate industry
Expanding public awareness of housing opportunities in the community
Developing cooperative solutions to problems associated with the
implementation of the VAMA
Other actions during FY 2010-11 include:
Continued support of Pinellas County Human Relations Department, Pinellas
County Board of Realtors, and the Community Housing Resource Board
Continued to work with the local committee of American with Disabilities to
view housing related issues for homeowners, renters, or homebuyers with
disabilities
Provided HOME funding in the amount of $660 to Tampa Bay Community
Development Corporation and $60 to Clearwater Neighborhood Housing
Service to implement homebuyers training programs, fair housing education
and assistance, and default-foreclosure prevention and counseling services
First Program Year CAPER 17
Provided funding in the amount of $26,381 to Gulf Coast Legal Services to
implement a fair housing program that offers counseling services, initial
needs assessment, rental eviction intervention, and marketing of fair housing
programs. The agency assisted 110 individuals
Provided funding in the amount of $7,500 to Community Service Foundation
to administer a fair housing program. The agency assisted 71 individuals
The Pinellas County anti-discrimination effort focuses on public information and
enforcement of fair housing regulations and the County’s Human Rights Ordinance.
The County publishes a Housing Resource Directory that includes an overview of fair
housing law, information about reasonable accommodation and accessibility, and a
list of state and local enforcement agencies. The County produces a brochure
entitled, Fair Housing in Pinellas County, and distributes approximately 5,000 copies
annually. Below market rate mortgages, down payment and closing cost assistance
are readily available through the County’s Housing Finance Authority and through
other agencies. The County is also active in providing and promoting affordable
housing, providing low-cost funds for home purchase or repair, and modifications to
homes to make them accessible to persons with disabilities.
The City directs significant resources to expand the supply of affordable rental
housing and partners with a variety of for-profit and non-profit developers and the
Housing Finance Authority of Pinellas County. The City also assists developers with a
variety of incentives aimed at reducing development costs, impact fees, and
regulatory impediments.
The City encourages mixed-income, multi-family developments to develop affordable
housing in areas that are not predominantly low to moderate-income areas as part of
a continuing effort to deconcentrate poverty. Funding is denied to developers who
do not provide mixed-income housing where the effect could be to racially or
economically segregate low-income households.
4. LEVERAGING RESOURCES
The City’s efforts to provide affordable housing and other services to very-low to
moderate-income families have resulted in leveraging a great amount of additional
resources.
Through the Infill Housing and Down Payment Assistance Programs, the City
continues to work closely with the lending and housing non-profits in the community
to leverage private investment in home ownership. (Please see Homebuyers Section
for accomplishments). In addition, the City works with Community Service
Foundation, Tampa Bay Community Development Corporation, and Clearwater
Neighborhood Housing Service, Inc. to provide homeownership counseling to support
our housing programs.
During this reporting period, the City provided $41,045 in HOME funds to purchase
two (2) vacant lots. The purchase of the lots will result in the development of two (2)
new homes.
In this reporting period, an additional $23,450 in HOME funds was expended to build
a new single-family housing unit. The housing unit will be sold as an affordable
housing unit to a low to moderate-income family in the next reporting period.
First Program Year CAPER 18
The City’s Down Payment and Closing Cost Program provided new homebuyer
opportunities to seventeen (17) families. Of the families assisted, two (2) family’s
income was below 50% of area median income and the remaining fifteen (15)
families had incomes between 50-80% of area median. The average purchase price
of the homes was $115,214.
A total of $223,294 in HOME funds, $7,500 in Pinellas County Housing Trust Funds
and $98,891 in SHIP funds were provided to make homeownership possible. This
public investment of $329,685 resulted in $1,790,596 in private capital being placed
in the City’s economy.
5. CONTINUUM OF CARE NARRATIVE
The City works closely with the Pinellas County Coalition for the Homeless and
various other homeless services providers in addressing the needs of the City’s
Homeless.
The City listed Continuum of Care issues as a high priority in the Consolidated Plan.
During this reporting period, the City provided $30,000 in CDBG funds to Clearwater
Homeless Intervention Project (CHIP) as operating capital for their Emergency
Shelter Facility as part of its Continuum of Care. The facility provided shelter, food,
counseling, and case management services to 760 individuals during this reporting
period.
The Homeless Emergency Project received $12,000 as operating capital for their
Emergency Shelter Facility as part of its Continuum of Care. The facility provided
food to 1,020 homeless individuals and families. In addition to short and long-term
housing for the homeless, HEP provides a variety of other services including job
placement, medical, dental and psychological counseling.
A total of $93,306 was provided to Religious Community Services – The Havens and
Grace House. The Havens facility provides housing, case management and a variety
of services for victims of spouse abuse. The Grace House facility provides transitional
housing for homeless families. The Havens provided spouse abuse services to 37
families while Grace House provided services to 612 families.
CDBG funds were provided in the amount of $30,000 to the Pinellas Opportunity
Council to administer their Chore Services Program. Through this program, various
chore services were provided to 66 elderly, frail elderly, developmentally-disabled
and physically-disabled individuals to assist them in remaining in their home.
The Cityprovided funding in the amount of $12,000 to WestCare GulfCoast Florida,
Inc. for salary support to operate the Turning Point overnight shelter. The shelter
provides an overnight facility for homeless persons under the influence of drugs
and/or alcohol. It operates as an inebriate receiving and intervention program that
provides for a 24-hour sobering up area, intensive case management, and placement
services. The agency’s goal was to serve 150 homeless Clearwater individuals. The
agency expended $12,000 and assisted 172 homeless Clearwater individuals.
The City did not receive any applications for direct support for providing housing
opportunities for persons with HIV/AIDS. The City will continue to outreach to
agencies that provide services to this community.
First Program Year CAPER 19
6. CITIZENS PARTICIPATION
The City maintains a Neighborhood and Affordable Housing Advisory Board to
encourage public participation. The Board meets periodically to discuss and make
recommendations to City staff and the City Council on housing-related issues. The
City Clerk’s Office maintains minutes from the meetings.
The City has not received any citizen comments on the Proposed FY 2010-11 CAPER.
7. OTHER ACTIONS
a. Fostering and Maintaining Affordable Housing
The City has been very proactive in fostering and maintaining affordable housing.
Although the City cannot control the cost of labor, goods or land costs, the City
continues to look for new and creative ways to address the issue of affordability.
Some of the steps the City has taken in the past and/or is currently doing include:
Design homes that are practical and efficient
Subsidize impact fees
Provide financing at below market rates, zero percent and/or deferred
payment loans
Fund subrecipients to acquire vacant properties and build affordable houses
Work with subrecipients to acquire homes foreclosed by HUD and resell them
as affordable housing units
Pay for infrastructure improvements with general revenue funds
Change the City’s Development Code to address other development issues
Work with the local housing authority to buy property and resell for affordable
housing
Work with developers to put together applications for funding through the
Low-Income Housing Tax Credit Program, State of Florida Housing Bond
Program and other resources to build or rehabilitate rental units for affordable
housing
b. Barriers to Affordable Housing
In the early years (1992 – 1995) of the City’s SHIP Program, the Clearwater's
Affordable Housing Advisory Committee (AHAC) reviewed the following areas to
identify potential barriers to affordable housing:
Affordable Housing Definitions
Permit Processing
Impact Fee Requirements
Infrastructure Capacity
Residential Zoning Density
Transfer of Development Rights
On-Site Parking and Setback Requirements
Zero-Lot Line Development
Sidewalk and Street Requirements
Regulatory Review Processes
Inventory of Lands Suitable for Affordable Housing Development
First Program Year CAPER 20
The City began receiving SHIP Program funding in 1992 when the Florida Legislature
adopted the Sadowski Act. The SHIP Program is a dedicated source of affordable
housing funds that are provided annually to cities and counties within the State of
Florida.
One of the driving forces behind the passage of the Sadowski Act was the Florida
Homebuilders and Contractors Associations. As a result of their lobbying effort, SHIP
jurisdictions each year must expend 75% of their funds, entitlement and recaptured
funds, on activities that involve construction and/or rehabilitation of homes, and in
addition, 65% of the funds, entitlement and recaptured funds, must result in
homeownership.
A major requirement of the SHIP Program, as well as a condition of receiving
continued funding, was each jurisdiction had to adopt affordable housing incentives
that would assist in the implementation of their affordable housing activities. Each
SHIP entitlement community was required to adopt an Affordable Housing Incentive
Plan (AHIP), which contained, at a minimum two statutory required incentives: 1.
Assurance that permits as defined in Chapter 163.3164(7) and (8) F.S. for affordable
housing projects are expedited to a greater degree than other projects; 2. An
ongoing process for review of local policies, ordinances, regulations, and plan
provisions that increase the cost of housing prior to their adoption (420.9071(16)
F.S.).
During the 2007 legislative session, the Florida legislature passed House Bill 1375.
Under this bill, approval was granted for the creation of Section 420.9076 of the
Florida Statute. This statute requires counties and cities receiving SHIP funds to
appoint an eleven member Affordable Housing Advisory Committee (AHAC). The
statute further provides that the committee be made up of members from a specific
industry or a specific group as identified in the statute. The requirement was largely
met through the use of the City’s existing Neighborhood and Affordable Housing
Advisory Board (NAHAB). The City Council adopted Resolution No. 08-15 that created
and appointed the AHAC.
The duties of the AHAC included reviewing policies and procedures, ordinances, land
development regulations and the City’s adopted comprehensive plan and
recommending specific actions or initiatives to encourage or facilitate affordable
housing.
Per state statute, at a minimum, the AHAC reviewed and made recommendations on
the following:
1.The processing of approvals of development orders or permits, as defined in
F.S.163.3164 (7) and (8), for affordable housing projects is expedited to a
greater degree than other projects.
2.The modification of impact-fee requirements, including reduction or waiver of
fees and alternative methods of fee payment for affordable housing.
3.The allowance of flexibility in densities for affordable housing.
4.The reservation of infrastructure capacity or housing for very-low income
persons, low-income persons, and moderate-income persons.
5.The allowance of affordable accessory residential units in residential zoning
districts.
6.The reduction of parking and setback requirements for affordable housing.
First Program Year CAPER 21
7.The allowance of flexible lot configurations, including zero-lot-line
configurations for affordable housing.
8.The modification of street requirements for affordable housing.
9.The establishment of a process by which a local government considers, before
adoption, policies, procedures, ordinances, regulations, or plan provisions that
increase the cost of housing.
10.The preparation of a printed inventory of locally owned public lands suitable
for affordable housing.
11.The support of development near transportation hubs and major employment
centers and mixed-use developments.
In July 2008, the Economic Development and Housing Department contracted with
Wade Trim, Inc. to help facilitate the process. Wade Trim coordinated the
preparation of the Local Housing Incentive Strategy in cooperation with City staff and
the AHAC. The Local Housing Incentive Strategy encompasses the definition, vision,
strategic focus areas and incentive recommendations in order to facilitate the
development of affordable housing in the City. The AHAC convened on four occasions
in order to develop and identify the value of affordable housing, identify the
principles for Clearwater’s affordable housing and develop a vision statement to be
included as part of the Local Hosing Incentives Strategy. A separate focus group
consisting of for-profit and non-profit affordable housing developers was organized in
order to gain additional insight and recommendations concerning the incentive
strategies.
The report highlights an affordable housing vision statement that was derived from
input by board members. Additionally, AHAC members focused on the values that
affordable housing brings to the City. The themes identified centered on the values
that affordable housing supports a dynamic and competitive economy, improves the
social well being that builds a sense of community, and ensures that the City’s
workforce can live within the City limits. Furthermore, the AHAC also identified and
recommended provisions that would identify adaptive reuse practices, require
triennial updates to the City’s Local Housing Incentives Strategy, support design
standards for affordable housing developers, improve communication and marketing
channels for affordable housing, diversify financing resources, and support
development of public and private partnerships for the provision of affordable
housing.
By statute, the initial report was submitted to the City Council by December 30,
2008. After the initial submission, the reports become due every three (3) years on
st
December 31 of the year preceding the submission of the Local Housing Assistance
Plan (LHAP).
The City Council reviewed the Local Housing Incentives Strategy recommendations
that were approved by the AHAC on November 19, 2008. The City Council adopted
an amendment to the LHAP to incorporate the local housing incentive strategies it
will implement for the City. The amendment included, at a minimum, the state
required incentive strategies specified above. Upon approval, the City notified the
state of its adoption of an amendment to its LHAP to incorporate the incentive
strategies. The notice included a copy of the approved amended plan in order to
comply with the SHIP programs participation guidelines.
In future years, as part of the monitoring process conducted by the State of Florida,
the monitors will be evaluating how local jurisdictions are implementing their
First Program Year CAPER 22
affordable housing incentives in order to ensure they are meeting their statutory
obligations. These evaluations will analyze the process and policies that all affordable
housing projects go through from start to finish. This process is not totally exclusive
to affordable housing projects using SHIP dollars, but any affordable housing project
taking place in the City, regardless of the funding source.
c. Managing the Process
As part of the review process for proposed policies, regulations, plans and programs,
the sponsoring City department requests the Economic Development and Housing
Department to analyze the economic impact of the action proposed as it pertains to
the cost of housing. The analysis shows the estimated increase in cost to an average
home. The analyses are maintained on file in the Housing Division of the Economic
Development and Housing Department.
The City holds public hearings and meetings to obtain citizen input and to respond to
citizen proposals and inquiries about activities and program performances. Citizens
and other City stakeholders have emphasized the need to consider the City’s diverse
interests in the establishment of goals, objectives, policies and priorities; the
identification of new projects and programs; and in the application, monitoring and
evaluation of existing programs.
Typically, the Economic Development and Housing Department staff meets with
prospective affordable housing developers to determine the level of assistance and
project needs. If the developer proceeds with a project, staff facilitates the plan
review and permitting process through the Planning, Building and Engineering
Departments. This allows the Economic Development and Housing Department to
troubleshoot and streamline the process.
Below is a section from the City’s Expedited Processing and Ongoing Review Policy.
d. Expedited Processing
i. Building Department
All affordable housing projects, as defined in Chapter 163.3164(7) and (8) F.S., that
are located within the City limits are required to include with their application for a
building permit a request for ExpeditedProcessing. A copy of this request must be
provided to the Building Official and to the Director of the Economic Development
and Housing Department. Expedited Processing affords eligible projects priority over
projects without this status. When an affordablehousing project receives approval,
the Building Division notifies the Director who, in turn, will document the timeframe
for the application process.
ii. Planning Department
The Planning Department will follow the City of Clearwater - Community
Development Code when processing all affordable housing applications for activities
that require rezoning, land-use amendments, variances, development orders, etc.
Under the Code, all projects are reviewed and may be scheduled for the next
meeting of the Development Review Committee (DRC – staff level review) and if
needed, the Community Development Board (CDB). Many applications can be
decided at the staff level and may not need to go DRC and/or CDB. When affordable
First Program Year CAPER 23
housing projects and/or applications are submitted that can be decided at the staff
level, they shall receive priority and be reviewed before any non-affordable housing
project and/or applications. Applicants must indicate that the project will be an
affordable housing development and/or project. The Planning Department has and
will continue to implement, where possible, the expedited plan amendment process
for large-scale amendments related to the provision of affordable housing.
e. Comprehensive Plan Analysis
The City’s Comprehensive Plan includes a state mandated housing element that
analyzes the City’s existing and projected housing need. The element contains goals,
objectives and policies that work in tandem with other housing policy documents.
Fostering and maintaining an affordable housing supply is one of the element’s
primary goals. The goal is supported by policies that aim to reduce barriers to public
and private sector construction of affordable units.
The Economic Development and Housing Department coordinated with the Planning
Department in 2005 for the preparation of the Evaluation and Appraisal Report (EAR)
for the Comprehensive Plan. A focus of the EAR was affordable housing. In this
regard, the EAR included an assessment of the successes and shortcomings of the
City’s affordable housing policies and programs, along with recommendations for
improvement.
The EAR recommendations were addressed in a major update of the Comprehensive
Plan in 2007-2008. As part of the review process, the City formed a Citizen Advisory
Committee (CAC) to provide direction in the EAR. The CAC, along with a consultant
(Wade Trim, Inc.), established identification of data needs and methods of
compilation, meetings, methodology of comprehensive issues analysis, and
coordination with other city departments. The results were provided to the City’s
Planning Department. The Planning Departments recommendations were approved
by the City Council.
f. Lead Based Paint
Lead based paint continues to be a serious problem throughout cities across
America. It is usually prevalent in homes built prior to 1978. Clearwater’s housing
stock is relatively new with the average home being built after 1970. However, the
City still maintains that lead based paint is a serious issue and conducts housing
inspections to determine if there are defective paint surfaces. If lead conditions are
present, the lead paint is either removed or covered in a manner described by HUD.
The City will continue its effort to rid structures of lead based paint and will inspect
any homes built prior to 1978 for any presence of lead based paint. The City will
continue to test and remove all lead based paint surfaces in structures that are being
rehabilitated under our programs that are using federal funds. The City will use the
services of the Pinellas County Environmental Department to test all structures with
defective paint surfaces and the local Health Department to test children for elevated
blood levels. The Willa Carson Community Health Resource Center continues to
participate with the City by providing a meeting area for neighborhood based
education programs, disseminating information on the hazards of lead based paint,
and blood screenings.
First Program Year CAPER 24
The City places information about lead based paint and safety on the City’s Housing
Division website.
Program activities include:
Collaboration between public-private agencies involving housing, health, and
community-based organizations to facilitate a Healthy Home Team to go
door-to-door in the targeted Brownfields area to identify children and homes
at risk
Assurance that children identified as at risk receive blood lead testing and the
child with elevated lead levels receives follow-up care
Promotion of a public awareness campaign through education via physicians
and the community and disbursement of educational materials
Routine placement of educational materials on the City’s Housing Division
webpage
Assessment of homes at risk to identify lead hazard control services to
eliminate hazards identified in homes
Initiation of supportive lead hazard control services to eliminate hazards
identified in homes
Evaluation of prevention activities to measure the impact and outcome of
program services and intervention efforts in the community
g. Poverty Level Assessment
The City realized that the most effective way to reduce the number of persons below
the poverty level was to increase their income through providing employment
opportunities.
The City provides funding to support service organizations that reduce impediments
for families allowing them to rise above the poverty level. The City provides
economic development opportunities to non-profit and for-profit businesses that
agree to hire lower-income individuals. Through the coordination of programs,
including the Environmental Protection Agency, State Brownfields Redevelopment
initiatives, Juvenile Welfare Board, United Way, the Eckerd Foundation, Pinellas
County WorkNet, and the University of South Florida, the City will continue to expand
its efforts to reduce impediments.
h. Institutional Structure
To overcome gaps in institutional structures and enhance coordination, the City
provided local lenders with information relative to the City’s housing programs.
Together we are able to provide home ownership and homebuyer opportunities for
very-low to moderate-income families. The City and its subrecipients pre-qualify
clients to the lender's and City’s specifications and provides financing in the form of
down payment assistance.
i. Public Housing and Residential Initiatives
The City understands the benefits of improving public housing and resident
initiatives. To improve the lives of families residing in public housing the City
targeted the children to break the cycle. The City will continue to work and
strengthen our relationship with the Clearwater Housing Authority (CHA) to foster
innovative public housing developments, potential joint ventures and residential
First Program Year CAPER 25
initiatives.
The agency’s FY 2010 and FY 2011 five-year and annual plans are attached as
Appendix A and Appendix B.
8. HOUSING
a. Housing Needs
The City has been very proactive in fostering and maintaining affordable housing.
Although the City cannot control the cost of labor, goods or land costs, the City
continues to look for new and creative ways to address the issue of affordability.
Some of the steps the City has taken in the past and/or is currently doing include:
Design homes that are practical and efficient
Subsidize impact fees
Provide financing at below market rates, zero percent and/or deferred
payment loans
Fund subrecipients to acquire vacant properties and build affordable houses
Work with subrecipients to acquire homes foreclosed by HUD and resell them
as affordable housing units
Pay for infrastructure improvements with general revenue funds
Change the City’s Development Code to address other development issues
Work with the local housing authority to buy property and resell for affordable
housing
Work with developers to put together applications for funding through the
Low-Income Housing Tax Credit Program, State of Florida Housing Bond
Program and other resources to build or rehabilitate rental units for affordable
housing
b. Specific Five-Year Housing Objectives
Build 200 new mixed-income rental units in conjunction
Housing Objective One:
with ongoing redevelopment/revitalization projects.
Federal Funds: HOME/CBDG
State/Other Funds: SHIP, FHFC programs
Acquire and/or rehabilitate 50 units in small rental
Housing Objective Two:
complexes for mixed-income affordable rental housing.
Federal Funds: HOME/CBDG
State/Other Funds: SHIP, FHFC programs
Housing Objective Three:Preserve the existing housing stock by rehabilitating 100
units owned by low-income owner households.
Federal Funds: HOME/CBDG
State/Other Funds: SHIP
First Program Year CAPER 26
Housing Objective Four:Preserve the existing housing stock by funding the
acquisition and rehabilitation/expansion of 50 existing units for new low-income
owner households.
Federal Funds: HOME
State/Other Funds: SHIP
Housing Objective Five:Provide direct down payment/closing cost assistance to 100
low and moderate-income homebuyers.
Federal Funds: HOME
State/Other Funds: SHIP, HFA Bonds
Housing Objective Six:Construct 20 new affordable, for sale, in-fill units in support
of the City’s ongoing revitalization/redevelopment activities.
Federal Funds: HOME/CDBG
State/Other Funds: SHIP
Housing Objective Seven:Provide credit counseling and homeownership training
assistance to 100 perspective low-income homebuyers.
c. Housing Accomplishments
Goals Actual Actual Actual ActualActual Actual Total
FYFYFYFYFYFY
2006 2007 2008 2009 2010 2011
Build Mixed 200485089
Income
Rentals
Acquire/Rehab502131429
Mixed Income
Rentals
Rehab Low- 10020181817219103
Income
Owner
Housing
Acquire/Rehab50491014
Low-Income
Housing
Down 1001214715241991
Payment
Assistance
Low-Income
Housing
Build New
20101435133
Affordable
Housing
Housing100312132204286135151,084
Consulting
Total Housing 5204646314414958374
Units
First Program Year CAPER 27
During FY 2010-11, the City made a total of nine (9) owner-occupied rehabilitation
loans with HOME and/or SHIP and Pinellas Housing Trust Fund Program funds. One
SHIP-only loan was provided to a low to moderate-income family with income of less
than 50% of area median income. An additional combination of HOME, PCHTF and
SHIP loans were provided to eight (8) low to moderate-income families. Of those
loans, five (5) were provided to families with income less than 50% of area median
income and three (3) loans were provided to a family with income between 50-80%
of area median income.
Homeowner rehabilitation produced $46,587 in expenditures from the HOME
Program with an additional $52,188 in SHIP funds expenditures as the HOME match.
The total expenditures from all funds were $98,775.
The City offers several programs that help make housing more affordable to very-low
and moderate-income homebuyers. The City’s Home Ownership Program will lend
funds to purchase land, provide down payment assistance, pay impact fees, pay
disposition and closing costs and build new homes for income eligible home buyers.
Funds in this program are also available to approved non-profit agencies financing
their clients home ownership needs. Currently these agencies include:
Clearwater Neighborhood Housing Services, Inc.
Community Service Foundation
Habitat for Humanity
Largo Area Housing Development Corporation
Tampa Bay Community Development Corporation
The City provided an allocation of $660 to Tampa Bay Community Development
Corporation (TBCDC) to administer their Home Buyers Club and Homeownership
Counseling Program and $60 in funding to Clearwater Neighborhood Housing
Services (CNHS) to implement a Housing Education/Counseling Program. The City
did not provide a pool for home buyer counseling programs. Instead the City
provided housing counseling services to homebuyers who participate in the HOME
Homebuyer’s Program. All of the education and counseling programs were funded
through the HOME Program.
Over nineteen (19) individuals/families took part in the education/counseling
services during this reporting period. Of this total, seventeen (17) participated in
both TBCDC Programs Homeownership Counseling and Homebuyer Education
Programs and two participated through Clearwater Neighborhood Housing Services,
Inc. Housing Education/Counseling Programs.
9. HOME Program
a. Assessment of Relationship of HOME Funds
The City received an allocation of $565,055 in HOME Entitlement Funds for
FY 2010-11. The majority of the funds were set aside for housing development. The
table shows how funds for the entitlement allocation were budgeted this reporting
period:
First Program Year CAPER 28
Subrecipient Housing Pool $423,792
Community Housing Development
Organizations$84,758
Program Administration $56,505
TOTAL $565,055
Funds set aside in the Subrecipient Housing Pool may be used for homeownership
rehabilitation; new single-family housing construction, down payment and closing
cost assistance, acquisition of real property and other related housing costs. Funds
set aside for the Community Housing Development Organization are undetermined.
The table lists the activities by which the funds were expended during this reporting
period with the FY 2010-11 entitlement allocation, program income and
reprogrammed funds from prior years.
Rehabilitation Owner-Occupied$61,113
Administration/Program Delivery Costs* $90,019
Rental Housing Development $391,986
Community Housing Development Organizations$60,478
Down Payment and Closing Costs Assistance $256,296
Total HOME Expenditures $859,892
*Includes administration from entitlement and program income
The City has three (3) certified Community Housing Development Organizations
(CHDOs); Clearwater Neighborhood Housing Services, Inc., Habitat for Humanity of
Pinellas Community Housing Development Organization, Inc. and Largo Area Housing
Development Corporation. The City is currently soliciting other organizations to
become eligible as a CHDO.
b. HOME Match Report
Please see Match Report in Appendix under “IDIS Reports”.
c. HOME Inspections, Affirmative Marketing Actions, Outreach to Minority
and Women Owned Businesses
Three rental housing developments previously funded and subject to HOME
monitoring were inspected during this reporting period. The housing developments
were Wellington Apartments, Fulton Avenue Apartments and Lexington Apartments.
Wellington and Fulton Avenue Apartments provide housing for low to moderate-
income families and Lexington Apartments provide housing for the elderly.
The monitoring visits to Wellington, Fulton Avenue and Lexington Apartments did not
show any areas of non-compliance.
10. OTHER HOUSING PROGRAMS
a. State Housing Initiatives Partnership (SHIP) Program
First Program Year CAPER 29
During FY 2010-11, the City expended the following dollars in association with the
development and preservation of loans for housing units for low to moderate-income
families with acquisition, down payment and closing cost assistance for new and
existing units.
Challenge Fund Infill (Acquisition) Loan Program
SHIP Funds Expended $32,500
Private Funds Expended $556,000
Owner Equity $16,477
TOTAL $604,977
Funding from this program provided five (5) families with property acquisition cost
assistance. The family had income at less than 80% of the area median income.
Down Payment and Closing Cost Assistance Loan Program
SHIP Funds Expended $66,391
Other Public Funds Expended $0
Private Funds Expended $1,029,926
Owner Equity $27,490
TOTAL $1,123,807
Funding from this program provided twelve (12) families with down payment and
closing cost assistance. All twelve (12) families had incomes less than 80% of the
area median income.
Rehabilitation Loan Program
SHIP Funds Expended $52,189
TOTAL $52,189
Funding from this program provided rehabilitation funds to eight (8) families. All the
families assisted had income less than 80% of the area median income.
A total of $190,314 in total revenues (allocation, program income and recaptured
funds) was deposited into the Pinellas County Housing Trust Fund during State FY
2010-11. These funds were generated through the following:
State Annual Distribution $0
Program Income $190,314
TOTAL $190,314
b. Emergency Shelter Grants Program
The City does not receive any Emergency Shelter Grant Funds.
First Program Year CAPER 30
c. Community Development Block Grant Program - Recovery
In June 2009, HUD awarded the City $251,549 in funding through the CDBG-R
Program. Through this program the City allocated $25,154 for administration,
$143,305 for sidewalk improvements and $83,090 for the East Gateway District
Façade Improvement Program.
During this reporting period, the City expended $36,500 for sidewalk improvements,
$81,500 in loan to grant funds through the façade improvement program and $4,670
for administration.
d. National Stabilization Program 3
Pursuant to federal regulations published in the Federal Register at 75 FR 64322 and
regarding Title III of the
Housing and Economic
Recovery Act of 2008, as
amended, and in
accordance with Title XII
of Division A of the
American Recovery Act of
2009, as amended,
additional funds were
allocated under Section
1497 of the Wall Street Reform and Consumer Protection Act of 2010 for the
Neighborhood Stabilization Program 3 (NSP 3) and those established at 24 CFR Part
91 require the City of Clearwater to amend its FY 2010-11 Action Plan to
incorporated the proposed FY 2010-11 Neighborhood Stabilization Program Action
Plan.
The U. S. Department of Housing and Urban Development recently awarded the City
of Clearwater $1,385,801 in funding through the NSP 3 Program. The NSP 3 Program
is designed to stabilize neighborhoods that have been and continue to be damaged
by the economic effects of properties that have been foreclosed or abandoned. The
program integrated the following principals:
Retain the Community Development Block Grant distinctive requirements
Target and reconnect neighborhoods
Rapidly arrest neighborhood decline
Assure deep targeting requirements
Ensure continued affordable housing
Support projects that optimize economic activity
Build inclusive and sustainable communities
nd resources
Coordinate planning a
Leverage resources
The NSP 3 Program has established five allowable housing strategies for funding.
They include using the funds for housing related financing mechanism, acquisition
and rehabilitation, land banking, demolition, and redevelopment. It is proposed that
e City utilizes its funding in the following manner:
th
First Program Year CAPER 31
Activity Amount # of Units
Financing Mechanism$350,0006
Acquisition and Rehabilitation$397,2214
Redevelopment $500,00010
Administration$138,580
20
TOTAL $1,385,801
The target areas identified by HUD include the city-approved Neighborhood
Revitalization Strategy Areas to include portions of the North Greenwood, South
Greenwood, and East Gateway Strategy Areas.
The City has determined that projects in the following areas may qualify to receive
assistance:
Stevens Creek/North Greenwood Area
The Stevens Creek/North Greenwood
Area was selected to continue the
city’s efforts to stabilize the
community. The City’s initial
investment in the area was in
February 2008 when the Clearwater
Housing Authority received
permission from HUD to sell its
deteriorated Homer Villa Public
Housing Complex. Through the
efforts of the City and Pinellas
County, the City was able to assist
Habitat for Humanity of Pinellas
County in obtaining ownership of the
9.8 acre parcel of land. The City
contributed $725,000 toward the acquisition and demolition. Pinellas County
provided $1.425 million for land acquisition, engineering and site construction. As
the property lay vacant, the City again partnered with Pinellas County to identify a
financing strategy to build fifty-one (51) new single family homes on the vacant
property. This redevelopment project will have an estimated $8.415 million dollar
project cost. The project will provide housing opportunities for families with incomes
between 30% and 80% of area median income. Funding through the NSP 2 Program
provided a construction loan in the amount of $2.34 million to build eighteen (18)
new housing units.
he East Gateway Area
T
The East Gateway Area was selected to continue the efforts made when the City
established it as a HUD Neighborhood Revitalization Strategy Area. Through the
loped as a
efforts identified in the five year strategy, the area will continue to be deve
low to medium-density residential neighborhood supported with housing,
neighborhood commercial and professional offices. To help redevelop this
community, the City has established and funded a Façade and Building Improvement
First Program Year CAPER 32
Program to provide incentives to businesses for public-private investment. The City
committed $80,000 as redevelopment stimulus through the Community
Development Block Grant – Recovery Program. An additional $142,000 was
provided through the Recovery Program in this area for sidewalk improvements. In
housing development, the City hopes to turn a $700,000 Community Development
Block Grant Program loan into a $7 million dollar investment in affordable housing
for this area. The planned development, Country Club Homes, includes thirty-one
(31) new affordable townhomes. NSP 2 funding in the amount of $1.5 million will be
used as construction financing to commence construction of the community project.
The homes include 3 bedrooms, 2.5 bathrooms and two car garages.
Recently, the City purchased a dilapidated hotel that was an eye sore in the
community and a place of many Police calls for service. The City purchased the
property for $1.675 million with funding through the Community Redevelopment
Agency (CRA). The 2.2 acre property was demolished and land banked for future
development.
re
Lake Belleview (f.k.a. South Greenwood Area)
The City is continuing their efforts to rehabilitate homes and develop infill housing in
the South Greenwood Area. In FY 2009-10 the City provided funding for two (2)
2) down payment assistance loans, and one (1)
infill housing loans, two (
rehabilitation loan.
In 2004, utilizing $2.9 million in general funds, the City built an aquatic/recreation
lds.
complex, a skateboard park, a fishing pier on Lake Belleview and new baseball fie
In 2008, utilizing $200,000 raised from grants and corporate sponsors, the City
partnered with an international organization, Let Them Be Kids, to design and
construct a playground at the Ross Norton Recreation Complex. In 2010, utilizing
$1.8 million in general funds, the City completed the Lake Belleview Stormwater
Improvement project that included major improvements to Lakeview Road. In 2010,
renovations were completed at the Ross Norton Baseball Fields to include bullpens,
sod, irrigation and the reworking of the pitching mounds. Plans are being developed
Greenwood per the request of the
to install traffic calming devices throughout South
neighborhood to improve safety for pedestrians.
The City of Clearwater is in the process of partnering with Pinellas County
Community Development Department for the acquisition of Norton Apartments
utilizing funding through the NSP 2 Program. This 1.8 million dollar investment in a
xpiring and
foreclosure acquisition helped to save 48 Housing Choice Vouchers from e
will provide rental opportunities for 48 low to moderate-income families.
. Pinellas County Housing Trust Fund
e
,139 in funding through the Pinellas
The City of Clearwater expended a total of $139
ounty Housing Trust Fund Program (PCHTF).
C
t
The City provided Kimberly Home with $26,632 to renovate a two (2) unit apartmen
to be used for housing for teenage mothers, $54,000 to Abilities at Morningside to
purchase eight (8) units for rental housing for disable individuals and families and
ilities at Morningside II to renovate seven (7) rental housing units for
$50,000 to Ab
the disabled.
First Program Year CAPER 33
Other expenditures include $1,007 as a HOME match to rehabilitate a home for a low
to moderate-income homeowner and $7,500 for down payment and closing cost
assistance.
f. Brownfields Program
The Brownfields Area is one of the oldest sections of the City with a low-income,
minority population in the most densely populated county in Florida. The City’s
Brownfields area covers all three of the City’s Neighborhood Revitalization Strategy
Areas.
Clearwater has the distinction of being the first state-designated Brownfields area in
the State of Florida. It was over ten years ago since the City was awarded its first
EPA Brownfields Assessment Grant. The Clearwater Brownfields Area (CBA), with
approximately 244 regulatory listed sites located in over 7,000 properties, is spread
across more than 1,842 acres.
Clearwater defines Brownfields as “redevelopment opportunities that result in viable
economic and community development, residential, and open-space/greenspace
projects.” The definition reflects a perception of Brownfields that is results-oriented,
viewing challenges as opportunities rather than insurmountable liabilities.
Over the last decade, the City has moved aggressively to attract funding for its
Brownfields program. The City has received a total of $2.9 million in EPA grants and
over $1.8 million in state and other
Brownfields related funding. Clearwater has
conducted over ninety Phase I
Environmental Assessments, over seventeen
Phase II Assessments, and fourteen sites
have been cleaned up and readied for reuse.
To capture the benefits to public health, the
City’s Economic Development & Housing
Department Brownfields Program developed
a Model Scoping Plan and Report for the
Tampa Bay Region Public Health Monitoring Project (PHM). The PHM was funded from
a US EPA Brownfields Assessment Grant. By integrating public health with
Brownfields redevelopment, the physical, mental, social and spiritual well being of
individuals, families and the community can be improved.
To gain insight about health challenges faced by Clearwater communities, an initial
meeting was held with local public healthcare providers. A summary report of the
meeting was considered an initial measurement to develop a collaborative effort to
improve community health, well-being and sustainability.
Tangible benefits of Brownfields redevelopment can include health clinics, community
gardens, parks and recreations area, and health related business (e.g. pharmacies,
diagnostic centers). Public health monitoring offers a variety of tools that can be
used to identify the public health needs that may be addressed through Brownfields
redevelopment. These include mapping of site characteristics, examination of vital
statistics and monitoring of health and environment (e.g. asthma surveillance, lead
abatement) among other measures.
First Program Year CAPER 34
The CRA-owned former Clearwater Auto Salvage Yard finalized environmental
remediation and received a Site Rehabilitation Completion Order on July 1, 2009
from FDEP. Tax credits have been awarded from the FDEP Voluntary Tax Clean-up
Program in the amount of $516,943.70 for this project.
The CRA also acquired the Car Pro property (see East Gateway NSRA) for
environmental remediation. The City is currently working with FDEP and USEPA to
complete site assessments and remediation of environmental impacts related to
historical activities at the site.
A Brownfields reuse plan for the East Gateway District was funded from the
Brownfields program. The 30+ area encompasses the portion of the East Gateway
District from the east side of Lady Mary Drive to the Highland Avenue/Gulf to Bay
Boulevard/Court Street intersection generally including parcels along Cleveland
Street and Gulf to Bay Boulevard. The subject area contains 64 parcels, constituting
20.65 acres (an additional 9.5
acres of right-of way makes up
the remainder of the subject
area).
Brownfields Site Assessments
were performed when the CRA
acquired the property located
within the western portion of
the East Gateway. The 2.53
acre site had blighted
structures that were also
demolished. This purchase eliminated a nuisance business and its negative impacts
and gave the CRA an opportunity to create a development asset (catalytic
development) to further the East Gateway stabilization and revitalization goals (Five-
Year Action Plan).
The City made scholarships funds available for eligible Brownfields residents to enroll
in a healthcare and medical accreditation program offered at Ultimate Medical
Academy campuses located at 1218 Court Street and 1255 Cleveland Street.
Brochures were created and distributed to non-profits and libraries in the Brownfields
area. To date, sixteen students were awarded various scholarships, depending on
their field of choice, at a cost of $34,092.50.
11. COMMUNITY DEVELOPMENT
The City utilized a strategy of diversification when selecting CDBG eligible activities.
During FY 2010-11, funding in the amount of $200,987 was allocated for
administration, $111,542 for housing activities (rehabilitation, acquisition,
disposition, etc.), $175,000 for program delivery costs for the City rehabilitation,
infill and economic development program, $346,306 for public facilities and
improvements and $171,102 for public services.
In addition to the FY 2010-11 allocations, the City made available $76,950 for the
demolition program, $60,902 for public services, $865,928 for the housing pool and
$35,338 for the economic development program through prior years CDBG program
funds.
First Program Year CAPER 35
FY 2010-11 Projects
The City provided funding in the amount of $30,000 to Clearwater Homeless
Intervention Project, Inc. for salary support to operate an emergency shelter
program for the homeless. The agency provides sixty-seven (67) shelter beds and
ten (10) transitional beds for the homeless. In addition to housing, the agency
provides food, clothing, medical care, personal care items, transportation, case
management, and other related services. The agency’s goal was to assist 1,500
homeless individuals. The agency expended $30,000 and assisted 760 homeless
individuals. The agency closed during the reporting period.
The City provided funding in the amount of $58,000 to Community Pride Child Care
of Clearwater, Inc. for building renovations. The renovations will include roof and
window replacements at the Breeden Center. The agency provides quality child
development and supportive services to low-income, at risk, and homeless children
and families. The agency’s goal was to provide child care services to 185 children.
The agency expended $57,998 and provided child care services to 224 children.
The City provided funding in the amount of $7,500 to Community Service
Foundation, Inc. for salary support to operate a fair housing counseling and housing
placement program. The program provides housing services to help lower income
families and individuals locate and secure permanent, decent, affordable housing.
The program also strives to counsel households on Fair Housing Landlord/Tenant
Rights, and to provide emergency food and shelter program rent and mortgage
payment assistance. The agency’s goal was to serve 60 households. The agency
expended $6,099.29.
The City provided funding in the amount of $26,381 to Gulf Coast Legal Services,
Inc. for salary support to implement the agency’s Legal Aid to Preservation Housing
Project. The project seeks to provide legal assistance for low and moderate-income
residents of Clearwater who are victims of predatory lending practices, foreclosure
rescue scams, persons who are experiencing or who have experienced discrimination
and/or fraud in housing and to remedy these matters through negotiation, mediation
or litigation and to assist residents in filing complaints regarding violations of Fair
Housing Laws. The agency’s goal was to serve 100 people. The agency expended
$22,140 and assisted 110 people.
The City provided funding in the amount of $12,000 to Homeless Emergency Project,
Inc. for salary support to operate facilities for the homeless. The agency provides
300 units of decent housing for individuals and families, intensive case management
through wellness recovery action planning, medical and mental health services, drug
and alcohol preventive services and other related services. The agency’s goal was to
assist 1,000 homeless adults and children. The agency expended $12,000 and
assisted 1,020 homeless individuals.
The City provided funding in the amount of $195,000 to the Martin Luther King, Jr.
Neighborhood Family Center, Inc. for building renovations. The renovations will
include replacing the roof of the facility. The agency’s mission is to enrich the lives of
children and families in the spirit of community and providing direct services or
developing collaborative partnerships. This will be accomplished through their Youth
Development Program and Family Support Program. The agency’s goal was to
provide services to 680 children and families. The project was cancelled without any
expenditures and the funds were reprogrammed to other activities.
First Program Year CAPER 36
The City provided funding in the amount of $12,500 to Pinellas County Coalition of
the Homeless for salary support to implement a homeless program. The agency
promotes efforts to end chronic homelessness, provides outreach and housing
opportunities for homeless individuals and families and promotes opportunities to
end poverty through job training, employability skills, educational attainment, and
other related activities. The agency’s goal was to assist 5,000 individuals. The City
decided to use general revenue funds as opposed to CDBG funds; therefore, the
agency did not expend any CDBG funds and did not report on these activities.
The City provided funding in the amount of $2,800 to Personal Enrichment through
Mental Health Services, Inc. for salary support to operate their Family Emergency
Treatment Center. The center provides assessment, crisis intervention counseling,
individual and/or group support counseling, substance abuse assessment and
intervention, medication evaluation and administration, service and treatment
planning, referrals and other related services. The agency’s goal was to serve 150
residents of Clearwater. The agency expended $2,800 and assisted 138 Clearwater
residents.
The City provided funding in the amount of $30,000 to Pinellas Opportunity Council,
Inc. for salary support to implement the agency’s Chore Services Program. The
program promotes better livable opportunities by providing services to the elderly
and frail elderly. The services will help to alleviate blight and blighting conditions,
reduce crime, and create a sense of pride in their community by providing heavy
household cleaning, yard work and minor repairs. The agency’s goal was to assist 85
elderly households. The agency expended $30,000 and assisted 66 elderly
households.
The City provided funding in the amount of $93,306 to Religious Community
Services, Inc. for renovations and development at Grace House ($40,000) and The
Havens of RCS ($53,306.00). Grace House is an emergency shelter program for
homeless families. The funds provided to Grace House will be used to construct a
Computer Learning Center and provide for additional storage. The Grace House’s
goal was to assist 500 children and adults. The Havens of RCS is a facility that offers
housing and related support services for victims of domestic abuse. Funding to the
Havens will be used to replace windows, air conditioning system, water heaters and
appliances. The Havens’ goal was to serve thirty-four (34) domestic violence victims
(women and children). Both projects experienced delays and will be completed
during the next reporting period. The Havens expended $11,768 and assisted thirty-
seven (37) individuals and/or families. Grace House expended $3,562 and assisted
612 families.
The City provided funding in the amount of $7,921 to the Safety Harbor
Neighborhood Family Center for salary support to operate the Neighborhood Family
Center. The Bridge the Gap project is a combination of services to help individuals
and families survive; stay in their homes and to keep the families together by
providing food, clothing, hygiene products, baby needs, job training, and financial
assistance. The agency’s goal was to assist 500 families. The agency expended
$7,921 and assisted 405 families.
The City provided funding in the amount of $30,000 to the Willa Carson Health
Resource Center for salary support to operate a health facility. The center provides
accessible, quality, culturally sensitive health care to the uninsured and underserved
at no cost. The health care services include blood pressure screenings, diabetic
First Program Year CAPER 37
screening, cholesterol testing, clinical breast exams, educational programs, school
and work physicals any treatment of minor illnesses. The agency’s goal was to assist
2,000 individuals. The agency expended $30,000 and assisted 656 unduplicated
individuals.
The City provided funding in the amount of $12,000 to WestCare GulfCoast Florida,
Inc. for salary support to operate the Turning Point overnight shelter. The shelter
provides an overnight facility for homeless persons under the influence of drugs
and/or alcohol. It operates as an inebriate receiving and intervention program that
provides for a 24-hour sobering up area, intensive case management, and placement
service. The agency’s goal was to serve 150 homeless Clearwater individuals. The
agency expended $12,000 and assisted 172 homeless Clearwater individuals.
Please view the revolving loan fund section for available balances in the
rehabilitation, infill and economic development loan funds.
Through funding provided from the FY 2010-11 allocation and prior year funds, the
City expended $32,687 for demolition costs, $123,652 for administration, $9,998 for
economic development program delivery costs, $134,722 for rehabilitation program
delivery costs, $25,000 for infill housing program delivery costs, $169,682 for public
services, $69,766 for public facilities and improvements, $35,338 for façade
improvement loans and $29,640 for fair housing activities.
a. Nature and Reasons for Any Changes to Objectives
There were no changes or amendments to program objectives.
b. Assessment of Grantee Efforts to Carryout Planned Actions
The City maintains a consistent process to certify that agencies/non-profits, or
subrecipients who request funding through the City’s Programs are eligible. The
process begins in late February when the City publishes a Notice of Funding
Availability. The notice identifies the amount and type of funds available and their
eligible uses. The agencies complete an application for funding that is available
March. The application is due in April. Along with the application, the agencies also
provide a copy of their audit and budget. City Housing Staff review each application
for eligibility. A Technical Review Committee will evaluate each application through a
competitive ranking system. Their results are forward to the City’s Neighborhood and
Affordable Housing Advisory Board for approval.
Once approved, the recommendations and a notice of public hearing are published in
the local newspaper for public comments in May. After the public comment period,
the recommendations and public comments are forwarded to the City Council for
approval in July. After approval, the Consolidated Action Plan is forwarded to HUD for
approval. After HUD approval, the City prepares and executes the subrecipient
agreements in September for an October start date.
To ensure program success, the subrecipients are monitored continually. This
process is detailed in the monitoring section of this report.
1.All resources (CDBG, HOME and SHIP) listed in the Consolidated Plan were
obtained.
2.The City supported the Homeless Emergency Project in an application for
federal funds.
First Program Year CAPER 38
3.In addition to CDBG, HOME and SHIP funds, the City was successful in
obtaining private sector leveraging for new housing construction and financing
home purchases.
c. Actions of Funds Used Outside the National Objectives
All CDBG funds were used for activities that meet the national objectives.
d. Acquisition, Rehabilitation and Demolition Narrative
Neither the City, nor its subrecipients, acquired or rehabilitated buildings that
resulted in the displacement of business, individuals or families as a result of
projects funded with CDBG or HOME dollars. All properties that were acquired with
CDBG funds were voluntary and mostly vacant parcels.
The City’s subrecipients purchased all properties acquired during this reporting
period. They include Clearwater Neighborhood Housing Service, Inc. and Habitat for
Humanity.
When subrecipients become interested in a property they want to acquire, the
following steps are required:
1.The subrecipient informs the property owner they are interested in the
property.
2.The subrecipient sends out HUD Guide Notice-Disclosures to Sellers with
Voluntary, Arm’s Length Purchase Offer.
3.The subrecipient informs the owner they do not have the power of Eminent
Domain and the purchase would strictly be a voluntary transaction.
4.If the owner is interested in selling the property, an appraisal is obtained.
5.The subrecipient determines just compensation for the property.
6.The subrecipient offers just compensation to the owner.
7.The owner agrees to the offer, the subrecipient may purchase the property.
8.If the offer is not acceptable to the owner, both parties walk away from the
deal.
Temporary relocation benefits were provided to eligible homeowners while their
homes were being rehabilitated. Temporary benefits include moving, storage,
temporary rents, and utilities.
e. Economic Development Narrative
For FY 2010-11, the City expended $9,998 for Economic Development Program
Delivery. The program delivery costs were associated with managing the economic
development loan portfolio. These costs include, but are not limited to, collecting on
unpaid loans, sending out late notices, maintaining data in the City’s financial
system, and reevaluating loans. Currently, the City has suspended its Economic
Development Revolving Loan Program and is reviewing options on its status.
At the end of this reporting period, the balance in the City’s Economic Development
Revolving Loan Program was $225,168. The City is has establish a façade
improvement program. This program had an initial budget of $80,000 with funds
established from the existing revolving loan fund.
First Program Year CAPER 39
f. Limited Clientele Narrative
The City and its subrecipients maintain files that document all clients who qualify for
the limited clientele designation.
g. Loans and Other Receivables
The City maintains three revolving loan funds. They are the Rehabilitation Revolving
Loan Fund to rehabilitate owner-occupied housing, the Economic Development
Revolving Loan Fund to provide loans to for-profit businesses, and an Infill Housing
Revolving Loan Fund to acquire real property to build new owner-occupied housing.
During the reporting year, the Rehabilitation Revolving Loan Fund generated $68,577
in program income. The cash balance at the end of the reporting period was
$248,660. The Infill Housing Revolving Loan Fund generated $9,470 in program
income. The cash balance at the end of the reporting period was $288,061 The
Economic Development Revolving Loan Fund generated $6,853 in program income.
The cash balance at the end of the reporting period was $225,168.
Please see Financial Summary Report for other loans and receivable information.
h. Lump Sum Agreements
The City does not provide lump sum drawdowns.
12. NEIGHBORHOOD REVITALIZATION STRATEGY AREAS
The City of Clearwater’s Neighborhood Revitalization Strategy (NRS) is a component
of the City’s Five-Year Consolidated Plan. The strategy was established to promote a
flexible design in the City’s allocation of funds provided by HUD and CDBG to
promote innovative programs in economically disadvantaged areas of the City. The
NRS provides for enhanced regulatory flexibility in the program requirements for
providing CDBG funds for economic development, housing and public service
activities.
In terms of economic development relief, the strategy allows job creation or
retention efforts by businesses not to be hampered by requiring them to track the
income of people hired or retained. Economic development activities carried out in
the approved neighborhood revitalization areas are also exempt from the aggregate
public benefit standards.
The relief for public service activities can be viewed in terms of the regulatory
requirements that no more than 15% of the total CDBG allocation may be used for
public services activities. Under this strategy, all public services offered within the
subject neighborhoods and carried out as part of qualified projects by a Community
Based Development Organization (CBDO) are exempt from the public service cap of
15%. Therefore, the City will be able to offer a more intensive level of service to
stimulate revitalization. This allows the City to address some of the urgent needs of
the disadvantaged community by offering job training and other related economic
development assistance.
In terms of housing relief, the revitalization strategy will allow the City to track
scattered site housing units as a single strategy. This will enable the City to provide
First Program Year CAPER 40
housing opportunities to not only very-low to low-income families, but to other
families who earn between 80-120% of area median income. This will increase the
level of affordable housing units and thereby raise the income level of the
neighborhood and in the process create a mixed-income community. There are
several non-housing factors that cause a blighting influence on communities. They
range from vacant boarded structures, to crime, to lack of commercial/retail
activities. To help stimulate economic development opportunities within the North
Greenwood Neighborhood, the City took several measures to ensure that the
neighborhood would be stable. The City built an 8,000 square foot library and a
state-of-the-art aquatic/recreational center. In addition, the City provided roadway
enhancements on Martin Luther King Avenue from Seminole to Palm Bluff Avenue.
These were provided from non-federal resources.
The NRS includes two (2) different neighborhoods – the North Greenwood
Community and South Greenwood Community. They both have their own goals and
objectives.
The North Greenwood NRSA has identified the following strategies to improve their
neighborhood:
Eliminate poor conditions of structures
Remediate low-level contaminated sites
Reverse declining property values
Expand business opportunities
Create new investment opportunities in the neighborhood
Increase new job training and placement opportunities
Reduce the unemployment rate
Empower neighborhood residents to eliminate crime
Strengthen coordination of community organizations in the redevelopment
effort
The Lake Belleview (f.k.a. South Greenwood) NRSA has the same general strategies
of the North Greenwood Area and has identified the following items as needed in
their community:
Additional educational opportunities for businesses
A new neighborhood training facility
A new childcare facility
Job training opportunities
A community library
Additional new homes
Better social services
Better collaboration of existing organizations
More crime awareness programs
The City has taken several steps over the years to address the strategies in the NRS.
Steps include developing a flexible code enforcement program, purchasing and
demolishing dilapidated buildings, working with local law enforcement to reduce
crime, funding outreach programs and providing loans to small businesses.
a. North Greenwood
Listed are the projects the City has completed in the North Greenwood NRSA.
First Program Year CAPER 41
North Greenwood Branch Library - (2003)
North Greenwood Recreation/Aquatic Complex - (2003)
North Greenwood Apartments Renovation – (2003)
North Greenwood Corridor Enhancements - (2006)
North Greenwood Reclaimed Water - (2010)
Stevensons Creek Dredging Project – (Ongoing)
In this reporting period, the City provided federal funding for several projects in the
North Greenwood NRSA. They include:
Public Service Willa Carson Community Health Center $30,000
Public Service Homeless Emergency Project – Operational $12,000
TOTAL $42,000
The City is continuing their efforts to rehabilitate homes and develop infill housing in
the North Greenwood Area. For this reporting period the City provided funding for
three (3) rehabilitation loans.
b. Lake Belleview (f.k.a. South Greenwood)
The City is continuing their efforts to rehabilitate homes and develop infill housing in
the Lake Belleview Area. For this reporting period the City provided funding to
purchase vacant properties to build two (2) infill housing units and provided a loan to
build one (1) single family home and provide down payment and closing cost
assistance to two (2) homebuyers in the area.
Ross Norton Recreation Complex – (2004) Utilizing $2.9 million in general funds, the
City built an aquatic/recreation complex, a skateboard park, a fishing pier on Lake
Belleview and new baseball fields.
In 2008, utilizing $200,000 raised from grants and corporate sponsors, the City
partnered with an international organization, Let Them Be Kids, to design and
construct a playground at the Ross Norton Recreation Complex.
Lake Belleview Stormwater Improvement Project – (2010) Utilizing $1.8 million in
general funds, the City completed the Lake Belleview Stormwater Improvement
project that included major improvements to Lakeview Road from MLK to Missouri
Avenues.
In 2010, renovations were completed at the Ross Norton Baseball Fields to include
bullpens, sod, irrigation and the reworking of the pitching mounds.
In 2011, new potable water wells were installed at Ed Wright & Belmont parks. The
wells will serve the City’s new reverse osmosis plant currently under design.
In 2011, Phases 1 & 2 of the in-house traffic calming/ drug interdiction work near
Lake Bellevue was completed. These are speed humps used to not only calm traffic,
but also interrupt the drive-by drug trafficking. Phase 3 (Woodlawn Avenue) will be
completed in December 2011.
First Program Year CAPER 42
c. East Gateway District
In 2002, the 260-acre Clearwater Community Redevelopment Area (CRA) was
expanded to encompass 201 acres that included the East Gateway District, a
distressed neighborhood that serves as the primary gateway to Clearwater’s central
business district and beaches. The expansion was viewed as a strategic approach to
revitalize the East Gateway, leverage public-private partnerships for economic
development and housing, achieve stability in residential and business areas and
increase redevelopment potential.
Amendments to the Clearwater Downtown Redevelopment Plan in 2004 established
Downtown Character Districts. The East Gateway Character District sets forth the
vision and policies to govern new development and redevelopment in the
neighborhood.
The 176-acre East Gateway neighborhood is characterized by a mixed-land use
pattern of residential housing interspersed with pockets of poorly maintained rental
properties and outdated strip commercial developments. The commercial sector is
burdened with a declining business base, deteriorating infrastructure, a mismatch of
uses and vacant storefronts. The neighborhood struggles with code issues,
homelessness, high rental rates and a negative image of crime due to problematic
land uses and businesses. Significant decreases in traffic volumes, due to the
rerouting of a state road in 2005, have affected business activity in the neighborhood
and further emphasized the need for a targeted business development and
investment strategy.
The East Gateway Task Force, comprised of City staff from several departments, was
formed in 2005 in order to identify issues and develop a series of strategies
necessary to achieve positive change in the neighborhood. The Task Force conducted
a series of focus group meetings and neighborhood events in 2006 to gain an
understanding of neighborhood issues, values and preferences. Input received
through the public process was used in developing the East Gateway District Five-
Year Action Program, which was adopted by the CRA on May 13, 2008. The goals of
the Action Program are to:
Engage residents, businesses and other neighborhood interests in the creation
and implementation of the action program;
Achieve neighborhood stability by addressing the social, economic and
physical issues that plague the area;
Establish a unique and positive identity that instills neighborhood pride and
sense of ownership; and
Revitalize the neighborhood to attract reinvestment in private property.
The Action Program focuses on the following emphasis areas: 1) Safety and Security;
2) Business Environment; 3) Neighborhood Appearance; 4) Economic Growth and
Housing; and 5) Hispanic Community Integration. Generally, the Action Program will
be implemented through:
Application of applicable objectives, policies and design guidelines to
redevelopment projects during the site plan review process;
Use of the Public Amenities Incentive Pool;
First Program Year CAPER 43
Public strategies (e.g., Code revisions or new program to address a
neighborhood issue); and
Capital improvements projects (public and private).
Action Program activities have been assigned to one of two timeframes for
implementation over the five-year program period–Years 1 - 2: FY 07/08-FY 08/09
and Years 3 - 5: FY 09/10-FY 11/12. For action items that address particularly
challenging issues (chronically homeless) or are highly dependent on outside forces
(real estate market), the timeframe to achieve the desired outcome may extend
beyond the five-year program period. Such occurrences will be assessed and
reported during the monitoring and evaluation process. On an annual basis, in
conjunction with the City budgeting process, actions items in the outer years (Years
3-5) will be moved into Years 1-2, as appropriate and feasible.
While the City provides leadership, technical capabilities and funding for Action
Program implementation, a partnership with community stakeholders is crucial to
achieving neighborhood goals. A Public Outreach and Communications Plan guide the
Task Force in engaging the diverse neighborhood interests in the revitalization
efforts. In late 2008, two (2) community groups were organized – the East Gateway
Stakeholders Advisory Group (SAG) and the East Gateway Business and Neighbors
Association (BNA). The City is currently coordinating with the Hispanic Outreach
Center (HOC), a local social services agency, to capture input from Hispanic-Latino
residents through focus groups discussions.
The following accomplishments were noted during this reporting period in the East
Gateway NRSA:
Acquired and demolished a 2.2-acre parcel that included the Economy Inn
Motel, the Royal Palm Motel, Viva Mexico Restaurant, two duplexes, and one
single-family house to be used for future key redevelopment efforts;
Provided $1.5 million construction loan for
Country Club Townhomes, a 31-unit
workforce-housing project;
Provided a $128,198 loan to renovate and
rehabilitate the Jerry Howe Apartments
(formerly known as Covert Apartments), a
13-unit apartment complex that provides
transitional beds for veterans with
disabilities;
Facilitated the monthly Stakeholder
Advisory Group (SAG) meetings;
Presented at the East Gateway Business and Neighbors Association (BNA)
monthly meetings;
Commenced a comprehensive neighborhood community vision plan:
Held three (3) community focus group meetings;
o
Facilitated two (2) community workshops;
o
Coordinated activities with the consultant, the Vision Plan Steering
o
Committee, the SAG, the BNA, and the East Gateway Task Force;
Conducted an online survey to several community stakeholders;
o
First Program Year CAPER 44
Coordinated, promoted and held a multicultural celebration (East Gateway
Hispanic Festival) on May 22, 2011 that was attended by approximately 800
people;
Continued environmental
assessments at the former CarPro
site;
Maintained the tracking report for
the Five-Year Action Program and
coordinated with the East Gateway
Task Force;
Identified additional sidewalk needs;
Solicited input from the
o
Engineering Department, the
SAG, and the BNA;
Completed installation of the
o
De Leon sidewalk project;
Secured additional $65,571
o
for the construction of new
sidewalks on parts of Park
Street, N. Hillcrest Avenue,
and N. Evergreen Avenue;
Coordinated with Engineering for the
Gulf to Bay / Highland Intersection
Improvements project and solicited design input from the City Council, the
SAG and the BNA;
Implemented the East Gateway District Façade & Building Lot Improvement
Program
Commenced construction of three (3) projects;
o
Successfully completed two (2) projects;
o
Processed a new application;
o
Issued three loan commitments for a total of $106,021;
o
Coordinated with Code Compliance for a code sweep that took place the week
of April 25, 2011;
Coordinated with Solid Waste for a black barrel awareness campaign in July
2011;
Coordinated efforts with the Florida Department of Transportation for the
Drew Street Sidewalk Improvement project;
Participated in meetings and events sponsored by the Clearwater Regional
Chamber Hispanic Business Council;
Conducted business visits and offered assistance for business expansions
and/or improvements;
Supported two (2) police officers assigned to the Downtown Bike Team, which
has led to an increased and more visible
police presence and better cooperation
between the residents and the City;
NA
Coordinated and promoted, along with B
leaders and the Police Department, the
East Gateway Crime Walk that took place
on April 21, 2011;
Met with community leaders to discuss the
creation of a community garden;
uration of
Coordinated with the Code Compliance department for the reconfig
the code inspection zones;
First Program Year CAPER 45
To improve consistency, a new inspection zone was created to
o
encompass the East Gateway District and the Downtown CRA under a
single Code Compliance Inspector.
13. Housing Opportunities for People with AIDS (HOPWA)
The City does not receive any HOPWA Funds.
14. MONITORING PLAN
All subrecipients will receive federal and local regulations relating to their specific
activity, along with an explanation as to how the regulations apply to their particular
project. Specific Performance Agreements will be executed with each subrecipient
ect is
giving measurable objectives for the eligible activity to be carried out. Each proj
monitored on an ongoing basis. Documentation submitted with reimbursement
requests are reviewed for compliance with applicable regulations and measurable
objectives prior to issuing funds.
On-site monitoring of selected subrecipients are scheduled and completed annually
by the Housing Manager. A checklist is completed and reviewed to insure all aspects
of the activities are carried out in accordance with applicable regulations.
In addition to the above documentation, any subrecipient needing and/or requesting
additional training on how to meet grantee and federal requirements will receive
technical assistance deemed most appropriate to the circumstances by the Assistant
al
Director of Economic Development or Housing Manager. Additional technic
assistance, if needed or requested, will be given at the time of the annual
monitoring.
The City uses a three step approach to monitor subrecipients. The first step begins
during the application process. Subrecipients provide the City with their goals,
objectives, budget and an Implementation Schedule. If funded, the goals, objectives,
budget and Implementation Schedule are included in the Subrecipient Agreement
ith the City.
w
The second step is to provide the subrecipient with the format needed for the
Monthly Activity Report. The reports are completed and returned to the City
ot
monthly. The Housing Division analyzes the reports and if the subrecipient is n
meeting its goals, technical assistance is provided. Subrecipients who provide
an basis and approved by the City
housing assistance are monitored on a loan-by-lo
prior to any loan closing to ensure compliance.
Lastly, the City provides direct monitoring of all subrecipients annually with new
agencies receiving two (2) monitoring visits. The first visit takes place in July and
provides technical assistance to ensure the agency understands the compliance
in September and is a detailed-monitoring visit
process. The second visit takes place
that utilizes an approved checklist.
During this reporting period, the City provided detailed monitoring of all
subrecipients. The City is continues to offer technical assistance to all subrecipients
throughout the year.
First Program Year CAPER 46